How can customer value be anchored as the core of a company’s operations — and what does that mean for production, logistics, and strategic thinking? These were the questions explored by students of the Supply Chain Processes & Innovation specialization at Munich University of Applied Sciences during a full-day visit to RATIONAL AG in Landsberg am Lech on November 21, 2025.
A Company Defined by Lean Thinking
With a global market share of over 50% in combi-steamers and an impressive equity ratio of 77%, RATIONAL AG is a company that embodies sustainable success. This is no coincidence. At the heart of RATIONAL’s corporate strategy is a principle that challenges traditional thinking: “Profit is the result, not the goal.”
This mindset is rooted in the Theory of Constraints-based EKS Strategy, which focuses all resources on maximizing customer benefit. The result is a self-reinforcing growth loop: higher customer value leads to higher demand, which fuels increased profitability and further reinvestment in customer-focused innovation. This strategy even shapes RATIONAL’s sales approach, which works exclusively through external partners, eliminating the need for a direct sales force.
One-Piece Flow and Pull Systems in Real-Time
In response to an existential crisis in the 1990s, RATIONAL restructured its entire production system based on Lean principles. The transformation was profound. Today, production is entirely pull-based, triggered exclusively by customer orders, managed through a Kanban system, and designed for maximum agility — allowing the company to respond to demand fluctuations of up to ±30% without relying on inventory buffers.
Central to this model is the 1-piece-flow assembly: each employee assembles an entire device independently, taking about one hour and personally signing off on it. This practice reflects the company’s “Entrepreneur in the Company” philosophy, empowering employees to take full ownership of quality and results.
Supporting tools like the 6S methodology (Sort, Set in order, Shine, Standardize, Sustain, Safety) and regular product audits reinforce a culture of operational excellence and continuous improvement.
Structured Tour and Direct Engagement
The factory tour was carefully structured in two groups to allow for in-depth discussion and close observation. Following the actual material flow from goods receipt to final shipping, students experienced each process step in detail — including logistics, assembly, final inspection, and packaging. The group was particularly impressed by the transparency, discipline, and flexibility that characterize RATIONAL’s production environment.
A special thank you goes to Christian Gruber and Theresa Schmid, who guided the tour with dedication and answered the many questions raised by the students with great expertise and openness.
The visit concluded with a shared lunch in the RATIONAL staff canteen, where students had the chance to experience the company’s combi-cooking systems in real use — a fitting finale to a day dedicated to understanding customer value in action.
Joint Initiative by Andrea Walbert and Prof. André Krischke
The excursion was initiated and led by Andrea Walbert, our Managing Director and lecturer at Munich University of Applied Sciences. Together with Professor André Krischke, head of the Supply Chain Processes & Innovation specialization, they designed an experience that meaningfully connected academic content with real-world practice.
Conclusion: A Living Example of Integrated Supply Chain Thinking
RATIONAL is a prime example of how customer value, lean operations, and strategic clarity can be seamlessly integrated. The visit provided students with an exceptional opportunity to observe these principles in a real-world setting, offering both inspiration and insight into what true supply chain excellence looks like.
