Venerdi factory operations service design

Venerdi initially came to us looking for a database solution. The team knew there were inefficiencies in its factory processes, particularly around traceability and quality compliance, but the causes and opportunities for improvement were not yet clearly defined.

Rather than starting with technology, the first challenge was to understand how work actually happened across the factory.

That meant looking at the people involved, the tools and environments they worked with, and the processes connecting everything together. It was also important that the people doing the work had an opportunity to contribute, as they often had visibility of problems and opportunities that were difficult to see from outside the process.

The aim was to establish a shared picture of the current state before making decisions about what should change.

We ran three workshops across different parts of the business, involving factory staff, quality teams, data analysts and those responsible for driving the wider change.

Each workshop was adapted to the people involved and the parts of the process they understood best. We explored the work through three lenses: people, the environment and tools around them, and the processes they followed.

As the research developed, findings were captured, grouped into themes and validated with the team.

This allowed us to move from a broad sense that something needed fixing to a much clearer understanding of where problems existed, why they were occurring and where opportunities for improvement could be found. It also surfaced practical changes that did not necessarily depend on building new technology.

The discovery produced a clear source of truth for Venerdi’s existing processes, along with a view of what a better future state could look like.

We delivered detailed current and future-state process maps, gap analysis, findings and recommendations, including consideration of environmental and device factors affecting work on the factory floor.

Importantly, the outcome was not a predetermined technology solution. It gave Venerdi the information needed to make better decisions about what should come next, whether that involved process changes, technology or a combination of both.

The work also created the foundation for the next phase: developing and testing a prototype based on a problem that was now much better understood.