The Problem:
A Nordic company in the industrial sector was experiencing extreme growth due to changing market conditions – the company had successfully recruited a lot of new people, but this meant that the company had grown in size significantly, highlighting the need for robust processes and rules of engagement. The planning within projects had been set as a focus area for change by the management team, along with an overall improvement of the planning know-how within the organization and a change from manload planning to an approach more akin to activity-based planning.
The Solution:
SLG consultants were engaged to develop the planning process and methodology used by the company with a project focusing on defining the methodology, developing the detailed ways of working, updating the operating model to match the changes, and finally to roll out the changes with a training program for the entire organization. Emphasis was put on the change to activity-based planning, which required both a significant cultural change within the organization, but also several technical and procedural changes in a highly regulated environment
The Result:
The transformation resulted in several improvements, including:
- An improved understanding of planning throughout the organization.
- A more clearly defined set of Roles and Responsibilities in the organization, along with clarity regarding processes and ways of working.
- The implementation of a more detailed planning methodology, allowing for easier follow-up, increased transparency, and higher utilization of data.
- A higher level of customer satisfaction along with improvements in on-time delivery, budget adherence, and workplace wellbeing.
