They say that "what you can't measure, you can't improve". Well, after measuring our indicators, it is time to get down to work.
As sustainability challenges and expectations are constantly evolving (the new CSRD regulation being a great example of this), continuous improvement is essential for companies to adapt their sustainability processes to regulatory and environmental changes; ultimately improving the resilience of the company.
Continuous improvement facilitates the identification of areas of opportunity, the implementation of innovative solutions and the optimisation of resources, resulting in more efficient and sustainable performance in the long term.
This proactive approach not only helps companies comply with emerging regulations and standards, but also allows them to anticipate future risks and opportunities.
In addition, continuous improvement fosters a culture of responsibility and commitment within the organisation. By involving all levels of the company in the pursuit of more sustainable practices, it promotes active participation and a sense of ownership among employees.
This can result in increased motivation, creativity and collaboration, driving the company to achieve its sustainability goals more effectively.

It has many variants, but the Plan, Do, Check, Act methodology, which consists of the following phases, can be established as a standard:

• Plan:

Identify opportunities for improvement and plan for change. 

• Do:

 Implement changes in a controlled environment. 

• Check: 

Evaluate the results of the changes implemented. 

• Act: 

If the changes are successful, implement them on a larger scale and standardise them; if not, adjust and retest.

The application of continuous improvement is always best seen by example:

• Context

Suppose a company manufacturing products with plastics has found that approximately 15% of plastic material is wasted due to inefficiencies in the cutting and moulding of products.

• Plan 

An internal recycling programme is prepared and the cutting and moulding processes are optimised. To this end, it is proposed:

• • Acquire and install plastic recycling machines.
  • Train employees in recycling techniques and efficient materials management.
  • Redesign the cutting and moulding process to minimise waste.

In parallel, the following indicators are defined:

• • Reduction of plastic waste.
  • Increase in the percentage of recycled material used in production.
  • Operational costs associated with the purchase of new equipment.

• Do 

Recycling machines are installed, employees are trained and the new cutting and moulding process is implemented in a pilot production line.

• Check

The indicators give the following results:

• • Reduction of plastic waste from 15% to 5%.
  • Increase in the use of recycled material from 0% to 20%.

• Act

It is concluded that the reduction of waste and the increased use of recycled material have significantly improved the sustainability of the process.
Some adjustments are detected in staff training and machine calibration, which will be part of the next PDCA "cycle".

• Improved Sustainability: 

The company has significantly reduced its waste and increased the use of recycled materials, improving its environmental impact. 

• Reduced Costs: 

Waste reduction and the use of recycled material have reduced raw material costs. 

• Reputation and Competitiveness: 

The company has enhanced its reputation as a sustainable manufacturer and gained new environmentally conscious customers.