Maike Seeber, Opel
“Awareness of the production location has grown stronger”
Women at the head of a plant are still a rarity. But that is not what the conversation with Maike Seeber is about. Her task is to assert the role of Opel’s main plant in Rüsselsheim within Stellantis’ gigantic production network.
Maike Seeber is 42 years old and came into the automotive industry more or less by chance. In fact, the business studies graduate was only looking for an internship – and ended up at an automotive supplier near where she lived. The internship turned into a degree placement and later into a direct entry position. Early on, she took on responsibility in lean and continuous improvement projects, optimised production lines and gained international experience, including in South Africa and the USA. One formative stage was a plant in America that had to be brought back into the black within six months. It was there at the latest that her lasting passion for production developed. This was followed by operational management roles at suppliers, including at Tenneco, where she worked first as production manager and later as plant manager, and was responsible for projects for a large number of well-known OEMs in the passenger car and truck sectors. Since 16 September 2025, Seeber has been plant manager at Opel/Stellantis in Rüsselsheim – and that without any previous position within the Stellantis Group. An unusual step, as she herself says, but one that was a conscious decision.
Ms Seeber, you moved directly from a supplier into the plant management position at Opel – without any prior role at Stellantis. How did you experience this step personally, and what does this trust mean to you?
It was definitely an unusual step. Of course, for someone who has worked in the automotive industry for a long time, it is something special to move from the components side into vehicle production. For my generation, it is still an ambition to one day build a complete car and not “only” be responsible for individual parts. The selection process was intensive – I had several interviews, including with international contacts via Teams. The fact that, in the end, they decided in my favour, even though I do not come from within the group, was certainly a special decision. All the more I am pleased that I have already received positive feedback after the first few months. For me personally, this trust is a great opportunity. In the first weeks of my onboarding I realised that many of the challenges here at the site are similar to those I know from other companies – whether supplier or OEM. In many conversations I thought: I have already experienced this, I know this. This sense of recognition made it easier for me to settle in and confirmed to me that the move makes complete sense from a professional point of view.
Based on the insights from your first few months: what are the biggest challenges at this site?
I think an absolutely crucial topic for our site is increasing flexibility. We assemble all powertrains on one line – and that helps us enormously today. No matter what demand looks like, no matter what the end customer wants: we can build it. Imagine if we had separate production lines for different powertrains – and one of them was not being ordered at the moment. That would be very challenging economically. We manage this challenge well here because we are very flexible. A major challenge at a German site is energy costs. Labour costs are also a relevant factor in Germany. These are two of the reasons why we have to work here in a particularly innovative, out‑of‑the‑box and hands‑on way. It is also the reason why colleagues are given a lot of freedom to shape things. It is not just about classic top‑down specifications, there is room for their own ideas. If someone says: “I have an unused cobot here, I have an idea for it”, then we look at what is possible – and we implement it.
How would you, as plant manager, describe your role in enabling such projects and embedding them sustainably?
For me it is very clear: I am here to empower people to implement such things. If an idea cannot be implemented or touches on safety‑relevant aspects, then of course you have to look at it very closely. But in principle we try to think out of the box and to recognise good ideas. We have a suggestions scheme, and colleagues who bring in such impulses are also acknowledged. There is a recognition programme in which positive examples are highlighted and employees are honoured accordingly. That is important to us – even for smaller improvements. If someone says, “I can save three metres of walking distance if we position the tool trolley differently”, we pick up on that. It is important to me, in particular, to encourage younger colleagues to be innovative – whether through impulses from trade fairs, from their studies or from other sources. We make a conscious effort to ensure that those who have worked on a project also present it themselves. Jakob Palm, a young colleague, recently presented his cobot project to our head of Europe, for example. Such experiences strengthen self‑confidence and have a motivating effect on the entire team. When employees see that commitment becomes visible, it creates additional momentum.
That sounds like a recurring theme: developing in‑house capabilities. You have only been here for a few months, but of course you are familiar with the last few years in the industry. What would you say: What distinguishes this plant – and how do you secure its role in a global production network in the long term?
We stand for “Made in Germany” – we are closely interlinked with design and engineering here in Rüsselsheim. That is what makes this campus special. The transformation across the entire industry is huge – and it is far from complete. For us, much depends on cost‑reduction potential. The plant has undergone a very major transformation in recent years, particularly through the consolidation of space. Areas have been made more compact, production halls have been given up, resulting in significant cost savings – for example for heating, electricity and other energy consumption. When areas can be shut down, additional effects arise. Overall, a great deal has happened here. The plant has been made structurally more compact and, at the same time, certain activities have been brought back in‑house – the key word being insourcing – that is, tasks previously handled by suppliers. The aim was to position ourselves in a healthy, flexible and efficient way. If you compare the layouts from the past with those of today, you can clearly see the extent of the restructuring. Of course, such relocations initially involve investment. In the long term, however, you must not underestimate the savings in operating costs – especially on a historically grown campus like this one. A newly planned, compact plant naturally does not face these structural challenges in the same way. Historically, efficiency has always played a central role here and, alongside the physical restructuring of a plant, digitalisation today offers completely new opportunities: how can we become more economical, where can processes be optimised? This way of thinking is now firmly anchored in the organisation’s mindset. Investments are made very consciously and carefully reviewed. But the possibilities are endless, and it is a great deal of fun to drive this forward.
