1. Life Cycle Management a Business Guide to Sustainability Training Session 2 of 4 November 2006

2. Life Cycle Management Training - Outline
Introduction to LCM
First session
How LCM is used in Practice
This session!
Communicating LCM Results
Third session
LCM and Stakeholder Expectations
Fourth Session

3.  done Introduction to LCM Previous session
Learning Objective: Understand the theoretical basis of life cycle management & its history
What is a life-cycle? Impacts & value created along the life cycle of a product or service
Definitions
History
Use
Why LCM is needed in business and in government?
Drivers
What does LCM encompass?
What are the unique aspects of LCM?
Group exercise
Break for coffee & refreshments
Introduction to LCM
Previous session 
Here is a reminder of what we learned, discussed & accomplished in the previous session...
done

4. A process for implementing LCM
Learning Objective: Understand the practical aspects of LCM in policy development & business operations, through discussions of how to integrate it into decision making & through case examples
Life cycle management
Definition & Benefits
LCM involves…
Learning from a range of examples
A process for implementing LCM
Plan – Do – Check – Adjust
A focus on design
Further examples to illustrate
Group exercise
Break for lunch
How LCM is used in Practice
This Session!
Here is our agenda for this session, and a statement of learning objectives – The session will last no longer than 2.5 hours

5. Why communicating LCM? To whom?
Learning Objective: Provide a good understanding of communication tools and strategies. Why and how can they be valuable to business?
Why communicating LCM? To whom?
Definition and scope, drivers, target groups of communication
Communication toolbox
Main features and link with LCM Examples and diffusion of tools
Case-studies
Sector-specific drivers Communication strategies Combination of tools
Group exercise
Break for coffee & refreshments
Communicating LCM Results
Third Session
Here is a preview of the agenda for the third, upcoming, session - - to give you an understanding of what we’ll cover next

6. Why Engage Stakeholders? Identifying Stakeholders
Learning Objective: Understand how to identify stakeholders, as well as their priorities & concerns
Why Engage Stakeholders?
Identifying Stakeholders
Potential Stakeholders
Ask the right people
Ranking
Importance of Including Stakeholders
Risk Avoidance
Opportunity Creation
Case example
Group exercise
Break for lunch
LCM and Stakeholder Expectations
Fourth Session
Here is a preview of the agenda for the fourth session - -

7. LCM as part of Good Practice
Consider the following questions throughout this session:
What are the major obstacles to incorporating LCM into your organisation?
Who in your organisation would you like to engage around a LCM initiative?
What are the top five impact areas of your operations?
Where are the greatest opportunities for your organisation in this area?
What are the major risks for your firm and your industry in this area?
Consider these questions as we go through these slides & be ready to discuss at the end of this session

8. GETTING STARTED GROUP DISCUSSION –
Spend 10 minutes engaging the participants. Ask them to think for one minute about how they would define LCM to a new person, and what they would say is valuable about LCM. Once participants have had one minute to think, ask for volunteers to state their ideas out loud... allow for questions and clarifications. Alternatively, ask participants simply to write their answers, and keep them.
Be sure to ask the same question at the end of the session – again, either have participants think about an answer and then state ideas to the group, or quietly write their answers/ideas... They can compare what they thought (or wrote) at the beginning of this session to what they think (or write) at the end.
GETTING STARTED

9. Life Cycle Management is…
… the application of life cycle thinking to business practices, with the aim to systematically manage the life cycle of an organisation’s products and services
… the systematic management of product and material life cycles, to promote production and consumption patterns that are more sustainable than the ones we have today
…a flexible integrated, management framework of concepts, techniques and procedures to address environmental, economic, and social aspect of products, procedures and organisations
To close the GROUP DISCUSSION give participants one minute to read this written definition... Or read it aloud to them. Then move on to the next slides, which describe how organisations can implement LCM

10. LCM – Putting it into Practice
Objective
Understand fundamental elements & steps an organisation needs to get started putting LCM into practice
Cornerstones
Any organisation can apply LCM
One doesn’t have to start at the top
LCM involves all levels of an organisation
Be sure to look beyond traditional boundaries
How
Plan – Do – Check – Adjust to continually improve!
This slide outlines what will be covered in the next section of this Session. Each of these items will be discussed in detail in the next slides.

11. 1. Any organisation can apply LCM
Any organisation can apply LCM from the smallest vendor to the world’s largest corporations. How each organisation structures and pursues LCM will vary greatly, especially in regard to speed and focus.
LCM is a dynamic process; organisations may start with small goals and objectives with the resources they have and get more ambitious over time. Organisations should not “jump into” advanced tools or complicated, data-intensive programs, but can instead take a step-by-step approach – begin with developing a life-cycle perspective and finding reasonable possibilities to improve the environmental characteristics of a product, a process or a service.
Over the next few slides we will discuss the best practices for applying LCM which applies to any organisation looking to adopt it.

12. 2. One doesn’t have to start at the top
Wherever one starts on the spiral of improving their performance the critical aspect is the act of pursuing improvements.
To be successful there are some important contextual considerations one has to start with. First, LCM has to involve many levels of the organisation and second, organisations have to be willing to reconsider how they define the scope of their impacts.
With these elements in place organisations can then start to pursue the plan>do>check>act/adjust/improve cycle

13. 3. LCM involves all levels of an organisation
Note to Trainer: Tools listed outside the circle in this figure are only examples – change them to suit the tools your audience is using, or is familiar with – Draw other examples from the many tools and approaches presented in the slides in Session I
There are several conditions to try to foster when implementing a LCM program. (1) Involving all Departments; (2) Management Support & Interest; (3) Engaging all Employees:
(1) Involving all Departments - - An LCM initiative may impact all functions and departments of an enterprise. For example, a design-for-environment program will be less able to implement new design ideas, without support from procurement and marketing... You can see that a decision to change the material composition of a product not only affects the environmental aspects of a product, but also procurement of supplies, marketing of that product to customers, as well as distribution logistics, perhaps packaging and storage, among others. Therefore, communication and sharing ideas within and across departments in an organisation is key to LCM. Communication and interaction helps generate a range of news ideas, and helps push ideas into realization. Be sure, also, to recognize the environmental and social initiatives which already exist in various departments. Involving all departments in LCM means learning from what has gone before.
(2) Management Support & Interest - - Introducing LCM in a company, it is ideal if it is a top management decision and is according to the company’s policies and strategy. Continued support from top management during implementation of LCM is also needed. The full support of the Management requires in practice:
Necessary resources have been set aside for the LCM initiative including time and educational resources.
Management of the organisation actively participates in setting up the strategic goals.
Explicit communication throughout the organisation regarding the ambition level and goals.
Ideas and suggestions of the employees involved are taken seriously.
(3) Engaging all Employees - - Participation of a range of employees ensures that the LCM initiatives will be deeply rooted in the organisation
and that the focus will be on concrete improvements to a product’s environmental profile, rather than unco-ordinated programs and data collection that is not part of systematic improvement plan. Furthermore, broad participation ensures that the LCM program doesn’t ‘die’, if a key employee involved leaves the organisation.
Source: A UNEP Guide to Life Cycle Management, UNITED NATIONS PUBLICATION, DTI/0889/PA, ISBN:
Life-cycle based environmental policy & product strategy
From: Life Cycle Management - A Business Guide to Sustainability. UNEP/SETAC, 2007.

