Published: 17 Jun 2026(Updated: 20 Jul 2026)

•10 min

•10 min read

•Mia Burnier•0

How we reduced pilot bioreactor lead times by rethinking our own processes

Delivery performance matters in bioprocess development. To improve lead times, increase transparency, and build a stronger foundation for continuous improvement, INFORS HT partnered with STAUFEN, part of Accenture, to rethink the pilot bioreactor order fulfillment process. This behind-the-scenes look shows how we challenged our own ways of working and what the changes mean for our customers.

What delivery time means to our customers

For many of our customers, a bioreactor delivery date is more than just a logistics milestone. It can influence project schedules, facility readiness, technology transfer activites, and the speed at which new processes move forward. When customers invest in a pilot bioreactor, they need a partner they can rely on—not only for the equipment itself, but also for predictable delivery and transparent communication. As demand for our pilot bioreactor systems continued to grow, we asked ourselves an important question: How can we continue improving the customer experience while preparing our organization for future growth?

Partnering with STAUFEN

To help answer that question, we partnered with STAUFEN, part of Accenture and a globally recognized consultancy specializing in operational excellence and LEAN transformation. The objective was not simply to reduce lead times. Together, we wanted to build a stronger foundation for continuous improvement by introducing proven methods, creating greater process transparency, and establishing structures that help us continuously challenge and improve the way we work. This project focused on the Techfors-S pilot bioreactor order fulfillment, but it is also part of a broader effort to strengthen operational excellence across INFORS HT—including ongoing initiatives in areas such as supply chain and material flow. Because we believe that improving customer experience starts with continuously improving ourselves.

What is LEAN order fulfillment?

LEAN order fulfillment is a structured approach to reducing delays, unnecessary process steps, and rework throughout the order-to-delivery process. The goal is not simply to work faster. It is to create stable and predictable workflows that improve transparency, delivery reliability, and the customer experience. For manufacturers of complex equipment, LEAN helps identify activities that do not create value and focuses efforts on what matters most.

Learn more about STAUFEN

Why we started this project

At INFORS HT, we believe that continuous improvement extends beyond the products we build—it also includes the way we work. As our owner, Alexander Hawrylenko, often says: "We develop innovative products and solutions that improve bioprocess workflows, which enable our customers to focus on their core mission."

Like many manufacturers of specialized bioprocess equipment, we manage a combination of standard configurations and highly customized customer solutions. Over time, we recognized that some of our internal processes had become more complex than necessary. While the process worked, there were opportunities to improve how information flowed between teams, how orders were planned, and how work progressed through the organization.

When we analyzed the Techfors-S order fulfillment process, several recurring themes emerged. We identified opportunities to reduce waiting times, improve cross-functional alignment, and clarify information earlier in the process. We also saw potential to increase transparency and create a more structured flow from order intake through delivery.

These findings confirmed what many growing organizations experience: even when individual process steps function well, small inefficiencies between departments can accumulate over time and affect overall lead times and predictability.

To address these challenges, we defined three key objectives:

Reduce overall Techfors-S lead times by 30%
Increase on-time-in-full (OTIF) delivery performance to 95%
Create greater transparency across the order fulfillment process

Rather than focusing on isolated improvements, we wanted to understand the complete value stream behind every Techfors-S order and build a stronger foundation for continuous improvement.

Looking at our process through a different lens

Together with STAUFEN, we began by mapping the complete Techfors-S order fulfillment process from order intake through delivery. The objective was simple: gain a shared understanding of how work actually flowed through the organization and identify opportunities to improve collaboration, information flow, and overall process performance. What we discovered was not a single bottleneck, but a collection of smaller inefficiencies that had accumulated over time. Some activities involved unnecessary waiting, some information was clarified later than ideal, and certain handovers between departments created opportunities for delays.

These findings are common in complex manufacturing environments, particularly when balancing standard products with customized customer requirements. Most importantly, the analysis helped us move from assumptions to facts. It gave us a clear picture of where improvements would have the greatest impact and provided a strong foundation for redesigning the process.

