Problem
- Production targets missed for three consecutive months
- CZK 3.8 million in penalties at risk
- New operator onboarding took 45 days
- An inconsistent shift system was generating tension
- The company had 90 days at most to stabilise
Intervention
We took over HR and production management, held 40+ conversations with operators, identified the real issue – unclear rules, not pay – and put in place fair, transparent rules for everyone. We introduced a structured 14-day induction programme.
What remained
The HR process runs without us. The business has the structure for further growth.
Key challenge
The hardest part was shifting from a culture of individual arrangements to a single set of rules for everyone – without losing the trust of the operators who mattered most.
Results
- -28% operator turnover (from 45% to 17% annually)
- +100% production target achievement from month three
- CZK 3.8 million in penalties averted
- Induction cut from 45 to 21 days
- CZK 50 million in annual revenue with the key customer retained
In a crisis, there is no time for lengthy analysis. It is time to take charge, make decisions, and stabilise performance. In a crisis, what you do next is what matters.
