44
chooses different initiatives for improvement and also to involve all the relevant
departments.
• Areas where the organization can make a tangible differences (Infl uences). High
relevance and high infl uence could yield high potential for real improvements.
In the objectives and goal setting, different initiatives should be established and
for each initiative a corresponding action plan that explicitly states the goals, main
responsibilities and the time frame needs to be defi ned so that plans and initiatives
are clear both for the management and employees.
2.2 Do
2.2.1 Put the Plan into Practice
In the fi rst stage of the PDCA cycle, the layout of an implementation of LCM initiatives has been established. The LCM is in place as a part of the strategic policy of
an organization, teams that are responsible to carry out the initiatives are formed,
the environmental and social impacts associated with the product’s life cycle are
specifi ed, areas for possible improvements are identifi ed, the goals and objectives
are set. These are the preparatory processes under the “Plan” step. Planning is an
important stage, but implementation is vital, as practical results create credibility,
enthusiasm and active support for a product initiative. By considering the entire life
cycle of a product, a number of possible improvements can be identifi ed, for example, reducing the total environmental burden by increasing the use of paper in the
offi ce with high recycle content, increasing the use of renewable energy sources,
reducing water consumption and wastewater discharge in the production process or
dematerializing a product recycle content (UNEP/SETAC 2013 ). For all possible
improvements, corresponding goals are important. Then what comes next is to place
them in practice, which is the “Do” step.
In addition to performing the possible improvements in the products life cycle,
the step also includes new challenges to tackle, which might include addressing new
or potential issues. Environmental regulations are becoming tightened and companies need to be ready for any regulation changes, so they can adapt their goals and
action plans. The company could implement life cycle thinking to engage a redesign
of a product to meet the requirements of the legislation, including easier recycling,
simple dis-assembly, new materials selection, etc.
For the sake of securing a continuous sustainability improvements of the product,
written procedures or instructions should be established. The procedures or instructions
explain methods of operation to be followed, which guarantee the continuity of the
performance improvements especially when people change jobs or new staffs are hired.
Existing practices and the view of key persons have to be taken into account, in
order to make the procedures work and to be part of the daily practice. The procedures should be established to support activities that are agreed to be ‘standard’ in
the organization.
E.D. Gemechu et al.
chooses different initiatives for improvement and also to involve all the relevant
departments.
• Areas where the organization can make a tangible differences (Infl uences). High
relevance and high infl uence could yield high potential for real improvements.
In the objectives and goal setting, different initiatives should be established and
for each initiative a corresponding action plan that explicitly states the goals, main
responsibilities and the time frame needs to be defi ned so that plans and initiatives
are clear both for the management and employees.
2.2 Do
2.2.1 Put the Plan into Practice
In the fi rst stage of the PDCA cycle, the layout of an implementation of LCM initiatives has been established. The LCM is in place as a part of the strategic policy of
an organization, teams that are responsible to carry out the initiatives are formed,
the environmental and social impacts associated with the product’s life cycle are
specifi ed, areas for possible improvements are identifi ed, the goals and objectives
are set. These are the preparatory processes under the “Plan” step. Planning is an
important stage, but implementation is vital, as practical results create credibility,
enthusiasm and active support for a product initiative. By considering the entire life
cycle of a product, a number of possible improvements can be identifi ed, for example, reducing the total environmental burden by increasing the use of paper in the
offi ce with high recycle content, increasing the use of renewable energy sources,
reducing water consumption and wastewater discharge in the production process or
dematerializing a product recycle content (UNEP/SETAC 2013 ). For all possible
improvements, corresponding goals are important. Then what comes next is to place
them in practice, which is the “Do” step.
In addition to performing the possible improvements in the products life cycle,
the step also includes new challenges to tackle, which might include addressing new
or potential issues. Environmental regulations are becoming tightened and companies need to be ready for any regulation changes, so they can adapt their goals and
action plans. The company could implement life cycle thinking to engage a redesign
of a product to meet the requirements of the legislation, including easier recycling,
simple dis-assembly, new materials selection, etc.
For the sake of securing a continuous sustainability improvements of the product,
written procedures or instructions should be established. The procedures or instructions
explain methods of operation to be followed, which guarantee the continuity of the
performance improvements especially when people change jobs or new staffs are hired.
Existing practices and the view of key persons have to be taken into account, in
order to make the procedures work and to be part of the daily practice. The procedures should be established to support activities that are agreed to be ‘standard’ in
the organization.
E.D. Gemechu et al.