What does that mean in concrete terms in your day-to-day work?
I have a fixed weekly meeting with the finance department. Together we go through system orders, review subject areas and external commissions, and ask ourselves whether certain services can be provided in-house. That is daily business and keeps us continuously occupied. I was positively surprised at how deeply this cost-conscious way of working is already embedded in the company. It is precisely this mindset that is crucial for keeping Germany as a location competitive over the long term. We also have a daily management meeting in which we discuss operational topics and our most important key figures. A central component is the detailed tracking of energy costs. Every morning, the current consumption data are evaluated – kilowatt hours per vehicle as well as consumption by area such as gas, electricity or heating energy. We analyse deviations very closely. Questions of this kind are examined systematically. We analyse these data in great detail because, in international comparison, energy is one of the relevant cost factors. In addition, there are different framework conditions – even within Germany itself – for example in relation to grid charges. This effect is amplified accordingly in an international comparison.
When you say “energy per car”: is there a target? Or a current figure you can quote?
Unfortunately, it is not that easy to compare – even between plants – because it depends heavily on which facilities a plant has. A paint shop or a press shop, for example, is very energy intensive.
To me it sounds as if you primarily see yourself as the guardian of costs?
I see myself as the guardian of the overall concept. In addition to product quality, costs are a key component, but only one part of the whole. Decisions must always be taken in such a way that employees are brought along with us. You have to weigh things up: a measure that saves costs in the short term but would have negative long-term effects on motivation or processes is not automatically sensible. In the current situation with supply bottlenecks and global disruptions, the environment has become much more complex. Issues such as the blockage of the Suez Canal, the semiconductor crisis or the impact of the pandemic have shown how strongly external factors can affect production networks. Logistics today is much more multi-layered than it was a few years ago. In the past, logistics mainly meant organising transport within clear structures. Today, it is tied to international developments, political framework conditions and global supply chains. Wiring harnesses, for example, were heavily based in Ukraine – after the outbreak of the war the supply chains had to be reorganised at short notice. Challenges like these have accompanied us intensively over the past few years.
Let us talk about things you can influence: lean methods, continuous improvement. That is probably also something close to your heart. How do you specifically promote this? And how important is it for you?
I actually started here with the clear aim: if we, as a team, do our job at this site very well, we can make an important contribution to safeguarding jobs in Germany in the long term. That motivates me personally, and that is what I try to communicate to the team. Our goal is to position the plant so that it is fit for the future. As a car manufacturer that produces in Germany, the expectations regarding quality are high. That is a key factor. The quality has to be convincing – and competitive in international comparison. In this context, it is helpful if topics such as “Made in Germany” are also strengthened in communication terms.
Then tell me specifically: what is done better here than at the sister plants – in terms of quality? And how do you achieve that?
We have very close-meshed quality tracking. There are regular meetings in which we systematically assess vehicle quality. Vehicles go into audit, we receive feedback from the dealers and analyse this in a structured way. The goal is to continuously adapt and improve processes. If we find, for example, that certain components do not fit optimally, we specifically look at technical solutions – such as camera-based inspections – in order to detect and eliminate such deviations at an early stage. Our ambition is to react quickly and implement sustainable solutions. We are working, also together with the social partners, on developing processes further in an agile way and keeping decision-making paths as short as possible. Within the group, we have operational room for manoeuvre as a plant, and we make use of it. If technical options are available, we examine how we can make sensible use of them. This entrepreneurial mindset and the commitment within the team are very noticeable here. The attitude is characterised by the desire to actively help shape things. This motivation in particular is an important factor for the further development of the site.
I also mentioned AI as a topic in the overview in relation to quality. It is currently a major issue for society as a whole – and in automotive production as well, especially in quality control. What is the situation like at your site? What experience have you had with AI? Are there any concrete applications?
We already have several use cases running in production and we are currently gathering practical experience. For example, how we can further train and improve camera systems with the help of AI and use them in quality assurance. But we also draw on AI for other optimisation potentials.
How do you generally assess the potential?
I see great potential here. We had already launched initial projects at my previous employer. AI can, for example, help to detect recurring quality patterns at an early stage. In the press shop, AI can be used to count parts automatically or assign them correctly. I am convinced that AI can also create real added value in smaller applications – it does not always have to be the large overall system. We are already using AI-based solutions in energy management as well. Here we are working with a market provider who has mapped our plant as a digital twin.
