Every step gets an owner, a deadline and proof. Adherence is scored function by function — so excellence stops being an intention and becomes a number you can act on.
Every night the platform reads what completed, what slipped and what your systems are reporting — then assigns today's steps to the right person, on Email, WhatsApp, Teams or their task tool. Nobody builds the list. Nobody chases it.
It does not show up as a line item, which is exactly why it never gets fixed. It shows up as margin that was supposed to be there and wasn't, and as the fourth call this month you had to take personally.
A quotation sits four days because the handover between sales and costing has no owner and no deadline. You find out when the customer stops replying.
Rework, rejections and penalties repeat because the fix was agreed in a meeting and never became a step anyone was accountable for finishing.
Two or three people know how things actually run. If one leaves, six months go with them — and you cannot open a second plant or branch without them.
The point is not software. The point is that you stop being the only person who notices when something has not moved.
Late steps escalate up the reporting line on their own, with the full history attached. Things reach you when they genuinely need you, not by default.
Open the system and see where a department actually stands today. No request, no deck prepared for your benefit, no version of events.
Function performance comes with operating data behind it. Appraisals get easier to defend and harder to argue with, in both directions.
When someone leaves, what they knew stays. A new plant, branch or hire inherits a working process instead of starting from someone's memory.
Your managers open what broke yesterday, not a dashboard. Charts are there for the monthly review, where they belong.
This is where most process software quietly dies. The people who actually do the work are on a floor, at a gate, or at a customer site — and if updating the system means finding a desk, or reading English, they will stop. Then the data upstream stops being real, and so does everything you were going to review.
Each person picks their own language, and the same step renders in it. Your gate supervisor reads Hindi, your plant head reads English, your Coimbatore unit reads Tamil — one process, one set of data, no separate versions to maintain.
Native on Android and iOS, including the older and low-cost handsets your team already carries. Light on data. Ten minutes to learn, because it only ever shows a person the steps assigned to them today.
Warehouses, basements, plant sheds and remote sites. Steps are completed offline and sync the moment the phone reconnects, with the original time and location preserved.
Photograph the weighbridge slip at the gate, not from memory at the end of the shift. Camera, timestamp and location are built in, and the file is compressed before it uploads.
Fewer people calling to ask if it is done. A clear list of what is pending and by when. And a record of their own work when something goes wrong and everyone starts pointing.
A nudge on the phone when a step is close to its deadline. Escalation only if it still does not happen — so the supervisor gets a chance to fix it before it reaches their manager.
They would, if we let them. A system where a supervisor closes a step with one tap gives you clean data about messy operations, and that is worse than no data — because you would believe it.
The step does not complete on a claim. It completes on something you could show an auditor or a customer.
Score a person from day one and the system becomes something to beat. Score the function and it becomes a management conversation instead of a fight.
You have almost certainly bought software that went quiet after four months. It usually fails for the same two reasons — nobody inside owned it, and the process underneath was wrong to begin with. Both are worth being honest about upfront.
The internal owner is not a formality. Across every rollout we have seen, it is the single strongest predictor of whether the system is still being used a year later. We will ask for the name in writing before we start.
Putting a broken process on a system gives you faster visibility into breakage, nothing more. If your SOPs are stale or partly fictional, correct them first — we can do that, or you can.
It makes it obvious who did and who did not. What you do with that is a management decision, and the system cannot make it for you.
Start with two or three functions. Add the rest once people are actually using it. Companies that map everything before anyone logs in are the ones that never go live.
Your ERP records transactions. This records whether the work behind them was done properly, and pulls figures from the ERP as proof.
Most companies find their written SOPs and their actual practice have drifted apart. That gap is worth closing before anything gets built, which is why the first two stages are optional only if you have already done the work.
We map process maturity function by function and show you, with numbers, where it is costing you. If you go ahead, the fee comes off the next stage entirely.
Our consultants sit with the people doing the work, correct the SOPs, fix the ownership and set deadlines that are actually achievable. A decade of process consulting, not a template dump.
