sustainable manufacturing
TRANSCRIPT
S t i bl M f t iS t i bl M f t iSustainable Manufacturing
Remaking Today’s Manufacturing Enterprise for
Sustainable Manufacturing
Remaking Today’s Manufacturing Enterprise forRemaking Today s Manufacturing Enterprise for Tomorrow’s Economy
February 2009
Remaking Today s Manufacturing Enterprise for Tomorrow’s Economy
February 2009February 2009February 2009
Greg GorbachVice President
ARC Advisory [email protected]
AgendaAgenda
Climate And Resource Constraints are Beginning to Drive ManufacturersBeginning to Drive Manufacturers• Climate-Related Risk Increasing• Marketplace Demanding SustainabilityMarketplace Demanding Sustainability• Scale of Needed Changes is Large
Enterprise-wide Sustainable Manufacturingp g• Business, Supply Chain, Engineering, Operations
Sustainable Manufacturing Toolbox
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Climate Science and Emerging Business Climate Science and Emerging Business g gImperatives
g gImperatives
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Direct Observations of Recent Climate ChangeDirect Observations of Recent Climate Change
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Source: Intergovernmental Panel on Climate Change, Fourth Assessment Report, 2007
Human Contribution to Climate ChangeHuman Contribution to Climate Change
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Source: Intergovernmental Panel on Climate Change, Fourth Assessment Report, 2007
Global Anthropogenic Greenhouse Gas EmissionsGlobal Anthropogenic Greenhouse Gas Emissions
a) Global Anthropogenic GHG Emissions; b) Share of Anthropogenic GHG Emissions in 2004; c) Anthropogenic GHG Emissions Share by Sector in 2004
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Source: Intergovernmental Panel on Climate Change, Fourth Assessment Report, 2007
Marketplace Pressure for Sustainable Manufacturing is GrowingMarketplace Pressure for Sustainable Manufacturing is Growing
Wal-Mart president and CEO Lee Scott in their March 2008 Global Sustainability Newsletter: “We will require all suppliers who work with us through global procurement, who are domestic or importers, or who manufacture Sam’s Club or Wal-Mart private brands, to demonstrate that their factories meet specific environmental social and quality standards Wefactories meet specific environmental, social and quality standards. We have already started doing this, and we hope to extend the requirements to all of the above-mentioned suppliers within three to five years. yWe will only work with suppliers who maintain our standards throughout our relationship, so certification and compliance will be part of our supplier agreements. We will favor – and in some cases even pay more – for suppliers that meet our standards and share our commitment to quality and sustainability. Paying more in the short term for quality will mean paying less in the long term as a company ”
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paying less in the long term as a company.
Climate Induced Risk is GrowingClimate Induced Risk is Growing
CostE C t• Energy Cost
• Emissions Cost• Water Availability• Water Availability• Waste Cost• Materials Scarcity• Materials Scarcity
Market Valuation• Product Mix Risk• Customer Environmental Awareness
• Brand Valuations
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• Reputational Risk• Product/Service Opportunities
What Can be Done? Available Strategies for Solving theWhat Can be Done? Available Strategies for Solving theAvailable Strategies for Solving the Climate ProblemAvailable Strategies for Solving the Climate Problem
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The Eight Wedges of the Stabilization Triangle by Socolow & Pacala, Princeton University and CMIThe Eight Wedges of the Stabilization Triangle by Socolow & Pacala, Princeton University and CMI
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Source: Carbon Mitigation Initiative (CMI)
Available Carbon Emissions Reduction StrategiesAvailable Carbon Emissions Reduction Strategies
Category Strategy Description
Increased ff d
Transport efficiency Double the efficiency of all cars (2 billion cars)Transport conservation Cut total passenger vehicle miles in half (increase public transportation)
Efficiency and Conservation
Building efficiency Apply best new technologies (insulation, heating, lighting, etc.)
