The climbing walls created by SIA “Murus” can now be found in schools, sports centers, libraries, and even company offices across Latvia — from Daugavpils to Liepāja and Ventspils. Company owner Normunds Reinbergs explains that climbing has experienced rapid growth in popularity in recent years, especially since becoming an Olympic sport. However, as the industry develops, demands for production quality, precision, and efficiency are also increasing. Therefore, the company has taken the next step in its growth by implementing a digitalized manufacturing solution.
For nearly 20 years, “Murus” has specialized in the production and installation of climbing walls, the sale of climbing equipment, and the rental of climbing walls for various events. With co-financing from the European Union Recovery Fund, the company recently acquired a new CNC-controlled milling machine with an automatic tool changer, a server, and specialized software. This solution has significantly changed the company’s daily production processes, enabling a transition from manual component manufacturing to a digitally precise and repeatable workflow.
Digitalization — the logical next step
Although the project was accelerated by support from the Investment and Development Agency of Latvia (LIAA), the idea of digitalization had already been developing within the company for quite some time. As Reinbergs explains, the company would have taken this step even without co-financing, but the support program allowed them to choose a higher-quality and more sustainable solution.
“I was already ready for this before. Without LIAA support, we probably would have chosen a cheaper option, but the co-financing allowed us to purchase a machine manufactured in Europe with accessible service and support,” the company owner explains.
Today, CNC (computer numerical control) milling technologies are widely used in woodworking, metalworking, and other manufacturing industries. However, for a smaller company, such an investment is a serious decision — it requires not only investment in the machine itself, but also suitable premises, infrastructure, and capacity.
“Looking around, it’s very clear that modern companies work with this kind of equipment. It’s the logical solution for the 21st century,” says Reinbergs.
Before introducing the CNC machine, a large portion of the company’s work was done manually. Components were drawn, measured, and cut by hand, which required considerable time and a high level of precision from craftsmen.
“When working by hand, there are always deviations — a millimeter here, a millimeter there. Then, when several parts need to fit together, those millimeters accumulate and turn into centimeters,” the company manager explains.
Precision is especially important in climbing wall manufacturing because every component must fit into the overall structure. Even small inaccuracies can affect the assembly process and the quality of the final result.
The new CNC machine has significantly reduced such errors. Once a drawing is created in the software, it can be reused repeatedly, ensuring identical results every time.
“If they are standard parts, I program everything once, and the next time I simply load the file and everything happens automatically. There’s no need to start from scratch every time,” the craftsman explains.
Speed, precision, and flexibility — but not replacing people
The digitalized production equipment has provided the company with several major benefits. One of the most important is increased production speed. CNC technology makes it possible to manufacture both standard and custom components much faster.
This is especially valuable for individual projects that require unique solutions and non-standard shapes. Previously, producing such components required extensive manual labor, while now they can be created far more efficiently.
“If you can program it quickly, the machine does the job much faster and more efficiently than a person working by hand,” emphasizes the company owner.
Material efficiency has also improved significantly. Since plywood is the primary material used, precise placement of components on material sheets helps reduce leftovers and waste.
At the same time, production quality and repeatability have improved. Previously, every component was produced individually, but now precise digital files can be stored and reused to manufacture identical components whenever needed. This is particularly useful when expanding or supplementing existing climbing walls.
Although modern technologies greatly simplify work, Reinbergs stresses that digitalization does not mean completely replacing people.
“A CNC machine doesn’t invent anything on its own. A person still has to tell it what to do, how to mill, and what the settings should be. There’s a lot to learn,” he says.
Working with such equipment also requires constant supervision. The powerful machine operates at high speed and precision, meaning that mistakes or technical problems can have serious consequences.
“In theory, you can start the machine and go do something else, but in practice you have to stand nearby and monitor it. If something goes wrong, the consequences can be very unpleasant,” he admits.
Digitalization has also created new challenges. For example, the company had to adapt its premises to accommodate the new technology and solve issues that had not previously existed.
“It’s not as simple as buying a machine and solving all problems. Every technology also requires adaptation,” the company manager emphasizes.
Digitalization must be meaningful
Reinbergs says it is important for companies to understand that co-financing projects do not mean immediate funding. Initially, businesses must make the investments themselves, and only after project implementation can reimbursement support be received.
At the same time, he believes companies should not be afraid of preparing project applications.
“Many people think it’s very complicated, but a company can absolutely prepare the project itself. A third party is not necessarily required,” Reinbergs believes.
One of the company’s conclusions is that digitalization should not become an end in itself. Technologies should only be introduced when the company is genuinely ready and when they solve specific problems.
“You shouldn’t digitalize everything just because support is available. It’s important to understand whether the company truly needs it,” the entrepreneur emphasizes.
He is convinced that successful digitalization begins with a clear understanding of company processes and needs. Otherwise, there is a risk of purchasing solutions that are not fully utilized in daily operations.
That is why “Murus” did not make the decision to acquire a CNC machine impulsively — the company spent several years analyzing its needs, researching the market, and evaluating different options.
Currently, the company continues to explore the possibilities of the new technology and improve its work processes.
Although one machine alone does not automatically open new export markets, it creates a solid foundation for further development. Digitalization has enabled the company to become more flexible, efficient, and competitive — especially important in a niche business where quality, precision, and the ability to adapt to customer needs often determine success.
“This is one part of a larger process, but it allows us to work smarter and more efficiently. We’ll see where it takes us next,” Reinbergs adds.
Latvian entrepreneurs have access to a broad range of state and European Union-funded support for business development, compiled in the unified business portal business.gov.lv and its subsite liaa.business.gov.lv. There, companies can find information about various programs — from funding for innovation and new product development, export promotion, and international cooperation opportunities to grants for business digitalization, technology implementation, and productivity improvement.
The project is co-financed by the European Union Recovery Fund (NextGenerationEU) under the 2021–2027 Cohesion Policy Programme budget. The article was produced with Recovery Fund support, and the opinions expressed are solely those of the author(s) and do not necessarily reflect the views of the European Union or the European Commission. Neither the European Union nor the European Commission is responsible for them.
