A testing laboratory's operation relied on up to five people copying and pasting data across CRM, LIMS and ERP. It wasn't short on software — it was short on integration and data governance between them. We mapped the commercial, operational and financial flows, integrated the three systems and built a Data Lake with a centralized management dashboard. In production, an entire team's manual routine simply stopped existing.
| Indicator | Before | After | Δ |
|---|---|---|---|
| People on manual data entry | 5 | — | — |
| Integrated systems (CRM · LIMS · ERP) | 0 (manual) | 3 | — |
| Cross-system data traceability | None | Full | — |
Ploomes (CRM) ─┐ Mylims (LIMS) ─┼──► n8n (orchestration) ──► Data Lake ──► Management dashboard Omie (ERP) ───┘ └─► Two-way sync · create / update / delete
The company wasn't short on software. It was short on what links one system to another. The data existed three times — and none of the copies talked to each other. Every new record, every update, every deletion was redone by hand in CRM, LIMS and ERP, with five people holding the bridge between them.
We started with immersion: understanding the commercial, operational and financial processes in depth and mapping the real rules between systems — not the ones in the manual, the ones in daily practice. On top of that map we designed the integrations in a modular, secure way, with automatic validations and end-to-end traceability. Only then did we build: flow orchestration in n8n, two-way sync across the systems, and a structured Data Lake underneath.
A clear management dashboard, with the KPIs the operation defined, reading from a single trustworthy base. The integration removes repeated data entry, cuts errors and restores traceability — and the team that used to hold the manual bridge moved on to analysis. A real step forward in the lab's digital operation, not a pretty pilot that dies after the demo.
Same Diagnosis structure: 3–5 weeks, locked scope, measurable KPI. Talk directly to a partner.