Electricity production efficiency
Raise plant efficiency from 40% to 60%
Fossil FuelApply CCS to Electricity generation
Store CO2 from fossil fuel plants underground (700 large coal plants or 1400 natural gas plants)Fossil Fuel
Based Strategies and
Carbon Capture and Storage (CCS)
ge e at o 00 atu a gas p a ts)Apply CCS to Hydrogen production
Hydrogen fuel from fossil sources with CCS displaces hydrocarbon fuels (produce hydrogen at 10x current rate)
Apply CCS to Synfuels production
Capture and store CO2 from Coal Synfuels production (at 180 large plants)
Fuel Switching Displace coal electric plants with natural gas (1400 1GW coal plants)Fuel Switching Displace coal-electric plants with natural gas (1400 1GW coal plants)
Nuclear Energy
Nuclear electricity Displace coal-electric plants with nuclear electric plants (add 2x current capacity; 50 yrs sustained effort)
Wind Electricity Displace coal-electric plants with wind electricity (30x current capacity)
S l El t i it Di l l l t i l t ith l l t i it (700 t it )and Renewables
Solar Electricity Displace coal-electric plants with solar electricity (700x current capacity)
Wind Hydrogen Produce hydrogen with wind electricity (for use by half of the world's cars)
Biofuels Displace petroleum fuels with biomass fuels (30x current capacity)
F S C b d i f h l d f i
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BiostorageForest Storage Carbon stored in new forests; halt deforestationSoil Storage Carbon stored in agricultural soil; use conservation tillage on all the
world's agricultural soils
Source: Carbon Mitigation Initiative (CMI)
Enterprise Sustainable ManufacturingEnterprise Sustainable Manufacturingp gp g
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Today’s Business Challenges ContinueSustainability Layers onto Existing DriversToday’s Business Challenges ContinueSustainability Layers onto Existing Drivers
GlobalizationR id P d t I tiRapid Product InnovationProcess InnovationEmissions ReductionsSustainability
Business
CollaborationSynchronization LeanContinuous Improvement
Raw Materials,
Ingredients
Finished GoodsAdd Value in
Production Operations
Supply Delivery
Continuous ImprovementComplianceRisk ManagementPackagingP f
Production
PerformanceFlexibilityPull-based ProductionEtc.
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Market Pressures Operations HeadachesShifting customer requirements impact business every dayMarket Pressures Operations HeadachesShifting customer requirements impact business every day
Faster turnaroundReduced priceConsistently high qualitySmaller lotsDelivered on my terms and yscheduleGreen packaging and transportSocially responsible y pproductionMore products and more variationsMore real-time info about my ordersComponent traceabilityYou handle recyclingBe more responsive when
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pthings change
Sustainable Manufacturing Plant LeversWhat Can be Done to Impact Sustainability?Sustainable Manufacturing Plant LeversWhat Can be Done to Impact Sustainability?
ARC Sustainable Manufacturing Plant Model
Production E i
Products
Waste
Energy & Water
Materials & Components
Improve Performance
Execution EmissionsProduct Design
abili
ty
acity
urd
en
urd
en
Burd
en
urd
en
Improve Product & Process
Mfg
Cap
a
Mfg
Cap
a
Ener
gy
B
Wat
er B
u
Car
bon B
Was
te B
u
Design
Production Assets
EngineeringImprove Physical
Plant
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Engineering and Mfg Operations Have Critical Roles
Sustainable Manufacturing LifecycleEngineering and Operations are Critical to Achieving GoalsSustainable Manufacturing LifecycleEngineering and Operations are Critical to Achieving Goals
BusinessBusiness Systems
EmissionsSupplier Network
Product Support
CustomersDealer
Power
Water
Mfg Operations
Logistics
WasteDesign
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ARC CMM Model – Discrete Industries
WasteEngineering
Sustainable Manufacturing LifecycleEngineering and Operations are Critical to Achieving GoalsSustainable Manufacturing LifecycleEngineering and Operations are Critical to Achieving Goals
Recycle
Business
Re-use
Business Systems
EmissionsSupplier Network
EmissionsProduct Support
F l
CustomersDealer
Power
Water
Mfg Operations
Fuel
Logistics
WasteDesign
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ARC CMM Model – Discrete Industries
WasteEngineering
Sustainable Manufacturing LifecycleEngineering and Operations are Critical to Achieving GoalsSustainable Manufacturing LifecycleEngineering and Operations are Critical to Achieving Goals
Recycle
BusinessEmissions
Emissions
Re-use
Business Systems
EmissionsRaw
MaterialsSupplier Network
EmissionsProduct Support
Logistics
F l
CustomersDealer
Power
WaterExtraction Emissions
Mfg Operations
Fuel
Logistics
WasteDesign
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ARC CMM Model – Discrete Industries
WasteEngineering
Potential for a Significant Change to the Business Model
What Would Sustainable Manufacturing Look Like?What Would Sustainable Manufacturing Look Like?
