From skeptic to pioneer

Creating trust through success

The breakthrough came through a systematic approach: Instead of directly engaging with theoretical lean concepts, the Staufen team began with a comprehensive factory plan. Before starting the layout, it was important to identify the pain points. The analysis revealed not only problems with material flows, but also significant potential within the individual assembly areas.

The project team could have waited for the complete factory redesign – or isolated a sub-area in advance. The decision was made quickly, as waiting wasn’t really an option from the project team’s perspective. So, the focus quickly shifted to assembly.

The team visualized the new concept using the proven cardboard approach. Employees were intensively involved from the very beginning. It was important to the team to engage the entire team at all levels of the company and to explain clearly why and what would be done, and above all, what benefits it would mean for them.

Impressive results in record time

The numbers speak for themselves: In just three months – from January 13th to April 1st – the assembly line was completely redesigned. The result: 50 percent less space, a 30 percent reduction in assembly time, and a 95 percent reduction in the weight of the parts to be transported – a tremendous improvement in workplace ergonomics.

According to the project manager, production was previously practically carried out in a warehouse. There was too much inventory on the lines that no one was using. This waste was eliminated through a new workstation supply system that delivers material to the line in a cyclical and variant-based manner.

At the same time, the task packages were restructured so that the workload is now passed on to the next station every two hours.

Cultural change through success

What began as a simple space optimization effort developed into a comprehensive cultural transformation. Initially, there was almost universal skepticism. But that quickly changed. Intensive on-site support was crucial to the success. Helena Reichmann emphasizes that the team didn’t follow a set pattern, but instead chose an approach tailored to the customer’s needs. The project manager proved to be a crucial interface: He was very close to the consultants, as well as to the plant management and employees. He maintained a comprehensive overview of these three levels and always ensured that the right information was received and quick decisions were made.

From skepticism to enthusiasm

The transformation within the workforce was remarkable. A colleague once asked him what kind of people were constantly on-site, the project manager explains. Initially, there was considerable skepticism. But the initial resistance gave way to growing enthusiasm. The team managed to create a genuine willingness among them: Let’s tackle this, lean is good, shopfloor management will help us. The reaction of the international management team was particularly impressive. They took the time, spoke with the employees, inspected the line on-site, were clearly impressed, and thanked the team for the outstanding results.

The path to the future

The project in assembly is just the beginning. The company expects to tackle other areas soon, explains the project manager. The entire transformation is scheduled to be completed by the end of 2027, with a total reduction in floor space of 37 percent.

This is about more than just increasing efficiency. The exciting thing about the collaboration is that new ideas are constantly emerging. It’s not just about consulting; it’s about transferring these skills and approaches to the company’s own engineers and managers. The company has already developed an internal expert, an engineer from assembly, who will independently lead future projects.

Sustainable success through empowerment

Helena Reichmann sums up the Staufen philosophy: “My team works in such a way that it will eventually become redundant.” Their success proves this approach right: From a leisurely, somewhat sleepy location, they have become a Lean pioneer within the company, proving that with the right approach, even skeptical workforces can become enthusiastic Lean fans.

The project manager aptly summarizes the transformation when he says that the Staufen culture truly impacts every level of the company—from the Vice President down to the assembly line, where value creation ultimately takes place. They speak the same language, and that’s truly impressive.