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

DEVELOPING AN IMPROVEMENT PLAN

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

INTERPRETING RESULTS

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

WORKSHEET #6 – SWOT Analysis

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

WORKSHEET #7 – Capturing Value

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

WORKSHEET #8 – Potential Projects

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

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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

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