wbk Institute of Production Science

Magnus Kandler, M.Sc.

  • 76131 Karlsruhe
    Kaiserstraße 12

Magnus Kandler, M.Sc.

Area of Research:

  • Human-centred design of production systems
  • Future workplace - acceptance of industry 4.0
  • Lean Management and Industry 4.0
  • Leadership 4.0 - Development of modern management systems in production


General Tasks:

  • Learning Factory on Global Production „Leadership 4.0“ and “Agile global production networks”
  • Coordination of lecture „Integrated Production Planning in the Age of Industry 4.0“
  • Contact Expert Forum "Lean enabled by Industry 4.0



  • teamIn: Digital leadership and technologies for the team interaction of tomorrow
  • ShopFloorPulse: Targeted use of real-time data-based key figures in shop floor management
  • Competence Center „Work Research - Artificial Intelligence for Work and Learning in the Karlsruhe Region“


  • Shop floor management as enabler for a human-centred, holistic change culture in production



since 02/2019 Research Associate at the Institute of Production Science (wbk) at Karlsruhe Institute of Technology (KIT)
10/2011 - 12/2018 Study of Industrial Engineering and Management at the Karlsruher Institute of Technology (KIT)
10/04/1992 Born in Titisee-Neustadt



[ 1 ] Liebrecht, C.; Kandler, M.; Lang, M.; Schaumann, S.; Stricker, N.; Wuest, T.; Lanza, G. & , . (2020), "Decision support for the implementation of Industry 4.0 methods - ", Journal of Manufacturing Systems, [30.11.-1].
The economically successful implementation of Industry 4.0 methods in industrialcompanies requires a structured introduction process. The main objective of such astructured implementation process is the case-specific analysis and evaluation ofavailable Industry 4.0 methods to select the most suitable ones for an individualcompany. The presented methodology aims to establish a financial, strategic, andbenefit-oriented evaluation approach for Industry 4.0 methods to assess their potential.The core of our methodology is a general Industry 4.0 toolbox providing a structuredclassification of different methods. In the first phase, a limited set of Industry 4.0methods is derived from the toolbox by classification into production typologies. In thesecond phase, all Industry 4.0 methods of the derived set are strategically assessed aswell as evaluated from a monetary perspective. The evaluation of the methods isbased on company-specific characteristics, its strategic focus, and its (market)environment. Based on this evaluation, we develop specific, value-addingimplementation scenarios. In the third phase, the identified implementation scenarioswith their specific order of prioritized methods are simulated in a System Dynamicsmodel. The three phases ultimately result in a recommendation for a company-specificIndustry 4.0 implementation roadmap

[ 2 ] Kandler, M.; Kurtz, J. J.; Stricker, N. & Lanza, G. (2020), "Digitales, Agiles Management auf dem Shopfloor", Zeitschrift für wirtschaftlichen Fabrikbetrieb, pp. 23-26. 10.3139/104.112241 [29.06.20].
Mittels Industrie 4.0 und Digitalisierung werden dezentrale Entscheidungen und kurze Regelkreise möglich. Allerdings überwiegen in den Unternehmen starre, hierarchische Organisationsstrukturen, welche der Dezentralität komplementär entgegenstehen. Um zukünftig das Potenzial nutzen zu können, sind agile Strukturen und neue Führungssysteme in der Produktion erforderlich. Es bedarf eines Ansatzes, der ein digitales, agiles Management der Produktion ermöglicht und das Lean Leadership ergänzt.

[ 3 ] Kandler, M.; Lanza, G. & Krahe, C. (2020), "Development of a Human-centered Industry 4.0 Philosophy". New Developments in Sheet Metal Forming, pp. 123-135.
Industry 4.0 is increasingly finding its way into production. New technologies and instruments are increasingly changing production processes and, in particular, production work. New instruments to support employees make it possible to increase labour productivity, which is a key factor contributing to economic growth. While at the beginning the benefits were unclear and the investment strategy was missing, today the lack of acceptance and unsuitable organizational structures in the companies are the biggest obstacles. This is reminiscent of the first failure of Lean Management. Only after several years with the anchoring of Lean principles as a philosophy and a sustainable improvement culture, Lean Management was successful. What is needed is an approach that involves employees in incremental process improvements using Industry 4.0 in order to support the acceptance. To develop this approach, the respective success factors of Lean Management and Industry 4.0 are first studied and then combined to form an integrated process optimization approach. The result is a human-centred optimization approach that promotes an increased acceptance of Industry 4.0 and supports employees in coping with future flexible work content.

[ 4 ] Malessa, N.; Ast, J.; Kandler, M.; Ströhlein, K.; Nyhuis, P.; Lanza, G.; Nieken, P. & , . (2021), "Digitale Führung und Technologien für die Teaminteraktion von morgen", Zeitschrift für wirtschaftlichen Fabrikbetrieb, vol. 115, pp. 540-544. https://www.hanser-elibrary.com/doi/10.3139/104.112374 [30.11.-1].
Die zunehmende Digitalisierung der Arbeitswelt stellt Führungskräfte vor neue Herausforderungen. Sie sind gefordert, den Wandel aktiv zu gestalten und dabei die Mitarbeitenden unter sich ständig verändernden Rahmenbedingungen situativ zu führen und zu motivieren. In diesem Fachbeitrag wird die Entwicklung eines Leitbildes vorgestellt, das Führungskräfte unterstützen soll, die notwendigen Rahmenbedingungen für gute Führung und soziale Interaktion in einer digitalisierten Arbeitswelt zu schaffen.