What we changed

Based on the analysis, we redesigned the Techfors-S order fulfillment process around several key improvements:

Solving problems earlier: One of the biggest changes was introducing a stronger focus on what LEAN calls frontloading. Instead of dealing with questions and changes later in the process, we now place greater emphasis on fully understanding customer requirements at the beginning of the project. The principle is simple: The earlier a potential issue is identified, the easier it is to solve. By investing more effort upfront, we reduce the risk of delays later in the process.

Introducing quality gates: We also introduced structured quality gates throughout the process. A quality gate is a checkpoint where specific criteria must be met before an order moves to the next stage. This helps ensure that information is complete, responsibilities are clear, and downstream teams can work without interruption. In addition, these checkpoints create natural opportunities for customer communication. By introducing more defined touchpoints throughout the order fulfillment process, we can provide customers with clearer status updates, improve transparency, and align expectations as projects progress. This combination of internal process control and proactive communication helps reduce uncertainty and creates a more predictable experience for everyone involved.

Recognizing that not every order is the same: Another important change was introducing three dedicated value streams based on order complexity. This structure allows us to align resources, planning, and customer expectations more effectively from the start.

Order type	Expected lead time
Configurator-based designs	~ 8 weeks
Limited modifications or options (PA+)	~ 20 weeks
Complex custom projects (PA++)	> 20 weeks

Improving visibility: Finally, we introduced visual order boards and regular cross-functional reviews to improve transparency and communication across teams. By making work more visible, issues can be identified and addressed earlier before they become larger problems.

The results and the team behind them

The purpose of this project was not simply to redesign an internal process. It was to create a more reliable experience for our customers. Based on the future-state value stream design, the redesigned process has the potential to reduce total throughput time by up to 40%, demonstrating the impact that can be achieved through a more structured and transparent order fulfillment process.

While LEAN methods and process design provided the framework, the success of this project came from the people who embraced it. Team members from across INFORS HT (from engineering and procurement to production, logistics, and project management) worked together to challenge existing ways of working and develop practical improvements.

More importantly, their commitment did not end when the project was completed. The principles introduced through this initiative continue to guide how teams collaborate, solve problems, and look for opportunities to improve every day. This shared commitment to continuous improvement is visible across departments and plays an important role in helping us deliver on the expectations our customers place in us.

Photo shown: Members of the cross-functional INFORS HT project team who collaborated with STAUFEN to redesign the Techfors-S order fulfillment process and establish the foundations for continuous improvement.

Today, those improvements are supported not only by redesigned processes, but also by a shared commitment across the organization to continuously refine the way we work and deliver for our customers. Beyond these measurable goals, the project introduced a more structured way of working that supports both our teams and our customers:

Earlier clarification of customer requirements
Clear ownership and responsibilities
Better visibility of potential risks
More predictable planning across departments
Faster escalation and resolution of issues

What this means to our customers

Every improvement made during this project was guided by a simple question: How does this help our customers? A more efficient and transparent process means customers can move forward with greater confidence, supported by clearer communication, more predictable planning, and improved delivery performance. This translates into:

Faster delivery of standard systems
More predictable project timelines
Better alignment between expectations and execution
Clearer communication throughout the order process
Greater confidence when planning future activities

Continuous improvement never stops

One of the most valuable lessons from this project is that improvement starts with being willing to challenge your own assumptions. By bringing in external expertise, learning from other manufacturers, and taking an honest look at our own processes, we have built a stronger foundation for the future. Because ultimately, improving our processes is not about us. It is about helping our customers move their projects

Discover the next generation of Techfors-S

Continuous improvement extends beyond our internal processes. The latest generation, Techfors-S 2, incorporates customer feedback through enhanced vessel configurations, improved feeding capabilities, expanded process monitoring options, and new harvest and sampling technology designed to simplify operation and maintenance.

Combined with advanced automation capabilities, PAT integration, and seamless connectivity through eve®, Techfors-S 2 continues our goal of helping customers generate scale-up relevant process data with confidence. Learn more about Techfors-S 2 and discover how it helps bridge the gap between laboratory development and production.

Get Techfors-S 2 details

Continuous improvement starts with conversation

Just as we continuously challenge ourselves to improve, we enjoy working closely with customers to understand their goals, solve complex bioprocess challenges, and find the right path forward. If you're evaluating pilot-scale bioreactors or planning your next scale-up step, we'd be glad to explore how we can support your journey.

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