Following the development of new KPIs, personas, and a strategic transformation blueprint, Europe’s largest telecom provider faced a new challenge, ensuring that thousands of employees across Europe could understand, align with, and act upon the changes ahead.

While the content existed, the information was spread across multiple workstreams, presentations, and initiatives. Leadership needed a single, comprehensive document that would connect strategy, operations, technology, and people into one clear narrative.

The objective was to create a guiding document that would align leadership and operational teams to provide a clear direction for the coming years.

Our approach

WEB was asked to consolidate all available information into a unified European vision paper.

We cross-referenced strategic objectives, operational requirements, persona definitions, KPI frameworks, transformation blueprints, and technical roadmaps. To ensure the vision was grounded in reality, we supplemented existing project outputs with market research, industry best practices, and insights gathered through our extensive professional network.

Working closely with executives and key stakeholders, we developed a comprehensive document that guided readers through:

• Strategic transformation objectives
• New KPI frameworks and personas
• The two-year technical roadmap
• Role-specific impacts and changes
• Operational priorities and implementation considerations

The result was a single source of truth capable of bridging the gap between strategy and execution.

The results

The final vision paper became the guiding north star for one of the largest telecom transformation programmes in Europe.

By connecting strategic ambitions with day-to-day operational realities, our client gained a unified framework capable of aligning thousands of employees across multiple countries and business units.

The document now serves as a foundation for future decision-making, helping shape operational priorities, technology investments, and transformation efforts responsible for tens of millions of euros in business value.

The post Creating a unified vision for Europe’s largest telecom provider appeared first on One WEB.

For years, discussions between the headquarters of a telecom provider and its sub-branch regarding the migration of their CRM had reached the same conclusion: uncertainty.

Differing perspectives, technical concerns, and operational complexities had created friction between both parties. Despite multiple attempts to evaluate the transition, no objective conclusion had been reached.

Determined to make one final assessment, our client engaged WEB as an independent external partner to perform a complete feasibility analysis within just four weeks.

Our approach

Our role was clear: provide an impartial and fact-based assessment of whether its Lead-to-Order operations could successfully migrate to the CRM platform.

Within an exceptionally challenging timeline, our team conducted:

• On-site stakeholder workshops
• Current-state process analysis
• System capability assessments
• Solution design workshops
• Future-state process modelling
• Platform compatibility evaluations

The outcome was a comprehensive assessment package containing:

• Detailed AS-IS process models
• Future-state TO-BE process designs
• CRM capability comparisons
• Technical feasibility findings
• Strategic migration recommendations

Every conclusion was supported by operational evidence and stakeholder validation, ensuring full transparency throughout the process.

The results

In little over a month, WEB helped break through years of uncertainty and misalignment.

The assessment demonstrated that a migration of the CRM platform was technically and operationally feasible, providing both HQ and HT with an objective foundation for future decision-making.

What had previously been a source of ongoing friction became a structured, evidence-based discussion supported by clear recommendations and a shared understanding of the path forward.

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Across Europe, a telecom provider had developed their own ways of working, supported by different systems, processes, roles, and data structures. While each country had optimised operations locally, the lack of standardisation created complexity for large-scale transformation initiatives.

The objective was ambitious: create a harmonised Lead-to-Order (L20) blueprint that could serve as a common future-state model across multiple European markets while still respecting local realities.

Our approach

We began with a simultaneous analysis of five participating locations including Poland, Greece, Czechia, Slovakia, and Hungary.

The team mapped existing processes, identified bottlenecks, and documented operational realities using BOC ADONIS. This was complemented by market research, internal expertise, and extensive stakeholder engagement with both headquarters and local project sponsors.

Based on these insights, we designed a harmonised future-state L20 process covering:

• End-to-end process flows
• IT landscape integration
• Data handovers and ownership
• Role definitions and responsibilities
• Governance and operational standards

Once the blueprint was validated by key stakeholders, we conducted individual fit-gap analyses for each participating country, identifying local challenges, dependencies, and transformation priorities.

Each international location received tailored recommendations, pain-point analyses, transformation heatmaps, and implementation guidance.

The results

Within nine months, a team of four consultants successfully aligned five countries with fundamentally different operational models around a single future-state vision.

The resulting blueprint was not built on assumptions or theoretical best practices alone. It was grounded in real operational data, stakeholder input, and practical implementation considerations.

By providing both a harmonised target model and country-specific transformation guidance, our client gained a realistic and actionable roadmap for achieving greater consistency across European operations.

