How KPN Improved Production with Epicflow


What is KPN?

KPN is a Dutch landline and mobile telecommunications company that was founded in the 19th century. It began functioning as a public telecom company and now has around 6.3 million fixed-line telephone customers. Its mobile division, known as KPN Mobile, has over 22 million subscribers around Europe (the Netherlands, Belgium, France, Germany, and Spain). KPN also functions as an international Internet provider with more than 2.1 million customers throughout Western Europe.

Production Challenges 

Being an Internet provider, KPN’s output is dependent on the fiberglass market. While this market is booming, the production of the company lagged behind sales. That is to say that there was much more demand than actual output (around 150 projects sold vs. 70 projects delivered). Challenges were snowballing: the number of projects in progress went from hundreds to thousands, delivery time doubled with multiple projects failing their deadlines, customer satisfaction rate dropped, capacity was lost to escalation management, while employees were submerged in an unceasing state of stress because of the feeling that no work was getting completed. With new employees and more orders to deliver, the company’s output increased, yet also led to extra overhead for managing escalations. 

Start of Using Epicflow 

To strengthen their production and improve delivery rates, KPN starts using the Epicflow software solution. As one of the initial cooperation steps, our team helped them to develop better commitment and trained company managers for them to perfectly understand how the tool works. Among the main tasks for Epicflow here was not only on-time delivery rate improvement, but also reduction of the number of projects in progress. Following the tool’s strategy, the main focus was on resource management, which helped to deal with various bottlenecks, ensure that everyone had an optimal workload, and train employees to gain new skills so that they could assist in other departments, if needed.


After less than one year of cooperation, KPN witnessed considerable production improvement. Namely, on-time delivery went from 18% to 80%, efficiency rose by 21%, and lead time halved. Furthermore, employees noticed a change in their working environment: everything turned calmer and more organized with much less stress burdening them. With the tool, employees got the chance to be proactive rather than reactive, to predict bottlenecks before they turn into a production threat.

On-time delivery is not a myth. We’re now able to deliver on time and improve our service in a faster and more efficient way

Edwin Kuiper

Partner Manager, KPN

  • Delivery reliability went from 18% to 80%.
  • Sales know what they can sell.
  • 21% Improvement in efficiency.
  • Employees are proactive rather than reactive.
  • Completion time halved.
  • Stress caused by overload significantly decreased.
  • Sales department is aware of the lead time.
  • Calm workplace, no more escalations.
  • Late orders are analysed and structural problems are addressed.
  • Number of late orders is reduced by 80%.
Project on-time delivery growth