Hengstler products are manufactured to order, i.e. there is no finished warehouse, but the products are only manufactured after receipt of the order and the specifications of the customer. In the production cells, each product is produced in its entirety, one after the other. The required parts are also manufactured to order, either internally or externally according to the Kanban system, a Japanese concept that reduces storage costs. The supplier delivers the parts to the required location at the desired time, in the right quantity and in agreed, tested quality. The basis for all activities is the Ralliant Business System, internally called RBS for short. This system also has Japanese roots – at its core, it originated at Toyota and was further developed in the Danaher Group, and we now live on in the Ralliant Group. RBS is a management system that is based on customer requirements and constantly strives to improve quality, delivery reliability and cost structure as well as growth. To this end, RBS provides effective organizational or planning tools to achieve business goals through the involvement of all employees. Such tools are, for example, the pyramid-shaped structured target agreements, the standard work as an aid for order-related cell production, Kaizen for the continuous improvement of all processes and Kanban as a link, e.g. between external supplier and manufacturer.
Not only are Hengstler employees intensively and regularly trained in all aspects of RBS, Hengstler has also taken on a leading role in the training of employees from other Ralliant companies.
Quality and Environmental Certificates
Energy Efficiency
As part of our ongoing commitment to sustainability, Hengstler regularly audits and reduces energy consumption at our Aldingen site. View our published implementation plan for energy efficiency measures in accordance with the EnEfG (2026-2030).