Aerzener Maschinenfabrik - Project example

Aerzener Maschinenfabrik - Project example

A breath of fresh air – Mechanical engineers provide a lean transformation


“Lean transformation has been pivotal for us at Aerzen. It will help us maintain our leadership position in the global market. That’s our ambition and our clear goal.” 
                    - Klaus-Hasso Heller, CEO, Aerzen

Klaus-Hasso Heller, Geschäftsführender Gesellschafter, Aerzen

150 years: Time for homework, not parties

After fifteen years of strong international growth, it was time to make changes at Aerzen. The Management Board knew that the company’s structures no longer provided a viable foundation for the future. It was also clear that in order to continue delivering excellent quality and consistently meet deadlines, fundamental changes were necessary – a complete overhaul, in fact. New and more efficient workflows, as well as a comprehensive change process, including management culture, would be introduced in all areas of the company.

Before a transformation project of this scale can be launched, it is important to get the entire team on board. Since the start of the project, 60 percent of Aerzen employees have been reassigned to new departments. That goes to show: Success is only possible when everyone realizes that change is necessary – and works together to get it done.

Aerzener Maschinenfabrik GmbH

Fresh new energy at Aerzen 

Strolling through the production halls with their clocked/synchronized/balanced assembly and logistics, many changes implemented at Aerzen since 2014 are readily apparent. But there’s also more than meets the eye: Over 2,000 employees worldwide now engage in a new culture of communication. Today’s employees are more open in their communication and trust the problem-solving skills of management and the entire company. Aerzener Maschinenfabrik can now process a considerably larger quantity of orders with the same number of employees, and has secured its growth capacity in the world market.

Results from the first pilot project:

  • Lead time in assembly pilot: –40 %
  • Technical malfunctions in production pilot: –70 %
  • Lead time in order processing: –33 %
  • Lead time in logistics pilot: –75 %

 

Learn more about the approaches and their results:

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