There are probably a fair number of consulting firms you can find for that.
But another (part of the) solution is using workflow software. Something that allows you to define and share procedures, indicate status of various taskings along the defined workflows, move data and such along. This clarifies to the employees what's needed, and gives an opportunity for them to provide feedback for improvements (too much granularity, not enough, too inflexible, etc.). Management, then, also gets better insight into the actual status of projects and taskings. It's part of continuous improvement to constantly be evaluating these sorts of procedures and clarifying, culling, adding to them. Management that's unfamiliar with these concepts is just bad management.
In the manufacturing world, the Procedural Consulting firm would conduct "lean events". (NB: Many, if not most, places do this incorrectly.)
The correct way is to collect metrics (meaningful) over time, encourage and reward employee feedback about ways to improve things. Then improve them (sometimes as a move across the board, but often by conducting experiments to see how well the new concepts work, then roll out to everyone). The risk is that improved efficiency will obsolete employees, some fear this (like may have actual panic attacks about this level of fear). Instead, you need a culture that sees this improved efficiency as an opportunity for growth (the same number of employees can now do more once people get retasked to new things).
But another (part of the) solution is using workflow software. Something that allows you to define and share procedures, indicate status of various taskings along the defined workflows, move data and such along. This clarifies to the employees what's needed, and gives an opportunity for them to provide feedback for improvements (too much granularity, not enough, too inflexible, etc.). Management, then, also gets better insight into the actual status of projects and taskings. It's part of continuous improvement to constantly be evaluating these sorts of procedures and clarifying, culling, adding to them. Management that's unfamiliar with these concepts is just bad management.
In the manufacturing world, the Procedural Consulting firm would conduct "lean events". (NB: Many, if not most, places do this incorrectly.)
The correct way is to collect metrics (meaningful) over time, encourage and reward employee feedback about ways to improve things. Then improve them (sometimes as a move across the board, but often by conducting experiments to see how well the new concepts work, then roll out to everyone). The risk is that improved efficiency will obsolete employees, some fear this (like may have actual panic attacks about this level of fear). Instead, you need a culture that sees this improved efficiency as an opportunity for growth (the same number of employees can now do more once people get retasked to new things).