Environment& Resource
FriendlyProducts
E i tE i t Environment & Resource
Friendly Plants
Environment & Resource
Friendly Supply Chain
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The Manufacturing Balance Has ChangedIt is time to revisit technology justificationsThe Manufacturing Balance Has ChangedIt is time to revisit technology justifications
Ch EYESTERDAY:
Cheap EnergyCheap WaterCheap Waste‘Free’ EmissionsP di t bl
$$$PredictableRaw MaterialsAvailable Talent Pool
Expensive Controls & Automation TechnologyExpensive Software and IT
Cheap Controls & Automation Technology
TODAY:
Energy cost swingsWater cost risingExpensive Waste
Automation TechnologyCheap Software and IT$$$
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Expensive WasteExpensive EmissionsUnpredictable Raw MaterialsLimited Talent Pool
Sustainable Design & EngineeringFull-Featured, Collaborative Systems Speed the Work Sustainable Design & EngineeringFull-Featured, Collaborative Systems Speed the Work
ARC CMM ModelBusiness
ERPHR FIN
Increasing need for energy efficiency, emissions monitoring, process changes, packaging changes, asset upgrades, and
new controls and metering…
CustomersSuppliers
CRMSCM
places greater demands on Design, Engineering teams
TMS
Enterprise InfrastructurePLMProduct
Product Design•Energy Efficiency•Carbon Footprint•Alternative Materials
E i t &
Operations Mgt SystemsDesign &
Engineering Process & Assets
•Energy BOMProcess Engineering•Reduce Asset Energy, Water, Carbon, and Waste Burdens
•Improve Flexibility
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Equipment & Automation
Production
Assets •Improve Flexibility•Virtualization
Sustainable Manufacturing OperationsFlexible, Collaborative Platforms Ease the Transition Sustainable Manufacturing OperationsFlexible, Collaborative Platforms Ease the Transition
Business
Increasing need for energy efficiency, emissions ARC CMM Model
FINERP
HR
g gy y,monitoring, and regulatory tracking…
requires new functionality, enhanced visibility and planning, and greater collaboration in and with
Manufacturing Operations
CustomersSuppliers
CRMSCM
Manufacturing Operations
TMS
Enterprise InfrastructurePLM
•Production Execution•Detail Scheduling•Energy Management •Water Management•Waste Management
E i t &
Operations Mgt Systems
Operations Management
g•Compliance Assurance•Production Efficiency•Asset Energy Monitoring & Maintenance
•Carbon TrackingP C t l
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Equipment & Automation
Production
•Process Control•etc
S t i bl M f t iS t i bl M f t iSustainable Manufacturing
Tools and Techniques
Sustainable Manufacturing
Tools and TechniquesTools and Techniques
February 2009
Tools and Techniques
February 2009
Greg GorbachVice President
ARC Advisory [email protected]
Sustainable Manufacturing ToolboxSustainable Manufacturing Toolboxgg
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Sustainable Manufacturing ToolboxSustainable Manufacturing Toolbox
A collection of useful ‘nuggets’ to help you in your Sustainable Manufacturing Journey:your Sustainable Manufacturing Journey:
Goal Setting Examples• Prevention of Global Warming Targets
R C i T• Resource Conservation TargetsReporting Sustainability ProgressPotential Sustainability Initiatives by Departmenty y pPrioritizing Business vs. Environmental NeedsThe Role of Collaboration in SustainabilityAssessing new Technologies and Business ProcessesAssessing new Technologies and Business ProcessesContinuous Improvement and SustainabilityGovernance of Sustainable Manufacturing
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Set Sustainability GoalsSample Prevention of Global Warming Targets Set Sustainability GoalsSample Prevention of Global Warming Targets
