We turn SME operating processes
into systems that actually run.

Inquiries arrived through three channels, LINE, e-mail and paper, and were copied by hand into quotations and work orders. Outsourced purchasing and incoming and outgoing inspection were tracked on paper, scheduling rested on veteran experience, and margin and lead time could not both be met.

We split "inquiry to quote to order to outsourced purchasing to IQC / FQC to production scheduling to shipping to financial reconciliation" into an 11-station business flow. LINE official account inquiries are parsed automatically, paper becomes orders via OCR, and e-mail orders are parsed by AI. Scheduling computes a priority score from customer tier, margin and due date; tool and consumable costs are charged to work orders; operations are reported by scanning; and finance ships with 155 accounts and 10 report types.

Restaurant customers ordered by LINE or phone, describing items only in words. One order had to produce both a shop-floor processing ticket and an accounting sales invoice; processing fees floated by spec, long-standing customers had tiered prices, and month-end reconciliation was manual.

The customer side became a picture-based self-service ordering PWA: choose cuts and specs from photos. Once an order enters the system it splits automatically into a processing ticket (shop floor) and a sales invoice (accounting). Floating processing prices, customer tiers, flow-based inventory with BOM stocktakes, automatic replenishment from supplier tables, quotation management and a finance module were built alongside, and the driver app reports deliveries. SKUs grew from a dozen to hundreds and order still held.

The design firm's leads, quotes, project hours, billing and accounting were scattered across spreadsheets and messaging apps; onboarding and contract signing left no record, and month-end close meant merging files by hand.

A customer 360 core links leads, quotes, projects and billing. The HR module covers onboarding e-signature with SHA-256 evidence; in-house accounting covers vouchers, chart of accounts, trial balance and period close; payroll and cross-module role to-dos show each role only its own work. It went "Staging live on signing day", with production switching over once accounting control totals and offsite restore drills pass.

Franchisees reported each site's water output, utility meter readings and visual inspections by photo, and HQ had to check them by hand before computing the revenue share. Commission-only, partnership and company-owned-machine plans each split differently, so month-end billing and collection were slow and error-prone.

Franchisees report water counts through LIFF inside LINE; meter and inspection photos are read by OCR and cross-checked automatically, with an alert when a reading passes the threshold. Regional pricing, contracts, repair and maintenance, monthly automatic billing, customer-level consolidated payment, per-site write-off and an HQ dashboard close the collection loop, and the three revenue-share plans are set by parameters.