Where to Start with Workflow Automation?
A guide for SMEs on how to begin their workflow automation journey by selecting the right processes and focusing on manageable steps for tangible results.
Digitalisation and automation are concepts we frequently hear in today's manufacturing world. However, for many SME managers, these terms can imply large budgets and complex technology projects. Yet, the initial steps to increase efficiency, reduce errors, and overcome operational bottlenecks do not always require major investment. Workflow automation is one of the most rational and manageable starting points for achieving tangible benefits on this journey. This approach focuses on making your existing processes smarter and more efficient, rather than on a revolutionary overhaul.
At its core, workflow automation is the use of technology to automate manual, repetitive, and rule-based tasks. This includes countless tasks that are part of daily operations, such as copying information from one system to another, obtaining an approval via email, or preparing a report. The real question is knowing where to start in this vast sea of possibilities. Which process will create the most value when automated? What should be considered when embarking on this transformation? This article has been prepared to help manufacturing and industrial SMEs find answers to these questions.
Before Automation: Understanding the Current State
The most common mistake made when deciding to automate workflows is to start by researching technology and software solutions directly. However, an effective automation project requires a deep understanding of the problem before the solution. Attempting to automate an existing process without thoroughly analysing it can result in simply making an inefficient process faster. Not only will this fail to deliver the expected benefits, but it could also make existing problems more complex.
This first and most critical step is to map out your existing workflows. It is essential to clearly document where a process begins, what steps it involves, who is involved, what information is used, and where it ends. Key areas to focus on during this analysis include: repetitive manual data entries, approval mechanisms that create bottlenecks, disconnects in information transfer between departments, and steps prone to human error. Creating a detailed operational map allows you to see these weak points and automation opportunities in a concrete way.
During this analysis phase, your most valuable source of information is the employees who carry out these processes every day. Interviews with them will reveal practical difficulties and inefficiencies that a manager or an external observer might not notice. Learning firsthand why a process operates as it does, which steps take the most time, and what frequently goes wrong is fundamental to setting the right objectives for automation.
Choosing the Right Processes for the First Step
Once the current state analysis is complete, you will have a list of potential automation candidates. Rather than trying to automate them all at once, identifying the right starting point is vital for the project's success. A well-chosen pilot project serves as both a learning experience for your team and creates a positive perception of automation within the organisation through the quick wins it delivers. So, how can you select the most suitable processes for the first step?
Typically, the most suitable processes for automation share certain common characteristics. It is useful to consider the following criteria when prioritising:
- Repetitive and Rule-Based Tasks: Jobs that are performed with the same or very similar steps each time, leaving little room for interpretation or creativity, are ideal candidates. For example, entering information from a form into another system or sending a standard email template.
- High Volume: Automating a process that is repeated several times a day or dozens of times a week will have a much greater impact than a task performed once a month. To maximise the return on effort, volume is an important factor.
- Prone to Human Error: Processes involving steps like data copying, manual calculations, or entering information into multiple places are highly susceptible to human error. If the cost of these errors (loss of time, financial loss, customer dissatisfaction, etc.) is high, so is the priority for automation.
- Involving Multiple People or Departments: Processes where a task or information is transferred from one person to another or from one department to the next are often where delays and communication breakdowns occur. Automating flows, such as the transfer of a sales order to production and then to procurement, increases the speed and consistency of the entire operation.
Based on these criteria, the most rational strategy is to start with a process that has low complexity but high impact. For instance, instead of a grand objective like "automating the entire purchasing process," starting with a smaller, more manageable goal like "automatically creating a purchase request for standard raw materials when stock levels fall below a critical limit" increases the chances of success.
Simple and Effective Automation Opportunities: What Can Be Done?
To make theoretical approaches more concrete, let's examine some practical examples commonly found in manufacturing and industrial SMEs that are suitable for automation. These examples can generally be grouped into two main categories: administrative and operational processes.
On the administrative side, there are many opportunities to increase the efficiency of office and support functions. For example, supplier invoices received via email can be automatically read, with relevant information (invoice number, amount, date) transferred to the accounting or ERP system and routed to the correct person for approval. Similarly, collecting employee expense claims or leave requests through a digital platform, automating approval processes, and instantly recording the data can significantly reduce the workload on both HR and accounting departments.
Opportunities on the operational side are directly related to the heart of production. Instead of manually converting a customer order form into a production order, automating this process both saves time and eliminates data entry errors. Digital forms filled out by quality control operators on tablets or mobile devices in the production area can instantly send a notification to the relevant quality engineer or production supervisor when a non-conformance is detected. Similarly, when a fault is logged for a machine, the maintenance request can automatically be added to the maintenance team's worklist, and tracking the process can shorten fault response times.
Technology Selection: Is Complex Software Necessary?
Although automation often brings to mind large, expensive, and difficult-to-integrate enterprise software, today's technology offers much more flexible and accessible solutions. SMEs do not always need to turn to the most complex and comprehensive tools to meet their needs. Technology selection should be based on the nature of the process to be automated and the company's existing technological infrastructure.
Many businesses do not fully utilise the potential of their existing systems, such as ERP or CRM. Most of these systems offer built-in modules or features for managing standard workflows. When starting your automation journey, first exploring these capabilities in your current software can help you achieve quick wins without additional investment. When existing systems are insufficient, more specific tools come into play.
"Low-code/no-code" platforms, which have grown in popularity in recent years, allow even business users with limited technical expertise to design their own workflows using drag-and-drop interfaces. These platforms offer a highly flexible structure for automating data flow and tasks between different applications (e.g., email, spreadsheets, ERP system). The right technology choice is a significant part of your company's overall digital transformation roadmap, and it is essential to focus on the process itself to find the most suitable tool for the purpose.
Implementation and Improvement: A Continuous Cycle
Workflow automation is not a one-time project; it is a living process that requires continuous improvement. The real work begins after you have implemented your chosen pilot project. This phase involves a cycle of measuring the effectiveness of the automation, collecting user feedback, and making the process even better.
After implementation, you should track the success metrics you defined at the beginning of the project. Answering questions numerically, such as "How much has the order entry time been reduced?", "By what percentage has the error rate from manual data entry decreased?", or "What is the new average time for requests awaiting approval?", will concretely demonstrate the value created by automation. This data is critically important for presenting the project's success to management and securing support for the next automation project.
Feedback from the employees using the process is just as valuable as the metrics. Which parts of the automated flow work smoothly, and which parts are challenging for users? Perhaps a notification email is not clear enough, or an approval step is unnecessarily slowing down the process. Small improvements made in light of this feedback will increase the system's adoption and effectiveness. Every process that is successfully automated and improved also helps you maintain and strengthen your business's operational standards in the digital environment. This cyclical approach also lays the foundation for creating a culture of continuous improvement in your business over time.
Conclusion
Starting with workflow automation is more of a business process improvement initiative than a technology project. The right approach is not to take large and complex steps, but to start with a high-impact, easy-to-manage process after a thorough analysis of the current situation. Understanding the process, selecting the right pilot project, finding technology that serves the purpose, and viewing implementation as a continuous improvement cycle are the key elements that bring success on this journey. The goal is not just to use technology, but to transform your operations into a more streamlined, error-free, and scalable structure.
