Business process and product case
The delivery routewas slowing the team down.
Delivering an electric vehicle took seven weeks. No single team owned the whole delay. Time and information were being lost between people, systems and approvals.
Measured result
7 weeks → 3 weeks
Product result
40% increase in product use
What was going wrong
The delay livedbetween teams and systems.
The product screens revealed delays created across the wider process.
Where time disappeared
- The journey crossed several teams.
- Important information was lost or repeated at handovers.
- Work waited for approvals without a clear owner or expected time.
The process stretched beyond the product
- Different tools showed different parts of the same process.
- Ownership changed as work moved.
- Teams were working around the system instead of following one clear route.
What changed
We shortened the routethrough the system.
Mapping the full journey made the lost time visible, and the new process was built into the product.
Mapped the full journey
The work was viewed from the first customer step to final delivery.
Found where time was being lost
Waiting, repeated checking and unclear responsibility became visible.
Simplified the process
The route was redesigned with clearer ownership and fewer places for information to disappear.
Built the change into the product
The improved process became part of the tools used by customers and staff.