“Success starts in your mind – but without hard work, it just doesn’t happen”
The Oberstenfeld plant of HOERBIGER’s Automotive Division is a great example of what really matters in a tough market: people who take ownership, stay calm under pressure, focus on what counts, and don’t get comfortable just because things are going well. We sat down with Plant Manager Jutta Michel to talk about what drives this success.
Jutta Michel studied mechanical engineering at the University of Stuttgart. She joined GETRAG in 1995 and became part of HOERBIGER through the acquisition in 2007. She started in central quality assurance, became Plant Manager in Schongau in 2010, and since 2022 she has been Managing Director of HOERBIGER Synchrontechnik GmbH in Oberstenfeld. Outside of work, she loves gardening and grows her own fruits and vegetables. She also loves traveling – especially to natural and cultural regions like Canada, Greenland, and Svalbard.
What exactly do you produce in Oberstenfeld?
Jutta Michel — We manufacture synchronization components for manual and dual clutch transmissions – mainly shift sleeves and clutch hubs. The synchronization system is basically the heart of a transmission.
Right now the plant is doing extremely well. In your view, what makes the difference?
JM — We have strong fundamentals: solid technology and highly skilled people. But the real key is staying focused. When you overload yourself with too many priorities, you end up losing impact. For us, it’s all about producing enough volume, doing it efficiently, and always delivering top quality. No unnecessary processes, no wasting time on things we can’t change. High volumes at top quality – that’s the real challenge.
What kind of volumes are we talking about per year?
JM — Last year, we produced nearly 11 million shift sleeves and almost 14 million clutch hubs. That’s a record we’re incredibly proud of.
You once said it’s important to “stay stubborn.” What does that mean to you?
JM — “Stubborn” can sound negative – I’m really talking about persistence. Don’t lose sight of the goal. Don’t let setbacks throw you off. Stick to your path when you know it’s the right one, even if new challenges pop up every single day.
What kind of challenges do you face?
JM — In a plant, something unexpected happens every hour. Mostly small process deviations: machines stopping, repairs, tight inventory levels. The key is staying calm, setting the right priorities, and solving problems fast – ideally directly by the people working closest to them.
You promote entrepreneurial thinking within your team. Why is that so important?
JM — Because everything runs smoother when people understand the big picture and act accordingly. Cross functional support, decisions made for the good of the whole company, and personal ownership make us faster and more effective.
You often refer to your team as the “A Team.” What makes them an A Team?
JM — Independence, entrepreneurial thinking, respect, and a willingness to help each other. And something else that’s really important: we address conflicts openly. We don’t sweep things under the rug. It’s okay to have disagreements – as long as they’re constructive and focused on solving problems. What I love most is the constant drive to improve – even after a record year.
In IT there’s a saying: “Never touch a running system.” Does that apply to you?
JM — Yes and no. You shouldn’t change what already works well. But we also don’t rest on our success. Most systems can be made faster or smoother, and the automotive industry depends on continuous improvement.
How well does entrepreneurial thinking fit into a company like HOERBIGER?
JM — Very well. HOERBIGER isn’t a typical big corporation. Big companies often break responsibilities into tiny pieces, and decisions take forever. Here, we have autonomy, ownership, and lots of freedom. No one tells me exactly how to do things. There’s very little bureaucracy and a lot of trust – and that’s a great foundation for long term success.
So, you’ll keep building on this success?
JM — Absolutely. Nothing fuels motivation like success. When people experience success, they grow more confident, gain momentum, come up with more ideas, and move forward more boldly – and that naturally leads to better results. When things go well, you create an upward spiral that strengthens itself.
Unfortunately, the opposite can also happen…
JM — Sure – we experienced that here as well. When things go wrong, you can slip into a downward spiral. It’s like in sports: when a team is stuck at the bottom of the league, motivation drops, people start blaming everything around them, and climbing out gets harder and harder.
How do you break out of such a spiral?
JM — You can’t just ignore failures. You need to analyze them until you understand the root causes – but you can’t get stuck there. You need a clear goal, a clear plan, small steps, persistence, and confidence.
In your office you have a sign that says “Success starts in your mind.” Is that your personal motto?
JM — Yes – but it’s only half the truth. The missing piece is: success starts in your mind, but without hard work, it doesn’t happen. You need the right mix of mindset, discipline, and willingness to perform. And here in Oberstenfeld, that mix is definitely right.
