Case study

Kristal d.o.o.

Prerađivačka industrija · 80+ zaposlenih

01 — About the company

Kristal d.o.o. is a company with a long tradition in glass processing and distribution. It processes flat glass, producing insulated glass units, tempered and laminated safety glass, mirrors, glass doors, partitions, railings, shower enclosures and other glass products. Throughout its business, the emphasis is on product quality, delivery times and adapting to customer requirements.

As a market leader in Bosnia and Herzegovina, the company believes it is important to invest in people, organization and ways of working even when business is going well.

The motive for change was not only to solve existing problems, but to build a better foundation for further growth. The company had reached a stage where relying on experience, quick reactions and day-to-day operations was no longer enough. It needed a clearer system in which people know the shared direction, what their contribution is and how results are measured.

Industry: glass industry – flat glass production and processing for construction

Founded: 1994

Headquarters: Poslovni centar 96, 72250 Vitez, Bosnia and Herzegovina

02 — Reasons

Reasons for implementation.

01
Strategy and a shared direction

The first area was defining the strategy and the direction the company is heading in more clearly. A strategy existed, but it was not clear and simple enough for people, nor broken down into concrete parts. Different people sometimes understood the same goals and tasks differently, which created internal noise and made implementation harder. Our starting point was that we had a direction, but it needed to be translated into a simpler, more understandable way of working: clear goals, quarterly priorities, measurable indicators and concrete tasks. We did not want to use modern business jargon that people do not understand in practice, but to build a system that is simple, practical and applicable in everyday work.

02
Accountability, task ownership and the role of managers

The second area was taking responsibility, that is, ownership of tasks. We needed to define more clearly what it means to be the person responsible for a department, a task or a result. The aim was for the people who lead teams to have a clear picture of their role, authority and expectations. Our starting point was that, in certain situations, responsibility tended to be passed from one person to another. People communicated, but did not always understand each other in the same way. That is why it was important to reduce the noise, define responsibilities more clearly and give managers the tools to see tasks through to the end.

03
Tracking results, communication and operational discipline

The third area was introducing a simpler and more regular system for tracking results. The aim was for the team to have a clear picture at any moment of what is happening in the company, which tasks are finished, where problems exist and what needs to be solved first. Our starting point was that we had a lot of information, but it was not always connected into one simple system that gives a quick and clear picture of the business. We lacked a working rhythm through which large tasks would be broken down into smaller weekly activities, with clear owners and deadlines.

03 — The BOOM solution

The implementation of the BOOM concept began with a diagnosis of the starting point. Through conversations, workshops and an analysis of the existing way of working, we looked at how goals, communication, responsibilities, meetings and results tracking actually functioned.

The diagnosis showed that a simpler and clearer way of working was needed. The goal was not to add administration, but to create a model that helps people understand priorities better, take responsibility and track progress more easily.

The diagnosis led to an action plan that included several concrete steps:

  • defining the company’s direction and strategic priorities more clearly,
  • breaking goals down into quarterly priorities,
  • setting weekly focus areas and concrete tasks,
  • introducing clearer task owners and deadlines,
  • linking tasks to the people responsible for them,
  • introducing simpler results tracking through a “traffic light” system,
  • better structured meetings and internal communication,
  • strengthening managers’ accountability for their departments and teams.

One of the most useful elements was the weekly working rhythm. Through it, large goals are broken down into smaller, concrete tasks. This gives people a sharper focus, and gives the director who runs the business a clearer “health check” of the company every week.

Elements of the BOOM model were introduced, such as reviews of operational activities, strategic projects, key indicators and weekly focus areas. It was especially useful that meetings were no longer about who was how busy, but about what had actually been done, where the problems were and what needed to be solved. Throughout the process we also worked on making meetings shorter, more concrete and more useful. Every important task had to have an owner, a deadline and a way of being tracked. This reduced the situations in which things are left “up in the air” or postponed without a clear conclusion.

04 — Results

What changed.

Strategy and a shared direction

The most important result is that the strategy became clearer and more understandable to the people who lead teams. Goals were broken down into simpler parts, and quarterly priorities became more concrete. People could more easily connect their everyday work with the company’s bigger goals. The result is a system that is easy to understand and that people have embraced. This was very important, because a system can only be good if people actually use it in practice.

Accountability, task ownership and the role of managers

There is now greater clarity about who is responsible for which task and result. People began to understand better what it means to take ownership of a task, not just to take part in carrying it out. This helped reduce the passing of responsibility and made it easier to see tasks through to the end. Managers gained more clarity about their role, as well as greater accountability for the results of their teams.

Tracking results, communication and operational discipline

One of the biggest results is a better overview of the business from week to week. The BOOM model made it possible to recognize earlier where a problem arises, what is running late, what is unclear and where action is needed. The system of weekly focus areas and smaller tasks helped ensure that big goals are not postponed, but tackled step by step through concrete activities. People embraced this way of working because it is not complicated, yet it provides a clear structure.

05 — Testimonial

The BOOM model helped us organize, simplify and make more visible what we already had in our day-to-day business. The greatest value was not only in the new tools, but in the fact that people gained a clearer direction, more concrete tasks and a stronger sense of responsibility for what they do. For Kristal, this process was an important step in further professionalizing the business and building a system that supports growth, in a way that people understand and that works in the real life of a manufacturing company.

One of the important motives was also the professional development of our employees and managers. I wanted people to gain more knowledge through training, workshops and hands-on work, but also more freedom and authority to make decisions within their responsibilities. It was important to me to put the right people in the right places, which for me means two things: that a person has the knowledge, capacity and ability to take on a certain responsibility, and that they do work in which they can grow and see meaning.

For me personally, the greatest value is that I now have a better sense of control over our processes – not through micromanagement, but through clear information, responsibilities and regular tracking. This gives us a better foundation for further growth, professionalization and the development of people within the company.

— Snježana Maslek, Director, Kristal d.o.o.
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