EXPERTISE Business analysis
We don’t write code
before we understand
Most software projects that fail don’t fail because of the code. They fail because nobody took the time to understand how the company actually works — not the way it’s written in the procedures, the way it goes on a Tuesday morning when people are missing.
It’s the step we never skip.
What we look at
The need almost always comes from management. But it’s by talking to the people doing the work that you learn what's getting in the way. : what’s still on paper, what gets rekeyed from one system to the next, what sits waiting on someone’s desk, what nobody measures.
We follow the full path of an order, a batch, a work order — from the first call through to the invoice. We note where the information stops, where it gets copied out again, where it gets lost.
What you have at the end
A map of the current process, end to end. Not a diagram of principles: the real thing, with the workarounds and the exceptions everyone knows without having written them down.
And a game plan: the steps, the sequence, what comes first because it pays off straight away, what can wait. With a firm price.
That deliverable is yours. If you decide not to go further with us, or to have the project built elsewhere, you take it with you.
A feasibility study is not a quote
A quote answers “what does it cost”. An analysis answers “is it worth doing” first.
Sometimes we conclude that an off-the-shelf product will do, or that a project should be cut in two, or postponed. That’s a valid outcome.
It’s often funded
An automation project frequently qualifies for public funding — and not just the development work.
The ESSOR program, from Québec’s provincial investment agency, also covers the diagnostic phase. We’re accredited for the Industry 4.0 Audit.
The first thing to do is find out what you’re entitled to.
The proof
-
Emballages Eco-Pack
At Emballages Eco-Pack, the analysis revealed that almost every order was one of a kind — a combination of size, wall thickness and length worked out for one specific customer. No ERP on the market could handle that logic. Without this step, the company would have bought a package and spent two years bending its methods to fit inside it.
View the case study -
Borderon et fils
At Borderon et fils, mapping is what surfaced the real constraint: a bakery runs the calendar backwards — the delivery time sets the mixing time.
View the case study