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Gestion du cycle de vie�Un guide d’affaires pour la durabilité��Session de formation 2 sur 4�Novembre 2006

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Formation en gestion du cycle de vie - Plan

Introduction à la GCV

Première session

Comment est utilisé en pratique la GCV

Cette session !

Communiquer les résultats de la GCV

Troisième Session

La GCV et les attentes des parties prenantes

Quatrième Session

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Introduction à la GCV

Session précédente

✓

Fait

Qu’englobe la GCV ?

Quels sont les aspects uniques de la GCV?

08.40-09.15

Pause café et rafraîchissements

10.00-10.30

Objectif d’apprentissage: Comprendre les bases théoriques de la gestion du cycle de vie & son histoire

Exercice de groupe

09.15-10.00

Pourquoi la GCV est-elle nécessaire en entreprise et au gouvernement ?

Conducteurs

08.30-08.40

Qu’est ce qu’un cycle de vie ? Impacts & valeur créés avec le cycle de vie d’un produit ou service

Définitions

Histoire

Utilisation

08.00-08.30

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Comment est utilisé en pratique la GCV

Cette session

Une démarche de mise en œuvre de la GCV

Planifier – Faire – Contrôler – Agir

Un accent sur la conception

D’autres exemples pour illustrer

11.00-12.00

Pause déjeuner

12.30-13.30

Objectif d’apprentissage: Comprendre les aspects pratiques de la GCV dans le développement des politiques et les opérations d’affaires, à travers des discussions pour son intégration dans la prise de décision et à travers des cas pratiques

Exercice de groupe

12.00-12.30

La GCV implique …

Apprentissage à partir d’une gamme d’exemples

10.45-11.00

Gestion du cycle de vie

Définition & Avantages

10.30-10.45

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Communiquer les résultats de la GCV

Troisième Session

Etudes de cas

Secteur -Conducteurs spécifiques�Stratégies de communication

Combinaison d’outils

09.00-09.45

Pause café et rafraîchissements

10.00-10.30

Objectif d’apprentissage: Fournir une bonne compréhension des outils et stratégies de communication. Pourquoi et comment peuvent-ils être précieux pour les entreprises ?

Exercice de groupe

09.45-10.00

Boîte d’outils de communication

Caractéristiques principales et lien avec la GCV�Exemples et diffusion d’outils

08.15-09.00

Pourquoi communiquer la GCV ? A qui ?

Définition et domaines de compétences, conducteurs, groupes cibles de communication

08.00-08.15

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La GCV et les attentes des acteurs clés

Quatrième Session

Cas pratiques

11.00-11.45

L’importance d’inclure les parties prenantes

Evitement de risques

Création d’opportunité

10.45-11.00

Pause déjeuner

12.30-13.30

Objectif d’apprentissage: Comprendre comment identifier les acteurs clés ainsi que leurs priorités & préoccupations

Exercice de groupe

11.45-12.30

Identifier les parties prenantes

Parties prenantes potentielles

Demander aux bonnes personnes

Classification

10.35-10.45

Pourquoi impliquer les parties prenantes ?

10.30-10.35

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LA GCV comme élément d’une bonne pratique

Considérer les question suivantes durant toute cette session:

Quels sont les obstacles majeurs à l’incorporation de la GCV dans votre organisation?
Quel membre de votre organisation souhaiteriez-vous engager dans une initiative de la GCV?
Quels sont les cinq plus grands domaines d’impacts de vos opérations?
Où sont les plus grandes opportunités pour votre organisation dans ce domaine ?
Quels sont les risques majeurs pour votre entreprise et votre industrie dans ce domaine ?

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LE DEMARRAGE

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La Gestion du Cycle de Vie est…

… l’application de la pensée du cycle de vie aux pratiques d’affaires, dans le but de gérer systématiquement le cycle de vie des produits et services d’une organisation

… la gestion systématique des cycles de vie de produits et matériels, pour promouvoir des modes de production et de consommation qui sont plus durables que ceux que nous avons aujourd’hui

… un cadre de travail flexible intégré, de concepts de gestion, de techniques et procédures pour prendre en compte les aspects économiques, sociaux et environnementaux des produits, procédures et organisations

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GCV – Sa mise en pratique

Objectif

Comprendre les éléments fondamentaux & étapes nécessaires à une organisation pour démarrer la mise en application de la GCV

Questions fondamentales

Toute organisation peut appliquer la GCV
On n’a pas besoin de commencer par la direction
La GCV implique tous les niveaux de l’organisation
Assurez vous de voir au-delà des limites traditionnelles

Comment

Planifier – Faire – Contrôler – Agir pour l’amélioration continue!