14. 4. Look beyond traditional boundaries
To capitalise on opportunities and make meaningful improvements, organisations can look beyond traditional boundaries of facilities, and expand collaboration and communication to suppliers, customers, employees and communities, peers and other stakeholders in the value chain. In this way, organisations accept that impacts of their operations, products or services may occur well outside of their traditional sense of their responsibility – while this of course creates some challenges it also creates opportunities.
Supporting Case Study, “Good Coffee” - see “Case Studies and Resources” section of manual – It illustrates how social issues along the life cycle of coffee are considered, and addressed
[CLICK]
Particular areas to consider include:
The product life cycle: flow of materials from acquisition of raw materials to production, transport, use and disposal.
The market: a value and currency flow from the consumer to the producer.
Communication and cooperation in form of exchange of knowledge and experience.
From: Life Cycle Management - A Business Guide to Sustainability. UNEP/SETAC, 2007.

15. Implementing LCM: the Plan-Do-Check-Act cycle
Continuous Improvement
We have learned LCM is a dynamic process... How to Implement LCM? Consider a Plan-Do-Check-Act approach, as followed by many other types of management systems. Aim for an approach that enables continuous improvement over time, and progress that employees, customers and others can get enthusiastic about!
A Plan-Do-Check-Act cycle provides an organisation with a systematic approach to management along the product life cycle.
Supporting Case Study, “Involving the supply chain in Peruvian Mining Activities”, in “Case Studies and Resources” section of manual - provides insight into the implementation of an environmental management system, and the Plan-Do-Check-Act approach which is recommended for LCM
From: Life Cycle Management - A Business Guide to Sustainability. UNEP/SETAC, 2007.

16. Implementing LCM: the Plan-Do-Check-Act cycle
STEP ONE – PLAN
Set Policies
Organise
Survey & Research
Set Goals
PLAN: Identify your current level of ambition, ensuring that you have the appropriate resources – namely management support – survey impacts and opportunities for improvement, and set goals.
Set policies – determine the ambition level of the organisation
Organise – get engagement and participation
Survey and Research – identify key environmental and social impacts and opportunities and decide where the organisation wants to be.
Set goals – select an area/s where the efforts will be directed, determine goal(s) and make an action plan
Source: A UNEP Guide to Life Cycle Management, UNITED NATIONS PUBLICATION, DTI/0889/PA, ISBN:
Plan

17. Implementing LCM: Plan-Do-Check-Act
STEP ONE – PLAN
Set Policies
Ambition Level
Internal readiness/commitment to continuous improvement
Life cycle improvement of products
Environmental profiles of products
Organise
Survey & Research
Set Goals
LCM has to be part of an organisation’s policies so its importance rings through all management levels. LCM policies should be visionary and long-term while also being realistic and concrete, parallel to its level of ambition. However, in absence of all this – START SMALL. Focus on one project, such as greening purchases of office supplies, or purchasing offsets for energy use, or making public statements or commitments to improve their performance. Later, build on experiences and successes to graduate to higher levels of ambition and commitment.
Set goals according to the level of ambition to ensure conformity between policy and actions. Consider three different levels of ambition, to help you understand where you might begin:
Internal readiness/commitment to continuous improvement This level signifies awareness that environmental and social improvements can be made using management frameworks such as ISO 9001 and/or ISO 14001, and that a commitment to improvements is the first step to a more integrated system
Life cycle improvement of products
An organisation understands the value of addressing its products beyond the manufacturing level, for instances in materials acquisition, use of the product, distribution and end-of-life
Environmental profiles of products
A step further by reporting and marketing activities and thereby creating general organisational successes, e.g. eco-labelling
Source: A UNEP Guide to Life Cycle Management, UNITED NATIONS PUBLICATION, DTI/0889/PA, ISBN:
Plan

18. Implementing LCM: Plan-Do-Check-Act
STEP ONE – PLAN
Set Policies
Organise
Survey & Research
Set Goals
Ideas To Get Started
Ask all department heads
Where important issues lie
Where there are opportunities
What has been done in the past
Create a team of interested people
Experience with LCM and other management systems shows the value of having interested, enthusiastic people at all levels of the organisation. As an example, the success of Interface Flooring and Patagonia’s sustainability efforts can be directly linked with the ability of their leader’s to infect others with the power of their visions and commitments.
EXAMPLE: E’Terra Inn is a 6 room Inn located on a picturesque lake in Southern Ontario Canada. When it was constructed the owner was committed to the principles of Green Building and was determined to minimise the impact of the building’s construction on the local environment. As a result every piece was carefully selected from the source of materials (to minimise transportation impacts) to the local natural plants placed in the garden (to eliminate the need for an irrigation system). Even though this was a small scale project the care and commitment the owner showed was critical in “going against the grain” to find sometimes unconventional solutions that would improve the final result: minimise the Inn’s impact, create a unique and popular travel destination, and minimise costs of the Inn’s operation & maintenance.
Plan

19. Implementing LCM: Plan-Do-Check-Act
STEP ONE – PLAN
Set Policies
Organise
Survey & Research
Environmental impacts
Market / commercial conditions
Partners
Set Goals
There are two ways to get lost. One is not to know where you are going, the other is not to know where you are starting from
- anonymous
“There are two ways to get lost. One is not to know where you are going, the other is not to know where you are starting from” - anonymous
Look for existing information that helps you outline current performance: where the largest environmental or social issues/impacts are, and what opportunities exist to improve or change.
Many companies already posses information on the impacts of their production process and operations, but are uncertain of how to expand their understanding. Some may find it useful to think in terms of products rather than processes to identify material flows through the entire life cycle system. This would include impacts/issues associated with suppliers, purchased materials or components, storage and distribution, use of the product, and waste streams. Further, it is useful to leverage the insights of external stakeholders – reach out to academics, policy makers and interest groups, which can often act as quasi leading indicators of future areas of concern. Specifically, aim to gather the following types of information to define your current performance:
Environmental Impact
Life Cycle Phases – where are the most important environmental and social impacts? (SEE MET MATRIX ON NEXT SLIDE)
Technology – is new technology available or being developed that can reduce the impacts?
These can be assessed quantitatively or qualitatively (For an example of how this can be done see the Materials, Energy and Toxics Matrix Tool in the Delegates Manual)
Market or Commercial Conditions
Supply – what is characteristic of the product’s profile?
Demand – how important is the social and environmental awareness of consumer?
Value – what advantages are achieved by adding positive environmental and social characteristics as an extra product quality?
Partners
Product Chain – are suppliers, retail stores, or others interested in collaboration on environmental and social initiatives?
Authorities – what are the demands of authorities? What support programs do they have in place?
Within sector – what are competitors doing? Codes of conduct within the trade?
Consumer Associations – what are their interests? What are their values?
Source: A UNEP Guide to Life Cycle Management, UNITED NATIONS PUBLICATION, DTI/0889/PA, ISBN:
Plan

