New standards for the production of the future

Eppendorf Leipzig: Transformation as a recipe for success

Not just modernized, but completely reinvented: The transformation at Eppendorf Leipzig shows how leadership, culture, and processes revolutionize the production system. For this change, the plant is awarded at the Factory of the Year.

Maximilian Festus Maximilian Festus

Published January 14, 2026 - 3:47 p.m.

Bei Eppendorf Alltag: Automatisierte Transportsysteme und effiziente Materialversorgung in der laufenden Produktion – unterstützt durch digitale Steuerung und Sicherheitskonzepte.

Everyday life at Eppendorf: Automated transport systems and efficient material supply in ongoing production - supported by digital control and safety concepts.

(Eppendorf Zentrifugen GmbH)

The Eppendorf centrifuges GmbH at the plant in Leipzig is part of Eppendorf SE and produces precision centrifuges for laboratory applications. In a market characterized by high quality requirements, dynamic demand, and growing technological complexity, the company has pursued a remarkable transformation path in recent years. This change culminated in the award 'Outstanding Transformation Site' in the prestigious 'Factory of the Year' competition, organized by Kearney, Ultima Media, and Produktion.

The success at 'Factory of the Year' is much more than a trophy for Eppendorf. "For the company, this award is a significant success. In recent years, Eppendorf has developed very strongly and experienced dynamic growth," emphasizes Oliver Scholz, former managing director and VP operations of Eppendorf centrifuges GmbH.

The jury was particularly impressed by the systematic and holistic orientation of the project. Not a single area, but the entire system was transformed - from the leadership concept to value stream and process orientation to the redesign of work organizations and role models. Scholz makes it clear: "We have completely restructured the entire operating system. The central lever was the topic of leadership. Leadership was at the center of the transformation and was the prerequisite for all other projects to be successfully implemented."

Bearbeitungszentrum in der mechanischen Fertigung: Digitale Steuerung, geschützte Arbeitsumgebung und moderne Infrastruktur sichern Präzision und Schutz. — Machining center in mechanical production: Digital control, protected work environment, and modern infrastructure ensure precision and protection.

René Weber, current managing director and VP operations, emphasizes the cultural dimension: "The transformation was not only technical but above all culturally effective and has sustainably changed the entire plant." This shows how closely structural optimization and lived culture were intertwined in Leipzig.

Eppendorf in Leipzig: How the transformation succeeded

The transformation process started in 2019. A small, effective team worked on leadership, value stream thinking, and a new work organization from the beginning. The transformation took place in two clearly defined phases. The first phase (2019 - 2022) was characterized by a focus on growth, stabilization, and qualitative improvement to meet the enormously increased demands during the corona period.

René Weber, Geschäftsführer und VP Operations. — René Weber, managing director and VP operations.

"The goal was to massively increase output, build stable value streams, improve flow, and significantly enhance quality," explains Weber. The second phase (2022 - 2024) focused on sustainability and productivity increase. After the corona special situation, the long-term securing of performance and the adaptation of the plant to its optimal size were the main focus.

Involving employees as a key factor

A central building block for success was the consistent involvement and qualification of the workforce. Scholz explains how transparency and communication formed the foundation: "The workforce was very intensively involved and systematically qualified. The starting point was a comprehensive communication concept, in which the entire team was regularly addressed."

Particularly noteworthy is an internally developed, structured lean program over ten days, which includes communication, value stream thinking, lean production, and lean administration and is still conducted twice a year. These qualification activities were largely supported by the managers, who were initially trained internally and then enabled to further develop their teams.

Highlights: Outstanding site transformation

The Eppendorf Zentrifugen GmbH in Leipzig received the award for the holistic site transformation that combines leadership, value stream, and process orientation with cultural change.

Through consistent employee involvement, new work organization, lean principles, and standardized routines, productivity, flexibility, and resilience were sustainably increased. The new way of working is structurally anchored.

Sustainability in focus: Organization as a lever

Sustainability at the site is not primarily seen by Eppendorf as an energy or resource issue, but as a sustainable impact through a new work organization. "The greatest lever for sustainable impact was clearly in the work organization," explains Weber. Through clearly defined roles, responsibilities, and a process-oriented work organization, continuous improvement was firmly anchored in everyday life.

These innovations have significantly strengthened the adaptability of the site. Errors are systematically analyzed and corrected, which reduces the effort for troubleshooting and creates time for further development.

