Integrated transformation of a vehicle inspection network

In a highly regulated and increasingly competitive sector, an organization’s ability to adapt quickly, improve efficiency, and deliver a differentiated customer experience has become critical to ensuring sustainable results and market leadership.

This case study describes the key phases of this integrated transformation that took place within a national vehicle inspection network that, over several years, faced structural challenges.

Figure 1 – Vehicle inspection

A leading company in vehicle inspection

A national vehicle inspection company, with dozens of centers distributed across the country, was facing significant challenges in productivity, customer experience, operational sustainability, and commercial effectiveness.

“Customers are our priority.”

Over several years, multiple projects were implemented that transformed operations, strengthened market leadership, and established a robust continuous improvement system.

The key initiatives supporting this transformation are presented below.

1. Digitalization of the pickup service: From scattered messages to a scalable system

The vehicle pickup and delivery service was managed via WhatsApp, with no prioritization, visibility, or the ability to optimize. With demand growing rapidly, this model became unsustainable.

The implemented solution

The solution involved creating two PowerApps platforms, one for management and the other for execution, which brought discipline, transparency, and efficiency.

The development of the two PowerApps platforms was based on:

• Management and allocation: An interface for planning, route optimization, and service distribution by center.
• Application for pickups: Viewing assigned services, priorities, and real-time status updates.

These platforms also enabled the complete digitalization of the service workflow, from request through completion.

Results achieved and respective impact

The digitalization of the pickupserviceenabled the creation of a more disciplined, predictable, and efficient model, resulting in clear improvements in daily execution and team responsiveness. Key results include:

• Pickup team productivity increased by approximately 20%.
• Average service execution time reduced by 15%.
• Compilation time for completed services reduced by 80%.
• Greater service availability, control, and predictability.

These results demonstrate how digitalization and process standardization elevated the operational maturity of the service, enabling greater volume management with less variability and enhanced control.

2. Solution design phase: Operational reconfiguration of the centers

The inspection centers operated with limited capacity (approximately 10 vehicles per hour), with an excessive focus on the vehicle and little attention paid to the customer experience.

There was also high variability between centers and inspectors, as well as a cost structure misaligned with the market potential.

The center’s transformation journey

To address the previously identified challenges, the following measures were taken:

• Redesign inspection lines to increase capacity and reduce variability.
• Implementation of operational standards for inspectors.
• Reconfiguration of the customer experience, from reception through departure.
• Introduction of a CRM and customer loyalty tools.
• Team alignment and improved motivation.

The redesign of inspection lines, the standardization of work, and the revision of the customer journey made it possible to create a more streamlined and customer-oriented operation.

Impactful results

This transformation reflected significant operational and financial gains, translated into the following results:

• Productivity increase of approximately 30% (services/hour).
• 10% increase in market share.
• EBITDA with approximately 1,300 k€ increase and a total return of 1,900 k€.
• ROI of 240% and payback in approximately 4 months.
• Capacity increased to more than 20 vehicles per hour.

These results consolidate the program’s effectiveness and demonstrate that the combination of operational redesign, daily discipline, and customer focus generates direct business impact. The organization not only increased efficiency and profitability but also laid the foundations for sustainable growth and a more resilient operation.

3. Post-lockdown reopening: Responding to demand spikes safely and smoothly

The end of lockdown brought demand spikes exceeding 100% during certain periods. Pre-COVID-19 procedures were no longer adequate, and the infrastructure was unprepared. There were also significant risks of overcrowding and long waiting times.

The response to these challenges combined planning, redesign, and intensive team training. The following measures were taken:

• Demand leveling and capacity planning.
• Customer journey redesign including:
  • Drive-through reception.
  • Visual parking management.
  • New safety standards.
• Implementation of daily management routines.
• Intensive training of team leaders and gemba follow-up.

Figure 2 – Team leader training

Results achieved

The key results achieved include:

• Operation time reduced by 45%.
• Waiting time reduced by 23%.
• Savings of 270 k€.
• Reduction of 20% in the need for temporary reinforcements.

These results demonstrate the operation’s capacity to handle exceptional demand without compromising quality, while reducing costs and increasing overall efficiency during a critical period.

4. Strategic planning: Commercial and organizational repositioning

The organization was facing a more demanding competitive environment and an internal structure ill-equipped to respond with agility and a customer-centric focus. The main challenges included:

• Market opening to new players.
• Loss of market share and profitability.
• Unbalanced presence relative to market potential.
• Misalignment between departments and an internal culture that was not sufficiently customer-oriented.
• Heavy cost structure.

Approach to business repositioning

To reposition the business and strengthen competitiveness, a set of strategic and organizational initiatives was implemented:

• Focus on segmented marketing initiatives (B2C and B2B).
• Value Stream Analysis (VSA) in support areas.
• Implementation of management by business units (BU).
• New internal communication models (top‑down and bottom‑up).
• Organizational alignment through Daily KAIZEN™.

Figure 3 – Example of a Daily KAIZEN™

This set of initiatives made it possible to align the organization around strategic priorities, strengthen management discipline, and lay the groundwork for regaining market share and profitability in a sustainable manner.

From change to results

The commercial and organizational repositioning translated into tangible improvements in economic performance and the company’s competitive position. Key results include:

• A 15% increase in EBITDA.
• A 5% increase in sales.
• A 5 pp increase in the EBITDA margin.
• Strengthened market leadership.

5. Implementation of the continuous improvement system

Operations faced instability, competitive pressure, and a lack of internal alignment, making it difficult to respond to declining demand and maintain consistent service levels. Key challenges included:

• Sharp decline in demand.
• Variability amongst centers and inspectors.
• Mismatched capacity and high waiting times.
• Increasing competition and a perception of undifferentiated service.
• Lack of team alignment.

Measures adopted for system transformation

To stabilize the operation and create a culture of continuous improvement across the organization, a set of structural initiatives was implemented:

• Implementation of Daily KAIZEN™ across 46 centers and support areas.
• KAIZEN™ Leaders for strategic alignment.
• Line balancing to increase capacity.
• Load-capacity adjustment to improve productivity.
• Redesign of the customer interface and standardized scripts.

Transformative results

• 15% increase in productivity.
• 30% reduction in inspection time.
• 50% reduction in waiting time.
• Savings of 1.5 M€.
• More aligned, motivated, and customer-oriented teams.

The results prove the effectiveness of the continuous improvement system in creating a more stable, efficient, and customer-centric operation. The organization gained capacity, reduced costs, and consolidated a culture of sustainable performance.

Conclusion: An integrated and sustainable transformation

The transformation of this vehicle inspection network was built using a pull-forward approach, always with the same goal: to create a more efficient operation, a more seamless experience, and a more aligned organization.

This integrated transformation enabled the organization to:

• Strengthen market leadership.
• Increase productivity and capacity.
• Significantly improve customer experience.
• Create a sustainable continuous improvement system.
• Achieve significant and rapid financial gains.

“The kaizen methodology helped us implement a continuous improvement culture, always focused on service excellence.”

More than just one-off results, this transformation enabled the development of a more stable, predictable, and scalable operation, supported by aligned teams, standardized processes, and strong management discipline.

This case study demonstrates that the combination of technology, customer focus, and a deeply rooted kaizen culture is a critical factor in achieving structural and sustained improvements, even in demanding and highly regulated environments.

We respect our clients’ confidentiality agreements. Although we have changed or omitted names, the results are real.