Reduce emissions of greenhouse gases, calculated in terms of CO2 emissions, from all sites by 10 percent or 2 , y pmore in 2009 and 30% or more by 2012.Reduce CO2 emissions during transport of products or materials by 20% or more.a e a s y 0% o o eReduce manufacturing CO2 per vehicle produced (per unit produced) by 25% by 2012Reduce energy consumed in manufacturing per vehicleReduce energy consumed in manufacturing per vehicle produced (per unit produced) by 25% by 2012Reduce energy consumption of products in use by 15% or moreor more.Produce 2 new profitable major products that help reduce GHG
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Reporting CO2 Reduction ProgressAmount of CO2 Emissions From Manufacturing FacilitiesReporting CO2 Reduction ProgressAmount of CO2 Emissions From Manufacturing Facilities
Amount of CO2 Emissions From All Manufacturing Facilities
400
Kt CO2
330
10097.9
99.9 98.2
93.9
100
%
300
200217
236
282299
286
81.1
90
80
100
0
70
0
~~
2002 2003 2004 2005 20061990(FY)0 0
Amount of CO2 emissionsIndex per unit of manufacturing value (compared to FY 1990)
Manufacturing Value = Total production cost excluding direct material cost, other facilities’ components, and procured components
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Index per unit of manufacturing value (compared to FY 1990)
Set Sustainability GoalsSample Resource Conservation Targets Set Sustainability GoalsSample Resource Conservation Targets
Reduce waste from manufacturing sites by 25% or moreAchieve a waste reuse/recycle ratio of 95% or moreReduce waste generated per vehicle produced (per unit produced) by 40% by 2012produced) by 40% by 2012Achieve a reduction in volume of water purchased or drawn from groundwater for manufacturing purposes at sites of 20% or moreat sites of 20% or moreConduct life cycle assessments for all major productsContinually increase resource recovery and re-use from
d f lif d tend-of-life products
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Reporting Waste Reduction ProgressAmount of Waste From Manufacturing FacilitiesReporting Waste Reduction ProgressAmount of Waste From Manufacturing Facilities
Volume of Waste Generated by All Manufacturing Facilities
30
40
Kt
28 5 27 630.5
100
75
%
100 99.9
85.0
99.4 99.6 99.099.597.796.8
30
20
24.3
28.5 27.624.8
75
50
2002 2003 2004 2005 2006 2010(FY)
10
0
25
0
~~
( )
Recycled VolumeIndex per unit of manufacturing value (compared to FY 2005)
Manufacturing Value = Total production cost excluding direct material cost, other facilities’ components, and procured components
Disposed Volume
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Index per unit of manufacturing value (compared to FY 2005)
Recycling Ratio
Reporting Water Reduction ProgressAmount of Water Used by Manufacturing FacilitiesReporting Water Reduction ProgressAmount of Water Used by Manufacturing Facilities
M 3
Volume of Water Used by All Manufacturing Facilities
100
88.7 90.040
Mm3
6.05 5 976.35
100
%
30
20
6.05 5.975.67 5.55 75
50
10
0
25
0
~~
2002 2003 2004 2005 2006 2010(FY)0 0
Index per unit of manufacturing value (compared to FY 2005)
Supply Water Industrial Water Groundwater
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Enterprise Sustainable ManufacturingMap of Potential ESM Initiatives by DepartmentEnterprise Sustainable ManufacturingMap of Potential ESM Initiatives by Department
Energy Reduction
EmissionsReduction
Scarce Water & Raw Materials
Hazardous Materials
Waste Mgmt & Recycling
Reputational Risk and Brand Valuation Management
Green Product and Service Opportunity Identification
Enterprise
Manufacturing Site Location Planning & Optimization
Green Office Facilities
Carbon Trading
Energy Planning
Increased Internal and External Collaboration
Supply Chain
Manufacturing Site Location Planning & Optimization
SC Network Planning & Optimization
REACH
Consumer LabelingCarbon Tracking
Transport Asset Efficiency
Production Operations
Alt ti M t i lE Effi i t P d t
Consumer Labeling
Packaging
Plant Asset Efficiency
Renewable Power e.g. Wind
Energy Management
Production Efficiency
Product Design
Process/Plant
Alternative Materials
Alternative Processes
Low Carbon Footprint Products
