ABSTRACT
Lean transformation at Mercedes-Benz is a practice for successful transformations. It is driven by the top management. The person responsible for the transformation reports to the Management Board of the Mercedes-Benz brand and has its full support. All management levels are systematically incorporated into the lean transformation process and the lean values are integrated into the Mercedes value system. Establishing the Mercedes-Benz Production System (MPS) as a closed system had laid the foundation for lean management principles. Two departments were formed, the MPS Training Center and MPS Support. Lean transformation requires a high degree of self-motivation that translates into employees being genuinely interested in improving quality sustainably. IT personnel at Mercedes-Benz Cars and Vans are aware of the strategic role they play in the lean transformation of the company. Lean transformation requires a holistic approach that integrates strategy/objectives, processes, leadership, and culture in equal measure. Lean transformation can be introduced at any time; crises can accelerate this transformation.
