The present study examines a large scale intervention program within the manufacturing industry with the purpose of improving cooperation and health among both management and production teams. Altogether 31 management teams and 132 production teams, comprising 1596 individuals, participated in this intervention program. All the management teams were assigned a budget of nine hours of consultation-time each, plus a GDQ-measurement before and at the termination of the project. There were six meetings during the project and each meeting lasted one and a half hours. Four groups met concurrently, in the same room together with the two consultants. The present results target the issue of consultants’ and managers’ perceptions of the intervention process, but not the outcomes or the result of the intervention performed. Interviews were carried out with the two consultants who conducted the whole intervention and ten of the top managers who participated in the intervention. The interviews focused upon critical aspects associated with either success or failure before, during and after the intervention program. Content analyses were performed for consultant and managers separately, in order to extract themes describing their views of the intervention process. Similarities and differences between consultants’ and managers’ perceptions of the process are discussed.