20. STEP ONE – PLAN Survey & Research key environmental impacts
Material Cycle
Input/Output
Energy Use
Toxic Emissions Output
Production and Supply of all Materials and Components
In-house production
Distribution
Use
Operation
Servicing
End-of-life system
Recovery
Disposal
The Materials-Energy-Toxic Substances Matrix
The MET Matrix is a means of organising information about a product’s environmental impacts for analysis. It is one example of a simple, qualitative tool organisations can use to summarise information on the environmental issues of a product, throughout its life cycle. The purpose of the MET Matrix is to identify “hot spots” of environmental concern that require further investigation, and “cool spots” for new, innovative solutions.
Motorola - - Motorola use this qualitative matrix tool to identify design-for-environment opportunities. Over time, Motorola has observed that designers have started to recognize and consider all aspects of the life cycle throughout the design process, which leads them to new ideas and solutions which enhance product performance. Motorola also conducts more quantitative LCA matrix for use in the detailed design phase.
Before using the MET matrix:
Define the system boundaries for the product – define what exactly will be included in the product system and what will not. This should also focus on auxiliary products and consumables associated with the total life span of the product.
Perform a needs analysis – This involves two central questions:
How does the product fulfill the needs it is meant to satisfy? And Can a system be developed to fulfill the same needs in a radically more effective and efficient way? This is not to imply that you will aim to radically change the whole premise of your business each and every time you consider a product design BUT questions like this get the product design team thinking beyond the usual – outside the box – more often.
Now, use the MET matrix...
The Material Cycle column is for information on environmental problems concerning the input/output of materials – This column is where the team would record information on:
Non-renewable materials
Materials that create emissions during production
Incompatible materials
Inefficient use or lack of re-use of materials/components in all five stages of the product life cycle
The column on Energy Use is for information regarding energy consumption – This column is where the team would record information on:
List inputs of materials with an extremely high-energy content in the first cell
Include energy consumption for the product itself as well as for transportation, operating, maintenance and recovery
Include exhaust gases produced as a result of energy use
The Toxic Emissions column identifies emissions that are potentially toxic to land, water and air.

21. Implementing LCM: Plan-Do-Check-Act
STEP ONE – PLAN
Set Policies
Organise
Survey & Research
Set Goals
Relevance
Potential
Influence
Building on the policy, engagement across the organisation and findings from research, establish goals. Consider:
Relevance: Where are the most significant environmental or social problems in the product’s life cycle?
Potential: Where is it possible to achieve environmental and social improvements?
Influence: Where can the enterprise make a difference?
An enterprise may have several opportunities for improvements, and should choose several initiative areas to involve many departments across the organisation – for example, procurement and logistics, marketing, product development.
Aim for concrete goals and action plans – define who will be responsible for what action, and by when.
EXAMPLE – BIG GOALS: Interface Flooring set a “Mission Zero” goal: “Every creative, manufacturing and building decision we make will move us closer to our goal of eliminating any negative impact our flooring and fabric companies may have on the environment by the year 2020.” (
EXAMPLE – SMALL GOALS: Fulcrum Consulting a small firm in England decided to set the goal of reducing their carbon emissions by the equivalent volume of their office building. Over 100 days through a number of activities including raising awareness, turning off lights they were not using, and purchasing more energy efficient equipment, they achieved their goal. When asked about their accomplishment Susie Diamond, Building Physics Engineer commented “We are proud of the changes we have made to our company in 100 days and are keen that it won't stop here. We have shifted our purchasing and disposal habits as an organisation and taken steps to reduce wastage and cut our energy bills. These are intended as permanent changes and we are setting targets to further reduce our environmental impact over the coming years.” (
Supporting Case Study, “Green Management as Sony” in “Case Studies and Resources” section of manual – includes specific goals the company set for improving product life cycle performance... There are explicit targets to reduce product weight, number of parts used, and to increase proportion of recycled materials within the products, to use halogen-free materials
Plan

22. Implementing LCM: Plan-Do-Check-Act
STEP TWO – DO
Make environmental improvements
put the plan into action
Report
document the efforts & their results
It is now time to “do” - - To review, we have talked about how to lay the foundation for effective action (first, you don’t need to start at the top; next, you do need to look beyond the traditional boundaries of operations to find impacts, opportunities and risks; next comes initial phases of the Plan-Do-Act cycle, the planning, during which it is important to make a clear commitment, get people engaged, specify impacts, risks and opportunities for improvement, and set goals for making improvements). With these elements in place it is now time to ‘Do’.
Practical results create credibility, enthusiasm, and active support for a product initiative and help to ensure continued support as one increases their ambition. From accomplishments such as increasing the recycled content of paper used in the office, to reducing waste water in the production process, or dematerializing a product, what is important is setting clear goals, achieving them, communicating lessons learned and setting the next round of goals.
Supporting Case Study, “3M - a pioneer in LCM”, in “Case Studies and Resources” section of manual – shows how LCM is supported at 3M by “technology study reports and success stories” which promote the sharing of new environmental/health/safety ideas and results within the 3M technical community
The “do” part of the cycle can include both “easy rewards” and new challenges to tackle, For example, what if an EU directive that required a company to take back all its scrap comes into force in one year? Such a demand would, of course, be added to an enterprise’s list of initiative goals and an action plan. The company could implement life cycle thinking to engage a re-design of the product to meet the requirements of the EU directive, including easier recycling, easier disassembly, new materials selection, etc.
Source: A UNEP Guide to Life Cycle Management, UNITED NATIONS PUBLICATION, DTI/0889/PA, ISBN: Do

