Can you recall a specific important project that really
stuck with you?
One of our bigger projects involved supplying special
metal palettes for Siemens from 2003–2004. At the time,
we did not have our own production capabilities—those
only came with our first facility in Jistebník in 2007.
I personally managed this project and even literally
physically overlooked it. I remember that one time I had
a business meeting, however, I received a call saying that
there was some kind of issue during loading at one of
our suppliers, saying that they did not want to handle the
truck’s contents. I went there myself and had no choice
but to drop everything and personally load the vehicle.
After this experience, we dropped that supplier. The entire
project was supported by me, physically. Back then, that
was labour worth a million euros. Since then, we have
managed to develop to the point where a million euros is
our weekly turnover rate.
in our management
is practically at zero.
What aspects of product quality are most important
to you? What technologies and quality checks did you
implement in production in order to reach
your desired quality?
Generally, customers require adequate quality, price
and delivery dates. Quality is determined by technical
documentation and customer needs. It is important
to properly comprehend each customer and their
understanding of the term quality. This makes it all work
smoothly. Specific documentation is part of the quality
required from us (this means, for example, control protocols,
3D measuring, attestation and so on). Communication is
an inseparable part of good cooperation. We need to be
able to lead meetings and follow-up communication in,
for example, German or English. Application of TQM and
lean management are the basis of quality in the production
process; at the same time, we enter a contract with each
customer regarding quality, which specifies the number of
measurements, control protocols, change management,
etc. Each of our facilities has their own special workplace
for quality control, which is outfitted with the necessary
equipment. We hold weekly quality check meetings where
we analyse returns and complaints and develop solutions
for production, TPV, construction and management.
Innovation plays a key role in any successful company.
What types of innovation will you be focused on
This year, we will continue implementing lean
management—the internal name for this program is
PENALTA. Furthermore, we will reorganise projects
across our facilities, as our new acquisition in Albrechtice
indicates a redistribution of production programs within
all ISMM facilities. We are focused on rationalisation in
production and technological innovations that generate
savings in production costs. This process involves all of our
employees who have the opportunity to receive financial
rewards for their ideas.
Employees are the most valuable asset of any company.
It is no secret that it is key for your company to create
14 ǀ POSITIV 1/2022
an amicable environment for your employees. What
are some methods through which you motivate your
employees and what sort of benefits do you offer them?
Over the last two years we completely overhauled the
social areas at all of our facilities. We are securing company
lunches for our employees, ensuring the opportunity to
take corporate loans, seeing that all of our employees have
one free annual weekend stay at our Gong Hotel. We
offer additional holidays, financial support during difficult
life events, employee legal help and Christmas bonuses.
Additionally, as the company’s owner, I am personally
open to any issues our employees would like to raise.
Fluctuation in our management is practically at zero; it is
also very low among employees, and many of our former
workers eventually return to us. I would say that we are
among the region’s top employers.
What are some of your future plans and ambitions?
We will definitely continue to grow according to the state
of our business and the projects we will be able to acquire.
Currently, the Albrechtice plant employs about sixty people
and we expect to increase this number to 100 shortly. This
facility also holds the potential for another 150 positions
within one to two years, meaning that this is where our
capacity reserves will be focused. I am also not dismissing
the potential for further acquisitions, whether it be in
vertical integration, meaning the acquisition of a supplier
in our chain, other companies aimed at final products, or
perhaps even in a completely different business field. Our
long-term goal is to build one of the biggest manufacturing
and trading groups in Czechia, employing over
ISMM is the general partner for the extra league
handball team KH ISMM Kopřivnice and the hockey
team HC ISMM Kopřivnice. What is your relationship
I have always had a positive relationship with sports. I used
to play some competitive football, later some small soccer
and, finally, I transitioned to tennis. I devoted a lot of energy
towards my daughters and their tennis careers, however,
at this point I fully dedicate myself to my business. Yes, we
support sports in the form of general partnerships. I would
also like to add the football club TJ ISMM Jistebník and,
from March 2022, the American football club ISMM
Ostrava Steelers. The clubs appreciate our help and we
see it as a great way to advertise ourselves as well as build
local relationships—we continue to count on their support.
Your proactive approach to work has to require you
to replenish your energy at some point. Do you have
a favourite spot within the region where you go to relax?
I have a sort of ritual which I use to recharge my energy.
For example, twice a year I travel to exotic locations where
I can reorganise my thoughts and think about strategies
going forward. I also play some tennis every week at our
tennis courts, or visit a fitness centre, which we have at
home. I also like to visit a couple local pubs that I have
grown to love or places such as the Gong Hotel in
Štramberk or Libotín.
Mr Cváček, thank you for the interview, and we wish