Case study · Pharmacy

Pharmacy: Isabelle M.'s journey with the ORKYO Business Scan.

Several recurring administrative routines rest on specific people, and one absence is enough to slow them down.

These case studies are examples designed to illustrate how ORKYO works.

Scope — This example covers only the business's administrative organization. It makes no clinical, pharmaceutical, or regulatory claims, and involves no patient data.

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The illustrative case

Isabelle M.

Owner — Pharmacy

Sector: A pharmacy with about twenty staff — example limited to administration and non-clinical operations
Headcount: about twenty people
What the business does: Several staff members share recurring administrative routines, tracked through emails, spreadsheets, or individual memory.

The starting situation

A typical week, administrative side only: internal requests and supplier emails to handle, price requests to compare and follow up on, administrative deadlines tracked through personal reminders, documents that are hard to find, and supplier invoices to check and pay.

Some administrative routines are known to only one person.
Administrative deadlines still rely on personal reminders.
Some administrative documents are hard to find quickly.
One absence is enough to slow down a routine no one else knows.

Information requested to put the Business Scan in context

Sector — Pharmacy (administrative side)

Headcount range — 11 to 25 employees

Company context

Current setup: Administrative routines split among several staff members, with no written procedure
Illustrative activity: Administration and non-clinical operations of a neighbourhood pharmacy
Main difficulty: Administrative continuity depends on specific people being present

These details describe the scenario shown. Not all of them correspond to fields requested in the Business Scan, and no data is automatically retrieved from the company's software.

What the Business Scan reveals

The owner answers the ORKYO Business Scan V3: 17 questions covering customer acquisition and engagement, planning and execution, billing and money, and infrastructure and continuity. Each question has two parts and four answer levels. The questionnaire is the same for every business; results are then put in context based on sector, headcount, reported impacts, and the owner's validations.

The four sections

1. Customer acquisition and engagement
2. Planning and execution
3. Billing and money
4. Infrastructure and continuity

How it works

• 17 questions
• 2 parts per question, so 34 parts total
• 4 answer levels per part
• About 10 minutes
• Available without an account; creating one is optional
• Can be saved to an ORKYO space and resumed securely
• Explanatory guide available throughout the questionnaire
• An overall maturity score and 8 scores by dimension
• A reported-impact step, followed by context from sector and headcount
• Owner validation, then an optional choice of 0 to 3 priorities
• A personalized summary distinguishing ORKYO's urgency ranking from the recommended operational order

Dimensions likely to come up in this scenario

Organisation / équipe
Processus / documents
Planification et capacité
Exécution / intervention

Actual results depend solely on the answers and impacts reported by the owner.

Example of possible findings

Implicit administrative responsibilities

Who does what isn't formalized, and no backup is designated.

Unwritten procedures

Administrative know-how is passed on verbally.

Scattered documents

Filing depends on individual habits.

Fragile continuity when someone is away

A routine stalls when the person who owns it is absent.

Owner validation

ORKYO doesn't decide on the owner's behalf. Every finding is put to them, and they respond using the options shown in the app:

Yes, it's important
Yes, but not a priority
No, that doesn't apply
I'd like to discuss it

The priorities chosen

Clarify administrative responsibilities
Make procedures and documents accessible
Reduce reliance on one person

In this example, the owner chooses these priorities. A real user can select 0, 1, 2, or 3.

Why were these priorities chosen?

Clarify administrative responsibilities

Finding: Implicit administrative responsibilities
Impact on the owner or team: Tasks with no clearly identified owner
Why this priority was chosen: An implicit responsibility is picked up by no one when someone is away.
Desired benefit: Every routine has an owner and a backup.
First concrete action: List administrative routines and who owns each one.

Make procedures and documents accessible

Finding: Scattered documents
Impact on the owner or team: Time lost looking for a document or a procedure
Why this priority was chosen: Information that can't be found blocks the work.
Desired benefit: Quickly find the right version of a document.
First concrete action: Centralize administrative documents by topic.

Reduce reliance on one person

Finding: Fragile continuity when someone is away
Impact on the owner or team: Routines interrupted during an absence
Why this priority was chosen: Continuity is prepared before the absence, not during it.
Desired benefit: A routine picked back up without improvising.
First concrete action: Write down the procedure for the most critical routines.

A file, from request to payment

1. Internal request
A staff member flags an administrative need: renewing a non-clinical service or piece of equipment.
2. Preparing the price request
The need, budget, and constraints are logged in the same place.
3. Sending the request to the supplier
The price request is sent and its send date is recorded.
4. Following up with the supplier
An unanswered request shows up among the follow-ups to do.
5. Accepting the offer
The chosen offer and the decision are documented, with a named owner.
6. Scheduling the task
The service call or delivery is scheduled with the team involved.
7. Carrying out the task
The non-clinical task is carried out and confirmed by the person responsible.
8. Receiving and checking the invoice
The supplier's invoice is matched against the accepted offer.
9. Following up on a discrepancy or pending invoice
A discrepancy or pending invoice is flagged and followed up on.
10. Recording payment
Payment is recorded and documents are filed in the same place.

This example describes a recommended path, from the customer's request to payment. It does not describe an automation already performed on the owner's behalf.

The gain being sought

Immediately find the status of a file.
Know which quote needs a follow-up.
Spot finished work that needs to be invoiced.
Identify an unpaid invoice to follow up on.
Limit duplicate data entry and information searches.
Reduce follow-ups done from memory.
Spend more time on clients, operations, and growth.

If 12 administrative files a week each require 8 minutes of avoidable searching or follow-up, better organization could free up about 1 h 35 per week.

This illustrative estimate is not a promise of results. The actual gain depends on the business's volume and organization.

Before / with a more structured organization

Before

• Scattered information
• Follow-ups done from memory
• Forgotten quotes
• Delayed invoicing
• Irregular follow-ups
• Limited visibility into payments

With a more structured organization

• File status visible
• Next action identifiable
• Quote tracked
• Finished work passed on to invoicing
• Invoice followed up on
• Payment recorded
• Owner less dependent on memory

ORKYO urgency ranking

1. Clarify administrative responsibilities
2. Reduce reliance on one person
3. Make procedures and documents accessible

Recommended operational order

1. Responsibilities clarified
2. Information centralized
3. Procedures documented
4. Continuity better prepared

Where is your business losing time between the customer's request and payment?

The ORKYO Business Scan helps you spot the main administrative friction points and choose up to three improvement priorities. About 10 minutes, no account required.

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