Low Impact Operations

Operational processes in manufacturing and the supply chain offer numerous starting points for decarbonization and reducing the consumption of raw materials and energy. As such, they can make a significant contribution to achieving companies' sustainability goals and meeting legal requirements.

 

Promising opportunities for improvement arise above all from the design of the manufacturing footprint, from lean processes geared to avoiding Waste, and from the Ddigitization of physical processes.

Increase resource productivity in the value chain

ROI-EFESO supports companies in a future-oriented, holistic view and alignment of manufacturing and supply chain networks. With our Sustainable Value Creation approach, our customers define sustainability goals and optimize their use of resources in all segments of the value chain.

 


We offer the following services for the establishment and further development of "Low Impact Factories" and "Low Impact Supply Chains":

Improving manufacturing and logistics processes

How can the utilization of plants, machines and means of transport be increased in order to reduce or avoid emissions and environmental pollution? We develop pragmatic solutions for sustainability-oriented process optimization, using methods and technologies such as TQM, Industry 4.0, advanced analytics or KI.

Messen und Steigern der Sustainability Performance

We make sustainability potentials transparent by means of data acquisition and visualization and create the necessary foundation with MES, ERP, EMS systems. We also implement IoT platforms with analytics functionalities, energy-adaptive PPS systems and other systems for comprehensive optimization of production.

Sustainability assessment of the manufacturing footprint

We use technical energy audits and process analyses to determine the sustainability maturity level of the manufacturing footprint. We also provide support in auditing and developing the supplier network to meet sustainability requirements.

Using life cycle analyses for decision-making

Does installing a photovoltaic system on the factory roof bring the optimal "green ROI"? Or are better results achievable if the company car fleet and all vans at the site are "electrified" instead? More interesting questions that involve a high degree of complexity in implementation are answered with the help of life cycle analyses. These quantify, for example, the impact of the measures on CO2 emissions over the next ten years and thus enable rapid decision-making for the ultimately more suitable measure.

Linking digitization and sustainability initiatives

Companies should use existing digitization projects and initiatives to make the current consumption values and process flows of each machine transparent, for example - and improve them from a sustainability perspective.

Evaluate sustanability risks

Sustainability risk integration in the procurment of a car manufacturer.


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Systematics and success factors of a "Low Impact Factory "

HOW TO SURVIVE A BLIZZARD OF CHANGE

Premises and fields of action for the development of sustainability strategies in industry.


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Systematization of sustainability management

Which sustainability fields of action should be prioritized in the operations area? What needs to be considered when developing sustainability initiatives and target systems, and how can these be embedded in the overarching corporate strategy? We help to solve these challenges as well as to integrate sustainability goals into investment planning and management systems and reporting.

Balancing emissions

We show companies how to define realistic emission reduction targets, develop compensation strategies and use the right measures to achieve a balanced emissions balance. In doing so, we take into account industry-specific compliance requirements as well as international and national legal requirements.

Optimization of the entire value cycle

Avoiding the Waste of raw materials and energy plays just as important a role in this point as the use of renewable energies. We support with appropriate measures and show how closed raw material cycles are created.

Building Remanufacturing Supply Chains

We provide further assistance in the integration of dismantling and remanufacturing (recycling) in the value chain.

Assembling teams of experts for the integration of sustainability aspects

Building up expertise on the topic of sustainability is a key factor in the further development of production systems. We help build teams of experts to help companies create the structural and organizational conditions for continuous improvement initiatives.

Systematics and success factors of a „Low Impact Supply Chain“

SUSTAINABLE LOGISTICS PROMOTES INNOVATION

A conversation with Prof. Dr. Werner Bick, Senior Partner at ROI-EFESO, about strategies to improve the environmental footprint in logistics


To the Interview

Elements for operationalizing sustainability strategies in purchasing

EVALUATE SUSTAINABILITY RISKS

Sustainability risk integration in the procurment of a car manufacturer.


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Case Studies

Case Study

An automotive supplier improved the transparency of work and organizational processes in a production plant for dashboards. With a "Digital Process Twin" from ROI, the company reduced the reject rate and made improvement potentials in its value creation networks visible.

©SeventyFour/shutterstock.com
Case Study

Reorganization of the manufacturing landscape. A manufacturer of industrial pumps is pursuing the goal of achieving a new record in sales growth within three years. A prerequisite for this is the complete redesign of the complex manufacturing landscape. With ROI, the mechanical engineering company therefore put the manufacturing footprint of eight locations and subsidiaries of its international manufacturing network to the test.

[Translate to English:] ROI Case Studie - Lean Transformation
[Translate to English:] ROI Case Studie - Lean Transformation
Case Study

In the Lean Production System of an automobile manufacturer, a premium model with high variant spread and vertical integration came off the assembly line. But then the new Director of Manufacturing set the goal of introducing two additional series on the same line within just five months.