Agile Teams at MAN Truck & Bus
A pilot project at MAN Truck & Bus is shaking up established patterns and setting new standards. With support from Staufen, part of Accenture, the manufacturer’s Salzgitter site is moving away from traditional, siloed problem-solving approaches.
Instead, interdisciplinary teams are now responsible for driving concrete improvements on a daily basis. Dennis Wrobel, Head of the MAN & Scania Axle Assembly Department, shares in this interview how the shift has boosted output by 15 percent, generated six-figure savings, and fostered a new culture of ownership and accountability.
Interview with Mr. Wrobel, Head of Axle Assembly, MAN Truck & Bus SE
Mr. Wrobel, what challenges led you to adopt agile R&D teams?
“Our assembly lines weren’t consistently meeting the required output levels. Despite numerous analyses by technical departments, the issue remained unresolved—everyone had a different explanation, but no working solution. In addition, the line wasn’t meeting customer demand, which led to extra shifts and unrest. After commissioning a new automated assembly line, we also encountered quality issues. In both cases, responsibilities were unclear, which only added to the frustration.”
So the challenge was more about execution than insight?
“Exactly. That’s why we decided not to follow a traditional, top-down approach. Instead, we formed agile problem-solving teams. Each small, interdisciplinary team included at least one shop floor foreman and was assigned a specific problem to solve independently. Other than ensuring they used the daily time blocks dedicated to problem-solving, we gave them considerable freedom and minimal methodological constraints. In weekly 15-minute stand-ups, team moderators shared updates, results, and progress. It was effective and straightforward.”
About the person
Dennis Wrobel leads the Axle Assembly department at the Salzgitter plant. A graduate mechanical engineer, he has been with MAN Truck & Bus for over 20 years, including involvement in international projects. His work focuses on leadership, lean transformation, and holistic production systems. He is also active in VDI, the Association of German Engineers.
How did you ensure the teams didn’t just treat symptoms but found lasting solutions?
“Our principle was simple but effective: one problem, one solution. Only after an implemented measure was evaluated and proven effective did we move on to the next. This sense of accomplishment kept teams motivated. We also introduced the A3 method for structured problem-solving. It took a bit of time for everyone to fully grasp the concept, but once they did, they stayed focused. We actively encouraged experimentation—within strict boundaries. Safety, quality, and delivery performance were non-negotiable. When something didn’t work, it wasn’t management that intervened—it was the team that analyzed, adjusted, or scrapped the measure.”
With so much change, did you encounter resistance?
“Surprisingly little. Most employees were relieved to finally be able to make real changes. The key was providing a defined, uninterrupted space for daily problem-solving—while also ensuring support was always available when needed.”
What were the most tangible outcomes?
“We introduced agile problem-solving teams in axle production. As a result, output on one assembly line rose consistently by 15 percent, and overall production became more efficient. We also improved our planning capability, reducing fluctuations and disruptions. While some gaps remain, there’s significantly more stability, trust, and calm in the team. In one case, agile teamwork enabled us to relocate an entire line in just four months—without prior knowledge of the route or budget. In the end, we saved around EUR 250,000 annually and cut lead time by eight hours. In another case, an A3 analysis identified a design flaw that had caused recurring downtime.”
It’s not about instantly having the solution. What matters is giving teams time, freedom, and trust within a reliable framework where they can experiment and problem-solve. That’s exactly what Dennis Wrobel and his team have achieved: setting guidelines while empowering people to explore solutions on their own.”Marco Pett
Senior Expert, Staufen, part of Accenture
Marco Pett
What is your role as a leader today, and what have you learned from this experience?
“I set the framework—not the solutions. My role is to meet with team leaders weekly, listen, ask the right questions, and offer support. Often, that’s all that’s needed. The teams now work confidently, stay focused, and only escalate issues when absolutely necessary. The biggest lesson? Good people will solve problems—if you let them. Everyone wants to overcome challenges, because unresolved issues are frustrating for everyone. Failure is acceptable, as long as you learn from it. The foundation of all this is trust in your people. Perhaps the most fascinating insight: once teams experience success, they’re eager to take the next step.”
What can other organizations learn from this project?
First: A clearly defined problem is halfway to the solution. Take the time to identify the core issue—precision pays off.
Secound: Invest time and be a reliable point of contact. Be available—like a “red phone”—and make it clear: “If you get stuck, I’m here. Let’s find the next step together.” Problem-solving is not a cost, but an investment.
Third: Accept that failure is part of the process. Trust the team: if you let go, you’ll get more in return. The real experts are on the shop floor—you just have to let them do their job.
About MAN Truck & Bus SE
MAN Truck & Bus is one of Europe’s leading commercial vehicle manufacturers and transport solution providers, generating approximately EUR 14.8 billion in annual revenue. Its product portfolio includes trucks and buses/coaches with diesel and zero-emission drivetrains, vans, diesel and gas engines, and services related to passenger and cargo transport. MAN Truck & Bus is part of the TRATON GROUP and employs approximately 33,000 people worldwide.
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