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1. Toute organisation peut appliquer la GCV

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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.

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2. On a pas besoin de commencer par le haut

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3. La GCV implique tous les niveaux de l’organisation

Politique environnementale basée sur le cycle de vie & la stratégie du produit

Gestion du cycle de vie

Environnement et durabilité

Production et distribution

Développement des produits

Management et Finances

Achats

Ventes

et marketing

Relations avec

les parties

prenantes

Coordination et renforcement de capacités

Production et distribution plus écologiques

Conception pour la durabilité

Priorisation des ressources financières

Approvisionnement durable

Eco-marketing

RSE et

communication

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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: 978-92-807-2772-2

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4. Regarder au-delà des limites traditionnelles

Gestionnaires de déchets

Recycleurs

Fournisseurs de composants

Consommateurs

Détaillants

Transporteurs

Producteurs

Fournisseurs de matières premières

Gestion de la chaîne d’approvisionnement

Matériels et Énergie

Gestion de la chaîne de valeur

Argent et information

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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.

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Mettre en oeuvre la GCV:�Le cycle du Planifier – Faire – Contrôler - Agir

Agir

Planifier

Faire

Contrôler

Faire

Contrôler

Amélioration continue

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Mise en oeuvre de la GCV:�Le cycle du Planifier – Faire – Contôler - Agir

PREMIERE ETAPE – PLANIFIER

Définir des politiques

Organiser

Enquête & Recherche

Définir des buts

Planifier

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PREMIERE ETAPE – PLANIFIER

Établir des politiques

Niveau d’ambition

Être prêt au niveau interne/ engagement à l’amélioration continue
L’amélioration du cycle de vie des produits
Les profils environnementaux des produits

Organiser
Enquêtes & Recherche
Définir des objectifs

Plan ifier

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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: 978-92-807-2772-2

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Mise en oeuvre de la GCV:�Planifier – Faire – Contrôler - Agir

PREMIERE ETAPE – PLANIFIER

Définir des politiques

Organiser

Enquêtes & Recherche

Définir des objectifs

Idées pour le démarrage

Demander à tous les chefs de Départements

Où sont les enjeux les plus importants
Où sont les opportunités
Ce qui a été fait dans le passé

Créer une équipe de personnes intéressées à la question

Planifier

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“Où résident les questions importantes” par “Où sont les enjeux les plus importants”

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.

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PREMIERE ETAPE – PLANIFIER

Définir des politiques
Organiser
Enquêtes & Recherche
Impacts environnementaux
Marché/Conditions commerciales
Partenaires

Définir des objectifs

Il y a deux manières de se perdre. L’une est de ne pas savoir où l’on va, l’autre est de ne pas savoir d’où on part

- anonyme

Planifier

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“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: 978-92-807-2772-2

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PREMIERE ETAPE – PLANIFIER�Incidences environnementales clés de l’enquête & la Recherche

		Début/fin du cycle du matériel	Début/fin De l’utilisation d’énergie	Résultats directs Des Émissions toxiques
Production et approvisionnement de tous les matériaux et composants
Production interne
Distribution
Usage	Opération
	Prestation de services
Système de fin de vie	Récupéra-tion
	Mise en décharge

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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.

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PREMIERE ETAPE – PLANIFIER

Définir des politiques
Organiser
Enquêtes & Recherche Définir des objectifs

Pertinence
Potentiel
Influence

Planifier

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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.” (www.interfaceglobal.com/)

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.” (http://news.bbc.co.uk/2/hi/science/nature/5057334.stm)

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

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ETAPE DEUX – FAIRE

Faire des améliorations environnementales

Mettre le plan en action

Produire des rapports

Documenter les efforts & leurs résultats

Faire

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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: 978-92-807-2772-2

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Faire

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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

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ETAPE TROIS – CONTRÔLER

Évaluer

Réviser

Réviser les politiques et les structures organisationnelles si nécessaire

Faire

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ETAPE QUATRE – AGIR

Agir. Ajuster. Améliorer

Allez y au niveau suivant

Faire

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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).

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Amélioration continue

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Étude de cas

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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.

