A fibre roll-out stalling at 15% delivery precision.
Ten sub-contractors, one stalling roll-out.
A Swedish telecom operator with tens of billions in turnover was rolling fibre out to homes, and the roll-out had stalled. Delivery precision stood at just 15 per cent, timelines were being missed, and the work was fragmented across some 1,500 people at ten sub-contractors.
Communication across those companies was poor, and there was no way to manage deviations as they arose - so problems surfaced late, if at all.
One visible flow, shared across every contractor.
SAM began with analysis - customer insight, work performance, and culture - and mapped the whole flow, capturing it in a single large, visual flow description that everyone could stand in front of. Three months of joint problem-solving followed, supported by a tailor-made Principlay® simulation and systematic training in both mindset and method.
Two improvement groups were set up: one at management level, including the sub-contractors, and one built around the customer’s viewpoint. Deviations were handled in real time, carried from the hundred teams in the field up to top management.
A thirty-six-fold higher delivery rate.
The delivery rate rose thirty-six-fold, with markedly higher customer satisfaction, and the work went on to be recognised as a finalist for the Svenska Leanpriset, the Swedish Lean award.
Just as lasting was the shift in how the companies worked together: an open-communication culture and a shared capacity to keep improving after the engagement ended.
