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Significant improvements and genuine contributions for better tomorrow can be achieved when products and production processes are known in every detail. That is what Johan Lundgren, Plant Manager at the Swegon factory in Tomelilla, believes and he has enthusiastically told me about the many environmental gains coming from continuous improvements and standardisation.
The purpose of my visit to Tomelilla was twofold, to experience an impressive production site and to put the light on the stories I’ve heard about a never-ending curiosity and activity for improvements throughout the production process. Improvements which often aim to further reduce the environmental footprint from the factory.
Five years ago, Johan started his position in Tomelilla. Despite his relatively brief tenure at Swegon, he has most of the history clear in mind. The production operation trace back to the 1950’s when it commenced on a small scale in downtown Tomelilla. It later moved and settled in the 60’s in today’s location where it has expanded over time.
While the primary products manufactured are airborne products such as diffusers of various kinds, displacement units, dampers and commissioning boxes, the factory also plays a pivotal role in assembling demand controlled ventilation systems. All in all, about 700 000 units are shipped from the Tomelilla plant annually.
Let’s enter the factory
Upon entering the factory Johan makes a halt and shows a whiteboard - the focal point of the daily control meeting. For 15 minutes at the start of each day, all production and support processes undergo scrutiny. Any deviations or disruptions are meticulously identified, promptly addressed and taken care of. The latter is something Johan points out as a main contributor to the continuous improvements in Tomelilla. Very few, only minor, deviations can be left on the board in an “idle mode”, all other entries are tackled by the factory’s experts, whom have the knowledge to ensure a solid remedy, as well as the competence and authority to identify, and enlighten key management about possible improvements.
If an entry on the board is of larger scale, or in other ways critical, it is escalated to a deviation workshop, a Kaizen-event, where various competencies and specialists collaborate and strategise solutions according to Lean principles. These workshops not only seek resolutions but aim to spot improvements that can further advance set targets. In sum, the Tomelilla production process is continuous, but far from static.
Standardisation is key
We proceed with our walk through the factory, Johan describes automation and volume together with standard as fundamentals to Tomelilla’s success. However, he also points out that standard is far from simple. We pass three different spots throughout the production line where the above is clearly shown:
- At sheet cutting: The standard dimensions of the diffusers have been essential in regard to minimising metal waste, this as precise adjustments to the size of the steel sheets have given maximum utilisation. Furthermore, waste reduction has also been feasible terms of sheet thickness. Tests in the lab on site has ensured quality and functionality while millimetres have been spared – on nearly all products thanks to the standard format.
- At punching: Here, standard patterns are punched but methods for punching smaller details in the inner circle of a ring, instead of right next to it, has allowed for considerable savings of materials on the specific articles. The tiny rests are collected in containers at the site boundary and taken care of by the neighbouring recycling company. Again, standard is not necessarily simple, in this case it enables complex improvements that reduce the CO2 footprint and minimise the environmental impact from the factory.
- At painting: This kind of industry procedure is generally very energy demanding, but the use of highly efficient heat-recovery in Tomelilla reduce the energy consumption significantly. In addition, specialised "hangers" have been designed in order to optimise the painting process and enable a precisely aligned pace for assembly, painting, drying, and disassembly. This procedure further lessens the strain on the environment as numerous energy demanding start-ups and water expensive cleaning procedures are avoided.
And what does all this lead to?
Improved processes, better use of resources and the care for peoples’ competence are the satisfying outcomes of continuous improvements and standardisation. The persistent strive to be better than before and to stay with a standardised product portfolio have a direct impact on vital metrics for energy efficiency and sustainability, the latter directly leverage on the environmental product declarations (EPD’s) of the Tomelilla products, for instance.
At the end of the day
As told in the beginning, Johan is enthusiastic - about the plant and the products, and also about the role he has in the Swegon sustainability committee and the part the Tomelilla factory plays in the bigger Swegon perspective. At the end of the day, it is necessary to see both the bigger picture,to support initiatives that enhance the entire group’s sustainability work, also the continuous improvements and standardisation locally which makes a great difference.
At the end of my day, I thank Johan for a great visit in Tomelilla. Not only have I learned a lot about production processes and innovative sustainability initiatives, I have also gained a new understanding for continuous improvements and standardisation – it is not static, it is not simple.
Learn more about our sustainability initiatives throughout Swegon here.