23. Implementing LCM: Plan-Do-Check-Act
To keep the enthusiasm and commitment of management and employees, document achievements and challenges. Make these public whenever feasible as it adds credibility, captures the interest of customers and other stakeholders, lets interested suppliers know where to find you and keeps momentum! Documentation also lends support and credibility when answering inquiries from customers, suppliers, investors, government agencies. The form of documentation depends upon the ambition level in the enterprise. It is advantageous for enterprises to have some insight into the environmental and social impacts the enterprise’s stakeholders prioritise, so that communication can be aimed at this group. Take a look at what your competitors, and peers are documenting on their website or annual reports.
How to Document?
State environmental goals, progress towards goals, and success stories within corporate annual reports
Press releases, news paper articles or interviews with media
Product labels
Supporting Case Study, “Green Management at Sony” – see “Case Studies and Resources” section in manual – It illustrates how the company examines the entire life cycle of a product, in order to identify points in the life cycle at which environmental impacts are greatest, and thus, priorities for improvement
Product brochures, or informational pamphlets
What to Document?
To what degree has the energy consumption of the product in the use phase been reduced?
How much of the product can be recycled?
To what degree and how has transport been optimised?
How much energy was consumed during production of the product?
The topic of Communication is covered in detail in Session III of this Training – Glance ahead in your Training Manual! Or look for examples in the Case Studies and Resources section of your Manual Do

24. Implementing LCM: Plan-Do-Check-Act
STEP THREE – CHECK
Evaluate
Revise
revise policies and organisational structures as needed
Having, evaluated the initial situation, set goals, initiated a plan to achieve them, and reported your efforts to stakeholders, an organisation is now in a position to consider their accomplishments and learn from their mistakes. The types of questions one might ask at this phase would include:
What worked and what did not?
How can the effort be improved?
Should more of the employees be involved in the initiative?
Should the efforts be focused in a different direction?
Were the appropriate means and methods used?
Should more partners be involved?
Should the level of ambition be raised? Do

25. Implementing LCM: Plan-Do-Check-Act
STEP FOUR – ACT
Act. Adjust. Improve
Take it to the Next Level!
On the basis of experience, redefine and update goals:
Begin a new round of planning, doing and checking. Always, keep focusing on achieving concrete environmental and social improvements to the product and supporting operations or services.
Begin (or continue) to broaden relationships in the product chain – it is much easier to develop a base of knowledge if there is good cooperation and an atmosphere of trust among producers, suppliers, retail store owners, disposal facilities and other stakeholders in the product chain.
Make the choice to increase ambition. This can be as simple as expanding the scope of their existing policies or as aggressive as establishing “Big Hairy Audacious Goals”.
EXAMPLE: “Boeing sets BHAGS that are so audacious that they literally bet the company. When the built the 707, they did it in light of an industry view that the jet was not the right plane for the airline industry, no-one else is doing it, and Boeing said, ‘We’re going to build it,’ and they did. And it was successful, and it transformed the airline industry.” Note the Boeing 707 commercial passenger jet airliner was developed by Boeing in the 1950s. Although not the first commercial jet in service, it was a huge market success and is credited as ushering in the “Jet Age”. Sony also set a BHAG: Change the worldwide image of Japanese products as poor quality; create a pocketable transistor radio. (Source: Professor J. Porras, Lane Professor of Organizational Behaviour and Change, Stanford University Graduate School of Business. Co-author with James C. Collins of 'Built to Last: Successful Habits of Visionary Companies‘, 1994). Do

26. Implementing LCM: Plan-Do-Check-Adjust
Continuous
Improvement

27. Case Studies
The following case studies provide examples of how companies are coordinating different concepts and tools amongst departments – to create an LCM approach, or to move toward LCM. The Ciba Chemicals and Utz Kapeh Coffee case studies illustrate how companies are also targeting improvements in their supply chain.
If desired, walk participants through some or all of the following case studies. Ask questions of participants. Encourage discussion of the different strategies/concepts, systems/processes, programmes, tools/techniques, and data/information elements present in each case study and how the link amongst departments in an organisation. Tie the discussion back to:
1) the elements of LCM introduced in Session I
2) the specific concepts, programs and tools in place in the participants’ own organisations, or which they have observed at other organisations, or their ideas for new initiatives in their organisation
3) the case studies written in the manuals
Do not try to cover all case studies. Pick those most relevant to the audience (by sector, by concept or tool, by size or geography). Add other examples meaningful to the audience. Ask the participants to talk about other examples they have seen or heard. Discuss whether, and why, these are illustrative of LCM or elements of.

28. Case Study – Mercedes S-Class
Design
Considered the whole life cycle of the car including:
Production of materials and components
A service life of 300,000 km
Disposal
They considered 40,000 individual processes
They used a life cycle assessment software (Gabi 4.0) to consider 200 input and 300 output parameters
This case study demonstrates eco-design...
Life Cycle Management entails coordinating many existing, effective tools to establish systematic management of the life cycle of products and services, that will enable the organisation to continually improve its environmental, economic and social performance. LCM should be, in the end, a flexible integrated, management framework of concepts, techniques and procedures that promote innovative production and consumption patterns more sustainable than those in place today. Therefore, to establish LCM, organisations pick and choose tools and concepts (introduced in Session I) that are appropriate to their operations, top environmental concerns, pressing social challenges, current customer interests, emerging market opportunities, internal level of ambition and other factors. Eco-design, or design-for-environment, is one such concept. When coordinated with other tools, in other departments of an organisation (e.g. supply chain management in the purchasing department, or life cycle costing in the financial department), it is a key element of LCM for many companies.
EXAMPLE: The development process for the S-Class (“Design for the Environment”) met all criteria described in the international guidance document ISO TR14062, for the inclusion of environmental aspects in product development. The environmental analysis – or “environmental balance” – included the entire life cycle of the new S-Class, from the production of materials and components to a service life of km, and disposal. In order to establish this environmental balance the Mercedes specialists considered over individual processes. The overall results included a total of more than 200 input parameters (resources) and around 300 output parameters (emissions). A full life cycle assessment was initiated according to standards ISO using a life cycle modelling software (Gabi 4.0 software).

