244
and yoghurt products; Finca Mountain cultivates, produces and exports specialty
coffees. All rely on relatively low-skilled labor that may be seen as having little
need for LCM expertise. RUCID’s project was to develop proposals to obtain funding for energy upgrades. As part of the baseline assessment, employees were trained
to monitor energy use on a regular basis to raise awareness and promote higher
process effi ciency. Finca Mountain’s project was similarly focused on equipment
upgrades to improve effi ciency, but the company also started with a motor management system to build the foundation for improved operational controls and a more
comprehensive energy management system. NEHSU Foods focused on defi ning
key performance indicators to manage its supply chain and realized a need for more
formal and robust systems to manage internal operations. The company started by
focusing on a Food Safety Management system that directly supported the company
strategic value proposition.
The companies did not seem to have any diffi culty identifying relevant projects
that provided business value and addressed life cycle environmental concerns.
The companies in the Bogota, CO network assessed themselves as having limited
understanding of LCM principles. However, several developed useful screening
tools to prioritize their improvements. Somos K S.A., a bus transit company, used a
Table 17.2 LCM CMM pilot projects
Pilot
Outcomes
Training
Environmental
Freudenberg, SA
Conducted procurement
audit, supplier workshop, site
visits to two suppliers
Sustainability criteria used to create
supplier scorecard, built into contracts
RUCID, UG
Stakeholder workshop-23
individuals; staff trained
Established energy monitoring
procedures; project plan for anaerobic
digester and higher effi ciency stove
NEHSU Foods, CM
Executive team trained in
LCM; pilot results shared
with three sister
organizations
Began implementation of Food safety
management system; identifi ed KPIs
for supply chain and defi ned
requirements for management
information system
SDA, Bogota, CO
Workshop 1–18 co
Workshop 2–13 co
Workshop 3–16 co
Workshop 4–10 co
Eleven companies developed
improvement plans; fi ve projects
completed within time frame of pilot
study
Ediouro Grafi ca, BR
Completed baseline
assessment of wastes
Book printing waste reduced 41 %,
stapled magazine waste 36 % and
glued magazine waste 32 %
Finca Mountain, PE
Baseline study and options
assessment reports
Implementation plan in place, started
on motor management system
Polygenta
Technologies, IN
Training workshop for core
team for LCA/ten individuals
Improved data systems to measure
environmental parameters
India Glycols Ltd., IN 2 day workshop − 30
individuals
Baseline LCA completed, developed
LCM manual and merged with
Integrated Management System (IMS)
T.E. Swarr et al.
and yoghurt products; Finca Mountain cultivates, produces and exports specialty
coffees. All rely on relatively low-skilled labor that may be seen as having little
need for LCM expertise. RUCID’s project was to develop proposals to obtain funding for energy upgrades. As part of the baseline assessment, employees were trained
to monitor energy use on a regular basis to raise awareness and promote higher
process effi ciency. Finca Mountain’s project was similarly focused on equipment
upgrades to improve effi ciency, but the company also started with a motor management system to build the foundation for improved operational controls and a more
comprehensive energy management system. NEHSU Foods focused on defi ning
key performance indicators to manage its supply chain and realized a need for more
formal and robust systems to manage internal operations. The company started by
focusing on a Food Safety Management system that directly supported the company
strategic value proposition.
The companies did not seem to have any diffi culty identifying relevant projects
that provided business value and addressed life cycle environmental concerns.
The companies in the Bogota, CO network assessed themselves as having limited
understanding of LCM principles. However, several developed useful screening
tools to prioritize their improvements. Somos K S.A., a bus transit company, used a
Table 17.2 LCM CMM pilot projects
Pilot
Outcomes
Training
Environmental
Freudenberg, SA
Conducted procurement
audit, supplier workshop, site
visits to two suppliers
Sustainability criteria used to create
supplier scorecard, built into contracts
RUCID, UG
Stakeholder workshop-23
individuals; staff trained
Established energy monitoring
procedures; project plan for anaerobic
digester and higher effi ciency stove
NEHSU Foods, CM
Executive team trained in
LCM; pilot results shared
with three sister
organizations
Began implementation of Food safety
management system; identifi ed KPIs
for supply chain and defi ned
requirements for management
information system
SDA, Bogota, CO
Workshop 1–18 co
Workshop 2–13 co
Workshop 3–16 co
Workshop 4–10 co
Eleven companies developed
improvement plans; fi ve projects
completed within time frame of pilot
study
Ediouro Grafi ca, BR
Completed baseline
assessment of wastes
Book printing waste reduced 41 %,
stapled magazine waste 36 % and
glued magazine waste 32 %
Finca Mountain, PE
Baseline study and options
assessment reports
Implementation plan in place, started
on motor management system
Polygenta
Technologies, IN
Training workshop for core
team for LCA/ten individuals
Improved data systems to measure
environmental parameters
India Glycols Ltd., IN 2 day workshop − 30
individuals
Baseline LCA completed, developed
LCM manual and merged with
Integrated Management System (IMS)
T.E. Swarr et al.