You have been working at Aerosol Service for a year and a half. From your perspective, how has the company changed in that time? 

I must admit that the changes that have taken place in the company during this time are truly impressive. We are seeing dynamic growth and operational transformation, as well as the implementation of fully automated production lines. We are increasing process efficiency by implementing Lean Management tools - from 5S to continuous improvement of production and logistics processes. We have implemented regular operational meetings, which allow us to quickly identify bottlenecks, escalate potential risks and work out solutions together as a team. 

The standardization and visualization of workstations is also not insignificant, making work more transparent, efficient and safe. We have developed monitoring systems that enable better cost control and visualization of KPIs such as OTIF, material outgo costs and health and safety, allowing us to react quickly to any deviations. 

The most important thing, however, is that people always remain at the center of operations. Regular presence on the line, meetings and involvement of the team allow us to build the so-called "organizational culture" while solving problems at the source and jointly seeking improvements. 

Let's go back to the beginning for a moment more - what were your first months of work like? What was the biggest challenge for you at the start? 

I come from a completely different industry, and my career to date has been in the automotive industry for almost 20 years.I make no secret of the fact that starting in a new cosmetic and chemical environment was not only a challenge, but also a period of intensive learning and careful observation, allowing me to learn the processes "from the inside."The biggest challenge turned out to be understanding the relationship between processes, product and the links between production, logistics and the team. 

Many people associate operations mainly with tables and indicators. And what does your workday look like "from behind the scenes"? 

Everyday is all about working with people and being present in production.We observe processes, analyze monitoring data and make optimization decisions based on it. However, it is worth emphasizing that first of all we teach others!For me, coaching in practice means not only transferring knowledge, but also inspiring people to seek improvements on their own.We conduct 5S and health and safety audits every day to help maintain safety and order. This practice gives us confidence that changes are sustainable and bring real value. 

What has changed in the operations area since you joined the company? 

The operations area has become more integrated and aware of the strategic goals set.Lean management tools allow us not only to eliminate waste, but also to improve safety and quality of work.Systematic monitoring of KPIs and real-time visualization of results allow us to react quickly to deviations regarding order execution in terms of time, cost or safety. In addition, successes in external audits, such as IFS HPC, Cosmos and SMETA, confirm that the standards implemented and the chosen course of action are effective. 

And which areas in manufacturing need the most attention today? 

These areas are primarily automation, digitization and artificial intelligence.Activities in these areas represent the future, which will bring real benefits to our customers, such as reduced lead times, production stabilization, repeatability and rapid response to changing market conditions.It is also worth emphasizing the ecological aspects - by reducing energy demand, we take care of the environment and realistically reduce our carbon footprint.

In recent years, the company has implemented a number of projects to improve production. Which of these do you consider the most groundbreaking for the development of the plant? 

A: Among the completed projects, it is particularly worth mentioning investments in fully automated production lines, as well as modernization by replacing compressors and installing a heat pump system.Plans for further infrastructure development are very ambitious and offer high hopes for further improvements. 

The cosmetic and chemical industry is changing rapidly. What operational challenges are you facing in the current market? What technologies or trends do you think will be key in the coming years? 

This question can be analyzed on two levels: market macrotrends and generational change among customers and employees. 

Sustainability and ecology - the increase in demand for environmentally friendly products, biodegradable or reusable packaging, energy-efficient processes and optimization of water and energy consumption require modification of processes and investment in new technologies. There is an increasing focus on supply chain control, flexibility, transparency and certification, such as Cosmos or SMETA. 

Product personalization - consumers expect customized cosmetics (composition, fragrance, formula). This is a challenge for the operations department, as it requires flexible production, fast changeovers and effective batch tracking systems. 

Digitization and automation - real-time monitoring, robotics in packaging, intelligent dispensing lines and vision-based quality control systems are becoming standard. 

Regulations and audits - Increasing requirements for safety, quality and ethics are making audits such as IFS HPC, Cosmos and SMETA an indispensable standard. 

A generation of consumers - millennials and Generation Z - expect brands to be transparent, ethical and consistent with ESG declarations. They are willing to pay more for products with proper certifications, natural ingredients and environmentally safe packaging.  

Ethics, sustainability and safety received a lot of attention in the latest ESG report. How do these values influence your decisions in your daily work? 

I make all decisions with safety, ethics and sustainability in mind. Lean management tools help put these values into practice - by reducing waste, improving ergonomics, and enhancing safety at workplaces. Being present on the production line, where the "process happens," allows me to better understand the real needs of the team and respond responsibly. 

Finally, a personal question - which projects or achievements do you consider your greatest success at Aerosol Service? What gives you the most satisfaction in this job? 

My greatest satisfaction comes from working with people, implementing Lean principles and improvements, and the visible effect of our actions in the form of increased efficiency, safety, better production and quality results.Successful audits confirm that our standards are conducted professionally and effectively. This sense of real impact on the development of the company, the team and the production processes is the greatest reward for me.