246
look and feel necessary for customer acceptance, which would at least reduce the
weight of material being landfi lled. High concentration cleaning products were also
identifi ed as a potential improvement, but again would require a signifi cant outreach
effort to change consumer behaviors.
The Secretaria Distrital de Ambiente (SDA) project in Bogota, CO, offered a model
for future efforts to disseminate LCM practice. SDA is the environmental agency for
the city and had been working with a network of companies to advance their environmental programs. The companies had previously participated in programs on compliance, clean production and environmental management systems. Although not
explicitly based on a CMM approach, these earlier programs were well aligned with
the structure of the LCM CMM. In addition, the experience helped establish the technical credibility of SDA for this program and helped build trust among the member
companies necessary for voluntary projects. A good example is a project Colcafé
S.A.S. conducted in collaboration with Andria Logística, a waste hauler, and Santa
Reyes, an egg producer, to fi nd a better solution for managing a waste stream of coffee
bean ‘silver skins’. The waste silver skins were used as an additive to improve the
anaerobic digestion of poultry manure, boosting effi ciency, reducing odors and improving the logistics of waste hauling for both Colcafé and Santa Reyes. This type of project
is only feasible for local companies that have a necessary level of trust to overcome
transaction costs and to arrive at equitable sharing of the costs and benefi ts.
The Federation of Indian Chambers of Commerce and Industry (FICCI) coordinated the two pilots in India. A specifi c advantage of FICCI was that their quality
group managed the pilots. Quality professionals are more familiar with CMM concepts, and this was important in helping to communicate the concepts to the company. The project was designed to facilitate adoption of LCM practices in business
operations through three key activities including the LCM CMM maturity assessment by the senior management team, training of departmental heads and offi cers
and joint review of results with the coach. The initial maturity self-assessment exercise lasted 10 days, as senior management needed several back and forth discussions with the project coach to understand the model and relate it to the company’s
day-to-day activities. It was clear that dedicated effort was needed to rearticulate the
model for wider socialization. The model was therefore converted into a Yes/No
questionnaire on LCM CMM and its extensions. Participants could choose ‘Yes’ or
‘No’ (with reasons) based on their own work/knowledge (categorized as ‘Primary’)
as well as based on reliable information through other sources (categorized as
‘Secondary’). For questions where participants were not dealing with that particular
area nor had any reliable information from other sources, they could choose ‘Don’t
Know’ or leave a blank. The model was socialized through a specially designed
training workshop on LCM CMM for offi cers from different departments of the
organization. As part of the training, all generic terms in the questionnaire were
mapped to company specifi c language and examples. The signifi cant reduction in
Blank/Don’t Know responses shown in Fig. 17.1 demonstrates how the rearticulation and mapping exercises helped staff from different departments
understand the practical application of LCM in the organization and in their own
work areas after completion of the training workshop.
T.E. Swarr et al.
look and feel necessary for customer acceptance, which would at least reduce the
weight of material being landfi lled. High concentration cleaning products were also
identifi ed as a potential improvement, but again would require a signifi cant outreach
effort to change consumer behaviors.
The Secretaria Distrital de Ambiente (SDA) project in Bogota, CO, offered a model
for future efforts to disseminate LCM practice. SDA is the environmental agency for
the city and had been working with a network of companies to advance their environmental programs. The companies had previously participated in programs on compliance, clean production and environmental management systems. Although not
explicitly based on a CMM approach, these earlier programs were well aligned with
the structure of the LCM CMM. In addition, the experience helped establish the technical credibility of SDA for this program and helped build trust among the member
companies necessary for voluntary projects. A good example is a project Colcafé
S.A.S. conducted in collaboration with Andria Logística, a waste hauler, and Santa
Reyes, an egg producer, to fi nd a better solution for managing a waste stream of coffee
bean ‘silver skins’. The waste silver skins were used as an additive to improve the
anaerobic digestion of poultry manure, boosting effi ciency, reducing odors and improving the logistics of waste hauling for both Colcafé and Santa Reyes. This type of project
is only feasible for local companies that have a necessary level of trust to overcome
transaction costs and to arrive at equitable sharing of the costs and benefi ts.
The Federation of Indian Chambers of Commerce and Industry (FICCI) coordinated the two pilots in India. A specifi c advantage of FICCI was that their quality
group managed the pilots. Quality professionals are more familiar with CMM concepts, and this was important in helping to communicate the concepts to the company. The project was designed to facilitate adoption of LCM practices in business
operations through three key activities including the LCM CMM maturity assessment by the senior management team, training of departmental heads and offi cers
and joint review of results with the coach. The initial maturity self-assessment exercise lasted 10 days, as senior management needed several back and forth discussions with the project coach to understand the model and relate it to the company’s
day-to-day activities. It was clear that dedicated effort was needed to rearticulate the
model for wider socialization. The model was therefore converted into a Yes/No
questionnaire on LCM CMM and its extensions. Participants could choose ‘Yes’ or
‘No’ (with reasons) based on their own work/knowledge (categorized as ‘Primary’)
as well as based on reliable information through other sources (categorized as
‘Secondary’). For questions where participants were not dealing with that particular
area nor had any reliable information from other sources, they could choose ‘Don’t
Know’ or leave a blank. The model was socialized through a specially designed
training workshop on LCM CMM for offi cers from different departments of the
organization. As part of the training, all generic terms in the questionnaire were
mapped to company specifi c language and examples. The signifi cant reduction in
Blank/Don’t Know responses shown in Fig. 17.1 demonstrates how the rearticulation and mapping exercises helped staff from different departments
understand the practical application of LCM in the organization and in their own
work areas after completion of the training workshop.
T.E. Swarr et al.