29. Case Study – Mercedes S-Class
Mercedes Benz Environmental Certificate p. 16 ww.daimlerchrysler.com/Projects/c2c/channel/documents/776132_environmental_certificate_s_class_w221.pdf

30. Case Study – Mercedes S-Class
Results
The first car with an environmental certificate
Exceeds EU NOx and hydrocarbon emissions regulations by 85 and 75%
Improved fuel efficiency and noise reduction
Used water based paints to reduce solvent emissions
Meets both 2006 and 2012 EU recycling rate requirements
The S-Class models of Mercedes-Benz are the World’s first automobiles with an environmental certificate (of 44 pages) confirming the environment-oriented product development of this car, during which significant progress was made in numerous ecological important areas. For example, the exhaust emissions of the new S 350 are 85% below the current EU limit for nitrogen oxides and 75% below the EU limit for hydrocarbons. In addition, fuel consumption is reduced by 9%, and driving noise is reduced with 2 decibel (dB(A)). Use of water-based paints and water-borne fillers sharply reduces solvent emissions. Nanotechnology is used for the coating to give a surface more resistant to scratching than before.
Further, Mercedes Benz offers a service to its customers – “Eco Driver Training”. The training can reduce fuel consumption by an average 15%. The diesel models can be operated with SunDiesel fuel.
The materials for the new S-Class have been selected to meet both the recycling rate of 85% valid in EU from 2006 but will also comply with the 95% overall recycling rate applicable from More raw materials than before are made from natural or recycled resources.

31. Case Study – 3M Why is 3M using Life Cycle Management?
3M produces close to 500 new products every year
In the 1990s started managing all aspects of a product from idea phase through to use and disposal
According to 3M’s CEO
“[Life Cycle Management is] a commitment we must embrace to maintain our environmental leadership and to strengthen our competitive position”

32. Case Study – 3M How is 3M using Life Cycle Management?
3M uses a matrix to identify the impact of products or processes over their entire life cycle

33. Case Study – 3M How is 3M using Life Cycle Management?
They use this to identify both product risks and opportunities
Risks: hazards of the product, degree of uncertainty and feasibility to control exposure
Opportunities: address solutions to these issues
How is 3M using Life Cycle Management?
3M uses a matrix to identify the impact of products or processes over their entire life cycle

34. Case Study – BASF BASF has “Socio-Eco-Efficiency Analysis”
(SEEbalance®) tool
They use Eco-Efficiency Analysis or SEEbalance® for:
Strategic decisions on investments, products and markets.
Comparison of production sites and markets.
Prioritisation of research and product development.
Discussion with opinion makers in political decisions.
Marketing, support to external customers and social acceptance of products.
For communication issues e.g. corporate sustainability reports.
LCM is... :
... “the application of life cycle thinking to business practices” – BASF uses data from the SEEbalance tool to inform strategic business decisions. It applies life cycle thinking to business practices
... “with the aim to systematically manage the life cycle of an organisation’s products and services... to promote production and consumption patterns that are more sustainable than the ones we have today” – BASF in this case uses SEEbalance to compare different product scenarios (and process scenarios), to foster improvement, to prioritise research & development
BASF’s tool analyzises products from the end customer’s angle and weights the economic, ecological and social aspects equally. Examples of the output are on the next slide.

35. Case Study – BASF
The output of the tool provides BASF with comparisons of products on a number of criteria

36. Case Study – BASF Success factors at BASF: Top level commitment
Combination of LCA, LCC and social aspects.
Quantitative results with a clear assessment.
Simple and impressive illustration of results
Possibility of scenario- and sensitivity analysis
Short timeframe (2 month) and low costs for the analysis (<30,000 €).

37. Case Study – Green Management at SONY
Goal Setting
Environmental performance goals are established in divisional annual business plans through to company wide long term goals
SONY uses an eco-efficiency equation to track progress
Eco-Efficiency = Sales / Environmental Impact
Goals include:
Reduced product weight
Reduce Number of parts used
Increased proportion of recycled materials
Banning of mercury and lead solders
Use of halogen-free materials
Impacts are considered and tracked throughout their life cycle
They also support corporate social responsibility and have a supplier code of conduct
A Plan-Do-Check-Act cycle is recommended for structuring LCM in an organisation. A key part of “Planning” includes setting meaningful goals for improvement.
SONY’s approach illustrates goal setting, and examples of product-focused goals which cover the life cycle of the product...

38. Case Study – Green Management at SONY
SONY believes it is critical that customers are able to factor environmental considerations into purchase decisions. Therefore, SONY informs customers about the environmental performance of products using an “Eco Info” mark.
Source:

39. Case Study – Hartmann Group
Produces egg, fruit, and industrial packaging mainly out of recycled paper
Have been using Life Cycle Management since 1997
Developed and use the Systematic Tool for Environmental Progress or STEP®-model
Carry out LCA for all major products
Gives an overview of all environmental aspects and drives business decisions from planning to sales
In 2006 introducing a supplier assessment concept
Life Cycle Management... Reflect on the strategies/concepts, systems/processes, programmes, tools/techniques, and data/information elements presented in Session I (remind participants they can look back to slides in their manuals) – Identify, and discuss, how many of these are mentioned in the Hartmann example:
The Hartmann Group produces packaging for egg, fruit and industrial products mainly based on recycled paper. The company conducts life cycle assessments on major products, by also have a tool for modelling “environmental progress”. Hartmann has around 2,600 employees in 21 countries worldwide and have an annual turnover of about 1½ billion €. Hartmann has also a long tradition for preventive environmental initiatives, and in 2002 Hartmann received the European Commission’s Management Award for Sustainable Development. Hartmann is member of World Business Council for Sustainable Development (WBCSD) and has joined the United Nations Global Compact. Nine production sites are certified according to ISO for environmental management systems, and five production sites are certified according to OHSAS for occupational health and safety management.

40. Case Study - ABB
ABB has integrated sustainability into every aspect of its business including:
Product Development
Suppliers
Production
Material Flows and Wastes
LCM is...:
“… the application of life cycle thinking to business practices” – ABB has integrated life cycle thinking into product development, supply management, production/manufacturing
“…a flexible integrated, management framework of concepts, techniques and procedures to address environmental, economic, and social aspect of products, procedures and organisations” – ABB’s framework includes: life cycle analysis, life cycle costing tools, published/certified Environmental Product Declarations, a set of minimum standards for suppliers and a process for qualifying them, management systems at all manufacturing sites, tools to track waste/emissions/flow of materials throughout the company, goals to phase hazardous substances out of manufacturing
ABB is a global leader in power and automation technologies that enable utility and industry customers to improve their performance while lowering environmental impact. ABB has about employees in more than 100 countries and had revenue of 22.4 billion $ in 2005.
Product Development:
A lifecycle perspective is required in all product development
Provide guidelines and tailored life cycle analysis and life cycle costing tools
As part of this have undertaken over 100 Life Cycle Assessments many of which were further developed into Environmental Product Declarations.
Suppliers
A Supplier Qualification Process ensures that suppliers meet defined minimum standards
Production
Management Systems have been established at all manufacturing sites
Material Flows and Wastes
Waste, emissions, and flow of materials are tracked throughout the whole company
Use of hazardous substances are being phased out of manufacturing

41. Case Study – Procter & Gamble
Produce a wide array of products from batteries to snack foods
Assess the sustainability of products using their own Product Sustainability Assessment Tool PSAT
Social responsibility.
Risks and benefits for consumer/society.
Human safety.
Social responsibilities along the supply chain.
Environmental profile.
Environmental safety.
Solid waste management.
Resource efficiency.
Risk reduction efforts.
Economical development.
Company economic aspects
Consumer/society economic aspects
The multinational Procter & Gamble Company is committed to sustainability. In all years , Procter & Gamble was ranked first in the consumer, non-cyclical market sector of the Dow Jones Sustainability Group Index, and P&G is also an original charter supporter of the Global Sullivan Principles of Corporate Social Responsibility.
P&G, as one of the business pioneers in Life Cycle Assessment (LCA), is introducing a Product Sustainability Assessment Tool (PSAT) for assessing sustainability profile of new products. It looks holistically at systems, considers the whole life cycle and addresses science-based data and perceptions. It may guide on design choices, help communicate data and identify opportunities and potential issues/risks.

