About Fischer

The name fischer stands for dowels and construction kits as well as for components in car interiors, process consulting and electronic systems. The claim "innovative solutions" reflects the claim for the employees of the fischer group of companies to offer their customers the best solution and the best product. Extensive education, health and social initiatives set the standard for personal development and future generations. If the company now generates about 75 percent of its sales outside Germany, then the strong roots of the Fischer family and many employees in the Black Forest of their homeland form the basis for worldwide growth and innovative solutions.

To inspire people, to create space for autonomous entrepreneurial thinking and acting and to give them values ​​and tools for this path. These are the key factors in the success of the Waldachtal-Tumlingen family business, located about 70 kilometers southwest of Stuttgart in the northern Black Forest. The owner, chairman of the holding and chairman of the advisory board of the company, founded in 1948, is Prof. Klaus Fischer. CEO of the group is Marc-Sven Mengis.

As early as 1987, the corporate values ​​were developed together with the employees and summarized in the Fischer mission statement. It defines the corporate objective and the values ​​of the fischer group of companies, which are still valid for everyone in the company: innovative, responsible and serious. The group works results-oriented worldwide for the benefit of customers and users. The focus here is on avoiding waste and increasing added value.

From the mission statement and the philosophy of the Japanese KAIZEN, the continuous change for the better, arose the fischer process system. "Open for new things, ready for change, flexible and fast, are the foundations of a successful future," says Prof. Klaus Fischer: "Employees themselves know best what works and what does not work in their workplace. They drive our business forward every day by thinking about what we can do better today than yesterday. "That's how they shape the continuous improvement they demand.