From improving efficiency to the sustainable optimisation of factory logistics

Efficiency improvement projects have been part of the standard repertoire of industrial management for decades. They serve to reduce costs, increase productivity and ensure competitiveness. In many cases, such projects are successful in the short term – for example, through process optimisation, reorganisation or the targeted use of automation technology. However, these measures are increasingly reaching their limits when structural and systemic issues are not taken into account. Truly sustainable factory optimisation requires much more than just operational efficiency improvements – it requires a strategic realignment of the entire production system.

A striking example of this are the numerous plants of Western European companies in Eastern Europe. These locations were originally established with the aim of benefiting from lower labour costs and thus achieving cost advantages in international competition. However, strong growth, rising wages and the increasing shortage of qualified employees have relativised many of these advantages. Today, these supposedly favourable locations face the same challenges as their Western counterparts: a shortage of skilled workers, space constraints, inefficient material flows and complex logistics structures.

In this situation, reorganisation projects are often launched to increase capacity or reduce costs in the short term. Although these approaches may be effective in the short term, they rarely lead to a sustainable solution in the long term. Sustainable factory optimisation therefore means fundamentally questioning existing structures and rethinking factories holistically.

A future-oriented approach starts with plant structure planning. Production areas, logistics areas, assembly zones and service facilities are not considered in isolation, but analysed in the context of their value streams. The aim is to create a continuous and fluid production process in which material flows are clearly defined and waste is consistently eliminated. It often makes sense to reposition production and assembly lines as part of layout optimisation, shorten internal transport routes and redesign workstations to be more ergonomic and process-logical.

The consolidation of external warehouses and satellite locations also plays a key role. Bundling logistics activities at the main location not only reduces costs, but also significantly reduces throughput times and complexity. This requires targeted investments in modern warehousing, conveyor and automation technology. Digital and networked systems, collectively referred to as Logistics 4.0, are increasingly being used for this purpose. Intelligent control systems, driverless transport systems (AGVs), automated storage systems and data-based inventory management enable flexible, efficient and transparent logistics.

However, the principles of lean production form the basis of any sustainable optimisation. They form the methodological backbone of modern factory design: standardised processes, continuous improvement (Kaizen), pull systems and a clear focus on value creation are essential for realising efficiency potential in the long term. Combined with modern automation and digital tools, this creates a factory that is not only efficient, but also resilient, adaptable and future-proof.

The transformation from short-term efficiency gains to a sustainably optimised factory is therefore not purely a technical task, but a strategic and cultural challenge. It requires the interaction of technology, organisation and people – and it will play a decisive role in determining which companies will be able to continue to produce competitively in the future.