JourneyRx

How the diagnostic works

Follow the evidence from problem to action.

The diagnostic applies Lean principles to one agreed process or issue: understand the value it needs to deliver, observe actual work, expose waste and improve flow.

Adam leads the investigation, combining conversations with the people doing the work, selected records and technical analysis where it helps answer the question.

CAD $1,500 fixed feeOne agreed process or issueFindings in 5 working days

Discuss your operational problem

What to bring

You do not need a polished process map or complete dataset. We agree a manageable evidence request during scoping.

  • The problem and decision: what happens, its business effect and what you need to decide.
  • A process owner and participants: people who do the work and receive its output; up to 3 interviews.
  • A real walkthrough: show the steps using a recent example, including exceptions and handoffs.
  • Selected existing records: relevant work orders, inspection records, system logs or reports.

Before kickoff, we agree boundaries, access and the delivery arrangements. Work can be remote or local within the Greater Toronto Area.

Five stages, with an output at each step

The sequence below is the standard five-working-day delivery cycle.

  1. Day 1 · Define

    Agree the question

    JourneyRx: confirm the business impact, process boundaries and useful measures.

    Your team: attend kickoff and confirm the process owner and participants.

    Output: an agreed problem statement and scope.

  2. Day 2 · Observe

    Follow actual work

    JourneyRx: follow the actual process through interviews, a walkthrough and selected records.

    Your team: show recent examples, including exceptions and handoffs.

    Output: observations, reported experience and evidence gaps.

  3. Day 3 · Map

    Make the delays visible

    JourneyRx: map the steps, responsibilities, waiting and rework.

    Your team: check that the map reflects how work happens.

    Output: a current-state process map.

  4. Day 4 · Diagnose

    Assess possible causes

    JourneyRx: compare possible causes against evidence, using 5 Whys and data analysis where useful.

    Your team: clarify findings and answer specific follow-up questions.

    Output: findings, hypotheses and remaining uncertainties.

  5. Day 5 · Recommend

    Prioritise and plan

    JourneyRx: prioritise opportunities and explain how to test whether a change helps.

    Your team: join the findings meeting and discuss proposed responsibilities. Allow 60 minutes.

    Output: a findings report and 30-day action plan with proposed owners and measures.

Standard 5-working-day turnaround after kickoff and required access are arranged.

Lean tools support the investigation rather than dictate it. Process mapping exposes waiting and rework; 5 Whys helps examine possible causes; available data helps test those explanations. We distinguish evidence-supported findings from hypotheses.

From a handoff problem to a measurable trial

Suppose work orders wait between inspection and repair. We trace selected examples, review assignment records and speak with the people handling them.

Missing ownership may be one explanation. Missing inspection evidence or constrained repair capacity may be others. We compare those explanations with the records before recommending what to test.

The report connects each supported finding to an action and a measure. Any unresolved question remains visible, so you know where further evidence is needed.

Illustrative report excerpt · Work-order handling
JourneyRx

Why are work orders waiting?

Question
Where does ownership become unclear between inspection and repair?
Evidence to review
Selected work orders, assignment records and conversations with the team.
Hypothesis to check
Some work orders may wait because no one is responsible for assigning them. Compare this with missing inspection evidence and repair capacity before drawing a conclusion.
Action if supported
Trial assigning an owner at receipt, with a backup when that person is unavailable.
Indicative benefit and effort
Less waiting for assignment; a small change to the intake routine. Confirm feasibility with the process owner.
Proposed owner and measure
The intake lead; track time from receipt to assignment and the number of unassigned work orders. Establish a baseline before the trial.

30-day action plan

  1. Week 1: check the explanation and establish a baseline.
  2. Week 2: agree ownership and run a small trial.
  3. Week 3: compare assignment delays and check exceptions.
  4. Week 4: review the result and decide whether to adopt or adjust.

The findings meeting and your next step

In the 60-minute findings meeting, we review the process map, findings, improvement priorities and 30-day plan. We discuss likely benefit, effort, proposed responsibilities and how to assess a trial.

You can act on the plan with your own team or another provider. If you want JourneyRx to help deliver the changes, explore implementation support.

What happens if evidence or access is missing?

We explain the gap and its effect on the investigation. We agree any timing change with you and identify whether the next step is additional evidence, a small trial or a broader investigation.

How much of our team's time is needed?

The standard engagement includes a kickoff, up to 3 interviews, a walkthrough or evidence review and the 60-minute findings meeting. We agree participants and arrangements before starting.

Review the diagnostic scope and fixed fee →

Bring a problem, not a prepared solution.

A free 20-minute conversation helps us frame a useful question and decide whether the diagnostic is the right starting point.

Discuss your operational problem