Case: Process Transformation for Fiber Expansion

A telecom company with a turnover of tens of billon Swedish crowns had big issues with customer satisfaction expanding their fiber access to residential areas. Additionally, they were planning to multiply the delivery in order to gain strategic market shares.
The delivery precision was at 15 %, i.e. the company was not able to deliver on time. Parts of the delivery flow, made out of 1,500 people at 10 different sub-contractors, did not get along. The communication between the companies was lacking and handling of deviations was non-existent. The situation was pressed, not only for the management, but for all involved staff and sub-contractors.


SAM was assigned to the project, having improved another flow within the company with great results. Customer insights analyses were combined with a substantial investigation of work performances, cultural analyses and flow mapping, which was transformed to an extensive visual flow description. During three months, SAM supported problem solving in the process together with the client staff. Conclusions were drawn in terms of how the flow and other methods should work and how a daily structure for deviation handling should be realized.
By making a tailor-made Principlay® simulation of the flow, leaders and key persons were involved in order to achieve an understanding and a common view of the delivery processes problems and solutions. Further, questions regarding expectations of the different parts of the organization were handled, as well as the common cross-functional mind-set in terms of principles, .
All employees were trained systematically in mind-set and methods with the aid of leaders and key persons. The overall flow was followed by an improvement group on management level including sub-contractors. Management was given insights of the performance through a special team called the Customer Viewpoint Improvement Group where issues were discussed and knowledge deepened.


  • The company was able to deliver a 36 times higher volume, with substantially improved customer satisfaction. The work was nominated, and went to the finals, at ”Svenska Leanpriset” 2014
  • A strong feeling of affinity was developed throughout the whole flow, with involvement and an open atmosphere in order to bring up deviations immediately
  • Real time deviation handling, from 100 teams to top management. Correct resources were allocated from the right organizational level to the adequate place quickly, in order for goals to be achieved.
  • A changed leadership between both within parts of, as well as between the parts of the organization, and a drive and ability to continue the improvement work.


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