Designing sustainable production

Strategically shaping sustainable production: From reactive action to effective transformation

Many companies are still reactive when it comes to sustainability – they react to legal requirements, customer demands or crises. What is often missing is a clear, long-term framework for action that sees sustainability as an integral part of corporate management – especially in the area of production.

A systematic sustainability strategy that is specifically geared towards production and industrial value creation not only creates ecological benefits. It has a direct positive impact on efficiency, quality and profitability. Resource-conserving processes reduce the use of energy and materials, lower reject rates and increase the stability of supply chains. At the same time, companies can prepare for increasing regulatory requirements – instead of being surprised by them.

A strategic approach means, for example:

• Targeted reduction of resource consumption, e.g. through the use of energy-efficient machines or closed-loop circuits for materials
• Production planning and control based on ecological key figures, for example by integrating CO₂ costs into production controlling
• Optimization of production logistics to avoid empty runs, unnecessary transport and excessive stock levels
• Consideration of the entire product life cycle, including dismantlability, recycling options and sustainability in the supply chain
• Integration of social factors, e.g. through fair working conditions, ergonomic workplaces or training programs for sustainable skills development

The strategic anchoring establishes a corporate culture in which ecological and social responsibility is not an additional task, but a natural part of daily activities (purpose). It promotes greater employee loyalty, as younger generations in particular are increasingly paying attention to the purpose of their employer. The corporate image also benefits: companies that act credibly win over customers, investors and potential specialists alike.

Our approach: Together with you, we develop a strategic vision for your sustainable production. We analyze existing activities, identify gaps, prioritize fields of action and support you during implementation – pragmatically, effectively and with a view to the reality of your operations.

Implementation of sustainable production at site and process level

Location and infrastructure

Sustainability goals only become effective when they are reflected in concrete business decisions – for example, in the design of production sites. A key prerequisite for this is the strategic anchoring of sustainability in the company: It defines guidelines and target images that can be used to align infrastructure, buildings and energy systems for the future. A sustainable production site is not created through individual measures, but through a holistic concept that takes equal account of ecological, economic and technological aspects. A “green factory”, a production site characterized by particularly resource-efficient processes, relies on innovative solutions to reduce waste, energy consumption and emissions. The aim is not only to minimize environmental impact, but also to increase profitability. A holistic view of production processes plays a central role here: from factory planning and operation to the continuous improvement of production processes. The development of a green factory requires a strategic approach that is based on a clear sustainability vision and is made measurable by means of suitable key figures.

How the principles of a green factory can be implemented in practice can be seen in the planning and design of the production site. The focus here is on central design areas – from architecture and choice of materials to energy supply and the integration of intelligent infrastructures. Modern factory buildings should not only be functional, but also ecologically well thought out. It is no longer just about better insulation or LED lighting, but about a holistic, energy-efficient and ecologically optimized building concept.

Sustainable factory planning thinks beyond the day: it takes future requirements into account and enables a high degree of flexibility and adaptability through modular structures. Converting existing buildings is often even more sustainable than building a new one, as existing resources can continue to be used efficiently. As part of an integrative planning concept, all relevant aspects – from energy supply and material flows to internal plant logistics – are analyzed and optimized in terms of resource conservation and environmental impact. Subsidy programs and the targeted use of renewable energies are also incorporated into the planning in order to ensure economically viable and environmentally friendly production in the long term.

Possible measures:

• Use of energy-efficient building technology (e.g. heat pumps, automated ventilation systems, cooling water treatment, photovoltaic systems for self-generation of electricity)
• Use of sustainable building materials such as wood, recycled concrete or clay plaster
• Green roofs and façades to regulate temperatures and promote biodiversity
• Daylight-optimized architecture to reduce artificial lighting
• Rainwater harvesting for sanitary facilities or green maintenance

A future-proof factory design should also be modular and adaptable – for changing requirements or new technologies.

Production technology and resource efficiency

In addition to sustainable architecture and building technology, the technical equipment within production also plays a key role in resource efficiency. How energy-efficient a site actually is is largely determined by the production technologies, processes and management systems used.

Targeted energy management at plant level is an effective lever for reducing emissions and costs. Industrial processes are among the largest energy consumers and therefore have a significant impact on the environmental footprint of a production site(source). This makes it all the more important not only to record energy consumption, but also to actively control and optimize it.

Systematic energy management begins with measuring and analyzing all relevant energy flows. Digital monitoring systems with real-time dashboards and defined key performance indicators (KPIs) create transparency – from the individual machine to the entire factory. This allows inefficient processes to be identified at an early stage and continuously improved.