Resilience and flexibility in day-to-day operations

Oliver Scholz, ehemaliger Geschäftsführer und VP Operations der Eppendorf Zentrifugen GmbH. — Oliver Scholz, former managing director and VP operations of Eppendorf Zentrifugen GmbH.

The newly introduced structures simultaneously increase resilience and flexibility in day-to-day operations. A structured goal management process regularly sets the strategic pace. Scholz clarifies: "The goal management process sets the strategic pace: What goals are we pursuing, which projects have priority, and what are our focal points?"

Leaders increasingly act as coaches, empowering their teams to independently master challenges. This approach enables the plant to respond flexibly to market changes, technological trends, and volatility in the production environment - a decisive advantage in a globally networked competitive environment.

Lean principles as a driver of cultural change

Two lean principles proved to be particularly effective for culture and performance: responsibility on site and making flow visible. "Instead of solving problems from the office, we were regularly on site, talking to employees," describes Scholz, how solutions were developed directly at the scene together with the teams.

The reduction of inventories made waste visible and sharpened the focus on lean logic in everyday life. Additionally, the company standardized regular communication and introduced coaching rituals that take place daily and monthly to ensure continuous improvement.

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Transfer stability, ramp-ups, and future viability

A key element for stable transfers and ramp-ups is the use of so-called start-up lines at the beginning of new products or relocation processes. Weber describes how these systematically ramp up new processes step by step without endangering the stability of the overall system.

At the same time, the company places great emphasis on clear role clarification, structured planning, and standardized methods. “Through this clarity in roles and processes, the management process became significantly more stable and the day-to-day business was sustainably secured,” says Scholz.

The standardization of workplaces, work sequences, and work instructions according to TWI (Training Within Industry) has enabled employees to understand the products in their entirety, actively initiate improvements, and optimize production cycles.

Looking towards 2026, Scholz and Weber set clear priorities: increasing productivity, supported by automation, robotics, and artificial intelligence, is at the forefront. "Purely manual, non-automated processes are hardly competitive in Europe in the long term," emphasizes Weber.

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The goal is to unlock potential, reduce overhead rates, and simultaneously create more attractive jobs. Progress is pragmatically measured through a lean KPI cascade, which is consistently visible and linked from the team to the plant level.

Firmly anchored structures for a new way of working

Today, the new way of working at Eppendorf is not only project-based but structurally anchored. Role models, KPI cascade, and a target management process connect strategy and daily business. "Through clear roles, clear targets, and strategic orientation as well as routine coaching, our employees are constantly enabled to develop further," summarizes Scholz. This DNA, characterized by continuous improvement and adaptability, is considered a sustainable competitive advantage.

Weber adds: "This now enables us to respond flexibly to current volume reductions and still increase productivity and further improve key figures.

FAQ about the transformation at Eppendorf Zentrifugen Leipzig

1. What was the goal of the transformation at Eppendorf Leipzig?

The transformation aimed to fundamentally restructure the entire operating system of the plant - from leadership to value stream design to work organization. The focus was on growth, quality improvement, productivity enhancement, and sustainable resilience in daily operations. In the long term, the site should be made future-proof through clear structures, a strong culture, and standardized processes.

2. What role did leadership play in the realignment?

Leadership was the central lever of the transformation. The company deliberately focused on a new understanding of leadership, where leaders act as coaches. They were initially trained and empowered themselves to then develop their teams. This leadership model created the prerequisite for the successful implementation of all other change projects.

3. How were employees involved in the change process?

The workforce was systematically and intensively involved. A comprehensive communication concept ensured transparency. In addition, an internal lean program was established, which takes place twice a year and covers topics such as value stream, lean production, lean administration, and communication. The employees thus became active drivers of change.

4. How was sustainability redefined at Eppendorf?

Sustainability at Eppendorf was primarily understood as an organizational principle - less as a pure energy or resource issue. The greatest lever lay in a process-oriented, clearly structured work organization with defined roles and responsibilities. This anchored continuous improvements and increased the adaptability of the plant.

5. What structures ensure the long-term impact of the transformation?

The new way of working is now firmly anchored in the operation - not as a project, but as a structural operating system. Clear role models, a consistent KPI cascade, and a strategically aligned goal management process ensure that improvements are permanently effective. Standardized processes and daily coaching routines ensure development at all levels.