“We all share the same goal”

The new face in Europe is Dr. Reinhard Rupprecht. Since October he has been tasked with coordinating the plants and the new generation of plant managers. In his role as regional CEO for Europe, he is also responsible for sales, SCM and technology. Rupprecht (53) is originally from the rural Southern Black Forest, where riding mopeds and souping them up were popular pastimes. As a result, mechanical engineering and a career in the mobility industry were the only things that he ever considered doing. Shortly after he came to KAMAX we talked with him about his new position, his believes, and his experiences to date.

Career to date

  • Consultant at the Fraunhofer Institute for Manufacturing Engineering and Automation IPA (1993–1998)
  • Assistant to the Management Board for power tools manufacturer METABO (1998–2000)
  • Product Unit Manager and Deputy Plant Manager for automotive supplier Lear Corporation (2000–2005)
  • Plant Manager and Managing Director for automotive supplier Stadco (2005–2015)
  • General Manager and Managing Director for automotive supplier MAGNA International (2016–2022)

Mr. Rupprecht, what is it that made you decide to come to KAMAX?

I appreciated people’s openness with one another. It not only felt right on a personal level, but I also liked the culture and the way people treat each other – and naturally the company’s products, too. I was very happily surprised by the way that people communicated with me. KAMAX is not a typical corporation, where things are more anonymous. Here, even my first talks were not at all anonymous. Quite the opposite, in fact – I quickly realized that I could imagine being happy coming here and working towards a common goal.

You now face a major task as CEO for Europe. How do you plan to approach this?

First, it is important to listen and understand what is at stake. And, at the same time, to offer support using the experience I have gained in previous positions. I’m not going to bust down the doors in the belief that “I know what to do.” My first task is to gain an understanding of the situation and then, step by step, offer my input.

What was your first impression after you had arrived and were able to see the situation for yourself?

I noticed that the team is motivated. They know what is at stake. I had been told in advance that not everything has been running smoothly, but to be perfectly honest, I’ve seen a lot worse before. I am very optimistic that we will be able to get to grips with the issues we face. Our processes are stable, and that is a big advantage. The key is motivating employees and getting everybody on board with what we are doing. There’s no magic formula, but we all share the same goal: to do a good job, achieve good results, and enjoy a working environment that is not constantly in crisis.

How would you describe your management style?

I believe in direct communication. When there are problems – and there are always problems – they should be addressed directly. That way we can discuss them and find solutions. I also believe that every member of management needs to take responsibility, and that people should not keep passing the buck to their superiors. This is no easy task, and every situation, and every person, is different.

What exactly do you mean by that?

When something isn’t working properly, it is a manager’s job to get involved and to get things moving in the right direction. They cannot hide behind mantras like “We’ve always done it this way!” or seek to hide from problems. They cannot simply take it in stride if they see a bolt or fastener on the floor, or if they learn that something is not running the way that it should be – they must take action. Mistakes are part of the process, but we must always be trying to learn from them, so that we can do things better tomorrow than we are doing them today. Past situations and events continue to be a big topic of discussion, and that is well and good, for example because we need to be able to understand precisely why a system wasn’t working properly. Even so, the focus has to be on the future, on the steps that we can take. And that is when a manager must do their part. That is why those of us in management must empower and support our employees, and lead by example.

What message would you like to give your colleagues in closing?

It's very important to me: If anyone has any topic, they can come to me. My door is always open. As a rule, a solution can be found. But if you don't know what the problem is, you won't find a solution.

The new CEO Europe likes to be on two wheels - whether by bike or motorcycle.

How do you like this article?

KXpress