One system instead of four spreadsheets – a furniture manufacturer runs on up-to-date data

The custom furniture manufacturer operates a factory in Silesia and three showrooms – in Warsaw, Kraków and Wrocław. Its operations relied on four separate spreadsheets covering orders, costs, the production schedule and showroom sales, reconciled once a week by email.

The production manager could not be certain whether materials would last through the following week, as order and inventory data were held in different files. A customer asking about an order in a showroom waited two to three days for an answer.

Management received results with a four-week delay – at the end of January, it only had figures for December. Decisions on promotions or collection development were based on experience rather than a complete picture of profitability.

We began with workshops involving the sales, production, purchasing and finance managers as well as the management board. We mapped how processes actually ran and identified the points at which information failed to reach the next department.

On the monday.com platform, we built four connected areas: teams, orders, costs and revenue. An order taken in a showroom receives a cost calculation, moves into the production schedule once approved, and returns to the showroom on completion together with an update for the customer. Everyone works from the same, current data.

Management received four clear reports: sales by showroom, margin by order, production output and sales team performance. The reports are also available on mobile devices, so they can be consulted during meetings.

A customer asking about an order in a showroom receives an answer during the conversation – previously it took two to three days. Customer satisfaction (NPS) rose by 31 points within six months.

Management began to rely on current data as a matter of course. Four months after rollout, it promoted the highest-margin collection – identified by the reports rather than by intuition – which resulted in a record sales month.

Showroom revenue grew by 22% year over year. Many factors contributed to this result, but the implementation provided both the data for sound decisions and the operational capacity to act on them. The company plans to open two further showrooms – this time on the basis of rigorous data analysis.