How can technical innovation and international expansion be combined? The answer can be found in the experience of Jiří Kabát who, as a sales and project manager, played a key role in the successful development and introduction of the innovative ‘Low-cost-door’ product at an international company that specialises in door systems for rolling stock. The project not only resolved the lack of a competitive product for underground railway operations, but also contributed to an improved partnership between Czech and Austrian teams. What obstacles did Jiří have to overcome and what strategies did he use to achieve this success?
Jiří, what was the main impetus for the Low-cost-door project?
The company had a very strong position in high-speed trains, regional transport and trams. But it was in the underground segment that we lacked a competitive product. It was a weak link that prevented us from breaking through into new markets. And that was the key impetus – to create a door for underground trains that is well-balanced both in terms of price and technical requirements.
What was the aim of the project?
The main task was to develop an affordable sandwich-panel door using accessible components and cost-effective manufacturing processes so that the company could successfully compete in tender procedures for underground rolling stock.
How did you and your team approach the technical solution?
Our team from the Czech plant searched for the most economical combination of available components and production processes. Personally, I handled key technical matters such as what thickness to choose for the doors, what raw profiles to use, what type of infill to choose, whether to glue or embed the glass, etc. It was not just a matter of design – every solution had to be verified and reflected in work procedures, calculations and technical documentation.
What challenges did you have to deal with?
Definitely relationships. By transferring production from Austria to the Czech Republic, the company optimised production costs, but the division of space and processes also had its negative side. In addition to the distance of several hundred kilometres between the headquarters and the production site, there was a language barrier between new colleagues that proved especially critical when dealing with problematic issues in detail, and also a relationship issue, a kind of ingrained rivalry between the Austrian and Czech sides. Not to mention an initial distrust from the Czech team. I came to the Czech site from the Austrian headquarters and my colleagues perceived me as ‘someone from the outside’. I had to gain their trust and prove that my approach made sense. In addition, I acted as a mediator between the two international teams.
What was the result of the project?
I successfully prepared a complete concept including drawings, designs and cost calculations. Although it went slightly over budget, I managed to convince the management that the proposed solution was as efficient as it could be. The project was approved, and we immediately began to use it in new bids. Today, with minor modifications, the concept is applied in both small and large-scale projects. I consider it one of the highlights of my career to date.
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