At a Glance
- The client, one of Brazil’s largest private sanitation companies, was experiencing significant operational inefficiencies, including excessive non-productive time, inconsistent work scheduling, and a lack of structured performance monitoring.
- Renoir implemented a structured Management Control System (MCS) and standardized processes, resulting in a 33% reduction in non-productive time.
- The project scaled improvements across 19 operational units, enhancing service delivery and cost efficiency. This case study explores how data-driven strategies transformed the client’s operations
Key results
33% reduction in non-productive time, improving workforce efficiency.
Implementation of a real-time performance tracking system (MCS) for enhanced operational oversight.
Standardised processes reduced service delays and improved resource allocation.
Scalable productivity model deployed across 19 operational units.
Background
The client is one of Brazil’s largest private sanitation companies, providing water and wastewater services across multiple regions. With a mission to deliver sustainable water management solutions, the company operates in a highly regulated industry where efficiency and compliance are critical. Despite its scale, the client faced persistent operational challenges, including inconsistent workforce productivity and inefficient resource utilisation.
Analysis
The client identified significant inefficiencies in task execution, including prolonged service times, material shortages, and a lack of structured performance tracking.
A gap analysis across four pilot units revealed:
- Excessive non-productive time due to poor planning and redundant administrative tasks.
- Inconsistent work scheduling and inadequate monitoring of field operations.
- Material shortages, unclear protocols, and inefficient routing slowed task completion.
- No centralized Management Control System (MCS) existed to monitor workforce performance.
Field studies, such as “Day in the Life of” (DILO) assessments, highlighted productivity losses from reactive planning, duplicated paperwork, and mismanaged resource deployment, compounding delays.
Project Approach
Renoir’s solution was structured into three phases:
Diagnosis & Opportunity Mapping – Conducted process maturity assessments and workflow mapping to identify inefficiencies.
Management Control System (MCS) Implementation – Introduced real-time dashboards, KPIs, and automated performance tracking.
Process Optimisation & Standardisation – Developed standardised procedures for scheduling, materials management, and workforce deployment.
The approach emphasised data-driven decision-making, leveraging field observations and statistical analysis to drive actionable improvements.
“During the project, I worked with my team to monitor Renoir’s delivery, and in all units we received positive feedback regarding the consultants’ active participation in the implementation and training of our team.”
— Chief Operating Officer
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“In the various projects we have carried out with your team, we have always achieved measurable results. We are now able to align our units using the indicators developed and the methodology implemented.”
— Chief Executive Officer
Implementation
Key initiatives included:
Workforce Efficiency Improvements:
- Tracked service execution times, identifying and reducing non-productive activities.
- Introduced workload balancing, ensuring optimized team distribution across regions.
- Reduced delays by standardising operational procedures and implementing real-time task monitoring
MCS Deployment:
- Designed and implemented a structured performance tracking system, allowing real-time analysis of workforce efficiency.
- Created a dashboard integrating KPIs such as utilization, efficiency, and productivity.
- Improved transparency in operations, ensuring managers had direct oversight of daily performance metrics.
Process Standardisation:
- Implemented structured service order protocols to minimise rework and delays.
- Optimised third-party contractor management, ensuring better coordination and adherence to performance standards.
- Centralised materials management to prevent shortages and downtime.
Scaling Improvements:
- Expanded pilot successes to 19 operational units.
- Established a replicable productivity model, allowing continuous assessment and refinement.
- Conducted training programs, ensuring workforce adaptation to new processes and systems.
Results
The partnership delivered measurable operational gains:
A 33% reduction in non-productive time significantly boosted workforce efficiency.
Real-time performance tracking through the MCS improved managerial oversight and decision-making.
Standardized processes reduced service delays and enhanced contractor coordination.
The scalable model ensured continuous improvement across all units, driving long-term cost savings and service quality improvements.
*We have intentionally omitted client-specific details to maintain strict confidentiality.
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