I. Background
The client is a leading Nordic service provider operating within critical infrastructure. Over several years, the company had adjusted its overall structure. With these changes largely in place, the focus shifted toward improving operational efficiency and creating a more unified way of working across the organisation.
Based on successful previous collaborations with the group, Mantec was selected as a partner to support this transformation.
II. Analysis
The engagement began with a comprehensive analysis of the client’s two main operational processes. This was complemented by extensive operational studies conducted across six geographical sites, resulting in more than 1,300 individual observations.
The analysis provided a fact-based view of how work was performed in practice, revealing significant differences in processes, roles and ways of working between districts. Together with the client, Mantec identified improvement opportunities and quantified the potential for increased efficiency.
Based on the analysis, four focused work streams were defined to address the most critical improvement areas:
- Create a unified operating model to replace district-specific ways of working
- Improve project planning to reduce non-value-adding time and ensure “right first time”
- Strengthen resource planning to balance capacity and improve utilisation
- Redefine leadership and daily management practices to increase operational control and accountability
Each work stream was delivered by a combined team of key client personnel working closely with Mantec specialists, ensuring both ownership and practical relevance from the outset.
III. Implementation
One operating model
Historically, operations were largely managed on a district-by-district basis, with limited coordination or sharing of best practices. This resulted in multiple ways of working, leading to inconsistent customer experiences and varying performance levels.
A central objective of the project was to implement a nationwide operating model. This included harmonised processes, clearly defined roles and responsibilities, and the introduction of best practices to create a unified operational approach across the organisation.
Project planning
The analysis revealed multiple ways of working within project planning, generating significant amounts of non-value-adding time. To address this, process thinking was introduced and applied to clarify and define the first critical step in the project process.
Clear structures, standardised checklists and well-defined handovers with decision gates were implemented to secure a “right first time” approach and reduce rework and efficiency losses.
Resource planning
Resource planning was identified as a major challenge. Several planning systems were in use, none of which fully supported operational needs. In addition, the planning role itself was unclear and often functioned as general support to team management rather than as a dedicated planning function.
This led to frequent capacity imbalances, with both shortages and surpluses negatively affecting overall resource utilisation. The project team clarified the planning role and implemented a structured resource planning approach that integrated with the existing software environment.
Leadership and management operating system
The role of team leader was redefined with a stronger and clearer responsibility for production and daily performance. Measurable requirements and new, broken-down and influenceable targets for daily operations were established.
A new communication structure was designed and implemented, including daily morning meetings. This enabled better alignment, faster issue resolution and stronger ownership of performance at the operational level.
IV. Results
After 18 months, the project was completed with excellent results. Through close collaboration between Mantec specialists and key client personnel, structured processes were established, roles and responsibilities were clarified, and one operating model was successfully implemented across the organisation.
This transformation represented the most significant change journey in the company’s history and created a solid operational foundation for future growth.
V. Customer feedback
“We are happy with the results of the project goals. We have increased our productivity and come a long way in securing a solid foundation for this fundamental change of the company.
Key to this success has been a good cooperation between the Mantec team and our own change agents and the operative organization. We are pleased to leave Mantec our best recommendations.”
Looking to reveal the true improvement potential in your operations?
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
