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What customer says (6)

September 14, 2018


At the time I fully understood PPROI’s methods and as the leader of the restructuring project was striving to push it through in production processes, foremen and operators thought it was nonsense. And I didn’t find the required support among the production managers either. In the interest of competency for overcoming opposition I was entrusted with the position of production director.

The critical moment came on the first flexible line, which served as a pilot. The new way of work was to be tested by workers for the operations on three workstations in the link. The original standards for isolated operations had the following number of operators and operating times per unit.

PPROI proposed for the three operations in link 3 workers and time per unit < 0.87 minutes, i.e., less than original (2x0.5+1x0.4+1x1.2)/3

Increase of labor productivity in standards was explainable due to the decline in manipulations compared with work at isolated workstations. But this was seen as a mathematical vagary, because the grinder limits the throughput and does not allow a time/unit of less than 1.2 minutes.

Only one of the workers was willing to take part in the experiment. I decided to demonstrate the new procedure personally in cooperation with the willing worker and an employee of the technical department. Neither this worker nor I had the proper manual routine. During the course of the experiment PPROI consultants led us.

Director Paleník (in the middle) demonstrates the rightness of the PPROI calculation to workers

Our flexible transitions and redistribution of work, as well as the performance as per the new standard, made a great impression on the onlookers and broke the opposition. Today it is common practice.

(Radek Páleník, Chief Finance Officer, former: CMO, former: CIO, HŽP Prostejov, Czech Republic)  

To be continued...