Characteristic of our approach is that we are working very closely with client management and the client’s organisation in implementing practical and measurable improvements. We utilise and build on the existing experience within the organisation as well as contributing with new knowledge and techniques. While our goal is to deliver measurable results, our task is to pilot and educate our clients management and employees, and to get the organisation to take ownership of new practices and procedures. We thrive on bringing efficiency and continuous improvements to our client’s organisations.
In our extensive experience, and subsequently in accordance with the Mantec-way of running projects, our goal is that the change should arise from within the organisations themselves. Consequently, our methodology does not require any major shift in strategy, technology or large investments.
The methodology has three distinct phases; Analysis, Implementation Project and Follow Up. The methodology that Mantec has developed is based upon our collective experience from more than 500 change and improvement projects.
The basics in the Mantec methodology are to create an understanding and to implement.
In the analysis we define the current status perspective and establish improvement potentials, which of course are reviewed with the Management. Our experience is that all analysis identifies gaps between goals and reality of business Processes, Systems, Organisation and Personnel (PSOP).
At the end of the analysis, a project plan for the realisation of the potentials is developed together with the client.
What distinguish a Mantec project is that we, together with our clients’ management and staff implement changes that lead to lasting improvements. Mantec strength is to implement and secure changes in activities and behaviour that provide sustainable and measurable improvements.
It is important to emphasize the importance of the clients’ involvement and commitment in the project when, especially in designing the solutions. This is of course based on that it is easier to gain acceptance of change if the ideas come from within the organisation itself, as well as the fact that it strengthens the clients’ ability to continue to run change programmes on their own after the project is completed. In a Mantec project all the work is done together with the clients’ management and staff.
From our experience the key to a projects’ success is structure, involvement and commitment. Mantec projects are managed through various means and toll gates to ensure that the project reaches the mutually agreed project objectives. This is ensured in a well-structured and planned process containing the stages; Start up, Implementation and Closure.
The project methodology is the driving force of a Mantec project. With clearly defined phases, the various sub-projects are guided through the process. The phases include decision points to ensure ownership of proposed changes. The major steps in a sub-project could include
Our experience has told us that a systematic and consistent, no nonsense approach, yields results. Another vital factor is the commitment of the client management. There is an old proverb, recorded as early as 1175 in the Old English Homilies, which says “you can lead a horse to water, but one cannot force him to drink“. Without management commitment to change, one can never reach a company’s full potential.
A prerequisite for achieving lasting improvements in productivity and/or profitability is to meet the educational and training needs that exist in the organisation. In addition to this we need to establish and ensure the necessary understanding of the implemented changes. This is essential conditions in order for the clients to continue to manage the continuous improvements themselves. Training is characterized by practical sessions, combined with practical coaching and leadership training out in the daily work environment.
Management Control System. The Management Control System is central in a Mantec project and provide the management with the information needed to control and run the business “on a daily basis“. The Management Control System is implemented early in the project, and is constantly improved throughout the project.
Good advice should not be neglected but there is a major difference between giving advice and implementing change. Most of our clients have more than enough old reports full of good advice.
At Mantec we carefully design our projects to add sustainable value and implement a client-customised platform for continuous improvement. The implementation phase is specifically designed to anchor the changes within the operational area in focus.
During the first year (or longer if agreed) Mantec carries out compliance audits and reviews with the objective to ensure compliance to processes and procedures, and to facilitate further development of processes. This also includes evaluating the client’s organisations level of compliance to the implemented changes. Deviation is reported and corrective action agreed.
Ordinary consulting projects tend to leave out the part of the project we believe is the most important: the operational organisation. As much as 80-90% of business costs are controlled here and, most of the time, this is where change really delivers improved performance and enhances the bottom line. This is where we keep our focus.
At Mantec we live by a straightforward and clear guiding principle; our job is to add value to our clients. This goal will not be achieved simply by studying an organisation from the outside over a period of six months’ time and then conclude what “magic” three-letter acronym to choose.
To succeed, the work needs to be done within the organisation, with the help of the people who perform the daily tasks. By applying our own proven and hands on methods in client collaborations, we jointly develop tailor-made solutions that work for every unique organisation.
An average Mantec project substantially increased production throughput with 10-22% given the same resource input. One could then of course also keep the same production throughput, and instead have a similar decrease in resource inputs. Since the beginning, we have added value to the customer for more than 800 million euros.
We bring efficiency to our clients. Few organisations have the internal insight to accomplish an optimised working environment by themselves. Efficiency is raised by identifying and correct non-value adding time and activities. This is at the heart of a Mantec project.
Our success is built upon our ability to deliver good results to our clients. A Mantec project will give a return on investment of average three times its original value, depending on the client business and size.
We bring relevant KPIs and a follow-up structure that runs through every level of the company. Consequently, this implies that we help our clients develop objectives to suit every organizational level all the way from the top management to the first line supervisor.
Attitude, engagement and commitment ensures long-time prosperity. We put people to work with the right focus in mind, and many Mantec clients have perceived a higher level of personnel engagement. People understands what parameters or KPIs that effect their output and at the same time, that their work is important for the success of the company.
A structure for following up development is very often perceived as positive within the workforce. Everyone must know what is expected of them, and by the time they leave for home, they should know whether they have met the goals & expectations.
The implemented improvements give our clients an improved financial result through reduced costs and/or increased incomes, for years to come after a project is finished. The learning organisation strives to always develop and improve its operations, it thrives on continuous improvement.
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