Your structure, processes, approvals and escalations are configured, tested on real transactions, and handed to your team trained and running.
The platform runs. Add processes when you are ready. Price follows the number of SOPs you have live — never the number of people using them.
Nothing is bundled in and nothing is charged unless you switch it on. Most companies wait until they have three months of data before turning any of it on.
The process itself is designed and built by our consultants, sitting with the people who actually do the work. No model is involved in that, and no model could be — it does not know that your night shift runs short-staffed, or that one customer disputes every weighment. That part is a Debox consulting engagement, quoted separately. AI takes over once the process is live.
Not the work that needs thinking. The work where someone reads something and decides the obvious.
Anyone can close a step. The question is whether the work behind it was any good.
This is the part a one-off consulting exercise cannot give you, because it needs data that only exists once you are running.
That split is deliberate. Process design needs someone who has stood on the floor, understands the constraints, and can tell the difference between a rule people ignore and a rule people cannot follow. No model has that. What a model is good at is doing the same review a thousand times a week without getting tired or generous.
So drafting your SOPs, building them on the platform, and revising them later are consulting services we quote for. Everything on this page is what the software does afterwards, on your own AI model.
One rule throughout: AI recommends, people decide. It never closes a step it has judged, never overrides an approver, and every AI decision is logged with its reasoning so it can be checked. That matters here more than in most software, because this data eventually reaches appraisals.
Most tools in this category are closed boxes. You put data in by hand and it stays there. That is fine for a checklist app and useless at your scale — because the strongest proof that a step was done properly is a figure sitting in a system nobody can edit after the fact.
If your system does not have an API, we can read from a scheduled export or a database view. We have not yet met a system we could not connect to — and if yours is genuinely closed, we will tell you at the diagnostic stage rather than after you have signed.
A step can close against a GRN posted in SAP, an invoice raised in Tally, or a status changed in your own software. Nobody re-enters anything, and nobody can claim something happened that the system says did not.
This does not replace it and does not try to. Your ERP records the transaction. This records whether the work behind the transaction was actually done, and reads from the ERP to prove it.
Single sign-on, role and site-based access, plant and branch level reporting, full audit trail on every change to a process, and an export your auditors will accept.
REST API, webhooks, scheduled sync and database connectors. Adherence and exception data can flow back into your MIS or BI tool so it sits alongside everything else you review.
We map exactly which systems, which fields and which direction during the build, and it is written into the scope. No open-ended promises and no surprise integration bill in month five.
There is no version of this that we host. The platform is deployed into your own cloud account or onto your own servers, using your storage and connected to your own AI model. That is not a premium tier or an option — it is the only way it works, on every plan.
AWS, Azure or Google Cloud — your tenant, your billing, your security policies.
For regulated work, export audits, or simply because the data should not leave.
Point it at an endpoint you already run, or a model on your own hardware.
Setup is quoted once, against your environment and the model you are connecting. Support and version compatibility is an annual line — it is what keeps you on a current build rather than a frozen one. Nothing else moves with usage.
Most of what the AI does here is classification, extraction and matching — reading a slip, checking a value against a tolerance, judging whether evidence fits the step. A modest open-weight model on a single GPU handles that comfortably. You do not need a cluster.
SOP drafting and setup is not a workload on your model at all — that is done by our consultants as part of the engagement. Your infrastructure only ever carries the running platform.
Two supported versions at any time, with an upgrade window agreed each year. We do not fork the product per client. That is a deliberate limit — a forked instance is one you stop getting improvements on, and we have seen where that ends.
Access stays controlled by role, department and site. Every change to a process is recorded with who made it and when, and the audit export is one your auditors will accept.
Our consultants review and correct your SOPs before anything is built. You end up with processes that are right, not just processes that are on a screen.
Your SOPs work and you trust them. We onboard you in four weeks, give you ready template packs for your functions, and check in twice before you are running on your own.
