Ask a team where the delay is and they will point at a step. The quote takes too long. The approval takes too long. The drawings take too long. Then you sit with the work for a week and watch it, and the steps turn out to be fast. It is the space between them that is slow.
On a recent job we followed three orders end to end. The parts of the process that someone was actively working on took a little under two days in total. The order itself took nine. The other seven days were spent waiting: in an inbox, in a shared folder, in a queue nobody had opened since Friday.
None of that time appears in a process map. A process map draws the steps, and the steps are the bit that works.
Three reasons come up again and again.
You do not need a system for this. Take one live job and write down every time it changes hands, with the date and time it left and the date and time the next person opened it. Do that for three or four jobs and the pattern shows up on its own.
What you usually find is that one or two crossings account for most of the wait. That is a smaller problem than "our process is slow", and a much easier one to do something about.
The fix is rarely a new tool. More often it is naming an owner for the gap, agreeing what "ready to pass on" means, or moving a single approval to the point where the information already exists. Small changes, in the places where the time was going.
The steps were never the problem. They were just the part you could see.