{"id":2353,"date":"2020-05-05T09:45:59","date_gmt":"2020-05-05T07:45:59","guid":{"rendered":"https:\/\/mc-triton.cz\/?p=2353"},"modified":"2026-04-29T11:21:07","modified_gmt":"2026-04-29T09:21:07","slug":"jak-vytvorit-zdroje-na-investice-dvojnasobna-rentabilita","status":"publish","type":"post","link":"https:\/\/mc-triton.cz\/en\/jak-vytvorit-zdroje-na-investice-dvojnasobna-rentabilita\/","title":{"rendered":"How to Create Resources for Investment - Double Profitability"},"content":{"rendered":"

CZ LOKO is one of the most important companies in Central European railway engineering. It has its own know-how in the field of production, modernization and repair of traction and special rail vehicles. It is a company based on the traditionally high level of the Czech railway industry. It sees its future in innovation and comprehensive services. <\/p>\n\n\n\n

The Client\u2019s Need<\/h2>\n\n\n\n

Aby m\u011bla firma dostate\u010dn\u00e9 zdroje na inovace, rozhodla se v\u011bnovat vysokou pozornost vnit\u0159n\u00edmu zefektivn\u011bn\u00ed, kter\u00e9 sleduje pomoc\u00ed rentability. V\u00a0roce 2017 si management nastavil c\u00edl svoji rentabilitu do dvou let zdvojn\u00e1sobit.
V tomto duchu se tak\u00e9 neslo na\u0161e zad\u00e1n\u00ed: Uka\u017ete lidem ve firm\u011b cestu a\u0165 upravuj\u00ed priority spolupr\u00e1ce tak, aby bylo dosa\u017eeno po\u017eadovan\u00e9ho c\u00edle.<\/p>\n\n\n\n

How we proceeded<\/h2>\n\n\n\n

V prvn\u00edm kroku jsme se v\u011bnovali anal\u00fdze hlavn\u00edho procesu = procesu realizace zak\u00e1zky od p\u0159ed\u00e1n\u00ed obchodn\u00edho p\u0159\u00edpadu a\u017e po p\u0159ed\u00e1n\u00ed z\u00e1kazn\u00edkovi. Pou\u017eili jsme metodu \u201ebrown paper\u201c, kde jsme zmapovali proces tak, jak dnes funguje.<\/p>\n\n\n\n

N\u00e1sledn\u011b jsme identifikovali slab\u00e1 m\u00edsta, kter\u00e1 jsme si ov\u011b\u0159ili s vlastn\u00edky jednotliv\u00fdch proces\u016f, a definovali jsme nezbytn\u00e1 n\u00e1pravn\u00e1 opat\u0159en\u00ed, kter\u00e1 jsme prioritizovali v \u010dase.<\/p>\n\n\n\n

Together with the management, we revised and simplified the strategy and focus of the company.<\/p>\n\n\n\n

Pot\u00e9 jsme za\u010dali u proces\u016f: p\u0159ijet\u00ed popt\u00e1vky, jej\u00ed zpracov\u00e1n\u00ed, tvorb\u011b nab\u00eddky a pl\u00e1nov\u00e1n\u00ed. Jedn\u00e1 se o procesy, kde obvykle vznik\u00e1 nejv\u00edce pozd\u011bj\u0161\u00edch transak\u010dn\u00edch n\u00e1klad\u016f.<\/p>\n\n\n\n

Then we started with the processes: receiving a request, its processing, creation of the offer and planning. These are the processes where the most subsequent transactional expenses are usually incurred.<\/p>\n\n\n\n

We continued to change procedures and processes in operational and strategic purchasing and in the technical preparation of production.<\/p>\n\n\n\n

We devoted a lot of time to the work of foremen in production while realizing of orders and while maintaining compliance requirements for product quality. This was also related to a detailed evaluation of the improvement of monitoring outputs.<\/p>\n\n\n\n

At the same time, we focused on the development of senior and middle management to incorporate the correct procedures and be their supporters and guarantors.<\/p>\n\n\n\n

We implement similar projects with an agile approach. We continuously evaluated our progress and adjusted the priorities of cooperation as desired goals were achieved. Managers from the company received a number of procedures, diagrams, instructions and tools from us to have enough resources to implement the change.\n
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\nAfter the completion of the main part of the project, we focus on ongoing follow-up activities according to the client's wishes and complete the academy for masters.<\/p>\n\n\n\n

Benefits for the Company<\/h2>\n\n\n\n

Our financial reward was linked to the fulfillment of a specific target in the area of profitability. The target was exceeded. <\/p>\n\n\n\n