At this stage I begin working on the changes discussed in the audit report. As far as is possible I try to involve the people who will be using the new process when considering how best something can be done. The knock on effect of this is two-fold: the user is and feels involved with a change that is likely to affect their tasks by introducing a new method of problem solving the user is very likely to approach future problems with a broader set of tools and ideas which they can use to tackle them This one-to-one training may be seen as secondary to the process change. In fact I think it holds more value, it empowers the user and will give them more confidence. They will understand why something is done in a particular way, because they had a hand in designing the process. The changes made and the reasons for using a particular method are documented. This has two effects: you will have an overview and technical documention outlining what processes are in place ownership and understanding of a process that does not degrade as your staff turns over