From the tennis court to the heart of the processes. Some routes are straightforward. Michael Hafke’s was not. Before taking responsibility at KSK for the entire management system, he wanted to earn his living playing tennis. To become a professional tennis player. He had already secured a college scholarship in the USA. A shoulder injury brought that plan to an end. What began as an internship “before you do nothing at all” became a story spanning around 17 years at KSK so far. Today, Michael Hafke is a member of the management team and, as Head of Quality Management, is responsible for the systems and processes that support our series production.
From internship to management team
Michael Hafke joined KSK in 2009, completed his vocational training as an industrial management assistant here and subsequently completed his business administration degree at evening school. Supported and financially assisted by KSK. After roles as a product administrator, quality manager and four years as Deputy Head of Quality, he took over the leadership of Quality Management at the end of 2022. Since January, he has also been responsible for energy and environmental management as well as project management. “In quality, I realised: this is my thing,” he says. “There are clear reference points here. I know exactly which tolerances I can work within, and I enjoy working that way.”
What drives Michael Hafke at KSK
His area of responsibility covers the entire management system, from quality management, environmental management and energy management through to project management. This currently includes the introduction and further development of central management software (Babtec), in which all processes will in future be brought together in one tool. A second focus was standardised colour measurement using a uniform system that can reliably process the standards of major OEMs. This is complemented by the transition to a central, task-based organisation that prioritises specialist knowledge over the all-rounder principle, as well as the development of an open feedback culture, which he is driving forward together with management.
Processes that make employees’ work easier
When Michael Hafke describes what drives him, he also talks about key figures, but almost always about people. “We make sure that we work as consistently and systematically as possible everywhere, so that things are as easy as possible for employees.” His team is currently introducing modules for inspection equipment management and maintenance. Instead of managing maintenance on paper or in scattered Excel lists, the system will in future partly notify users automatically. Everyone knows what needs to be done and retains an overview.
One milestone was the standardisation of colour measurement. Previously, a wide variety of devices and software solutions were in use. Today, KSK measures consistently and can therefore meet the demanding requirements of major car manufacturers more reliably. “We were able to do this before, but it was time-consuming,” he says. Equally significant was the transition from a decentralised to a central, task-based organisation. Instead of everyone doing a bit of everything in each area, employees are now specialists in their field.
Progress made quietly
Quality management means working on long-term developments: “Most issues take forever,” Michael Hafke admits openly. “Sometimes you drive home in the evening and think nothing has moved forward.” And yet, looking back reveals something different: anyone who considers how much has changed since 2022 can see the progress. It simply comes “quietly”, sometimes only one or two years later. The reward is tangible: “Employees feel valued. Working together has become completely different over the past one or two years.” “You often forget how much you have achieved. You always see what is not yet working optimally – and not what you have already accomplished,” Hafke explains.
Precision at work, energy in private life
The precision Michael Hafke values in quality management comes from sport, and he has never completely let go of it. Even beyond the age of 40, he still plays tennis to a good standard. “You can tell the shots are still there – it’s just that the body doesn’t quite keep up any more,” he says with a laugh. There is little time to rest in his private life at the moment anyway: together with his wife, he is renovating a house, doing much of the work themselves. And at home, twin boys who will soon turn five are waiting. The Head of Quality Management describes them as “two wild lads”, one of whom prefers playing football and tennis, while the other prefers puzzles and crafts. He is also a devoted 1. FC Kaiserslautern fan and is happy to make the long journey to the Palatinate on match days.
The KSK spirit
What has kept Michael Hafke at KSK for 17 years is not one single big moment, but the sum of many small ones. It is the conviction that good processes serve people – not the other way round. At KSK, this means short decision-making paths, open doors and management that demonstrates appreciation. It is precisely this sense of togetherness that turns a family-owned business with around 260 employees into a genuine “we”. And it shows that KSK has room for very different paths. Even for someone who originally wanted to become a professional tennis player.
Join the KSK team
At KSK, the person behind the process matters. If you would like to work in an owner-managed family business with short paths, genuine appreciation and long-term prospects, we look forward to hearing from you. Discover your opportunities at KSK.