Which provider is that?
That is RIZM. With the help of the digital twin we can produce forecasts for energy consumption and simulate different scenarios – for example altered switching times or temperature developments depending on external conditions. The energy price is also integrated into the simulation, so that the economic effects can be presented transparently. The digital twin supports us with energy projects, in planning new measures and in assessing their impact on the entire plant. At present this is our most extensive AI-supported project – alongside the camera-based applications.
Was Rüsselsheim specifically selected for this within the Stellantis group?
The pilot phase of this project was overseen at group level. After its completion, we as a site deliberately decided to continue using the system because we can see the concrete benefits. New projects – such as carport photovoltaics or heat recovery measures – can be simulated in advance and evaluated with regard to their impact on energy consumption. That helps us to take well-founded decisions.
On the subject of sustainability: Where do you see further potential for savings, and how are you approaching the topic of the circular economy?
A good example here is a large parking area for new vehicles that is being completely roofed with carport photovoltaics. The advantage is that no additional surfaces need to be sealed and the vehicles are protected at the same time. In addition, AI-supported energy projects in paint play an important role, as this area is traditionally energy-intensive. At the site we also produce battery modules, for Rüsselsheim and for sister plants. If required, modules are brought back and reconditioned. This means we are both a supplier and part of a functioning circular structure. There is also a battery refurbishment centre on the campus, where customer batteries are overhauled. Across the group, under the “SUSTAINera” label, there is a dedicated business unit focusing on reuse, refurbishment, recycling and remanufacturing. In the relevant hubs, components are reprocessed and then either reused or marketed via our spare parts business. This reduces resource consumption while at the same time offering economic benefits for our customers. At plant level, we also pay attention to reusable containers, the reduction of single-use packaging and mono-materials. The aim is to avoid composite materials that are difficult to separate. We already take corresponding criteria into account in tenders. In addition, we optimise packaging density to reduce transport volumes. This saves transports and in-plant journeys over the course of the year. By adjusting docking points and making material flows more compact, distances are shortened and processes become more efficient. Many sustainability effects arise as a positive side effect of an overall leaner structure.
How does collaboration with other Stellantis sites work? Germany, France, Europe – also with regard to Eisenach. The aim is to benefit from one another, but at the same time you are in competition. How do you experience this?
My line manager is responsible for the plants in Germany, France and England. We meet every day and discuss operational topics. Each plant reports on its most important key figures. If, for example, there are supply bottlenecks, this is shared transparently and we jointly check whether other sites are also affected and which alternatives can be used together. This exchange is very pragmatic and solution-oriented. In addition, there are regular expert calls in the areas of body-in-white, paint shop and assembly. Best practices and lessons learned are presented there. When a plant has successfully implemented a project, it is presented within the network. There are also regular in-person meetings at cluster level, at which priorities are defined: Where are our strengths? Where can we learn from each other? The exchange is open and constructive. The aim is to become stronger as a group. Of course, when it comes to allocation decisions, the plants are also in internal competition. In this context, it is important to be competitive. If, in international comparison, we have higher cost structures, we have to convince correspondingly in other areas – such as speed, quality or flexibility.
Assembly is currently operating on a single-shift basis. Since when has that been the case, and where do you see the plant in the longer term?
At present, the Astra and the DS4 are being produced in Rüsselsheim. The Astra has just received a major update and is well positioned in its segment, although the overall market segment is in decline. With the current model year we are expecting additional momentum. The feedback from the market environment is positive. In the long term, capacity utilisation will largely depend on future product decisions.
How does an allocation process work? What is your role as plant manager?
The evaluation is carried out at group level. Various criteria are taken into account – such as quality, performance, flexibility and efficiency at the different sites. High-level visits on site provide an opportunity to present the plant’s capabilities in a transparent way.
One last question: the topic of “made in Germany”. Do you think this is still relevant for the end customer today? Or is it more of an internal narrative?
I believe it is relevant. Not only for cars, but also for other products: from my point of view, awareness of origin and production location has grown stronger again. I also think that “made in Germany” is in some cases perceived even more strongly internationally than in Germany itself. Abroad, this promise of quality still carries weight.
I ask because you see similar challenges everywhere in Germany. It is about holding your own.
And that is precisely why it is important to continuously strengthen our competitiveness in every respect. When volumes fluctuate, structural costs remain – which is why efficiency measures must be implemented consistently. That is day‑to‑day work. At the same time, we use every opportunity to showcase the performance and innovative strength of the site. When visitors come to the plant, we want to show the commitment with which people work here. My aim is that people perceive the site as motivated, high‑performing and future‑oriented – and that “made in Germany” continues to be associated with quality and reliability.