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As Salesforce capabilities continued to expand across Europe’s largest telecom providers, the OneSFA team faced a growing challenge. Different countries used different role definitions, measured success differently, and requested platform enhancements based on local interpretations of similar responsibilities.

Without a common understanding of who users were and how success should be measured, achieving true harmonisation would remain difficult.

Our approach

Together with the headquarters team, we developed a standardised framework of personas and role-specific KPIs that could be applied consistently across participating national companies.

Starting from five distinct sets of requirements, operational approaches, and performance measurements, we identified common responsibilities and grouped them into universal personas, including:

• Key account manager
• Technical solution designer
• Legal approver
• Marketing specialist
• Support functions

For each persona, we developed Salesforce-specific KPIs that reflected the responsibilities and objectives associated with the role. The results were documented in a structured reference framework organised by functional area, including sales, marketing, and support.

The results

The project transformed five different approaches into one unified framework for user roles and performance measurement.

By creating a shared language around personas and KPIs, the OneSFA team significantly reduced the volume of overlapping and inconsistent feature requests entering the development pipeline. The framework improved prioritisation, strengthened alignment between national companies, and accelerated progress toward a harmonised European Salesforce landscape.

In practical terms, the initiative helped eliminate approximately 80% of redundant variation in requirements, allowing teams to focus on delivering capabilities that created value across the entire organisation rather than for individual markets alone.

The post Defining the people and metrics behind OneSFA appeared first on One WEB.

A client in the automotive sector was preparing for a migration of its Customer Contract Management (CCM) platform to a new vendor environment.

The challenge was that years of platform evolution had created a highly complex landscape with limited documentation, fragmented process knowledge, and unclear visibility into which capabilities were actually being used by the business.

Without a complete understanding of the existing application, leadership lacked the confidence required to make informed migration decisions.

Our approach

WEB was engaged to perform a comprehensive capability mapping exercise of the existing CCM environment.

We began by conducting a full AS-IS analysis of the platform, mapping every process and business interaction end-to-end. Through workshops, system reviews, and stakeholder interviews, we identified which functionalities were actively used, which capabilities had become redundant, and how different processes interacted across the application landscape.

The findings were consolidated into a structured capability model that provided stakeholders with a single source of truth for the first time.

Using this foundation, we developed a migration blueprint that clearly distinguished:

• Capabilities that needed to be migrated
• Functions that could be retired
• Dependencies requiring special attention
• Business-critical processes requiring continuity

All findings were reviewed and validated with key stakeholders to ensure alignment before migration planning commenced.

The results

The capability blueprint transformed years of undocumented platform complexity into a clear and actionable migration strategy.

By providing transparency into the CCM landscape, WEB enabled our client to make informed decisions with confidence and move forward with a previously stalled migration programme.

The result was a significantly reduced migration risk, improved stakeholder alignment, and a clear roadmap for future platform evolution.

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For the first time as a supplier, WEB was tasked with executing a complete Process Failure Mode and Effects Analysis (pFMEA) for a specific module and its full installation and de-installation process.

The assignment came with significant challenges: limited available data, no existing design as a baseline, scattered stakeholder input, and a strict deadline. Despite these constraints, WEB was determined to deliver a structured, risk-based approach that would ensure process robustness from the start.

The task

WEB was responsible for preparing and facilitating the entire pFMEA, from defining process steps to identifying, ranking, and mitigating potential risks, while coordinating input across multiple stakeholder groups.

Key challenges included:

• Incomplete process steps for the module installation.
• Absence of an existing design, leaving no prior risk foundation.
• Need to align with multiple teams to ensure engagement during brainstorming and ranking sessions.

How we worked

WEB applied a structured and data-driven methodology to handle uncertainty while maintaining project pace and quality.

1. Investigation – Collected all available technical data, including module drawings, draft installation instructions, tooling requirements, and handling constraints.
2. Documentation – Structured the findings into a detailed step-by-step description of the entire install/deinstall process, creating a technical slide deck for cross-functional review.
3. Workshops – Organized collaborative workshops to review each process step, brainstorm potential failure modes, and define their causes and effects.
4. Ranking sessions – Facilitated structured ranking sessions with all stakeholders to evaluate failure modes based on Severity, Occurrence, and Detection criteria, ensuring prioritized and actionable mitigations.

