Operational efficiency


Make your organisation more efficient.  
Time after time…

Efficiency is not a
one-off phenomenon

Work methods must constantly evolve to become more efficient. But lasting and real impact requires systematic improvement driven by committed leaders. The work of improving efficiency then becomes a continuous process within the organization.  
We adapt our systematic approach to the unique circumstances and needs of each organization. This achieves an efficiency unique to your operations.  

Increased competitiveness

Research from KTH (Royal Institute of Technology) shows that it is relatively easy to identify and eliminate unnecessary costs of up to 15% in an average business. This in turn provides a leverage that can increase profits by 150%. It also reduces wasted time, capital and use of finite resources.

More satisfied employees

Employees avoid unnecessary extra work when there are fewer errors in the processing chain. 

Strengthens the brand

Deliveries are on time, of the right quality and with minimal waste of time and resources.

Greater competitiveness

When the cost of providing a service or goods decreases, competitiveness and/or profit increase.

Greater environmental efficiency

When fewer resources are used to produce goods or services, the environmental impact of the activity per unit sold or service provided is reduced.

Working method

A comprehensive toolbox

Our experts have an extensive toolbox at their disposal when helping organizations increase their efficiency - from baseline analysis, lean and Six Sigma to process development and digital transformation, to name a few. Read more about the tools and methods we use under each heading in the drop-down list at the top of the page.

For three
decades we have helped companies improve

At our disposal we have experienced management consultants, committed trainers and comprehensive IT solutions. However, since no two challenges are the same, we always start by listening to you as the client to get a picture of the situation. The present situation, combined with the desired outcome, creates the foundation of the action that we propose.
Case Study

An implemented efficiency improvement in figures

A leading provider of electric power products and services had suffered from "growing pains". The organization had not kept pace with the development, leading to more delays in delivery, lower gross margins, higher levels of employee stress and growing customer dissatisfaction resulting in lost business and reduced turnover. We helped the management to identify the critical success factors based on the strategy, lay the foundation for process orientation and developed and trained cross-functional improvement teams. The impact was dramatic.


Percentage of customers who returned


Increase in reliability of delivery 


Reduction of staff turnover


Increase in gross and profit margins

Some of our clients

Key components we use

Identifies and focuses on what creates value for the customer while questioning and minimizing what does not. 

Analysis of current situation

Developing a business usually starts with an analysis that provides answers as to what potential exists and what needs to be done to reach it.

Process development

Well-defined processes are a powerful tool for creating customer focus, identifying key handovers and highlighting where value is created in the organization.

Improvement work

Our approach is inspired by Toyota, which develops operations and people through Kaizen and Kaikaku, which stands for continuous and radical improvement. 


A powerful tool to find the best possible improvements in their own operations and identify and implement best practice. 

Six Sigma 

Characterized by: customer focus; data & fact-driven management; process orientation; proactivity; collaboration across organizational boundaries and a quest for perfection. 

5S – order & tidiness

One of the cornerstones of Lean and a Japanese acronym for Seiri, Seiton, Seiso, Seiketsu and Shitsuke, which in English translates as: Sort, Structure, Clean, Standardize and Create Habit.

Value stream mapping

An important part of Lean that is used to get a clear picture of what improvements need to be made for the business to create customer value effectively.

PPA - productivity analysis

Productivity Potential Assessment is a proven method in the manufacturing industry that often shows an improvement potential of around 30%. 

Supplier development

We create the conditions for achieving strategic procurement goals through a holistic approach to the supply chain and simple, proven tools.

Client trip

A systematic identification of the points of contact between an organization and its customer, and of what is important to the customer, leading to a better fulfillment of the customer's real needs.

Digital transformation

As opposed to digitalization, it is a comprehensive change where large parts or the whole business use digital initiatives to create a lasting improvement that is anchored in strategies and plans.


Failure Mode and Effect Analysis is a type of failure effect analysis used in the manufacturing industry to pro-actively manage risks to products and processes during the development phases.

Enterprise Architecture 

A well-defined structure to describe the link between strategy, business processes, IT infrastructure and integrations between different systems. 

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Contact us

Take the first step in your efficiency work– contact our specialist Dardan Berisha for more information.