42. Case Study – Procter & Gamble
PSAT provides output metrics in the following forms
Swiffer is a floor sweeping product...

43. Case Study – Ciba Specialty Chemicals
Ciba has operations in 22 countries with a number of these in Less Developed Countries
They maintain an environmental, health, and safety standard that they apply to all of their operations regardless of where they are located
Covered by this are issues of: human rights, child labour, bribery, employee and community health and safety, as well as standard EHS considerations
Depending on the violation this may result in the termination of a contract or assistance to help the supplier meet the criteria
Life Cycle Management entails coordinating many existing, effective tools to establish systematic management of the life cycle of products and services, that will enable the organisation to continually improve its environmental, economic and social performance. It has been said, already, that to establish LCM, organisations pick and choose tools and concepts (introduced in Session I) that are appropriate to their operations, top environmental concerns, pressing social challenges, current customer interests, emerging market opportunities, internal level of ambition and other factors. Supply Chain Management is one such concept. When coordinated with other tools, in other departments of an organisation (e.g. eco-design in the product development process, or life cycle costing in the financial department), it is a key element of LCM for many companies.
Ciba has committed to meeting a standard of performance, but also holds its suppliers to this same level of performance

44. Case Study – Utz Kapeh Certified Responsible Coffee
Certifies socially and environmentally responsible coffee production and sourcing
Establishes a set of criteria for responsible and efficient coffee growing practices including:
Environmental: minimising and documenting use of agrochemicals, water management, and food safety
Social: protection of labour rights and access to health care and education for employees and their families
LCM is...:
“… the systematic management of product and material life cycles, to promote production and consumption patterns that are more sustainable than the ones we have today” – Utz Kapeh coordinates efforts amongst actors along the coffee supply chain, to optimise improvements and solutions
The foundation ”Utz Kapeh”, meaning ”good coffee” in a Mayan language, was formed by three Guatemalan coffee producers and the Dutch coffee roaster company Ahold in It is independent, worldwide, non-for-profit organisation with the aim of developing a program to guarantee responsibly grown mainstream coffee as a mean of recognizing and differentiating progressive growers. An office was opened in Guatemala in 1999, and it’s headquarter in The Netherlands was established in 2002.
Utz Kapeh’s worldwide certification program sets and implements the global standard for socially and environmentally responsible coffee production and sourcing. It is the fastest growing coffee certification program in the world. Utz Kapeh assures the social and environmental quality in coffee production that coffee drinkers expect. The Utz Kapeh certification provides the answer to two key questions:
Where does the coffee come from?
How was it produced?
A web-based ”Track and Trace System” follows the certified coffee though the chain from grower to roaster. This gives buyers insight into where their coffee really comes from. Utz Kapeh’s “Chain of Custody” criteria assure that certified coffee is not mixed with non-certified coffee.
The certification program is based on a 32 pages long “Code of Conduct” with a set of social and environmental criteria for responsible coffee growing practices and efficient farm management. It includes elements such as standards for recordkeeping, minimised and documented use of agrochemicals for crop protection, water management, food safety, protection of labour rights and access to health care and education for employees and their families. Independent certifiers conduct annual inspections to ensure producers comply with the requirements.
In September 2005 Utz Kapeh worked with more than 100 producers and producer groups throughout Latin America, Asia and Africa. In addition 57 roaster companies and 146 registered buyers.

45. Case Study – Utz Kapeh Certified Responsible Coffee
Utz Kapeh monitors the coffee through its entire system to ensure that the benefits are maximised and that it’s reputation is protected.
The numbers here indicate the process of attaching a certificate to a shipment of coffee.
is the sale of the coffee which the certified producer informs Utz Kapeh of who in turn
send back a certificate for that shipment
the same process takes place at the roasting stage and there is auditing to make sure that no co-mingling of coffee takes place
if necessary this step can be repeated with the final trade/sale of the coffee even to a number of purchasers.
Image from Utz Kapeh Traceability System (

46. Case Study – Sustainability-Driven Innovation
Findings
95% of companies believed it has the potential to bring business value
Almost 25% believed it would definitely deliver business value
This type of innovation is starting to offer real business value, but benefits are still intangible;
Leaders are now focussing on opportunities rather than just risks
A small minority of companies have integrated it into both their strategy and product/process design
A few companies are exploring breakthrough opportunities in Sustainability Driven Innovation
This case study demonstrates some of the perceived value created by applying Sustainability criteria to business decision making
In 2005 the consultancy company Arthur D Little has conducted a study of, how 40 leading international companies are using Sustainability-Driven Innovation, which means the creation of new market space, products and services or processes driven by social, environmental or sustainability issues.
The full report is available here:

47. Case Study – Sustainability-Driven Innovation

48. Case Study – The Zabbaleen Cairo Egypt
Cairo produces 10-12,000 tons of waste/day
Zabbaleen collect waste door-to-door and earn an income by sorting recyclables out of waste
Zabbaleens recycle 60-90% of waste
Contracted collection only recycle an average of 20% of waste
This case study demonstrates the types of opportunities that exist for perhaps unconventional approaches to addressing some of the economic, environmental and social impacts by the application of legislation.
Cairo is one of the most populated cities in the Middle East and Africa. Municipal solid waste, MSW generated daily is in the range of 10,000 – ton. A number of national and international companies are engaged in the collection of about 60 – 70 % of daily generated MSW, while Zabbaleen would account for the collection of the remaining %. The Zabbaleen of Cairo have been involved in the collection, recycling, and reuse of domestic waste as a means of survival. Zabbaleen works involve labour intensive door to door collection, mostly using donkey carts. Collection is followed by sorting out in nearby districts. Non – organic recyclable waste, including glass, paper, plastic, bones, metals, and textile is used to provide local market with products and consumer items at reasonable prices. Meanwhile, organic waste is used for pig raising industry.
An average of 60 – 90% of MSW collected by Zabbaleen is recycled or reused, while 10 – 40 % ends up in dumps and / or landfills.
National and international companies use trucks, of varied sizes to collect domestic waste from pooling sites, or building to building. Collected waste is transported for intermediate sites for mechanical compression, then further transported to compost facility for sorting out. An average of 20% of the collected waste is composted, while the remaining 80% is further transported in heavy trucks to landfills located in remote areas rather far from collection and composting sites.
Zabbaleen collection has different advantages, that include,
Negligible gas emission
Waste minimisation
Energy saving
Longer life span of the landfill
High recovery rate
Cheap labour
Low overhead
Providing consumers with affordable products.
In contrast, national and international companies engaged in MSW have a number of undesirable features that include,
Air pollution, gas emission
Extensive use of energy
Waste generation
Low recovery rate
High overhead
A high labour / ton ratio
Others

