Stanislaw Motylski about Flex in Poland´s Pragmatic Journey of Continuous Improvement

Flex in Poland operates in a highly competitive, technology-driven environment where constant process Improvement isn’t just an option – it’s a necessity. Stanislaw Motylski, General Manager of Flex in Poland, shares his experience of embedding KAIZEN™ methodologies into the fabric of the company. With over 21 years at Flex, Stanislaw’s journey is marked by a steady evolution from engineering to quality and business development, and eventually to managing one of the largest manufacturing campuses in Poland. His insights offer a straightforward look at how Continuous Improvement is implemented to drive efficiency, responsiveness, and sustainable growth.

Stanislaw, can you describe the early days of your career at Flex and how you came to embrace Continuous Improvement?

My career at Flex began over 21 years ago, where I started as an engineer. I quickly realized that working solely with machines wasn’t enough for me. I moved into quality management where I first discovered Six Sigma. It was 2004. At first, it seemed like an excellent theoretical concept, but I doubted its practical application. However, once I got hands-on with the tools and started training others, I realized its practical value and the opportunity to improve the value we offer customers. This journey eventually led me to business development and then to managing our entire campus.

How did Lean complement your Six Sigma efforts at Flex Poland?

In 2006, we started implementing Lean. While Six Sigma initially appeared intimidating – especially for those without a strong mathematical background – Lean was more accessible and straightforward. It offered us tools that were easier to use for understanding and reacting to real-world issues on the shop floor. Over time, we blended Lean with Six Sigma, applying each where it made the most sense. This pragmatic mix helped us create a more balanced approach to process Improvement.

In what way has Continuous Improvement influenced the culture at Flex in Poland?

At Flex in Poland, our culture is driven by a clear vision – to be a trusted global end to end manufacturing partner to optimize and manage the product lifecycle through innovative, design-led solutions. This vision is underpinned by our values: doing the right thing always, supporting each other as we find a better way, moving fast with discipline and purpose, and collaborating with our partners. Continuous Improvement isn’t just a set of tools for us; it’s a way of thinking that encourages everyone to ask, ‘What can we do better?’ This mindset permeates all levels of the organization, from the production floor to strategic decision-making.

How has the introduction of the 3P suggestion program impacted your workforce?

We introduced the 3P program in 2008 to capture ideas directly from the people closest to our processes. The program invites employees to suggest Improvements that can reduce waste, eliminate non-value-added activities, and enhance ergonomics and safety. Instead of being imposed from above, the initiative empowers employees to own their work and contribute directly to Improvement. The result has been a significant increase in ideas each year, reflecting a genuine engagement with the process. It’s a structured yet flexible way of making Continuous Improvement a daily habit.

What role has your partnership with Kaizen Institute Poland played in your Continuous Improvement efforts?

We began working with Kaizen Institute Poland in 2015. Initially, some were hesitant – an attitude of ‘we know best.’ However, the external perspective provided by Kaizen Institute helped us to see our processes in a new light. Their workshops and assessments have given us practical, unbiased feedback that challenged our assumptions. I remember a piece of advice I received: ‘Stop and be patient. The products and processes will speak to you.’ That kind of insight has helped us refine our approach and avoid complacency.

Can you give an example of how Continuous Improvement methodologies have been applied to a specific project?

One notable example is our work on a product line for EV chargers. This project came at a time when we were facing significant challenges, including supply chain disruptions during COVID. We applied our full suite of Continuous Improvement tools – from the 3P program to both internal and external KAIZEN™ workshops. We ran approximately 37 KAIZEN™ projects and gathered over 600 ideas specifically for this product line. The approach wasn’t about quick fixes; it was about building the process correctly from day one. The project’s success was not only measured in improved efficiency and quality but also in the recognition we received from external audits.

What changes in employee behavior have you observed since implementing Lean and KAIZEN™ practices?

The most significant change has been in the mindset of our people. We no longer see Improvement as something that needs to be mandated from the top. Instead, everyone – from direct labor to supply chain management – is actively looking for ways to find a better way. This shift in behavior has made it possible for us to gather thousands of ideas each year. Employees feel more empowered to speak up about inefficiencies and suggest Improvements. It’s not about praise; it’s about practical, incremental changes that add up over time.

How do you view the future of Continuous Improvement at Flex in Poland, particularly in relation to your ongoing projects with Kaizen Institute Poland?

While we have achieved a lot, our partnership with Kaizen Institute Poland continues to evolve to find new avenues for Improvement. Currently, we are involved in the MBA KAIZEN™ Industrial 4.0 program, which is a platform for benchmarking and sharing best practices. Looking ahead, we plan to deepen this collaboration, integrating KAIZEN™ principles into every aspect of our business – from production processes to strategic planning. The objective is to maintain a culture of Continuous Improvement that is responsive to both internal challenges and external market conditions.

What have been the most challenging aspects of implementing these methodologies, and how have you addressed them?

Implementing Continuous Improvement isn’t without its challenges. One of the toughest parts has been overcoming the natural resistance to change – especially the mindset that ‘we are already doing well.’ Initially, there was a tendency for some to assume that our processes were already near perfection. What we’ve learned is that complacency is the enemy of progress. By encouraging transparency and open dialogue, we’ve created an environment where constructive criticism is valued. Regular audits, self-assessments, and external benchmarking help us identify even small inefficiencies, ensuring that we never settle for the status quo.

Finally, what advice would you give to other organizations looking to embed a culture of Continuous Improvement?

First, don’t underestimate the importance of patience. Improvement takes time, and it’s crucial to listen – really listen – to what your processes are telling you. Second, involve everyone in the organization. Improvement shouldn’t be the sole responsibility of management. Finally, embrace external perspectives. Bringing in unbiased feedback can be a wake-up call that challenges entrenched habits. The tools of Lean, Six Sigma, and KAIZEN™ are not magic solutions; they are practical instruments that, when used diligently, can lead to real and sustainable Improvements.

Listen to your processes, involve your people, and embrace external insights

Flex in Poland’s journey is not one of overnight success or uncritical praise – it is a pragmatic story of Continuous Improvement, persistent learning, and the willingness to challenge even the most established processes. Through structured programs like the 3P suggestion initiative and strategic partnership with Kaizen Institute Poland, Flex in Poland continues to evolve, ensuring that Improvement remains a constant in an ever-changing business landscape.