Operations. Process. Technology.

A stronger operational foundation for growth.

DeLashmit Consulting is an operations-focused consulting firm that helps you build a strong foundation for growth. We streamline your processes to improve customer experience, cut waste, and boost profitability—and our dedicated technology team makes sure your systems keep up with where your business is going.

What we offer

Three connected layers that help you run smoother, improve constantly, and use technology where it actually moves the needle.

Operational Excellence

Operational Excellence is about running your business so that everyday work lines up with what matters most to your customers and your bottom line. It’s built on clear, consistent ways of working, real support to help people follow those processes, and hands-on coaching so teams can do their best work.

We focus on practical KPIs that your team can actually control and that directly affect service, quality, cost, and speed. Achieving Operational Excellence means getting the right people, reliable processes, and the right technology all working together.

Continuous Process Improvement

Continuous Process Improvement is about making your everyday work a little better, all the time, so you keep delivering more value to customers and getting more from the effort you put in. It’s built on a simple rhythm: regularly spotting problems, fixing the root causes, and locking in the better way of working so it sticks.

That means giving people clear workflows, simple tools to flag issues, and support from leaders so improvements don’t die on the vine. We focus on a short list of practical measures your team can actually influence—things like turnaround time, quality, rework, and customer satisfaction.

Doing Continuous Process Improvement well means building a culture where everyone is looking for smarter, cleaner ways to work—and has the structure, data, and backing to actually make those changes happen.

Digital Transformation

Digital Transformation is about using technology to make real improvements in how your business works day to day—not just buying new tools because they’re trendy. It starts with clear, reliable processes and a good understanding of where work gets stuck or delayed.

From there, we bring in the right systems to automate routine steps, connect data across teams, and make it easier for people to do the work that actually creates value. That means fewer manual handoffs, less rework, faster response times, and better visibility into what’s really happening in your operation.

Done well, Digital Transformation doesn’t replace your people—it frees them up from busywork so they can focus on customers, decisions, and improvement.

The kind of lift you should expect

For a well-chosen workflow with clear ownership, clean data, and a dedicated technology team aligned to your process design, these are realistic targets.

Cycle Time Reduction

Steps simplified, re-sequenced, and automated so work moves faster end-to-end.

Less Manual Touch

Fewer clicks, copy-paste moments, and “can you check this?” cycles.

Straight-through Volume

A meaningful slice of work flows from intake to outcome with no human intervention.

1. Start with a conversation, not a pre-baked solution

We begin with a working session focused on two things: what you’re living with today (where work piles up, where people are firefighting, what’s frustrating customers or staff), and what “better” needs to look like (speed, accuracy, cost, risk, customer experience, or some mix of the above). If you’ve already used the Operations Model or Process Evaluations, we use those as input; if not, we walk through the same questions in plain language. The output is a clear problem statement and a short list of candidate workflows worth tackling first—without forcing you into a pre-defined package.

2. Run a focused, paid scoping sprint

If we both agree there’s something worth solving, we move into a short, fixed-fee scoping engagement. Here we look at how work really flows today, review the data you have (volumes, backlogs, error rates, SLAs, complaints), talk to the people who actually do the work, and understand constraints like regulatory limits, systems, and politics. You get a concrete scope that answers what problem we’re solving, where we’ll start, how we’ll measure success, what you need to bring to the table (access, data, people), and whether the right shape is Operational Excellence, key process improvement, Digital Transformation, or a tailored mix.

3. Deliver the engagement with clear phases and shared responsibilities

The formal engagement follows a practical, DMAIC-style path: we firm up the problem and baselines (Define & Measure), clean up how the work is actually done before we touch major technology (Analyze & Improve), then use technology to lock in gains and scale what works (Control & Scale). That can mean tighter workflows and controls, targeted automation for repetitive steps, better visibility into work-in-progress, and cleaner data flows between systems. We track lift in cycle time, manual touch, and straight-through volume, then use those results to decide whether to scale the pattern, step up into a broader operating-model change, invest in a larger digital transformation, or simply bank the win.

Process Evaluation

Use these quick evaluations to understand how your operations model is performing today and where a focused project could unlock the most value.

Evaluate My Operations Model

Answer a few quick questions about how your operation runs today. You’ll get directional feedback on where you’re strong and where you’re exposed.

Section A – People & Ownership

Q1. Ownership – How clear is it who owns each step of your core workflows?

Q2. Reliance on “heroes” – How often does work depend on a few “go-to” people? (Higher scores here are less healthy; we adjust this in scoring.)

Q3. Coaching and support – How often do leaders actively coach on better ways of working?

Section B – Process & Consistency

Q4. Standard way of working – How often is there a clear, agreed way of doing the work that most people follow?

Q5. Firefighting – How often does firefighting disrupt your planned work? (Higher scores here are less healthy; we adjust this in scoring.)

Q6. Hand-offs and rework – How often do hand-offs happen cleanly, without confusion or extra rework?

Section C – Metrics & Management

Q7. Useful, controllable metrics – Do you track a short list of day-to-day metrics your team can actually influence?

Q8. Regular performance review – How often do you review these metrics as a team and adjust how you work?

Q9. Link to customer and business goals – How clear is the link between daily metrics and what matters to customers and your P&L?

Section D – Technology & Tools

Q10. Tools fit the work – How well do your systems and tools match how work really happens today?

Q11. Automation of routine work – How often are repetitive, rules-based tasks handled by tools instead of manual effort?

Q12. Operational visibility – How easy is it to see what’s going on right now in your operation?

Evaluate My Process

Have a specific workflow in mind? Share a bit about it and we’ll look at whether it’s a good fit for straight-through processing or targeted automation.

Process / workflow name

Describe the workflow you’d like evaluated.

Quick 1–5 checkup for this workflow

P1. Ownership – How clear is it who owns this workflow from start to finish?

P2. Consistency – How consistently is this workflow run the same way each time?

P3. Inputs – How complete and accurate are the inputs when this workflow starts?

P4. Visibility – How easy is it to see status and progress for this workflow?

P5. Manual effort – How manual is this workflow today?

P6. Quality – How often does this workflow need rework, fixes, or double-checking?

P7. Impact – When this workflow goes wrong, how big is the impact?

P8. Volume – How often does this workflow run?