49. Case Study - Sayman & Danks Metal Finishing
Located in Durban, South Africa
Drivers
Regulatory Changes
Customer Demand
Activities
Reduced overall use of chemicals
Phased out toxic substances such as Chrome 6
A 50% water reduction
In process of gaining ISO 9000 Certification
Results
Have gained a competitive advantage
See environmental performance as an opportunity
Have become an advocate of pollution prevention
This is an example of a company affected by legislative change and the benefits derived from striving to meet this new challenge.
Industry in South Africa is beginning to start its environmental transformation. South African industry faces many challenges following the country reintegration to the global economy after the fall of the apartheid regime. The change is slow but it can be observed that some industries are beginning to aim for more integrated forms of environmental management to their operations. Sayman & Danks, a metal finishing company in Durban, illustrates the changes of some medium, small and micro enterprises in South Africa in their way towards a life cycle management approach.
Sayman & Danks is a medium sized company in the city of Durban, South Africa that exemplifies the environmental improvements led by pressure from customers and government environmental legislation.
REGULATORY CHANGES
The metal finishing sector has been traditionally a highly pollutant and problematic industry in Durban. eThekwini Municipality, the local authority in charge of the city, tightened its regulations to the metal finishing companies while offering them an alternative to achieve the new standards through one of the first waste minimisation clubs in the country.
CUSTOMER DEMAND
The company is a supplier to the automotive industry who has put direct pressure on them to improve their operations; reduce waste, recycle and reuse and phase out toxic substances.
ACTIVITIES
The change was not easy for the company due to lack of capital to invest, human resources and lack of previous experience in managing their environmental performance. The pressure brought a new learning curve to the company as they had been working using the same technique for 15 years and initially did not see any reason to change.
The company has achieved numerous benefits thanks to their new approach to their operations; they have reduced their use of chemicals while producing three times the volume, a 50 % water reduction and phased out toxic substances such as Chrome 6. The company is in the process of gaining ISO 9000 certification, has a robust occupational health and safety system, an uncommon feature among the industry and complies with government regulations quite comfortably. Additional to these benefits Sayman & Danks is now building effluent plants thanks to the experience won with their waste minimisation and cleaner production activities.
RESULTS
Saymand & Danks is one of the advocates of pollution prevention among the sector and its example has influenced positively the metal finishing industry. The company has gained a competitive advantage over competitors and now sees improved environmental performance as a window of opportunity rather than a burden.

50. Exercise: Reflecting on Your organisation

51. Describe a current initiative
Purpose and Objectives: This exercise is designed to allow participants to think about one environmental/social initiatives that exist within their own organisation today – specifically within one department – and then to think about an new environmental/social initiative which could be established (or augmented) in another part of the organisation tomorrow, in order to support LCM
Materials: Note pads for each individual to write their ideas on, and a method of documenting a group discussion at the end of the exercise.
Facilitating the Activity:
Ask the group to work individually (or in pairs if they are from the same organisation)
Ask each participant to think of one current program in their organisation that is focused on environmental and/or social performance
Request participants answer four questions about the program they’ve identified:
What department(s) owns the program / initiative?
What parts of the life cycle does the program focus on?
Is the program part of a broader system, (e.g. are their targets and deadlines? Is it an isolated program)?
Is it structured to promote continuous improvement, stimulate new ideas?
Write these four questions on a white board or flip chart so participants can see them
Once participants have had enough time (10 minutes), ask for volunteers to talk about the program/initiative which came to their mind. Ask them to describe it to the group, and discuss answers to any of the four questions they choose. Allow others to ask questions, and offer their ideas
Capture ideas, or highlights, on a white board or flip chart
Show next slide while participants work & write...
From: Life Cycle Management - A Business Guide to Sustainability. UNEP/SETAC, 2007.

52. Life Cycle Management is…
… the application of life cycle thinking to business practices, with the aim to systematically manage the life cycle of an organisation’s products & services
… the systematic management of product & material life cycles, to promote production & consumption patterns that are more sustainable than the ones we have today
…a flexible integrated, management framework of concepts, techniques & procedures to address environmental, economic & social aspect of products, procedures & organisations
Think of one current program in organisation, focused on environmental and/or social performance... Write answers to the following?
What department(s) owns the program / initiative?
What parts of the life cycle does the program focus on?
Is the program part of a broader system, (e.g. are their targets and deadlines? Is it an isolated program)?
Is it structured to promote continuous improvement, stimulate new ideas?
adapted from Background Report UNEP Guide to LCM – A bridge to Sustainable Products Feb 2006

53. Imagine a future initiative
Facilitating the Activity, continued:
Now ask participants to think about: (1) a different part of their organisation, a different department, than they just described; and (2) a concept, programme, or tool they learned about so far which interested them – With these two things in mind, ask participants to answer the following questions:
If your organisation were to implement a new program/initiative in a department today, what should that program be?
What department(s) should be involved? And why
Describe how this could foster LCM
Would this new program link to, or support, the existing program you described earlier?
Write these four questions on a white board or flip chart so participants can see them
Once participants have had enough time (10 minutes), ask again for volunteers to talk about the new idea for a program/initiative which came to their mind. Ask them to describe it to the group, including answers to any of the four questions. Allow them to explain where they got the idea, and why they think it is interesting / valuable. Allow others to ask questions, and input ideas they generated during the exercise.
Capture ideas, or highlights, on a white board or flip chart
From: Life Cycle Management - A Business Guide to Sustainability. UNEP/SETAC, 2007.

