Illustrative example · Fictional business, documents and figures
“Why are we still quoting the wrong price?”
The owner has reminded the team and explained the prices again. Yet an old price still appears in quotations. In this fictional example, two price lists remain in circulation and the quotation template also contains an old price.
01 / Look at the actual work
The original draft gives no price source.
A staff member copies the price from a desktop file. Another uses a shared list. The template does not say which source applies.
The starting question is not whether the employee needs another reminder. It is which instruction they should be following, and whether they can tell.
- Draft quotation
- Example Q-014 · Item A-104
- Quantity × unit price
- 10 × S$18 = S$180
- Price source recorded
- None
- Discount request
- Pending; authority unclear
02 / Make one practical change
Give the next person a clear check and a stopping point.
First, the manager confirms the authorised price list, removes outdated copies from routine use and clarifies who can decide exceptions. The revised preparation sheet then records the source and any unresolved discrepancy.
- Quotation / item / quantity
- Example Q-014 / A-104 / 10
- Authorised source
- Shared price list v7, confirmed by the manager in this example
- Discrepancy found
- The desktop v5 list and old template show S$18; the authorised v7 list shows S$20.
- Draft correction
- Use S$20 per item: 10 × S$20 = S$200 before any approved discount or tax.
- Discount decision role
- Sales manager, in this fictional example
- Exception / approval reference
- A discount is requested outside the staff member’s agreed authority. No approval reference yet.
HOLD — request an authorised decision before sending.Record the decision and approval reference, then update and recheck the draft. Also hold if the authorised source is missing or unclear.
This sample checks the price source and exception route only. It is not a complete quotation approval checklist. The figures and authority arrangements are fictional; agree your own requirements before using it.
Download the example and trial notes (.txt) ↓03 / Check whether it helps
Try five fresh quotations. Learn what still gets in the way.
This is a proposed first trial, not a report of results. Once the source and authority are clear, ask the team to use the revised check on five new quotations.
Check each case
Was the authorised source clear? Did the copied price match it? Was any exception resolved by someone with authority?
Record the outcome
Record the case reference, checks passed, errors or holds, clarification needed and the next correction. Avoid unnecessary personal details.
Review with the people doing the work
Keep what helped. Adjust what was confusing or impractical. Stop or redesign the check if it adds work without helping.
Five cases can reveal usability problems. They cannot establish lasting improvement or justify a savings claim. No client or trial results are claimed on this page.
Your recurring problem may look different.
A repeated mistake is a starting point for enquiry. The cause could involve instructions, tools, practice, workload, handovers or decision authority. We would look at your actual work before recommending a change.
- A new starter keeps needing the same task explained.
- A handover repeatedly misses information.
- A supervisor keeps chasing work that should already be complete.
A focused, paid engagement
Work through one recurring problem with AsiaCore360.
Start with one task, the people doing it and a recent example. We can agree a small engagement to examine the problem, revise one working document or routine, and review an initial trial.
- One working session with agreed participants to understand the task and check the evidence.
- Where a small change is appropriate, revise one agreed working document or routine with your team, including the route for unresolved cases. Otherwise, record the finding and agree the next step.
- If a change is trialled, review its early use and decide what to keep, adjust or investigate next.
Scope, participants, timing and fee are agreed before work begins. Broader implementation, software development, multiple departments or specialist advice require separate agreement. An enquiry is not a booking or purchase.
