Small improvements, big impact

Apeer may be an industry leader in composite door design and manufacturer, but the company is determined not to rest on its laurels. We talk to CEO, Asa McGillian, who explains more about how trade partners are set to benefit from a new era of lean manufacturing.

Apeer’s Asa McGillian has been hitting the headlines of the trade press recently, as he calls for greater transparency on U value performance in the composite door sector.

The manufacturer has recently completed third party testing at IFT Rosenheim on its 70mm range, confirming a U value rating of 0.85 W/m2k, a figure that not only improves on Apeer’s official numbers but one that comes very close to Passivhaus levels of performance.

And while Asa is pushing hard for other manufacturers to be as open and honest on the performance of their doors, he is also determined to introduce ways that Apeer itself can continue to raise the bar even higher for quality, efficiency and service.

As a result, the business is now investing deeply in lean manufacturing practices – not just to improve its already advanced production facility, but to embed a culture of continuous improvement throughout its entire organisation.

“At Apeer, quality is something we can demonstrate at the end of the production line, as well as in test laboratories but with lean manufacturing, it’s also something that we’re now looking to build into everything we do – with every person, every process and every part of the business,” says Asa.

Lean in action

Originally developed by Toyota, lean manufacturing focuses on eliminating waste, simplifying workflows, and empowering people to drive change.

“For us, lean manufacturing is about more than just becoming more efficient,” says Asa. “It’s about looking across the entire manufacturing process and asking ‘How can we do this better?’ That starts with engaging our people.”

Spearheading the implementation of lean manufacturing is Apeer’s general manager (compliance) Nathan Hall. At the heart of Apeer’s approach, Nathan is instigating the concept of the ‘two second improvement’. Every employee is encouraged to find a small improvement in their workflow – however minor – that could save time, reduce rework, or improve quality. It’s this philosophy of marginal gains that Asa believes will deliver exponential results.

“Imagine 200 people, each finding just one small improvement a day,” says Nathan. “That’s the compound effect that lean is all about. Small changes, made consistently, lead to big outcomes.”

Factory floor to boardroom

While lean manufacturing naturally lends itself to production environments, Apeer is going further by embedding its principles across the organisation as a whole.

“It’s not just about machines and materials,” Nathan explains. “Anywhere we can simplify, clarify and improve – we’re doing it.”

This cross-functional application of lean manufacturing is already said to be delivering results, but the biggest impact, according to Asa, is cultural.

“When people feel they can contribute to improvement, they become more invested. They’re not just assembling a door – they’re part of something bigger. And that’s what turns a good company into a great one.”

As a company that has been servicing the industry for 30 years, Apeer has always looked to innovate and raise the bar. It’s original, 70mm, double-rebated foam filled range was ahead of the game when it was launched, with U values as low as 0.9/m2k, and in the decades since its R&D department has been operating non-stop.

The result is arguably the most comprehensive selection of doors on the market, covering 44mm, 70mm and ultra-high performance 90mm options.

Now, with the real-world benefits of Apeer’s lean transformation taking shape, customers can take advantage of enhanced production efficiency, tighter quality control and improving consistency, as well as even higher standards of customer service.

“It’s about doing the right thing, the right way, every time,” says Asa. “That’s why we’re also pushing hard for greater regulatory compliance across the industry. We believe customers deserve doors that meet performance claims – not just on paper, but in real life.”

A lean future

As Apeer continues to roll out lean initiatives, Asa is clear that this is a long-term strategy, not a quick fix.

“This isn’t just about saving money or working faster – it’s a journey,” he says. “We’re investing time and effort not because it’s easy, but because it’s right. Lean helps us keep improving, keep raising standards, and keep delivering for our trade partners.”