Background
Over the past years, the company had worked actively to improve its earnings and operational performance. While these efforts had delivered clear results, management felt that the organisation could benefit from a more structured and industrial approach to its operations.
To identify improvement potential, the company decided to bring in external expertise to analyse how work was organised across the value chain. The aim was to review structures, collaboration and operational processes in order to uncover opportunities for further performance improvements.
Analysis
The analysis phase focused on understanding the company’s core operational processes and identifying bottlenecks in the value chain.
Together with a cross-functional team from the client organisation, Mantec specialists analysed the main workflows using a combination of process mapping, time studies and Brown Paper workshops. These sessions made it possible to visualise how work moved through the organisation and where inefficiencies or delays occurred.
The analysis highlighted several key areas with improvement potential, particularly related to process flow, coordination between departments and operational transparency.
Based on these findings, the improvement programme was structured into five focused workstreams. Each workstream was staffed with key personnel from the client organisation and facilitated by Mantec specialists.
Implementation
The implementation phase focused on improving efficiency and strengthening collaboration across the organisation. The main initiatives included:
- Improving production efficiency: Production flows were reorganised and performance monitoring was strengthened through the measurement and systematic improvement of OEE (Overall Equipment Effectiveness).
- Reducing waste in materials and projects: Several initiatives were introduced to reduce waste in glass handling and construction projects, improving both cost efficiency and resource utilisation.
- Optimising inventory management: The value of stock was reduced by introducing 5S principles and improving warehouse organisation and transparency.
- Strengthening the sales-to-delivery process: The collaboration between sales and construction was improved, ensuring smoother handovers and a stronger focus on increasing sales performance.
- Clarifying organisational roles and responsibilities: The organisational structure was optimised, with clearer roles, responsibilities and decision-making processes.
In parallel, management training and the introduction of a structured management system supported a shift towards a more proactive management culture.
Results
With the facilitation of Mantec, the organisation defined and implemented more structured operational processes across its value chain. New management tools were introduced and capabilities within the organisation were strengthened.
As a result, the company achieved a clear improvement in operational efficiency, delivering a project ROI of more than 200%.
A management system including clearly defined KPIs was implemented and now forms the foundation for continuous improvement going forward.
Equally important, the project supported a cultural shift within the organisation. Both managers and employees developed a stronger sense of urgency and a more proactive approach to improving performance. Today, the organisation is more focused on outcomes and results than before.
Interested in similar results?
If you want to strengthen your operational core, improve delivery performance, and build a scalable foundation for growth, Mantec can help.
Contact us for a free 45-minute consultation:
Denmark – Bent Hansen
bent.hansen@mantec.eu
+45 20 91 46 36
Finland – Eero Vuorensola
eero.vuorensola@mantec.eu
+358 40 54 45 200
Sweden – Göran Svensson
goran.r@mantec.eu
+46 70 631 86 18
Norway – Jan Erick Olsen
jeolsen@mantec.eu
+47 922 68682
Other countries – Kjetil Barfelt
kjetil.barfelt@mantec.eu
+47 913 13 131
