How Maplan perfects small series in mechanical engineering

As a globally recognized manufacturer of elastomer and rubber injection molding machines, Maplan has stood for innovation, system competence, and technological reliability for over 50 years. The company, founded in 1972, is headquartered in Kottingbrunn, Lower Austria, and operates plants in Austria, Germany, Slovakia, China, and India. Maplan develops and manufactures semi- and fully automated machine solutions for the production of rubber and silicone products, serving customers from a wide range of industries - from medium-sized businesses to global corporations.

With the award in the renowned industry competition factory of the year, organized by Kearney, Ultima Media, and Produktion, Maplan is now also in the spotlight with its manufacturing strategy: The plant in Kottingbrunn was honored with the prize in the category "Outstanding Small Batch Production" - a clear signal of excellence in the tension field of batch size 1, high variance, and industrial efficiency.

COO Oswald Steinbauer sums up the significance of the award: "This award is a great honor for us - but above all a confirmation of our consistent path of continuous improvement." He sees the prize not as an endpoint, but as further motivation to pursue the chosen paths with even greater determination.

The jury particularly praised the consistent and practical implementation of the lean philosophy that permeates the entire plant. It was not just the technical level, but above all the operational excellence that made the difference: a dynamic, realistic production environment that consistently relies on effective measures instead of theoretical concepts. Steinbauer explains: "We do not get lost in concepts, but rely on measures that work - because they fit the reality of our manufacturing."

 Structured small series production as a success model

What distinguishes Maplan in Kottingbrunn is the skillful balancing act between series logic and single-piece production. The rubber injection molding machines are highly individualized special systems - and yet they are produced in a cycle. The key lies in the intelligent adaptation of series methods, which Maplan transfers to the requirements of special machine construction.

The core is a structured production logic with twelve cycles in a clearly defined eight-hour cycle. The assembly times are stored at the individual part level using the ROI method (ROI operations sequence method), making each system precisely plannable - even with high variance. The entire production planning is seamlessly integrated into the ERP system.

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Maplan also breaks new ground in modularization. Instead of relying on classic assembly group structures, the company defines functional modules that are optimized for both assembly and the supply chain. The effect: maximum flexibility with minimal coordination effort. The result is a highly structured yet agile small series production that draws its strength from clear processes and well-rehearsed teams.

A special lever lies in the decoupling of engineering, purchasing, and assembly. A clear rule that has established itself as a game changer at Maplan is the so-called two-pillar strategy. The first pillar is the fully integrated ERP system, which automatically transfers all changes to the shop floor - without media disruption, without time loss. The second pillar is a consistently cascaded shop and office floor management. Regular, short, and structured meetings along the entire hierarchy enable fast, targeted communication and contribute significantly to process stability. "Our two-pillar strategy is our game changer. It brings transparency and responsibility together at all levels," says Steinbauer.

Lean DNA as part of the corporate culture

What stands out at Maplan: The lean philosophy is not a short-term project, but deeply rooted in daily thinking and action. For more than ten years, the CEO, COO, supply chain manager, production management, and the head of operational excellence have been jointly driving the continuous improvement of processes. The award at 'Factory of the Year' was not a milestone on a to-do list, but an expression of a lived corporate culture in which the status quo is constantly questioned.

There is no fixed timeframe for the development of this excellence - it is rather part of the daily business. This is also evident in the involvement of the workforce: Training programs, specific improvement projects, and transparent shop floor management create an environment in which every employee actively contributes to optimization and daily challenges are collectively tackled.

A prime example of lived resilience and flexibility is the personnel structure: Around 80 percent of employees can be used polyvalently - from takt workstations to complex single-station assemblies. In combination with the company's digital backbone, changes in capacity utilization or late customer change requests can be integrated into planning and implementation in real time.

Sustainability and digitalization as a strategic mindset

Maplan's commitment to both economic and ecological responsibility is impressively demonstrated at the Kottingbrunn site. As early as the construction of the new plant in 2015, comprehensive sustainability measures were integrated - long before rising energy prices increased the pressure to act. As a result, electricity consumption was reduced by 60 percent and gas consumption by 88 percent - all while maintaining stable production performance.

This foresight continues in the digital strategy. Particularly noteworthy is the digital continuity between the plants: changes initiated in the engineering department run fully automatically and synchronized to the plant in Malacky, Slovakia - without manual intervention or media breaks.

Maplan has also found practical solutions for stabilizing order flow in the volatile small series business. Capacity planning not only takes into account statistical absenteeism and onboarding phases of new employees but is also supplemented daily by shop floor tracking with real-time KPIs. The progress of each individual system is recorded on a daily basis, deviations become immediately visible - and are specifically addressed. According to Steinbauer, significant effects on delivery reliability and throughput times can be realized within a few days. "With the right KPIs, measurable effects on delivery reliability and throughput time can be achieved within just a few days."

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Consistent further development instead of radical change

Despite all the awards, Maplan is not thinking about standing still. In the coming years, the focus will be on structuring work packages even more finely, further reducing lead times, and increasingly integrating pre-assembled modules from subsidiary plants. The basic attitude remains the same: pragmatic, results-oriented, flexible. Or as Oswald Steinbauer summarizes: "We do not prioritize radical restructuring, but the consistent further development of functioning principles."

The victory at the factory of the year is therefore less a goal than a milestone on a clearly defined path: the path to excellence in special machine construction, to industrial resilience, and to efficient, future-proof production in the small series environment. Maplan has not only convinced - Maplan is setting a new standard.