ConstructionIn progressPoland
A construction firm: analysis, plan and movement
A construction firm with the management standard for the trade: roles, crews, sites, bookkeeping. On paper the structure looks the same as in other firms of that size, but its effectiveness suffers. The firm is heavily indebted and its operational integrity is broken: the work, the money and the decisions do not add up to one whole. This is not the problem of one department or one system, but of the way the firm runs the job from the order to the money. Attempts to fix it before I came in had ended in failure.
I went through the firm's goals, problems and processes, and through how the work really runs from the order to the money. The analysis itself showed that one of the two main lines of business was not earning.
EffectThe decision was taken to close that line and sell its machines; it freed hours, money and energy for the rest of the plan.
The analysis turned into a register: 75 problems, each described and priced by what the firm loses through it in time and in money.
EffectTalking about change stopped being talking about impressions: every point has its price and its place in the queue.
Out of the register came a plan to rebuild the processes with the help of an IT infrastructure: the year written out as 12 sequential work packages with 34 items, and a three-year horizon that sets the direction those packages lead to.
EffectThe firm knows what it is doing this month, what it is doing this year and where that is going.
I ordered the packages by the weight of the change and by what they pull with them: some packages open others — an index of the sites weighs little on its own, but opens a great many other things.
EffectThe order is set so that each package opens the ones that follow and the money comes back as early as possible.
The packages enter the firm one after another, according to the plan, and the weak points the analysis showed are being worked on at once.
EffectThe credit load is falling, the margin is rising, and the plan goes on package by package.
I brought a planning practice into the firm: the day's plan goes onto a board, and every task on it has one person who answers for it.
EffectThe work of the crews is visible in one place, and after the day it is visible what of the plan was closed and what was not.
The plan is accepted and in motion. The analysis showed the weak points the firm is working on at once, and the decisions that free capital for the changes have been taken. The credit load is falling, the work packages enter the firm according to the plan, and their order is set so that the money comes back as early as possible.
In progressThe project is ongoing. As of September 2026.
This example is the Reorganisation of the company and its processes service.Reorganisation of the company and its processes
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