Case: Leading manufacturer of digital label printing machinery
I Background
The company is a leading manufacturer of advanced pre- and post-processing plants for digital label printing, as well as machinery for digital printing of food packaging, serving customers worldwide. In addition, the company develops specialised machinery for printing and processing organic solar cell film for leading universities in Europe and China.
Following a period of rapid and substantial growth, the company relocated its production to a new and significantly larger factory. This transition created a clear need to rethink internal collaboration, organisational structures and operational processes. To support this transformation and ensure scalable, efficient operations, the company initiated a collaboration with Mantec.
II Analysis
During the analysis phase, daily operations at the factory were closely followed to map the current situation and identify improvement potential. The analysis was conducted in close cooperation with the management team.
The analysis combined systematic observation of daily production and engineering work, end-to-end process mapping, and statistical analysis of performance data.
The findings highlighted clear improvement potential, particularly in product development structure and planning, purchasing and warehouse management, spare parts handling, and clarity of roles and responsibilities in middle management.
The analysis showed that stronger standards, clearer KPIs and increased management awareness were required to fully realise the company’s growth potential.
III Implementation
Based on the analysis, solutions were developed and implemented through four focused sub-projects.
- Overall standard process
A standardised end-to-end process from sales to delivery was introduced, improving delivery reliability and shortening lead times.
- R&D
Workflows were optimised with a clear separation between standard and special products, increasing predictability in development and engineering work.
- Purchasing and warehouse
Materials and components were standardised, inventory levels were reduced and inventory turnover improved. Clear purchasing policies were introduced, purchasing conditions improved, and pre-assembly was implemented to support a smoother production flow.
- Management system
A daily operational KPI dashboard was implemented, increasing transparency and enabling fact-based decision-making. An ISO-aligned quality handbook was developed to support standardised ways of working.
IV Results
The project delivered strong, measurable results both financially and operationally. ROI exceeded 600 percent. Delivery times became shorter and more predictable through standardised processes. Roles and responsibilities across the full value chain were clarified. Management capability improved, supported by daily KPIs and structured follow-up.
Employees across the organisation now have concrete tools to deliver according to plan, measure performance, identify deviations and drive continuous improvement.
Key tools implemented included standard times, rolling forecasts and a product matrix defining standard products with short delivery times, as well as products requiring adaptation and development.
All processes and tools are documented in the quality handbook, which now serves as a shared frame of reference for the entire organisation and supports long-term, scalable improvement.
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
