When Daimler-Chrysler introduced its production system in 1999, it triggered a discussion about company-specific lean production systems (German: Ganzheitliche Produktionssysteme, GPS for short; literal translation: holistic production systems). As reorganization programs, they are designed to combine existing lean approaches and to develop them further. This thesis conducts empirical research on the operational impact of a GPS reorganization program. To this end, the analytical criteria of organizational innovation, influence and facade are being examined simultaneously. Combining two quantitative and two qualitative surveys, for the first time we gain a complete picture of GPS in the context of the manufacturing sector. Using representative data, it becomes apparent that there is a core of 7,5% of manufacturing sites who use the reorganization program to a large extent and thereby improve their competitiveness. This stands in contrast with another 22% of manufacturing sites, where GPS is represented externally, but not implemented internally. This finding is explored further by using intensive case studies and expert interviews. By doing so, GPS is analyzed in terms of its operational appropriation processes. Additionally, a survey of more than 700 shop stewards shows that the introduction of GPS turns into a micropolitical stage. There, the constellation of players influences how GPS is implemented and thus how it impacts employees. The conclusion of the thesis gives an outlook on the further development of GPS, with particular focus on industry 4.0.