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International Life Cycle Partnership To bring science-based life cycle approaches into
practice worldwide
UNEP/SETAC Life-Cycle Initiative
Life Cycle Management Capability Maturity Model (LCM-CMM)
Building Capacity for Sustainable Value Chains
GUIDELINES
• Business context & priorities• Maturity level determines scope
– Need for new procedure or methodology– Need for standardization/ integration
• Maturity assessment helps target improvements to key areas
• Processes that deviate from average maturity identify gaps & strengths
SWOT MATRIX
Strength Weakness
Screening LCA to assess potential for organic cotton
Use strengths to take advantage of opportunities
Develop procedures to support GHG, eco- labels
Overcome weaknesses by taking advantage of opportunities
Develop supply chain environmental reporting
Use strengths to avoid threats
Assess partners for green chemistry alternatives
Minimize weakness and avoid threats
Threat
Opportunity
EXT
ERN
AL
FACT
OR
SINTERNAL FACTORS
Growth
Risk Mgmt.Positioning – Org. Development
Positioning – Org. Development
CAN ENVIRONMENTAL INITIATIVES ADD TO VALUE PROPOSITION?
•Costs- Do environmental drivers influence cost structure?•Customer value- Are we in a position to communicate environmental benefits?•Risk- Are we exposed or in a position to assume risk for a fee?•Resources & capabilities- Are we in a position to leverage technical strengths?•Market power- Are we in a position to exercise power to drive higher standards?•Information- Are we in a position to control the flow? Do customers want environmental data?
BRAINSTORM POTENTIAL PROJECTS
See companion Worksheet #7
Offer organic product line
Boiler efficiency upgrade
Implement lean practices to increase inventory turns
PROJECT SELECTIONOrganizational Realities
• Impact – Environmental and Financial– Alignment with corporate strategy & goals
• Opportunity / Available resources• Organizational development
– Build competency in critical skills– Facilitate cross- functional integration– Promote collaborations with external
organizations• Project Sponsor• Go/ No Go Decision
IMPROVEMENT PLAN
• Meet near term quantitative performance targets• Balanced with longer term organizational learning – more
reliance on process measures• Delayed impact on effectiveness!
ID# Project Description Performance Improvement Target
Organizational Development Objective
1 Upgrade steam boiler system, insulate pipes
15% reduction in energy use; < 4 yr. payback
Define procedure for GHG accounting
2 Install heat recovery on continuous wash line, monitor water use
20 % reduction in energy use; < 3 yr payback
Develop formal energy mgmt program
3 Screening LCA of organic cotton
5% increase in margin; improve market share by 5%
Draft eco- design guidelines for product engineering standards;Assess training needsAssess business oppty for organic product line
See companion Worksheet #8
ACTION LEARNING WORKSHOP
Hosted by business manager
Facilitated by LCM champion
Active learning
Feedback from work outcome
Accelerated implementation
ACTIONABLE TASKS
OPPTY ANALYSIS
CONCEPT DETAILED
DESIGNVALIDATE
LIFE CYCLEMGMT
DELIVER
S WOT
ROLES & RESPONSIBILITIES
Function Role Key informationEnvironment, health & safety
Hazard risk assessment, regulatory requirements
Waste streams, injuries, hazards, regulatory trends, stakeholder expectations
Engineering (IPD) Design of products & services Concept, design requirements, tools, technical standards
Advanced Programs Product/ technology strategy Competitive analysis
Facilities & operations Process capability, available services
Baseline data, takt time, costs, process capability
Finance Business case analysis Cost drivers, capital appropriation, value engineering
Supply management Value chain analysis Make vs buy, variety analysis, supplier capability
Sales & marketing Launch strategy Marketing trends, customer requirements, competitive data
Customer support Aftermarket strategy Customer feedback, warranty
Quality Continuous improvement Defect rates, root cause, MFA
PROJECT CHARTER
• Description of problem– Why important to customer, organization
• Improvement goal– Integration with other initiatives, measures of success
• Scope- boundaries, assumptions, constraints• Schedule & resources• Team membership• Information gaps• Reality check – Go/ No Go criteria
EVENT CHECKLIST
• Workshop sponsor & LCM champion endorse charter• Top level product system life cycle map completed• Priority environmental and social themes identified
(external perspective)• Critical technologies and processes identified (internal
perspective)• Key functional group representatives identified• EH&S technical support information gathered• Event logistics
– Conference room– Computer, A-V equipment, flip charts– Food, breaks & other creature comforts
• Pre-event awareness training
PROCESS IMPROVEMENT KAIZENTypical Agenda
Day OneGoals & objectivesTraining: Kaizen principles, process mapping, hazard identificationActivity: Map process(es), identify inputs & outputs, hazards
Day TwoTraining: Risk assessment, root cause analysis, brainstormingActivity- Rank & prioritize hazards, conduct root cause, brainstorm potential alternatives
Day ThreeTraining: Alternative selection processActivity: Investigate alternatives, implement quick fixes
Day FourTraining: Developing alternatives, financial analysisActivity: Complete alternatives assessment, apply cost accounting tool, project schedule
Day FiveTraining: Ground rules for mgmt presentationActivity: Complete report to mgmt, complete quick fixes, Make final presentation to mgmt
PROCESSES AND SYSTEMS
• What is the purpose of this process?• What are the key inputs?• What must be accomplished to go to next step?• Are there any unnecessary steps?• Where are the problems?
SUPPLIERS CUSTOMERS
PPDP(Detail Level Map)
PMT / IPT
Engineering
ConfigurationManagement
Producer
Assy & Test
Quality
Process or SystemInputs Outputs
Feedback Feedback
13
DfE DESIGN CHARRETTETypical Agenda
Day One -AMGoals and objectivesTraining: DfE principles, Product requirements, life cycle analysis, hazard identificationActivity: Map product system life cycle processes, identify & prioritize hazards
Day One - PMTraining: Risk assessment, root cause analysis, decision criteria, brainstormingActivity- Review & validate priority hazards, rank selection criteria, brainstorm potential alternatives
Day Two- AMActivity: Continue brainstorming, investigate any information gapsActivity: Rank alternatives using pre- defined selection criteria
Day Two- PMTraining: Financial analysis, value propositionActivity: Develop action plan for detailed evaluation of alternatives
LINK PRODUCT ARCHITECTURE AND PROCESS DESIGN
• What are functional requirements?• Which performance criteria constrain process selection?• Which performance criteria dictate materials selection?• Which components or sub-systems drive cost and quality?
PPDP(Detail Level Map)
PMT / IPT
Engineering
ConfigurationManagement
Producer
Assy & Test
Quality
Process DesignSub-sys 1
Sub-sys 3
Sub-sys 2
Product Design
17
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