The solution

Despite being a first-time effort with limited information and a tight timeline, the pFMEA was delivered on schedule. The structured approach enabled:

• A comprehensive risk overview used to refine process documentation and tooling details.
• Clear alignment between installation instructions and identified risks.
• Early detection of potential failure modes, allowing proactive mitigation and preventing downtime.
• A transparent, data-driven risk assessment framework that accelerated decision-making.

All mitigation actions have since been implemented, and the risk-based improvements are now fully integrated into the updated procedures, ensuring a more robust and reliable process for future module installations.

The post From pressure to precision: Achieving first-time right with pFMEA appeared first on One WEB.

With the introduction of a new system at the client site, new alignment sequences were required for the device installation. Meeting the planned installation time for this completely new setup posed a major challenge. The project involved:

• Brand-new hardware and tooling.
• First-time execution of the alignment sequence at the customer site.
• Limited operator experience with the new procedure.

The task

WEB was asked to ensure a smooth and efficient installation process by supporting the development, validation, and first execution of the new alignment sequence, aiming for a “first-time-right” result within the expected installation schedule.

How we worked

To achieve this, WEB collaborated closely with the client’s engineering and production teams, ensuring clarity, structure, and speed in every phase.

1. Process definition – Worked together with the client’s engineering team to redefine the Method of Procedure and optimize the automated alignment database process.
2. Early validation – Involved factory production engineers early in the review process to validate procedures and ensure feasibility.
3. On-site support – Provided close support during prototype execution and ensured rapid resolution of comments and issues during the proto phase.

The solution

The sequence execution during machine installation was completed successfully and received no comments. The optimized approach led to a significant reduction in installation time, resulting in measurable efficiency gains for the client.

Lessons learned from this successful implementation are now being applied across the broader automated process, helping to further standardize and accelerate future system installations.

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An urgent request was issued to deliver a process Failure Mode and Effects Analysis (pFMEA) for the newest hardware release. The project came with tight deadlines and significant design uncertainties, requiring close coordination between design, assembly, and safety teams.

The client continuously improves their machines by introducing newer versions of existing systems. In this case, a key device was redesigned, resulting in a completely new layout and a cascade of changes to tools, parts, and processes. To ensure production readiness and risk control, a thorough and structured pFMEA was essential, even under time pressure.

The task

WEB was asked to support the creation and facilitation of the pFMEA process by:

• Supporting the installation pFMEA.
• Leading the alignment and safety checks pFMEA.

How we worked

WEB’s structured approach allowed the team to manage uncertainty while maintaining progress and quality.

1. Investigation – Collected all available technical data, identified missing information, and mapped potential risks.
2. Documentation – Created a step-by-step overview for each action and process in scope.
3. Workshops – Organized cross-functional sessions to review each process step and brainstorm possible failure modes.
4. Ranking sessions – Facilitated discussions with key stakeholders to evaluate risks and define mitigation actions.

The solution

The pFMEA was delivered on time, providing a clear and actionable overview of potential risks. Collaborative sessions ensured alignment among all stakeholders, and each risk was carefully ranked and mitigated.

All major issues have now been either resolved or are being actively managed based on the pFMEA outcomes. The results are also serving as input for follow-up documentation and the creation of detailed work instructions, ensuring a more reliable and transparent process moving forward.

The post Delivering a critical pFMEA for a new machine under pressure appeared first on One WEB.

Diagnosing issues in high-tech machine systems requires expertise from multiple disciplines and the right diagnostic tools. One of these tools is the Deterministic Diagnostic Flow (DDF), which helps identify potential failures based on specific system errors. By collaborating with stakeholders across engineering, design and support, we mapped out the possible failure modes of a recurring error and developed a structured approach to solving it.

The task

The objective of this project was to identify all possible failure modes linked to a specific system error. By systematically diagnosing the components, the team aimed to trace the problem back to one root cause. Once identified and fixed, the machine could quickly be brought back into operation. Each DDF was documented, saved and reused whenever the same error occurred in the future, providing a repeatable solution that reduced troubleshooting time.

How we worked

To tackle the problem effectively, we organized a workshop session with stakeholders including customer support teams, industrial engineers and system designers. During this session, we:

• Mapped out all possible causes of the error

• Discussed the likelihood of each potential failure mode

• Identified the actions needed to resolve each scenario

This collaborative approach ensured that the most realistic and effective solutions were prioritized.

The solution

By documenting the failure modes and linking them to clear actions, we created a practical tool that has since proven highly effective. Each time the error occurs, the DDF guides engineers directly toward the root cause.

