Best Practice Partner Circle at ABUS
Experiencing security, leadership and continuous improves first hand
At the most recent Best Practice Partner Circle hosted by Staufen, part of Accenture, ABUS opened its doors at the Rehe plant site providing exclusive insights into the world of security technology, lean transformation, and a leadership culture that truly sets standards.
From the very beginning, plant manager Daniel Theis left no doubt why ABUS has been fully committed to this for 100 years: Security under any circumstances – whether at home, on the move or on site. With a clear mission – “putting up resistance to save time” – ABUS has set itself the goal to defy potential burglars for as long as possible. Because, according to Daniel Thies: “Generally, a burglar gives up after three minutes.”
From coil to lock – a factory tour designed to impress
A factory tour made it clear what has systematically evolved at ABUS in Rehe since 2001: lean, well-thought-out production with a clear structure across every phase of production. Standardized in both traditional hall areas and also in the new Greenfield Building built in 2024. Goods are assembled in a one-piece flow with precise material provision, supplied by a pull principle with a tugger train and Kanban. Intelligent automation solutions from in-house special machine engineering ensure precision and efficiency. As a result, the focus is on maximum value stream, and employees identify strongly with their work and the ABUS brand.
In the testing lab: Security meant to impress
In the in-house testing laboratory, security expert Christian Prellwitz introduced visitors to the world of manipulation tests. Participants were permitted to attempt to pick the robust ABUS locks using all kinds of burglary tools – but to no avail. Undeniable demonstration that ABUS not only talks the talk about security, but also lives and proves it.
Lean leadership and looking ahead
Christoph Neumann / Machine Design and Production Optimization and Lena Petra / Industrial Engineering took visitors on a discovery tour of the Rehe site, in operation since 1957, providing insights into the flexible Kanban system. “What really motivates me is improving efficiency – enabling us to keep production at the site,” said Petry. Neumann added: Production of the future will build upon digitalization – with autonomous supply as the next milestone.”
The keynote speech by Daniel Theis on the topic of leadership was a particular highlight: An excellent leader empowers their staff to become even better than themselves. “You can recognize a good leader when things run smoothly even if they are not on site. You can recognize an EXCELLENT leader if they see the person first and not all of the goals that person wants to pursue. And by the fact that they empower their staff to become even better than themselves!” True to the principle of “appreciation before value creation”, ABUS relies on servant leadership, promotes young talent while fostering a culture of improvement on a daily basis.
What the participants had to say
The feedback round that concluded the tour was an impressive reflection of how inspiring the visit was:
Aaron Scholz, Lufthansa Technik Logistik Services
“Highly dynamic, a clear vision mixed with impressive pragmatism“
Stefan Gussner, Voith
“A family business that demonstrates perfectly how further development can be achieved through internal resources!”
Stephan Panian, Ziehl-Abegg
“Excellent implementation of 5S – we see faces filled with pride.”
Raphael Placke, Solarlux
“An impressive combination of a great working environment and efficient systems”
Janice Köser, Staufen, part of Accenture
“Tremendous decision-making and implementation speed. Kudos for your day-to-day commitment to leadership!”
Conclusion:
The Best Practice Partner Circle at ABUS was much more than a factory tour. It was a benchmark example for sustainable corporate development, excellent leadership, and an established culture of improvement. ABUS demonstrated brilliantly how to successfully combine tradition with future.
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