An important part of this is load management. This involves the targeted control of energy demand within a company in order to avoid so-called load peaks – periods of particularly high electricity consumption that often lead to high energy costs. Intelligent load management allows energy-intensive processes to be postponed, temporarily stored or, if necessary, reduced at short notice without affecting production. This allows capacity utilization to be distributed more evenly and expensive power peaks to be avoided.

The targeted use of various energy sources – such as photovoltaics, geothermal energy or combined heat and power plants – also increases security of supply and supports the switch to renewable energies. In addition, modern energy storage systems such as battery systems or ice storage enable flexible and needs-based use by temporarily storing surplus energy and retrieving it when required. Digital monitoring systems with real-time dashboards and clearly defined key figures create transparency across all energy flows. The introduction of an energy management system in accordance with ISO 50001 also provides the structural framework for continuous improvement. When set up correctly, such a system not only helps to reduce the carbon footprint, but also increases the efficiency and security of supply of the production site.

Circular economy: Re-assembly and recycling as the key to circular value creation

From product to cycle: If sustainability is to be more than just efficiency, it starts with the question of how materials can be converted into new added value after use. The future of production is circular. In a world of limited resources, industry can no longer afford to simply dispose of products at the end of their life. Instead, reassembly and recycling are gaining in importance – two concepts that bring the basic idea of the circular economy back to production: the conscious use of raw materials, well thought-out product design and intelligent recycling processes. Strategic approaches play a decisive role in successfully anchoring circular principles in production. One strategic framework for implementing these principles is the so-called 10-R strategy. It describes ten levels of action on how companies can use resources more efficiently and close the material loop.

Important fields of action for manufacturing companies are

• Modular product and process design: Designing products so that they can be easily dismantled, repaired, modernized or extended – for a longer service life and lower resource consumption.
• Separate materials at an early stage: collect and recover materials by type during the production process to facilitate recycling and reuse.
• Integration of remanufacturing and refurbishment processes: Incorporating the return and reconditioning of used components directly into the production flow.
• Set up reverse logistics systems: Creating efficient logistics chains for used products – for return, sorting and recycling.
• Use of digital product files and material passports: Transparent information on composition, origin and recyclability for better traceability throughout the entire life cycle.
• Establish new business models: From pure product sales to usage-based models such as leasing or pay-per-use – with greater resource efficiency and customer loyalty.

Re-assembly as a path to a functional and value-enhancing circular economy

Re-assembly is another important approach to sustainable production, combining the reuse of components with the aim of increasing their functionality and value. It is not just a matter of simply reassembling used parts, but of a targeted increase in value through comprehensive reconditioning: components are checked, cleaned, repaired or modernized if necessary and then integrated into new products. The result is a functionally new unit that is produced using significantly fewer resources. This reduces the need for new raw materials and reduces waste, which makes an important contribution to conserving resources and minimizing the environmental impact of production.

However, the implementation of reassembly requires new processes, technologies and skills. These include efficient return and diagnostic processes for used parts, systems for testing and sorting as well as automated disassembly and reassembly technologies. Flexible assembly islands are needed to be able to work with components from different life cycles and in mixed configurations. A continuous quality assurance system is required to ensure that recycled parts meet the same quality standards as new components.

We help you to examine your existing products and processes, from procurement to production and logistics, for possible potential for a circular economy. We then work with you to develop specific concepts on how these principles can be implemented.

Cultural and organizational requirements

Change management: a success factor for sustainable production

The transformation towards sustainable production is not a sure-fire success. It requires not only new technologies or modified processes, but also a profound change in corporate culture and the way employees think. This is precisely where change management comes into play – as a strategic tool for implementing change in a planned, efficient and sustainable manner.

In sustainable production, the need for change arises from many directions: new legal requirements, ESG ratings, rising expectations from customers and investors, but also internal factors such as inefficiencies, high energy costs or the desire for future security. These changes not only affect structures and processes, but in particular the way people think, work and make decisions in organizations. Effective change management therefore places particular emphasis on organizational and cultural change. In sustainable production, for example, this means

• Empowering managers as credible drivers of change and actively involving employees in the change process
• Adapt organizational structures so that sustainability is strategically anchored and can be managed across departments (e.g. through new roles, responsibilities or interdisciplinary teams)
• Promote transparency and dialog in the change process
• Establishing sustainability as a shared value

Sustainable change can only succeed if everyone involved is on board. Training and further education sensitize employees to the new requirements and show them concrete ways to implement them in their day-to-day work. At the same time, companies should manage sustainable change processes by setting clear targets and measurable indicators. Successful change management ensures that sustainability strategies do not just exist on paper, but are actually put into practice.

