SztylerSolution · Process Lenses™
SEE · PRIORITISE · ACT · DEMONSTRATION CASE STUDY

Warehouse Control Dashboard Lens™

Turn daily warehouse activity into one clear operational picture.

Open live demoWatch walkthroughSee the workflow
Export daily activity reportsworkflow input
Combine and clean the dataworkflow input
Calculate KPIs manuallyworkflow input
PROCESS
LENS™rules · checks · exceptions
Consistent operational KPIscontrolled outcome
Trends, heatmaps and delay patternscontrolled outcome
Alerts with cause and supporting recordscontrolled outcome
Local workflowDesigned to run with controlled files in the browser.
Exception firstReview what needs judgement instead of every line.
Representative exampleIllustrative data and narrative, not a client claim.
ANONYMISED WORKFLOW CASE STUDY

Useful operational data existed — but the daily picture had to be rebuilt before decisions could start.

Situation: A warehouse control workflow drew on several activity reports to understand workload, overdue activity, exceptions and the priorities requiring attention during the operational review.

Before: Different reports had to be cleaned, combined and interpreted before managers could agree one picture. The output depended on who prepared it, and source rows often had to be reopened to explain a warning or variance.

What changed: The agreed KPI definitions and exception rules were embedded into one local control workflow. Alerts remain connected to the supporting records instead of becoming disconnected dashboard numbers.

Result: The operational review starts from one prepared control picture. Time moves from assembling numbers toward investigating exceptions, agreeing actions and assigning owners.

Anonymised operational working pattern. Organisation names, people, locations, internal system names and identifying details are intentionally excluded. Any value figures elsewhere on this page are illustrative unless explicitly stated as validated.
BeforeDaily reports assembled before the operational review.
DefinitionsOne agreed calculation for each KPI and alert.
Drill-downWarnings stay linked to supporting source records.
ContinuityThe control view can be repeated without relying on memory.
THE OPERATIONAL CHALLENGE

How the work happens before the Lens

Operational activity may be spread across receipt, pick, dispatch or status reports. Managers assemble a picture manually before they can identify delays, exceptions and priorities for the shift.

Export daily activity reportsCurrent manual step
Combine and clean the dataCurrent manual step
Calculate KPIs manuallyCurrent manual step
Search supporting rows for actionCurrent manual step
THE HIDDEN BUSINESS LOGIC

The real value sits in the rules

The Lens is built around agreed conditions, tolerances and actions — not around a prettier spreadsheet.

Use agreed definitions for every KPI
Flag activity outside target or tolerance
Keep each alert connected to source records
Separate operational status from required action
Preserve the raw source values for traceability
THE CONTROLLED WORKFLOW

From raw input to action-ready output

1Load activity export
2Validate dates and statuses
3Calculate approved KPIs
4Visualise patterns
5Inspect alerts
6Export action list
WHAT THE USER SEES

Clear outcomes with the source detail preserved

Consistent operational KPIs
Trends, heatmaps and delay patterns
Alerts with cause and supporting records
Focused action list for daily review
REPRESENTATIVE DEMONSTRATION RESULT

A result that can be explained, reviewed and exported

Figures and labels below describe the demonstration workflow and must be replaced or validated before being presented as a client result.

Onedaily view
Visibleaction alerts
Linkedsource records
WHAT THE CONTROLLED WORKFLOW CHANGES

Better control, earlier visibility and less dependence on memory

The value is not only that the task becomes faster. The workflow becomes easier to cover, explain, review and improve.

01One daily pictureSupervisors and managers work from the same agreed definitions.
02Problems surface earlierOverdue, missing or abnormal activity is visible before the daily meeting ends.
03Less meeting preparationTime moves from assembling numbers to agreeing actions and owners.
04Operational continuityThe control view does not disappear when the usual report owner is absent.
ILLUSTRATIVE VALUE MODEL

Daily control becomes a review, not a report-building exercise.

The illustrative figure reflects preparation time released across two shifts. Faster decisions and avoided operational delay are additional value.

173 hoursillustrative annual capacity released
£3,460illustrative annual labour value

Assumptions used

  • 2 shifts per day
  • 30 minutes before per shift
  • 10 minutes after per shift
  • 5 days per week
  • £20/hour
  • 52 weeks

Illustrative only. The final baseline is confirmed during a Process Scan using the client’s actual frequency, time, people and cost.

Historic value: Because the same structure can be retained over time, managers can review patterns rather than only today’s snapshot — for example recurring overdue activity, repeated exception categories or areas where the same corrective action keeps returning.
BOUNDARIES AND TRUST

What this demonstration does — and does not assume

KPI definitions are agreed before build
Dashboard accuracy depends on source-data quality
No live database connection is assumed
Automated refresh or system integration can be scoped separately

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