There is no user limit on any plan. Put every person who touches the process on the system — the gate supervisor, the shift operator, the approver — because coverage is the only thing that makes adherence data real. What you pay for is the number of SOPs live.
Users, storage and AI usage. The platform sits on your infrastructure with your model, so evidence volume and inference are your own cost and never a line on our invoice. Put every person who touches the process on it.
This applies on every plan, not just the top one. Deployment, AI integration and annual version support are quoted separately against your environment — those are the only things outside the monthly plan.
Prices rise 10% a year from year two. That is written into the contract at signing, so there is no annual renegotiation and no surprise.
AI modules are priced separately and only charged when you switch them on. Consulting for Stages 0 and 1 is quoted against the scope you actually need, and the diagnostic fee comes off it in full.
You are going to run this calculation in your head anyway, so here it is with your numbers instead of ours. Nothing is sent anywhere — it works entirely in your browser.
At ₹250 Cr, recovering 30 basis points is worth ₹75.0 L against a platform cost of ₹15.0 L.
This is arithmetic, not a promise. Whether you actually recover the margin depends on what you do with the data, not on the software. What we can say is that the number needed to justify the spend is smaller than most owners expect — usually one fewer rejected consignment, or a couple of orders that stop dying between departments.
Around four hours a month for the first quarter, then about two. Most of that is reviewing what the data is telling you, not managing the rollout. What we do need is one person at AVP or GM level who owns it internally, named before we start.
Usually for one of two reasons. Nobody inside owned it once the vendor left, or it was digitising a process that was already wrong. We ask for the internal owner in writing, and we would rather correct the process first than build on top of a bad one. If either condition is missing, we will tell you before you sign, not after.
Then they should not have to use either. The app runs in nine languages including Hindi, Marathi, Gujarati, Tamil, Telugu, Kannada, Bengali and Punjabi, each person picks their own, and it works on the basic Android phone or iPhone they already carry. It only ever shows them the steps assigned to them today, so there is nothing to navigate and about ten minutes of training. It also works without signal and syncs later, which matters in a plant.
Some will, and it usually comes from the fear that it is a monitoring tool aimed at them. That is why scoring starts at function level rather than individual, and why individual scoring is a separate decision you make later and announce openly. It also has to give something back — fewer people chasing them, clarity on what is pending, and proof of work when something goes wrong.
Three things. Deadline breaches in the first function should fall visibly. The number of issues reaching you personally should drop. And your function head should be able to answer a question about last week without going and asking three people. If none of that is happening at 90 days, something is wrong and we should talk.
The process stays on the system, which is the point. But you will need to name a replacement, and we will raise it rather than wait. This is the most common way a good rollout quietly stops.
Yes, and it should — a step that closes against a figure read from your ERP is far stronger proof than one closed by a person saying it was done. We connect through API, webhooks, scheduled exports or a direct database view, and we map exactly which systems and which fields during the build so it is in the scope rather than a surprise later.
One end-to-end process with a defined trigger and a defined close — dispatch clearance, requisition to PO, complaint to resolution. Steps inside it are unlimited, so a nine-step process and a forty-step process both count as one. We agree the list with you in writing before go-live, so there is nothing to argue about later.
It depends entirely on how photo-heavy your processes are. An office-led business running ten SOPs might use 30 GB in three years. A plant capturing a photograph at every gate could use ten times that in one. The included allowance covers most companies comfortably, files are compressed on upload, and you see the meter well before you reach the limit.
With you. There is no version of this that we host — the platform is deployed into your own cloud account or onto your own servers, using your storage and connected to your own AI model. Nothing routes through us at any point. Deployment and AI integration are one-time, and version support is an annual line.
No, and we would advise against it. Start with two or three functions where the pain is clearest, get people using it, then add the rest. Companies that try to map everything before anyone logs in generally never go live.
We will build it on the platform with you and show you what it looks like running, with your own steps, owners and deadlines. You will know quickly whether this is worth your time.
Prefer email? Write to connect@debox.co.in.
