At a Glance
Global telecommunications company in the Philippines, partnered with Renoir Consulting to enhance their operations, specifically focusing on frontline planning, scheduling, and supervision.
This case breaks down how this project developed a management control system (MCS). Project also encompassed implementations of new processes, training, and performance indicators, ultimately leading to significant nationwide increases in technician productivity and decreases in service backlogs.
Key Results
- 42% nationwide increase in the productivity of Installation Technicians.
- 23% nationwide increase in the productivity of Restoration Technicians.
- Decrease in installations and restoration backlogs.
Background
The Philippine telecommunications market was valued at approximately $5.58 billion in 2025 and is projected to grow at a compound annual growth rate (CAGR) of about 3.28% through 2033. Growth drivers include increasing smartphone penetration, rising internet usage, and expanded adoption of digital services such as streaming and online gaming. A few major players, including the client dominate the sector. This oligopolistic market structure fosters intense competition, particularly in pricing and investments in network infrastructure.
The client’s company delivers a comprehensive range of services through fixed-line, wireless, and other advanced connectivity solutions, catering to both consumer and enterprise markets. As a key player in the industry, the client manages critical infrastructure, including an extensive fibre-optic backbone, nationwide fixed-line networks, and robust cellular systems, ensuring reliable and high-speed connectivity across the region.
However, like many telecom providers, the company faces backlogs in installations and restorations, requiring strategic workforce planning and process improvements to meet demand.
Analysis
The client was facing rising pressure due to increased foreign competition and growing customer expectations. Despite previous internal improvement efforts, inefficiencies persisted in frontline operations, particularly in the areas of installation and restoration services.
Challenges included inconsistent supervision, poor planning and scheduling, and backlogs in service orders. These inefficiencies were negatively impacting customer experience and operational productivity, prompting the client to seek external expertise to identify performance gaps and implement sustainable solutions.
Project Approach
To address the operational challenges, Renoir Consulting implemented a structured and data-driven approach grounded in proven methodologies. The goal was to transform the client’s telecommunications operations by improving frontline workforce productivity, enhancing scheduling optimisation, and embedding sustainable management practices.
A cross-functional workstream team was assembled, comprising representatives from operations, business analytics, HR, finance, and social media. The core objective was to design and implement a robust Management Control System (MCS) that would support improvements in customer experience and drive measurable gains in operational efficiency.
The key areas of focus included:
- Designing standardised frontline planning, scheduling, and supervision processes to improve coordination and visibility across teams.
- Establishing productivity standards through on-ground observation and data analysis to enable effective workload planning.
- Establish work volume driven manpower calculator to improve manpower planning.
- Defining clear Key Performance Indicators (KPIs) and RACI (Responsible, Accountable, Consulted, Informed) matrices to ensure role clarity and accountability.
- Embedding continuous improvement tools such as Plan-Do-Check-Act (PDCA) and Root Cause Analysis (RCA) to address performance gaps.
- Aligning job descriptions and frontline Standard Operating Procedures (SOPs) to the new ways of working for long-term sustainability.
Implementation
The implementation phase began with the development and sign-off of clearly defined charters outlining the project’s Objectives and Deliverables. Renoir Consulting facilitated a structured diagnostic process to assess the current operating system, engaging all relevant stakeholders through intensive critique sessions. This collaborative approach enabled the identification of systemic inefficiencies and provided a clear pathway for the design of a tailored Management Control System (MCS).
Key steps and initiatives undertaken included:
System Gap Analysis and Framework Design
- Conducted process critiques with all functional stakeholders to capture improvement opportunities.
- Designed a customised MCS framework based on these inputs and best practices in frontline operations.
Co-Development of Planning and Control Tools
- Introduced user-centric planning, control, and reporting tools co-developed with frontline teams to ensure immediate adoption.
- Implemented Planning, Scheduling, and Materials Requisition processes to streamline operational readiness.
Operational Support Systems
- Developed cabinet key management processes to secure and track access to field equipment.
- Defined “Perfect Day” best practices for Supervisors and Technicians, aimed at standardising daily routines and boosting productivity.
KPI Integration and Performance Monitoring
- Established meaningful Key Performance Indicators (KPIs) at all operational levels, tailored to the unique requirements of each zone.
- Rolled out Zone Production Graphs and technician performance dashboards (including whiteboards) to monitor actual vs. plan and percentage achievement, reinforcing accountability and visibility.
Behavioural and Supervisory Training
- Conducted extensive supervisory training to embed principles of adequate supervision and daily performance management.
- Delivered one-on-one coaching for Supervisors, Zone Heads, and Area Heads to strengthen frontline leadership and behavioural change.
On-the-Floor Coaching and Short Interval Controls
- Embedded short interval controls into daily routines, supported by real-time “on-the-floor” coaching to reinforce adoption.
- Focused training on the mechanics of using short interval reviews for proactive decision-making.
Root Cause Analysis and Sustainability Framework
- Institutionalised weekly Root Cause Analysis (RCA) meetings at a senior level to address recurring performance issues,
- Designed and embedded a comprehensive review and audit framework to ensure the long-term sustainability of the MCS,
- Progress was tracked and reported through regular leadership team reviews to demonstrate outcomes and ensure alignment.
This integrated implementation approach enabled the client to not only adopt new systems and tools but also transform the behaviours, routines, and accountability mechanisms essential for sustained operational excellence in the telecommunications field service delivery.
Results
The implementation of the enhanced Management Control System (MCS) brought structure, consistency, and greater visibility across the client’s telecommunications operations.
Supervisory capabilities improved significantly through targeted conceptual classroom learning and on-the-job coaching, enabling frontline leaders to manage performance more effectively.
Key impacts included:
- Nationwide improvement in daily operations through the use of short interval controls and structured Daily Review Meetings
- Delivered lasting change by aligning behaviour, tools, and processes, ultimately elevating the client’s frontline workforce productivity and customer service delivery.
*Client-specific details have been intentionally omitted to maintain strict discretion.  
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