“A mixed feeling of pride and trust.”

In an interview, site manager Etienne Bourasseau explains how the tractor factory in Le Mans has evolved and, as a farmer’s son, what connects him to CLAAS.

Mr. Bourasseau, you’ve worked at the Le Mans site for almost twenty years. How has the factory evolved during that time?

The factory has undergone a total transformation. The infrastructure has been completely renewed. We’ve also changed the assembly and inspection process to accommodate new product technologies and meet the high standards of our international customer base. In addition, our colleagues have further honed their skills to deal with existing and future challenges. All this has created a very dynamic atmosphere. To put it simply, we’re a world away from where we were 20 years ago!

Which tractor models are produced at the factory?

Here at Le Mans, we produce five different tractor models with performance ratings ranging from 72 to 460 hp, from the three-wheel AXOS 300 to the AXION 960TT. The wide range shows that our workforce is capable of responding to any market demand. You see, every tractor here is made to order. Satisfying the exact requirements of our customers is what we’re good at.

How do you like working for a German company, and for CLAAS in particular?

The Franco-German relationship is quite special. When you combine German discipline and French flexibility, great things can happen. As a farmer’s son, I have fond childhood memories of CLAAS. I remember how exciting it was to watch a huge CLAAS combine harvester mowing the fields on our 120-acre farm. For me, CLAAS is more than just a brand; it represents a special bond between the farming equipment manufacturer and the farmer—a mixed feeling of pride and trust.

The “CLAAS Forth” Industry 4.0 initiative was rolled out in Le Mans from 2017 to 2020. How did the project go?

It went great! CLAAS Forth restructured the factory and established a new workplace culture, which is now simpler, more efficient, and more in line with lean manufacturing principles. The initiative’s main assets were improvements in project management and employee involvement. The site’s own team guided every step of the project, and employees were often involved in the decision-making process. This led to more employee involvement and acceptance of the introduced changes but also gave employees the opportunity to contribute some really good and practical ideas. We’re all extremely happy with the results.

What makes you proud?

I’m proud to be a member of the CLAAS tractor team and to play my part in shaping the corporate culture within the Le Mans factory. I’ve watched the workforce and its skill level grow in recent years. We’re constantly striving to improve the factory and the tractors, which demands a tremendous amount of energy. I’m amazed when I think of all the projects still in the pipeline. I’m already looking forward to seeing the changes that will take place in the next five years.