For Aleksandra Armata, coordinator of the Núvol system in Wrocław, there is a very significant moment in the improvement process: “when an employee proactively presents an idea, speaks openly about it, and sees it actually implemented.” That moment when someone realizes that their voice has brought about a tangible change on the factory floor is just as valuable—or even more so—than the award itself.

Gather and implement good ideas

Cloud (here for more information) is the idea-collection system for continuous improvement that has been in place since 2020 at both Industrias Alegre plants. The program presents challenges, promotes improvements, and collects ideas that are analyzed and evaluated before being implemented. The best proposals are recognized with awards on a quarterly and annual basis.

Some of them are never forgotten. In fact, when we asked Armata which award first comes to mind, he didn’t hesitate: “A proposal to install a mold descaling pump.” The idea was implemented internally, in the maintenance department, and the cost was six times lower than it would have been to purchase it from an outside supplier. Today, it is used continuously to flush the molds’ cooling circuits.

This is not an isolated case. Among the winning proposals in Wroclaw in recent years are ideas for increasing the number of parts stored per box, improvements to factory maintenance, and even the automation of a data transfer process.

Among all of them, there is one suggestion that our colleague in Wrocław remembers in particular. And not because of its sophistication, but because of its origin: “An employee had to manually move 8 metric tons of material in a short amount of time, which required a great deal of physical effort on his part.” That extreme situation led to a request to the supplier to change the way the granules were packaged.

A well-established program that remains fully relevant

Since Núvol was launched in 2020, the program has matured. There are more and more suggestions, and an increasing number of them are coming from employees in the production department. It’s also clear that there’s a group of people who participate regularly, consistently coming up with ideas. Meanwhile, there’s another group that contributes less frequently but submits particularly well-developed proposals. “Their ideas are especially well thought out and offer significant value,” notes our interviewee.

What has also changed is the perspective on the elements that can be improved. Parameters that once seemed fixed—such as the number of operators on a line, the number of parts per box, or the lack of palletizing for certain molds—are no longer set in stone. And that is, perhaps, the most profound transformation: a change in how the plant is viewed.

Núvol works because it’s backed by a rigorous process. Every idea is reviewed and evaluated based on its feasibility, benefits, costs, and risks. “If an idea receives a positive evaluation, there are no obstacles to its implementation,” says Aleksandra Armata. Ideas that meet the criteria move forward.

The Importance of Listening to the Staff

And that, when viewed from the outside, conveys a specific message. “Someone visiting our production plant perceives the suggestion system as a sign that the company is modern, listens to its staff, and focuses on continuous improvement,” our colleague reflects. A company that seeks to engage its employees and encourages reflection on quality, safety, and costs.