Numerous change models – such as Kotter’s 8-step model – offer structure. Such a structure helps to manage change in a targeted manner – it creates orientation, makes complex processes tangible and promotes acceptance and implementation within the company step by step. In the context of sustainable production, it is particularly relevant that change is not linear. Resistance, setbacks and uncertainties are all part of the process. It is crucial to have a clear vision, to communicate this regularly and to build acceptance through quick wins.

The biggest challenges in change management for sustainable production are

• Uncertainties regarding technological feasibility
• Lack of sustainability awareness among managers
• Resistance due to habits in the workforce

Success factors, on the other hand, are a clear definition of objectives, strong leadership, transparent communication and continuous monitoring of change.

Technical change management as a sub-strategy

In the course of the sustainable transformation of production, technical change management is gaining a new strategic importance. It no longer serves exclusively to implement functional or cost-driven adjustments, but is becoming the central control instrument for integrating ecological objectives into existing product and production systems in a structured manner.

Technical change management encompasses all measures that are necessary for the planned introduction, control and tracking of technical changes to products, manufacturing processes, machines, tools or software. In a sustainable production context, this means, for example, switching from conventional to more energy-efficient drive technologies, introducing new materials with a lower carbon footprint or adjusting production parameters to reduce rejects and waste.

A central component is the careful documentation of all changes – not only for reasons of traceability, but also for the continuous assessment of the sustainability impact. Every technical change is analyzed with regard to its impact on product quality, the use of resources (such as energy, water, raw materials) and possible emissions. This makes change management a link between technology, sustainability and quality management.

The implementation of technical changes usually follows a standardized change process. This is typically divided into five phases:

1. Requirements analysis – determining the need for change and the goals, for example due to regulatory requirements (e.g. REACH, RoHS), new sustainability goals or technical innovations.
2. Feasibility assessment – Technical and economic evaluation of the proposed change, including risk analysis.
3. Implementation – development and implementation of the technical change in production or product design.
4. Testing and validation – checking the change for compliance with quality, environmental and efficiency criteria.
5. Release and documentation – Official approval and systematic recording of all changes in the change management system (e.g. PLM, ERP).

Traditional technical and economic evaluation criteria are often not sufficient for sustainable production goals. Methods that systematically record and evaluate ecological and, in some cases, social impacts are therefore also used. These include in particular

• Life cycle assessments (LCAs) that analyze the environmental impact of a product or process over its entire life cycle – from raw material extraction to disposal
• Impact analyses that reveal potential conflicting objectives and unintended effects – for example on water consumption, biodiversity or social aspects
• CO₂ equivalence calculations, which can be used to standardize and compare the climate impact of different alternatives

These methods help to evaluate technical changes not only from an economic, but also from an ecological perspective – a key prerequisite for a holistically sustainable production method.

Challenges for manufacturing companies

The implementation of circular principles presents manufacturing companies with a variety of hurdles – technical, organizational and structural. One of the biggest challenges lies in the technical complexity: products must be designed in such a way that they are repairable, modular and recyclable – requirements that often necessitate fundamental changes in development and production. Added to this is the lack of data availability: information on material composition, origin and life cycle is often not fully documented or digitally accessible. Without this data, return, reuse or recycling can hardly be controlled efficiently.

Organizational change should not be underestimated either. Linear ways of thinking – from development to disposal – are deeply rooted in processes, responsibilities and corporate cultures. The switch to circular models requires new roles, responsibilities and a rethink throughout the company. Cooperation along the value chain is also crucial: from suppliers to logistics partners to recycling, new partnerships must be formed in order to close material loops.

Last but not least, regulatory requirements are increasing the pressure to act – for example through the EU Ecodesign Regulation, the introduction of digital product passports and new reporting obligations.

Summary

The sustainable design of production networks and locations is one of the key challenges for the industry of the future. Companies that invest in sustainable technologies and processes at an early stage benefit in the long term from reduced costs, a stronger market position and improved regulatory framework conditions. At the same time, they make a decisive contribution to climate protection and resource conservation. The combination of strategic planning, innovative technologies and effective change management forms the basis for sustainable industrial production that combines economic success and ecological responsibility.