54. CLOSING GROUP DISCUSSION – CLOSING DISCUSSION
This is the same short exercise participants went through in the opening of this session. Ask participants, now that they have participated in this Session, to think about how they would define LCM to a new person, and what they would say is valuable about LCM. Once participants have had one minute to think, ask for volunteers to state their ideas out loud. Allow for questions and clarifications. Alternatively, ask participants simply to write their answers, preferably on a different sheet of paper than where they wrote their first answer.
Ask participants to now compare this with what they thought (or wrote) at the beginning of this session. Ask for volunteers to state differences, similarities or other interesting observations from their two answers.
CLOSING

55. Example: Implementation of Eco-Design in a Company with LCM
REVIEW THIS “Eco-Design” EXAMPLE, and decide whether this level of detail is appropriate for the audience you are training - - It is not obligatory to include the remaining slides in this Session
Life Cycle Management entails coordinating many existing, effective tools to establish systematic management of the life cycle of products and services, that enables the organisation to continually improve its environmental, economic and social performance. LCM should be, in the end, a flexible integrated, management framework of concepts, techniques and procedures that promote innovative production and consumption patterns more sustainable than those in place today. Therefore, to establish LCM, organisations pick and choose tools and concepts (introduced in Session I) that are appropriate to their operations, top environmental concerns, pressing social challenges, current customer interests, emerging market opportunities, internal level of ambition and other factors.
Eco-design, or design-for-environment, is one existing concept. When coordinated with other tools, in other departments of an organisation (e.g. supply chain management in the purchasing department, or life cycle costing in the financial department), it is a key element of LCM for many companies.
Example: Implementation of Eco-Design in a Company with LCM

56. The Importance of Design
Impact
Impact
Regardless of where a product’s impact occurs it is commonly accepted that design will determine 70-80% of the total life-cycle costs and as a consequence the majority of the life-cycle impacts.
Early assessment of the cradle- to- grave environmental aspects of the product system can lead to effective integration of environmental considerations into the design process. This is also the most cost effective stage to integrate these considerations as retrofitting existing products may lead to additional costs.
Supporting Case Study, “First car with an environmental certificate”, in “Case Studies and Resources section of manuals – it illustrates how life-cycle thinking integrated eraly into product design & development influenced new products, such as the Mercedes S-Class
Product A
Product B

57. The Generic Stage-Gate Development Process
Planning
Company Goal & Policies G
Conceptual
Design G
Detailed
Design
Testing/
Prototype
Production
Launch
Product
Review G G G
While the design process is unique to every industry and organisation this stage-gate diagram depicts the generic new product development process. (The green boxes represent stages or steps that need to be taken while the blue diamonds represent gates or decision points.) By incorporating the collection of economic, environmental, and social data it is possible to integrate considerations of these aspects into the decision making gates.
Supporting Activities
Source ISO/TR 14062: 2002

58. Eco-Design Eco-Design applies to existing or new products
Adapt it to the life cycle profile of the product in question... But also to the company’s business strategy, culture & capabilities of the organisation
There are different concepts organisations use to stimulate designers to consider sustainability criteria during the design and development of new (or revised) products. Eco-Design, Eco-Efficiency and Bio-mimicry are among those. In this example, we will examine Eco-design...

59. Environmental Assessment
Eco-Design
Product (System)
Definition
Environmental Assessment
Life cycle
Perspective
Stakeholder
Ecodesign
Environmental
Communication
Eco-design can follows a general pattern, like that presented here.
ISO has issued a technical report outlining the integration of environmental aspects into product design and development (TR14062:2002). In Session I, we learned how organisations combine different Concepts, Programmes, Tools and Data to support LCM. ISO’s technical report, guidance document, on eco-design serves as an example of how an internationally accepted guidance document can serve to support, foster, LCM in an organisation.
The European Commission has issued a framework legislation on Eco-Design of Energy Using Products. Not voluntary, but mandatory for companies selling into the European Union, this also serves as an example of how international policy may drive and support certain elements of LCM in an organisation.
Source ISO/TR 14062: 2002

60. In Practice – Eco-Design
Product (System)
Definition
Ecodesign
Environmental
Communication
Environmental Assessment
Life cycle
Perspective
Stakeholder
Impact
Output from this stage will include:
the product composition
product system
life cycle stage data
technical parameters of the product relevant to the significant environmental aspects or environmental parameters

61. In Practice – Eco-Design
Environmental Assessment
Life cycle
Perspective
Stakeholder
Ecodesign
Environmental
Communication
Product (System)
Definition
Environmental Assessment:
Life Cycle Perspective- Assesses the environmental aspects of a product system based on the impacts caused by the system. Tools that can be used to support this include life cycle thinking and assessments, both formal and informal.
Stakeholder Engagement - Assess the environmental aspects of a product based on the stakeholders view such as legal requirements, market demands, and competitor’s products.

62. In Practice Eco-Design
Product (System)
Definition
Environmental Assessment
Life cycle
Perspective
Stakeholder
Environmental
Communication
Durable goods, (e.g. appliances)
Impact
energy conservation
elimination of toxic and other minor constituents that complicate maintenance and upgrades
Single-use, (e.g. diaper)
Once the environmental impact criteria has been established one is then able to apply the appropriate design criteria to the areas of largest impact. In these cases one can see that the design strategies address the areas of greatest impact.
Below is a step-by-step procedure to implementing eco-design task with relevant tools identified in bracket (Wimmer, Zust, and Lee, 2004).
Link the significant environmental parameters to relevant environmental strategies. (Any set of environmental strategies and guides). In the above examples one can see the difference between impacts from an appliance and from diapers.
Identify relevant implementation measures for the improvement of the environmental parameters belonging to a certain environmental strategy. (Any checklist that allows evaluating implementation measures). On the right of the above slide there are possible measures to address these impacts.
Develop product specification. It consists of fixed and wished specification.
Identify function of the reference product and then add new function and/or modify existing function based on the product specification (Function analysis).
Generate ideas to realize the function. (TRIZ, brain-writing, brainstorming, patent search, etc).
Generate variants. Assembling idea corresponding to each function of the newly improved product generates the variants.
Develop product concept by selecting variant. Variants are evaluated against criteria such as economic, technical, social and environmental ones
Continuing detailed embodiment design, layout, testing, prototype, production and market launch.
Impact
biodegradability
elimination of any problematic materials after its disposal

63. In Practice – Eco-Design
Environmental
Communication
Product (System)
Definition
Environmental Assessment
Life cycle
Perspective
Stakeholder
Ecodesign
Communicate the environmental aspects of the environmentally improved product or eco-product to the market with the hope of increasing market share or at the least to enhance the image of the product and the company

64. Life Cycle Management Training - Outline
Introduction to LCM
First session
How LCM is used in Practice
Second session
Communicating LCM Results
Third session
LCM and Stakeholder Expectations
Fourth Session