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Étude de cas – Mercedes -Class S

Conception

Considérer le cycle de vie entier du car y compris:

Production des matériaux et composants
Durée de vie de 300 000 km
La mise en décharge

Ils considèrent 40,000 procédés individuels
Ils utilisent un logiciel d’analyse du cycle de vie (Gabi 4.0) pour prendre en compte 200 paramètres en entrée et 300 paramètres en sortie

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This case study demonstrates eco-design...” Par

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 300 000 km, and disposal. In order to establish this environmental balance the Mercedes specialists considered over 40 000 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 ISO14040-43 using a life cycle modelling software (Gabi 4.0 software).

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Étude de cas – Mercedes Class-S

Mercedes Benz Environmental Certificate p. 16 ww.daimlerchrysler.com/Projects/c2c/channel/documents/776132_environmental_certificate_s_class_w221.pdf

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Étude de cas – Mercedes Class S

Résultats

La première voiture avec un certificat environnemental
Surpasse les réglementations des émissions NO_x et d’hydrocarbures de l’EU de 85 et 75%
Efficacité améliorée du carburant et réduction de bruit
Peintures utilisées à base d’eau pour réduire les émissions de solvants
Respecte à la fois les réglementations du taux de recyclage de l’UE de 2006 et 2012

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« Surpasse les réglementations des émissions NO_x et hydrocarbonées de l’EU de 85 et 75% » par

« Surpasse les réglementations des émissions NO_x et d’hydrocarbures de l’EU de 85 et 75% »

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 2015. More raw materials than before are made from natural or recycled resources.

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Etude de cas – 3M

Pourquoi 3M utilise t-elle la gestion du cycle de vie ?

3M produit près de 500 nouveaux produits chaque année
A commencé à gérer dans les années 1990, tous les aspects d’un produit à partir d’une phase d’idées à travers l’utilisation et la mise à en décharge Selon le CEO de 3M

“[La Gestion du Cycle de Vie est ] un engament qui doit être adopté pour maintenir notre leadership environnemental et pour renforcer notre position compétitive”

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Etude de cas – 3M

Comment 3M utilise t-elle la Gestion du Cycle de Vie?

3M utilise une matrice pour identifier l’impact des produits ou procédés sur leur cycle de vie entier

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Etude de Cas – 3M

Comment 3M utilise t-elle la Gestion du Cycle de Vie?

3M utilise une matrice pour identifier l’impact des produits ou procédés sur leur cycle de vie entier
Ils utilisent cela pour identifier les risques et les opportunités du produit

Risques: dangers du produit, degré d’incertitude et de faisabilité pour contrôler l’exposition
Opportunités: Apporter des solutions à ces questions

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Etude de cas – BASF

BASF a un outil d’ “Analyse socio éco efficacité”

(SEEbalance®)

Ils utilisent leur analyse de l’eco-efficacité ou SEEbalance® pour:

Les décisions stratégiques sur les investissements, produits et marchés.
La comparaison des sites de production et les marchés
La priorisation de la recherche et le développement du produit.
Discussions avec les décideurs dans les décisions politiques.
Marketing, soutien aux clients extérieurs et l’acceptation sociale des produits.
Pour les enjeux de communication ex. Rapports de développement durable de l’entreprise.

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Étude de cas – BASF

Le rendement de l’outil offre à BASF des comparaisons de produits sur un certain nombre de critères

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Étude de cas – BASF

Facteurs de succès à BASF:

Engagement de la haute direction
Combinaison de l’ACV, ACC et des aspects sociaux.
Résultats quantitatifs avec une évaluation claire.
Illustration simple et impressionnante des résultats
Possibilité de scénario- et analyse de sensibilité
Délai court (2 mois) et coûts faibles pour l’analyse (<30,000 €).

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Étude de cas – Gestion Écologique chez SONY

Définition de l’objectif

Des objectifs de performance environnementale sont définis dans les plans d’affaires annuels divisionnaires à travers les objectifs généraux de la société à long terme

SONY utilise une équation d’éco-efficacité pour suivre le progrès

Eco-Efficicacité = Ventes /Impact environnemental

Les Objectifs prennent en compte:

Poids réduit du produit
Réduire le nombre de pièces utilisées
Augmentation de la proportion de matériaux recyclés
Interdiction de mercure et de soudure de plomb
Usage de matériaux sans halogène

Les Impacts sont pris en compte et suivis tout au long de leur cycle de vie

Ils supportent aussi la responsabilité sociétale de l’entreprise et ont un code de conduite du fournisseur

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Étude de cas – Gestion Écologique chez SONY

Réduction du polystyrène
Utilisation de papier usé ou recyclé
Utilisation d’encre végétale à base d’huile

Emballage qui prend en compte les questions environnementales

Usage de soudure sans plomb
Réduction de PVC
Réduction et élimination progressive des retardateurs de flamme à base de substances halogénées

