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Polargos: the Polish SME that used the ADMA scan as an important moment for reflection

Polargos is a Polish SME that offers automatic smart gates controlled by mobile devices that redefine the concept of comfort. They create safe, durable fences
with a timeless design for your home.

After participating in the ADMA Scan and Transformation Plan, we interviewed their team to learn more about their experience:

What are the main positive and negative aspects of the ADMA scan?
The scan gives moments for reflection. At the current pace of work it is hard to find time for a calm analysis. The ADMA scan runs very smoothly, which is an undoubted advantage. There are no questions about the detailed data what shortens the time to complete the survey. You can learn the opinions of different people in the company on its perception. A negative aspect may be that not all the questions are comprehensible for all the people taking part in the scan. The larger the number of participants, the more complete the picture becomes. In our scan we managed to get a large number of respondents from the company’s top management.

What valuable insights about your company and its processes did the scan provide you with?
The first most important observation was that we do not analyse some aspects of our business. These are the processes that are implemented in our business but they were not defined and thus analysed.

How did the meeting with the advisors go?
The meeting went very smoothly, in an open and relaxed atmosphere. From our side there were two members of the Board and most of the key people in the company, people who filled in the ADMA questionnaires. The conversation was substantive and the discussion was supported by arguments and facts.

What transformation(s) did you choose as the most important in your Transformation Plan?
From the perspective of our organisation’s development, as well as its specificity, the most important is to develop Advanced Manufacturing technologies. It is at the same time one of the highest rated aspects of our activity. We have been emphasising it for a long time and this will not change in the near future. Other important aspects are Digital Factory and Eco Factory. We feel that during the development of the organisation these two aspects did not develop as fast as the production technologies themselves. Nowadays we see a great potential for savings through the development of Digital Factory (better control of production processes, reporting) and Eco Factory (we want to be Eco not only because it is widely considered to be right, but we think that it simply pays off (reducing energy consumption, reducing waste).

Is the transformation plan valuable for the company? If not, why?
Our company’s investigation took place just before the outbreak of the coronavirus pandemic. So unfortunately, our goals have changed significantly during this time. The main goal is now to adapt the company to the dynamically changing situation in the country and on foreign markets where we operate. We expect that in the coming months the company’s goals will be revised. The scan can be valuable at the stage of re-setting them.

What does “Factory of the Future” mean to you? Do you strive to achieve this status, and if so, why can it be important?
Factory of the Future for us is a factory based on advanced technologies, automated processes, use of knowledge. The Factory of the Future is oriented towards creating value for the customer and customer preferences may change over time. Creating the factory of the future is therefore a continuous process of adapting to the customer’s requirements, to the changing environment, drawing on new technologies. Becoming the Factory of the Future is a change of thinking in the company. This is all the more important because in the absence of such thinking, something that today or in 3 years’ time is called the factory of the future, in 5 or 10 years it may no longer be.

How would you describe the support that the ADMA consultants have received? What was most useful?
The role of the advisors was crucial in the discussion after the survey. At that time, they asked questions which opened the discussion and caused reflection. They helped to reach an agreement between the survey participants. The support consisted in conducting a discussion, giving examples of how to stand up to others.

Would you recommend ADMA to other SMEs?
We would recommend ADMA to companies that want to get to know each other better and want to grow. This is a tool for mature, conscious businesses.

Have you considered moving to the implementation phase? What arguments for and against have you considered?
As I said before, the scan was before the pandemic, so we did not analyse the transition to the implementation phase. We had other priorities at that time. Nevertheless, if the circumstances are favorable, we will analyse this possibility.

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