The transformation resulted in a financial performance that far exceeded the original target, while establishing a more integrated organisation with common processes, shared operational standards, and strengthened leadership capability across multiple production sites.
Background
The project was launched as a strategic transformation designed to accelerate performance across multiple production sites while strengthening collaboration throughout the organisation. Although earlier initiatives had already delivered positive progress, management recognised further untapped potential in harmonising operations and establishing more consistent ways of working across the business.
A key objective was to transition from site-specific operations towards one integrated organisation with common processes, shared standards, and unified management practices. In parallel, the company wanted to strengthen leadership capabilities and improve the organisation’s ability to drive continuous operational improvement in a more structured and sustainable way.
Implementation
The transformation was carried out through a phased implementation model that combined clear structure with the flexibility required in a complex operational environment. The delivery model allowed priorities to evolve throughout the project while maintaining momentum, governance, and alignment with the organisation’s culture and ongoing initiatives.
Core workstreams focused on several key areas:
Administrative and purchasing integration
The organisation transitioned from separate site-based operations to a more unified setup with common processes, aligned responsibilities, and shared ways of working. This created stronger coordination across production sites and improved overall operational consistency.
Operational excellence and performance management
The project introduced more standardised operational practices, structured follow-up routines, and clearer performance management processes. Focus areas included productivity improvements, operational transparency, and the establishment of common methods for identifying and addressing deviations.
Leadership and management development
A significant part of the transformation focused on strengthening leadership capabilities, particularly at first-line and operational management levels. The objective was to create clearer responsibilities, stronger accountability, and more proactive day-to-day management practices throughout the organisation.
Change enablement and sustainability
In addition to operational improvements, the project placed strong emphasis on behavioural change and long-term capability building. A common operational language was established through shared standards, targets, and structured problem-solving routines.
As the transformation progressed, the organisation developed:
- Increased commitment at first-line management level to resolving daily operational challenges
- Improved capability to identify deviations and address issues at root-cause level
- Stronger leadership practices and clearer organisational responsibilities
- More structured and effective meeting and reporting routines supporting decision-making and follow-up
The strengthened governance model helped ensure progress towards ambitious targets while creating greater alignment across the organisation.
Results
The transformation delivered measurable and lasting business impact while establishing a strong platform for continued development and future improvements.
Key outcomes included:
- Transition from fragmented site-based operations to one integrated organisation with common processes and shared ways of working
- Improved production utilisation and operational performance through increased standardisation and structured follow-up
- Strengthened leadership capability and engagement at operational level
- Significantly enhanced meeting and reporting structures supporting operational governance
- Financial performance exceeding the original target by a wide margin, establishing a new baseline for future improvements
Beyond the immediate operational and financial results, the project also created a solid foundation for long-term sustainability. Planned follow-up reviews and ongoing performance management practices were introduced to support continued development after the main implementation phase.
In parallel, the project also supported capex investigations designed to secure strategic investments for future growth and strengthen the company’s position as a key player in the market.
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