This approach delivered:

• Faster resolution of system issues

• Reduced downtime and production loss

• A reusable diagnostic framework for future troubleshooting

The DDF has become a reliable method for troubleshooting, ensuring that complex machines can return to full operation in less time, with greater accuracy.

The post Using Deterministic Diagnostic Flow (DDF) to Solve Complex System Errors appeared first on One WEB.

One of our clients needed to boost the throughput of a machine, which meant redesigning a specific module. Our mission was to improve the assembly process of a complex mechatronic module, specifically for the cable slab.

The issue

Unfortunately, the new assembly resulted in issues because of the new electric power cables and cooling hoses that were required. This meant we had to optimize the production process of the cable slabs. On top of that, the customer didn’t have the capacity to manage the redesign and lacked a step-by-step procedure.

Solution

With a team of WEB project engineers, we divided the entire assembly process. We investigated if we could work with sub-assemblies so that we could reduce the amount of time needed to create the entire module. Our team of WEB project engineers stepped in and broke down the entire assembly process. We looked into using sub-assemblies to cut down the time needed to create the whole module.

To create the instructions, we used 3D models and made regular visits to the factory to ensure we had the correct information. These instructions were then reviewed by factory engineers and operators. We took all their feedback into account, which led to the release of a new and improved procedure for the customer.

To make a solid product, you need the right procedures in place. Our team helped ensure that everyone in the department, from low to high complexity, was able to follow the procedures that we developed. With our help, we were able to fine-tune the process and optimize the production process.

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For a high-tech system, we got involved early in the design stage. During this project, we used the FMEA process (Failure Modes and Effects Analysis), a common tool in industrial engineering. FMEA is utilized when designers develop the initial concept, even before any hardware is in place. By working with designers, we assessed how the design is assembled, determined where each part belongs, and evaluated each step with the help of illustrations.

The task

The goal of this project was to identify risks and failure modes as early as possible. Once identified, these risks were addressed and adjusted within the design and processes. Our analysis helped answer critical questions such as: Can we assemble the part? Can the operator reach it? Does the design need to be reworked?

We considered various scenarios. For example, some parts were located under the floor, accessible by lifting a tile, exposing a gap below. A key risk identified was: what happens if a screw is dropped during installation? We assessed each risk to determine its validity, severity, and frequency. This was done collaboratively with a facilitator and other experts.

How we worked

We organized a brainstorming session with stakeholders, including customer support, industrial engineers, designers, architects, functional designers, and other experts. We presented the parts, their installation process, and provided illustrations and detailed descriptions. This brainstorming session allowed us to evaluate the process, discuss risks, and delegate tasks to the appropriate stakeholders. Being involved in the design and documentation stages, we documented quality procedures thoroughly.

Solution

After ranking the risks, we used a ticket system to identify and manage the most critical ones. Each ticket described the problem, its origin, the owner, and the person responsible for solving it. With the help of FMEA, we successfully identified all the risks, managed stakeholder involvement, while ensuring safe and reliable work instructions.

The post Identifying Risks with FMEA for Safe Work Instructions appeared first on One WEB.

Upon completion of a product, the customer requested a compliance check on different service actions. Although no alterations were to be made to the finished product, the findings from the compliance check would improve future procedures and designs.

The task

Working alongside our industrial engineers, we collaborated directly with the customer’s architect and project lead. The project lead outlined the areas for analysis, and we closely coordinated with other supporting teams. Our analysis focused on evaluating service actions within a specific machine part from the operator’s perspective. We assessed their capabilities and limitations, drafting detailed instructions and illustrations to guide them. These instructions ranged from ensuring proper lifting techniques to facilitating safe and efficient access to service actions. Our procedures prioritized compliance and operator safety.

Using numerous illustrations and a 3D CAD Model System, we rigorously tested compliance to mitigate human error. For instance, we simulated scenarios where operators needed to remove specific parts and access certain areas. Our checks included detailed calculations such as hand-to-part distance.

Moreover, we reviewed documentation for necessary revisions and recommended adjustments, including potential additions to the operator team or the development of new tools. We also provided design recommendations for future implementations. With a well-defined timeline, the project was successfully completed within four months, meeting all deliverables.

The result

Through close collaboration with the client, we received clear instructions on the areas to be assessed and relevant details. Leveraging this input, we processed the information to produce a comprehensive compliant document as the final outcome.

The post Ergonomics Compliance Check for Machine Service Actions appeared first on One WEB.