At a Glance
- Asian aluminium formwork manufacturer faced the challenge of scaling design operations amid rapid business growth.
- Renoir was engaged to enhance design productivity, optimise workflows, and install a sustainable performance management system.
- This case study examines how Renoir facilitated the client’s transformation of its design department through process redesign, digital tools, and active performance management, resulting in a 65% increase in productivity compared to the previous quarter.
Key results
- Boosted design output by 41% over baseline.
- Enhanced overall productivity by 29% from 12-month baseline, and 65% from the previous quarter.
- Reduced design department costs by 31%.
- Increased area ordered by 38% from baseline.
Background
On-site aluminium formwork training is essential for streamlining workflows, reducing errors, and boosting productivity. Hands-on, immersive training conducted directly on construction sites ensures workers understand building codes, material handling, and troubleshooting, which minimises delays and improves project quality.
The client is an aluminium formwork manufacturer based in Malaysia. With over 2,000 employees, the company produces high-quality formwork systems for residential and commercial construction projects worldwide. Known for its agility and customer focus, the client operates a global design team of more than 200 staff across two countries. As demand surged, the need to scale sustainably while maintaining quality became a pressing strategic imperative.
Analysis
The client’s rapid growth brought a surge in design demand and staff expansion. To sustain performance and prepare for future scalability, the client partnered with Renoir to reimagine the design function, enhancing productivity, structure, and management practices.
Following a detailed diagnostic phase, Renoir and the client aligned on a clear project scope, focused on three strategic areas:
Process Enhancement
- Redesign the design workflow using an integrated RACI matrix to clarify roles and responsibilities.
- Establish standardized gate criteria, including minimum requirements, meeting protocols, and decision checkpoints, to streamline cross-functional collaboration.
- Transition from intuitive planning to a centralized, data-driven design schedule to improve forecasting and accountability.
Organisational Structure
Reconfigure roles for Team Leaders and Assistant Managers to improve workforce engagement and leadership effectiveness across functions.
Performance Management System
- Shift leadership focus towards proactive supervision and coaching.
- Introduce targeted KPIs, a designer and drawing rating system, and a structured training and development framework to drive continuous performance improvement.
The initiative was driven by a clear objective: to unlock measurable gains in productivity and position the design team for long-term operational excellence.
Project Approach
Renoir began by forming a cross-functional Management Action Team (MAT) comprising key leaders from each department. Together, the MAT and Renoir defined a new way of working that would be piloted and refined before scaling.
The transformation plan focused on three pillars:
Project Process Enhancement – Redesign workflows using an integrated RACI matrix, gate criteria, and a unified design schedule.
Organisational Structure – Clarify and redefine team leadership roles and responsibilities.
Performance Management System – Implement KPIs, active supervision, and a development plan for designers.
A key milestone was the Strategic Integration Meeting (SIM), led by the CEO and CTO, which formalized buy-in and endorsed the new control system across the organisation.
“As our company is expanding, we faced the challenge of increasing our design output without sacrificing quality. Renoir delivered a systematic, sustainable solution, and we’re excited to partner with them for our factory’s next phase.”
– CEO
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Implementation
The implementation phase was collaborative and immersive. Renoir worked closely with team leaders and managers on a daily basis, delivering hands-on coaching, training, and iterative refinement of tools.
Key initiatives included:
Daily Support and Hands-On Coaching
After the design phase, the implementation began with a dedicated project team, supported by a member from the client’s design department.
Renoir worked closely with Leaders and Managers every day, offering:
- Hands-on training
- One-on-one coaching
- Ongoing guidance to ensure full understanding and adoption of the new system
Continuous Feedback and System Refinement
- The team gathered real-time feedback to fine-tune processes and expand the system’s functionality.
- Project Management software was used to capture detailed data throughout the process, unlocking additional value and new use cases.
Change Management for Long-Term Impact
- A structured change management approach ensured the transformation would be sustained over time.
- Regular updates were provided to the Steering Committee, enabling:
- Progress monitoring
- Informed decision-making (e.g., involving the overseas design team)
- Improved communication across departments
Secondary Benefits Realised
In addition to boosting productivity, the new system delivered other operational improvements:
- Cross-Functional Collaboration
- Regular MAT meetings became a platform to raise and resolve issues such as truancy and staff retention.
- Departments improved cooperation and communication.
- Improved Project Visibility and Efficiency
- Stage Gates helped close information gaps with clients and internal departments.
Dashboard data enabled:
- Better workload distribution
- Project prioritization
- Reduced time spent searching for information
- Data-Driven Talent Development
The dashboard also served as a foundation for fair, data-backed performance appraisals and career advancement of designers.
“We brought Renoir in to help us improve productivity, and to put management systems in place so that we could sustain the results. They surpassed the original goal, and we are very happy with the results.”
– Chief Technology Officer
Results
The transformation delivered significant performance gains:
- Productivity increased by 65% compared to the previous quarter and 29% over the annual baseline.
- Design output and client area orders rose significantly, with a 38% increase in m² ordered.
- Design department costs were cut by 31%, with fewer errors and reduced rework.
- The unified dashboard allowed managers to make better planning decisions, support fairer performance appraisals, and identify advancement opportunities.
- Cross-country collaboration improved, with expanded participation from the overseas design team.
All leaders embraced the new system, and the client was equipped with trained auditors to maintain and report on new behaviours. The design team is now empowered to scale with agility and deliver high-quality outcomes efficiently.
*We have intentionally omitted client-specific details to maintain strict confidentiality.
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