Réduction et Élimination progressive des matériaux dangereux

Réduction des matériaux et parties par poids
Facilement recyclable
Emploi des matériaux recyclés et de bioplastiques

Conservation des ressources

et recyclabilité

Réduction de la consommation énergétique dans le mode veille
Réduction de la consommation énergétique pendant le fonctionnement

Conservation de l’Énergie

Source: www.sony.net

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Étude de cas – Le groupe Hartmann

Produits des oeufs, des fruits et l’emballage industriel particulièrement à partir de papier recyclé
A pratiqué la Gestion du Cycle de Vie depuis 1997
A développé et utilise l’outil Systématique pour le Progrès de l’environnement ou modèle -STEP^®
Réalise l’Analyse du Cycle de Vie pour tous les produits majeurs

Donne une vue d’ensemble de tous les aspects de l’environnement et oriente les décisions d’affaires de la planification aux ventes

Introduit en 2006 un concept d’évaluation des fournisseurs

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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 14001 for environmental management systems, and five production sites are certified according to OHSAS 18001 for occupational health and safety management.

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Étude de cas - ABB

ABB a intégré la durabilité dans chaque aspect de son commerce y compris:

Le développement du produit

Les fournisseurs

La Production

Le Flux des matières et de déchets

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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 100.000 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

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Étude de cas – Procter & Gamble

Produit une large gamme de produits: des batteries aux collations
Évaluer la durabilité des produits en utilisant leur propre Outil d’Analyse de la durabilité du Produit PSAT

Responsabilité Sociale.

Risques et bénéfices pour les consommateurs/la société.
Sécurité humaine.
Responsabilités sociales tout au long de la chaîne d’approvisionnement.

Profil Environnemental.

Sécurité Environnementale.
Gestion des déchets solides
Efficacité des ressources
Efforts de réduction du risque.

Développement Économique

Aspects économiques de la compagnie
Aspects économiques des consommateurs/de la société

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Étude de cas – Procter & Gamble

PSAT offre des paramètres pour mesurer

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Étude de cas – Ciba Spécialités Chimiques

Le Ciba a des activités dans 22 pays dont un nombre d’entre elles dans les pays en développement

Ils maintiennent un standard environnemental, de santé et de sécurité qu’ils appliquent à toutes leurs activités sans tenir compte de leur situation géographique

Les enjeux couverts par cela sont: droits de l’homme, travail des enfants, corruption, santé et sécurité de l’employé et de la communauté ainsi que les considérations standards EHS

Selon la infraction cela pourrait conduire à la résiliation du contrat ou de l’assistance pour aider le fournisseur à respecter les critères

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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

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Étude de cas – Café Responsable et Certifié de Utz Kapeh

Certifie une production et approvisionnement de café responsable au niveau social et environnemental
Définit un lot de critères pour des pratiques de culture de café efficientes et responsables y compris:

Au niveau environnemental: minimiser et documenter l’utilisation des produits agrochimiques, la gestion de l’eau et la sécurité alimentaire
Au niveau Social: la protection des droits dans le domaine du travail et l’accès aux soins médicaux et à l’éducation pour les employés et leurs familles

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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 1997. 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.

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Étude de cas – Café Responsable et Certifié de Utz Kapeh

Producteur exportateurs Importateurs/Négociant Torréfacteur

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Étude de cas – Durabilité –Innovation conduite

Résultats

95% des compagnies croyaient avoir le potentiel pour apporter la valeur commerciale
Presque 25% croyaient délivrer de manière définitive la valeur commerciale
Ce type d’innovation commence à offrir une valeur commerciale réelle, mais les bénéfices demeurent intangibles;
Les responsables mettent l’emphase sur les opportunités au lieu se concentrer uniquement sur les risques
Une petite minorité de compagnies ont intégré cela à la fois dans leur stratégie et la conception de leurs produits/procédés
Quelques compagnies explorent les opportunités de percées dans l’innovation conduite de la durabilité

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Étude de cas – Durabilité –Innovation conduite

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Étude de cas – Le Zabbaleen Caire Egypte

Le Caire produit 10-12 000 tonnes de déchets par jour
Zabbaleen collecte les déchets de porte à porte et gagne un revenu en triant les produits recyclables issus des déchets

Zabbaleens recycle 60-90% de déchets

La Collecte contractée recycle seulement une moyenne de 20% de déchets

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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 – 12000 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 30 - 40%. 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

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Etude de cas - Sayman & Danks Finition de Metal

Situé à Durban, Afrique du Sud
Conducteurs

Changements réglementaires
Exigence du client

Activités

Réduction général des produits chimiques

Élimination progressive de substances toxiques telles que le

Chrome 6

Une réduction d’eau de 50%
Sur le point d’avoir la Certification ISO 9000

Résultats

A gagné un avantage compétitif
Voit la performance environnementale comme une opportunité
Est devenu le défenseur de la prévention de la pollution

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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.

