Product manufacturing
OrderMaterials and moldProductionInspection
Branch. No mold for the product: it gets made first.
Business processes · Manufacturing02 — 04.2025
6 processes
Process mapping for a precast concrete plant
Before automating on Bitrix24, the integrator needed to understand how a precast concrete plant works today. In 15 hours, from the first meeting to delivery, I mapped six of the plant’s processes in BPMN.
6processes in BPMN
4detailed by role, with branches
15hours including meetings
Process mapping for a precast concrete plant
- Client
A Bitrix24 integrator, work for its client, a precast concrete plant. Names are not disclosed under the contract.
- ServiceAs-is business process mapping
- TimelineMapping3 moRevision1 mo
- 11.02 contract
- 21.04 maps accepted
- TeamBusiness analyst: the agency’s founder
- Tools
maps
messages and documents on the integrator’s portal
Mapping at a fixed price, the revision paid separately.
Where it started
A precast concrete plant decided to bring order to its work and turned to an integrator that implements Bitrix24. The integrator asked a business analyst to describe the plant’s work as is, and then worked with the maps itself.
What the plant was like
The owner runs several companies, and their processes differ. We mapped only the plant. It produces ready-mix concrete and precast concrete products, both standard and to the client’s drawings, and rents out heavy equipment.
The plant sent its org chart itself and warned right away that in practice things work differently. Accounting, the lawyer and HR serve two companies, some positions are vacant, and there are no written procedures. So I mapped the work as it runs now, from what the plant’s managers told me. We met them online, from the production director up to the owner.
Six maps
I mapped four processes in detail, by role and with branches:
- sales, from the request to handing the order to production;
- preparing and signing the contract and specification;
- precast product manufacturing;
- ready-mix concrete production.
Equipment rental I drew at a high level; the integrator didn’t need more detail. The sixth map is an overview: it shows how a request moves between departments.
What the maps show
A standard product is priced by the sales manager from the price list, while a custom one is priced from the drawing by the planning and economics department. The director approves the commercial offer. If the client doesn’t respond for five business days, the manager calls them. The lawyer prepares the contract as a separate process, and if the client has comments, a protocol of disagreements is drawn up. With prepayment, the order goes to production only after the invoice is paid.
In product manufacturing, the order is first checked for two things: whether materials are in the plant’s own warehouse or at partners, and whether there is a mold for the product. If there is no mold, it is made first. The client may inspect the finished product within three business days; otherwise the workshop inspects it. A defective product goes back into work, and a product without defects gets a quality certificate. Shipping goes one of three ways: the client collects it, the plant’s own driver delivers it, or a freight company does.
Concrete is simpler. The operator sets the volume and grade, a sample goes to the lab, and until there is a test report, no delivery documents are issued.
What came next
I handed the maps to the integrator, and it did the procedures, the analysis of the plant’s problems and the automation itself. In April 2025 I revised one of the maps as a separate order.