The Impact of Training in a Manufacturing Company
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EDUCATION
Jaké konkrétní výsledky, změny v praxi pozorujete?
Lidé přestávají „hasit požáry“, ale snaží se jim před-
cházet, případně je efektivněji řešit. Umí pracovat
s myšlenkovou mapou a metodou PDCA, vidí plýtvání
a upozorňují na něj. Nejlepší pocit mám, když si můžu
vzít dovolenou a výroba běží bez problémů, protože
tým je soběstačný a akceschopný. A dělá mi radost i to,
když se lidé posouvají na pozicích. Z operátorů se stá-
vají mistři, z mistrů průmysloví inženýři. To je nejlepší
vizitka naší práce.
Jakou myšlenku byste ráda předala všem dalším
leaderům?
Není nic lepšího než sledovat, jak vaši lidé rostou. To je
smysl mé práce. A víte, co je pro mne největší odmě-
na? Když mě moji lidé přerostou. To je ten moment,
kdy vím, že jsem svou práci udělala správně. Nebojte
se toho, dejte lidem prostor a důvěru. Podporujte je
a pak jen sledujte, jak společně posouváte celou firmu
dopředu.
Děkuji za rozhovor.
The Impact of Training
in a Manufacturing Company
BIKE FUN Internaonal s.r.o. from Kopřivnice manufactures quality bicycles and e-bikes. They have
also been invesng long term in developing their producon management, delivered in cooperaon
with New Dimension, s.r.o. I asked Lenka Polášková, Producon Manager, whether this investment
is paying o.
You lead the production teams. What motivates you
personally to develop them?
I consider developing the people on my team to be
crucial. We are currently preparing for the digitalisation
of processes, which requires not only technical skills,
but also managerial skills. Without people who are
engaged, any type of change is difficult. When people
understand the processes and can also communicate
effectively, changes happen faster and are more
sustainable.
How do you nominate people for development,
and what is it that you expect from them?
I have a clear philosophy. I nominate only those people
for whom I see a proactive approach to their own
development. I don’t try to force anyone into training
just to meet some quota. I motivate people to develop;
I explain what awaits them and how they’ll use the new
skills in practice. Only when development makes sense
to them can it feed through positively into processes
and day-to-day practice.
What concrete results and changes in practice are
you observing?
People are stopping “firefighting” and instead trying
to prevent problems, or resolve them more effectively.
They can work with mind maps and the PDCA method,
they can spot waste and call it out. I feel best when
I can take a holiday and production runs smoothly
because the team is self-sufficient and ready to act.
And it makes me happy when people move up into
new roles. Operators become supervisors; supervisors
become industrial engineers. That’s the best testimony
to our work.
What message would you like to share with other
leaders?
There’s nothing better than watching your people
grow. That’s the purpose of my work. And do you
know what the greatest reward is for me? When
my people outgrow me. That’s the moment I know I’ve
done my job right. Don’t be afraid of that—give people
space and trust. Support them, and then just watch as,
together, you move the whole company forward.
Thank you for the interview.