Operational improvement made practical

SV.CO knew its total production costs, but lacked a clear view of how much time each sorting and packing step actually took, what customer-specific options really cost, and how small versus large orders affected profitability.

NovaSets applied the QuickScan model to the full sorting and packing process. Production employees used simple QR code sheets to scan each process step, capturing who did what, when it happened, and how long it took. That data was translated into a statistical overview of process steps, lead times, and costs.

SV.CO gained a clear view of time and cost per process step, the true cost difference between small and large orders, and a data-driven pricing model that was easier to explain internally and to customers. Especially for small orders, SV.CO achieved an approximate 15% profit improvement through better minimum order quantities and more realistic pricing for complex options.

Managers saw that some days ran smoothly while other days created pressure, overtime, and late shipments.

NovaSets mapped the flow from picking to packing and captured where work slowed down by order type, handover, and staffing moment.

The team could separate normal variation from avoidable delay. That made it easier to standardize work, rebalance priorities, and choose the first improvement project.