Order in the systems
From several disconnected tools to one coherent working environment.
Illustrative example · Production SME
From fragmented process to a transformation roadmap.
GWW has not yet published real case studies - most engagements are confidential or still underway. This is a walkthrough of how a coordinated engagement typically unfolds, illustrated through a representative production SME. Company details are generic composites, not a real client.
- Sector
- Precision components manufacturing
- Size
- ~140 employees, two production sites
- Market
- Poland-based, ~40% export
- Engagement
- 8 months, staged in three phases
The situation
Growth had outpaced the systems holding it together.
A third-generation, family-owned manufacturer of precision metal components had grown steadily for a decade, adding export customers faster than it added infrastructure.
Production planning, order tracking and accounting each lived in a separate spreadsheet or system, maintained by a different person, with no connection between them.
No one in the building could answer, with confidence, what the factory was actually producing right now.
Leadership suspected automation and AI could help, but had already been burned once by a vendor who tried to sell a single "solve everything" platform. A grant application for a digital transformation programme had stalled months earlier, rejected for lacking a clear evidence base and phased plan. The company needed to see its own process clearly before it could commit to changing it.
- No unified production view
- Manual, spreadsheet-based reconciliation
- A stalled grant application
- One prior failed platform rollout
The GWW system, applied
Six stages, one coordinated engagement.
The same GWW Transformation System used across every engagement, walked through for this case specifically.
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Research & Evidence
Fieldwork combined shop-floor process mapping with structured interviews across production, planning and sales, plus a short satisfaction check with distribution partners. The diagnosis: three disconnected systems, no shared picture of what the factory was actually doing at any given moment.
Fieldwork coordinated with Fast Solutions -
Strategy & Business Case
Evidence became a staged business case rather than a single proposal - deliberately separating "fix now" (shared data, reporting) from "invest later" (AI-assisted scheduling), given the company's wariness after one prior failed rollout.
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Funding & Readiness
The business case was rebuilt into a fundable concept aligned with the logic of Polish/EU digital-transformation grant programmes - covering process automation, data infrastructure and a cybersecurity baseline - replacing the vague pitch that had been rejected months earlier.
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Digital & AI Design
Defined a target data architecture - one shared production and planning dashboard - plus shop-floor automation candidates and an AI-readiness assessment. Predictive maintenance and demand forecasting were flagged as viable, but deliberately sequenced for a later phase rather than oversold on day one.
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Implementation Coordination
One PMO ran the build instead of the client juggling separate vendors: the shared dashboard and integration layer were built and hosted, with milestones and acceptance rules owned centrally rather than negotiated ad hoc.
Dashboard built with Pagepress -
Validation & Measurement
Post-rollout, GWW checked whether planners actually used the shared dashboard daily, tracked data-quality improvement and reporting time, then fed the findings into a short "what's next" brief scoping the AI-assisted scheduling phase.
Where this leads - an illustrative model of change
What can a well-planned, staged project deliver?
This is not one big revolution. A well-planned transformation puts the company in order area by area - from systems and reporting through to a ready plan for adopting AI.
The values below are illustrative and show the direction of change, not a guaranteed outcome of a specific project.
Faster flow of information
Reporting that used to take several days can be brought down to hours.
A concrete result
Transformation concept
A coherent transformation concept, prepared so it can support further decisions or a funding application.
A plan for the next stages
- 1 Diagnosis and priorities
- 2 Pilot
- 3 Rollout
- 4 Scaling
AI readiness mapped onto realistic consecutive stages instead of one big rollout.
Capabilities involved
Coordinated, not outsourced piecemeal.
One contract, one governance model - Grupa WW stayed the client's single point of contact throughout.
Discuss your challenge
See how this could apply to your business.
Every engagement starts with your own evidence, not a template - including this one.