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Exercice: Répercussions sur votre organisation

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Décrire une initiative actuelle

Gestion du cycle de vie

Environnement et durabilité

Production et distribution

Développement de produits

Management et Finances

Achats

Ventes

et marketing

Relations avec

les parties

prenantes

Coordination et renforcement de capacités

Production et distribution plus écologiques

Conception pour la durabilité

Priorisation des ressources financières

Approvisionnement durable

Eco-marketing

RSE et

communication

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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...

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La gestion du cycle de vie est…

… l’application de la pensée du cycle de vie aux pratiques d’affaires, dans le but de gérer systématiquement le cycle de vie des produits et services d’une organisation

… la gestion systématique des cycles de vie des produits et des matériaux, pour promouvoir des modes de production et de consommation qui sont plus durables que ceux que nous avons aujourd’hui

… un cadre de travail flexible intégré, de concepts de gestion, de techniques et procédures pour prendre en compte les aspects économiques, sociaux et environnementaux des produits, procédures et organisations

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Imaginer une initiative future

Gestion du cycle de vie

Environnement et durabilité

Production et distribution

Développement de produits

Management et Finances

Achats

Ventes

et marketing

Relations avec

les parties

prenantes

Coordination et renforcement de capacités

Production et distribution plus écologiques

Conception pour la durabilité

Priorisation des ressources financières

Approvisionnement durable

Eco-marketing

RSE et

communication

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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

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DISCUSSION DE CLÔTURE

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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.

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Exemple: Mise en oeuvre de l’Eco-conception dans une entreprise avec la GCV

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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.

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L’importance de la conception

Impact

Produit A

Produit B

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Le Processus générique de développement de l’étape d’entrée

Planification

Élaboration

conceptuelle

Conception

détaillée

Test/

Prototype

Lancement

de la production

G

Le but & les politiques

de l’entreprise

Activités de soutien

G

Revue

du produit

Source ISO/TR 14062: 2002

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L’Eco-Conception

L’Eco-conception s’applique aux produits nouveaux et existants

Adaptez-le au profil du cycle de vie du produit en question... Mais aussi à la stratégie commerciale de l’entreprise, la culture & les capacités de

l’organisation

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Eco-conception

Définition

Du Produit (Système)

Eco-conception

Communication

Environnementale

Analyse Environnementale

Perspective

du cycle de vie

Perspective

des parties

prenantes

Source ISO/TR 14062: 2002

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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.

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En pratique – Eco-conception

Définition

Du Produit (Système)

Eco-conception

Communication

Environnementale

Analyse Environnementale

Perspective

Du cycle

de vie

Perspective

des parties

prenantes

Impact

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En pratique – Eco-conception

Définition du

Produits (Système)

Eco-conception

Communication

Environnementale

Analyse Environnementale

Perspective

du cycle de vie

Perspective

des parties

prenantes

Incinération et Mise en décharge

Extraction de matières premières

Conception et production

Emballage et distribution

Utilisation et maintenance

Réutilisation et recyclage

Récupération

Recyclage de matières et de composants

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En pratique – L’Eco-conception

Marchandises durables (ex. appareils)

Usage unique, (ex. couches de bébé)

Impact

Conservation de l’énergie
élimination des toxiques et des constituants mineurs qui compliquent la maintenance et la mise à jour

biodégradabilité
élimination de toutes les matières problématiques après sa mise en décharge

Définition

du Produit (système)

Eco-conception

Communication

Environnementale

Analyse Environnemental

Perspective

du cycle de vie

Perspective

des parties

prenantes

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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.

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En pratique – L’Eco-conception

Définition

du Produit (système)

Eco-conception

Communication

Environnementale

Analyse environnementale

Perspective

du cycle de vie

Perspective

des parties

prenantes

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Formation en Gestion du Cycle de Vie - Plan

Introduction à la GCV

Cette session !

Comment est utilisé en pratique la GCV

Deuxième session

Communiquer les résultats de la GCV

Troisième Session

La GCV et les attentes des parties prenantes

Quatrième Session

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