Lean Office Processes

Improve Lead Times by 50%


Office processes can account for as much as 50% of your total lead time.

The Lean principles and tools utilized in manufacturing operations can be applied in the office or administrative processes to reduce waste and improve productivity. Office wastes can manifest in:

  • excess paperwork
  • redundant approvals
  • inefficient work area/design
  • incomplete or inaccurate information
  • complex tracking systems

Accurate estimating, efficient order handling and responsive customer service help to protect your profits, maintain your reputation and keep you competitive.

Case Study: Applying Lean Thinking to the Quoting process

We worked with a company that was planning to expand its market share by 25% over the next 3 years. The Quoting process played a key role in meeting that objective. However, it was not responsive to customers’ needs: an average request for quote took in excess of 66 hours to process, causing lost business potential.

By guiding a cross-functional team through Kaizen methodologies including Value Stream Mapping, we identified multiple opportunities to improve lead time in the quoting process. Our structured problem solving approach and expert facilitation enabled the team to focus objectively on work flow. We helped them to identify and prioritize process improvement opportunities to:

  • develop a new and improved customer quote template
  • create and apply comprehensive checklists to ensure information integrity
  • automate a more complete quote log that speeds information flow
  • ensure the timeliness of information
  • establish standard work for all processes so improvements were sustainable


  • lead time decreased from 66 to 32 hours per quote
  • process time decreased from: 2 to 1.3 hours per quote
  • completeness and accuracy improved from 50% to 90% 


CONNSTEP solved a huge problem for us and helped us bring our delivery rate to 100%. As a direct result of that, we have been awarded with an increase in business which, ultimately, will also benefit (our supplier) Har-Conn.”

CT manufacturer Pegaasus

Chris DePentima

CEO, Pegasus Manufacturing Inc.

“I see great value in the new experiences and perspectives CONNSTEP brings to our business, at reasonable prices. They’re not like consultants, they’re like partners in the business – willing to roll up their sleeves and help.”

AGRussell logo

Mark Burzynski

President, Arthur G Russell Co

“CONNSTEP has proved to be a tremendous resource for ESI. CONNSTEP has helped us to adapt to today’s marketplace and remain a quality minded, competitive global player. Our ISO/TS16949 implementation process was efficient and rewarding. I look forward to our future projects with CONNSTEP.”

esi CT manufacturer

Ron Delfini

President, Engineering Specialties Inc.

“CONNSTEP worked with FuelCell Energy to educate and facilitate Lean initiatives and to help meet our needs to establish an overall production improvement plan. This plan has been utilized over a period of time as a ‘guiding light’ to spur numerous improvements that dramatically reduced our product cost.”

Tom Lucas

Manager, Fuel Cell Energy

“CONNSTEP is a valuable partner to Hologic, providing the expertise and ‘outside eyes’ everyone needs to keep their continuous improvement on track. We are now well-positioned on a dynamic growth path and look forward to a long-term relationship with CONNSTEP.”

Greg Safarik

VP Manufacturing Operations, Hologic

“Our experience working with CONNSTEP has brought us benefits we never expected. It’s a great team to work with!”

Bruce Wheeler

VP of Operations, Metal Finishing Technologies Inc.

“The goals of the team were to reduce manufacturing lead-time, reduce floor space utilized, and increase worker productivity. All the goals were met. CONNSTEP helped us to better compete.”

Tornik CT manufacturer

Dan Rubbo

General Manager, Tornik LLC

“The Business Growth Program is working well for us. We enhanced our website following the meetings to improve our SEO and become more visible to search engines. The segment on negotiating …  promoted changes in our thinking and improved how we interact with customers. The mentoring between sessions was helpful in boosting our progress.”

CT manufacturer Colonial Spring

Bill Lathrop

President, Colonial Spring Co.

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