Operational transformation in motorsports event management

Managing large-scale events involves an operational complexity that goes far beyond logistics: it requires coordination across multiple entities, strict cost control, and standardized processes that ensure consistency and quality in execution, edition after edition. When this management is handled entirely in-house by an organization, as opposed to an outsourced model, the challenges multiply, and the need for a structured approach becomes even more evident.

It was precisely in this context that a leisure and sports company decided to implement an operational transformation based on kaizen principles. The goal was clear: standardize processes, improve internal communication, and create the conditions for more efficient, transparent, and sustainable event management.

The company and its role in managing events and sports facilities

The organization in question is a leisure and sports company whose core mission is to plan, coordinate, and execute large-scale events, including international-level sports competitions, as well as manage public sports facilities. Its activity spans three main areas: the procurement process, event organization, and sports facility management.

Given the cross-functional nature of its operations, which span multiple departments, external suppliers, institutional partners, and international regulatory agencies, the organization faces operational and coordination complexities that require a robust, standardized management model.

The organization transitioned from an outsourced management model to the direct management of its major events, thereby assuming full responsibility for operational execution.

Challenges in operational management

The initial analysis revealed a set of improvement opportunities that compromised the organization’s efficiency and effectiveness. The main challenges identified were the following:

Decentralized management and lack of standardization

The procurement process was decentralized and not standardized, with purchases that prevented the creation of economies of scale and generated invoices without traceability. Likewise, event organization lacked standardized processes, which made it difficult to consistently ensure adherence to budgets and deadlines.

Ineffective internal communication and uneven workload

Communication between the teams responsible for organizing events was insufficient, with information gaps between the different event managers. There was also a workload imbalance issue, which generated disproportionate peaks in workload and reduced the organization’s responsiveness at critical moments.

Difficulty in monitoring and controlling execution

There was no unified system for tracking task progress or controlling event indicators. The absence of structured visual management made it difficult to identify deviations early on and compromised the capacity to respond during the event execution phase.

Coordination with suppliers and external entities

The nature of the main event, specifically an international-level motorsports competition subject to the requirements of the FIA (Fédération Internationale de l’Automobile), required precise coordination with multiple suppliers and departments. The interference of various external entities, combined with the absence of clear control processes, led to revenue losses due to irregular entries and hindered effective access management,

The approach to transforming processes and standardizing operations

The response to the challenges identified was based on implementing a management model grounded in kaizen principles, structured in four phases:

• Process design.
• Visual management in the preparation phase.
• Execution of a pilot event.
• Cross-organizational event management system.

Process design and mapping of process areas

In the first phase, all process areas of the main event were mapped and structured, covering more than 30 domains, ranging from ticketing and accreditation to security, catering, infrastructure, and the VIP Village. A detailed timeline was developed, divided into six phases with well-defined milestones, enabling awards to be planned with a minimum lead time of 120 days and the setup and dismantling phase to be structured in a standardized manner. Additionally, a phased Design Review (DR) system was implemented, with alerts assigned to users and real-time task tracking.

Visual management and indicator tracking

In the preparation phase, visual management boards were implemented to centralize planning information and task execution status. Two types of indicators were defined: process indicators (task completion rate, average delay, participation in Daily KAIZEN™) and event indicators (cost vs. budget, number of participants and spectators, incidents, and program completion rate).

Figure 1 – Example of a preparation phase board

This information infrastructure enabled leadership to make data-driven decisions throughout the entire event preparation.

Daily KAIZEN™ and operational control room (Obeya room)

During the pilot event’s execution phase, an operational kaizen room was established to centralize all control information. In this room, daily 5-minute meetings were held with the coordination teams to cover all procedural areas. A dynamic work plan was also implemented, covering ten days before to eight days after the event, along with an equipment and services logbook recording the delivery and setup status for each supplier.

Figure 2 – Example of an obeya room

Supplier evaluation and structured learning process

A supplier evaluation matrix was developed with approximately 15 weighted items, including adherence to deadlines, organization of the work perimeter, and quality of communication. The continuous learning process was ensured through the 3C methodology (Case, Cause, Countermeasure), which made it possible to record, analyze, and resolve anomalies in a structured manner throughout the event’s execution.

Standardization of the procurement process and event management system

The procurement process was entirely redesigned: it became centralized, with a single document for general use, annual resource procurement, and systematic supplier classification, promoting transparency and economies of scale.

Thus, the fourth phase consolidated an event management model applicable to the entire organization, based on four pillars: standardized weekly team meeting, logistical support criteria by event type, visual management with an event list and workload/capacity matrix, and an event database with internal and market analysis indicators.

Figure 3 – Example of a weekly meeting board

This model began to guide resource allocation and logistical support for all events managed by the organization, using objective criteria based on the number of participants, geographic impact, and community impact.

Results achieved through program implementation

The implementation of the operational improvement program yielded significant results across the three intervention areas.

Results of the motorsports event

The application of the IDM (Integrated Design Management) model to the organization’s main event (an international-level motorsports competition) produced the following results:

• 30% reduction in total event costs, corresponding to €700,550.
• 10% increase in ticket revenue, representing an additional €25,000.
• Full compliance with FIA requirements, achieving Level 2 certification.
• Hotel occupancy rate in the region exceeding 90% during the event.

Figure 4 – Charts showing the main results achieved

Results in the sports facilities

The cost-reduction actions implemented in the sports facilities generated savings of €27,500 through the application of cost-control tools and the identification of efficiency opportunities in daily operations.

Qualitative results and organizational capability building

The transformation of the operational model had a significant impact on the organization’s culture. The standardization of procurement and event management processes created the conditions for greater transparency and predictability. Teams now have visible planning tools, structured meetings, and an event database that consistently support decision-making. The systematic evaluation of suppliers and the recording of anomalies and improvement suggestions institutionalized a culture of continuous learning, preparing the organization to replicate and improve the model in future editions and other events.

This case study demonstrates that the application of kaizen methodologies is not limited to industrial or production contexts; it is equally transformative in public service organizations with high operational complexity. By structuring processes, standardizing communication, and creating visual control systems, the organization succeeded not only in reducing costs and increasing revenues but also in building an internal capability for continuous improvement that endures beyond each event.

The journey undertaken, from the absence of standards to the implementation of a management model replicable across the entire organization, shows that cultural change is as decisive as the tools used.

We are committed to respecting our clients’ confidentiality. While we have altered or omitted their names, the results are genuine.