Energy Efficient Products
Energy BOM
Optimized Processes
Flexible Production
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Design Additional Metering & Sensing
Virtual Validation & Pilot
Green Construction
Align Business and Environmental NeedsSustainable Manufacturing Priority Matrix (Example) Align Business and Environmental NeedsSustainable Manufacturing Priority Matrix (Example)
High PriorityMedium Priority
ue
GHG
Energy Management
ness
Val GHG
Mitigation
Carbon TrackingSupply Chain Initiatives
WasteMitigation
WaterConservation
Bu
sin
Market and Regulatory Pressure
Environmental Sustainability Impact
Low Priority Watch List
E h M f t Sh ld E t bli h ESM P i iti
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Each Manufacturer Should Establish ESM Priorities Based on its Unique Circumstances
LCF = Low Carbon Footprint GHG = Greenhouse Gas
Collaboration and SustainabilityNew Processes and Functions Cut Across Groups and AppsCollaboration and SustainabilityNew Processes and Functions Cut Across Groups and Apps
Business/ITCarbon
Ope ations Mgt
ERPSC Planning & Logistics
E&E (Emissions & Energy) Planning
and Visibility
Tracking, Compliance
New KPIs
Carbon Tracking
SC Network DesignNew
Supplier
Route Carbon Optimization
Operations Mgt
AutomationPLM New Metering & Sensing
Data Collection & Sharing
E&E Targets Efficiency
Design Energy Efficient, Low-Carbon Product
Design E&E Efficient Mfg Process
Req’ts
Production Assets
& Sensing
Improve Energy/Emissions
PerformanceDesign Asset
Energy BOM New Plant
Models with E&E
Facilities
ALM
Performance
Reduce Energy Consumption
gE&E Upgrades/ Replacements
Design Facilities E&E Upgrades/ Replacements
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Engineering Plantp
Real-time Plant Floor Energy ManagementEnables Operators to Make Energy Decisions in Real-timeReal-time Plant Floor Energy ManagementEnables Operators to Make Energy Decisions in Real-time
Visibility & AlertsTargets
l i &Real-time Plant Floor
Energy Management
Analysis & Management
Tools
Production Info
Energy Info
g
Data Gathering
Metering
Production Steps
Plan and Track Energy Consumption by Unit Produced
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gy p y
Assessing New Technologies & ProcessesConsider cost, benefit, and production impactAssessing New Technologies & ProcessesConsider cost, benefit, and production impact
No ProjectBenefit
TypeNo. of
InstancesEstimated
CostPotential
Benefit/yrROI +/-
Time to Benefit
Disruption Factor
Pilot ID'd?
Lead Dep't FTEs
Impacted Dep'ts PriorityNo. Project Type Instances Cost Benefit/yr +/ Benefit Factor ID d? Dep t FTEs Dep ts Priority
101Track Energy by Unit for Product XYZ GHG 13 $10M 200 KT CO2 pos 18 mos med yes Mfg 3 Design, IT
102Green Lighting in Plants GHG 44 $4M 25 KT CO2 pos 6 mos lo n/a Facilities 1 n/a
103NA Inbound Packaging Reduction Waste 28 $0.25M 50 K Ft3 pos 10 mos lo yes
Supply Chain 0.5 Mfg
104Eliminate Compressed Air Controls GHG 7/100's $13M 200 KT CO2 neg 24 mos med yes Mfg 2 n/a/ $ g y g /
105Replace water wash with air wash Water 4 $6M
40 KGalH2O
- 2 KT CO2 pos 15 mos hi yes Mfg 3 Design
Steam systems & traps
HVAC & R f i tiHVAC & Refrigeration
Motors & VSD's
Waste Heat Recovery
etc
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Production Technology Improvements Can Reduce Energy, Resource Consumption, Waste and GHG’s
Sustainable Manufacturing DMAICApply continuous improvement techniques to new issuesSustainable Manufacturing DMAICApply continuous improvement techniques to new issues
Define process improvement goals (e.g. energy and emissions reductions) that are consistent with market )demands and the enterprise sustainability strategy.
Measure key aspects of the current process and collect data.
Analyze the data to verify cause-and-effect relationships.Analyze the data to verify cause and effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Establish costs and benefits of mitigation options. Identify ‘low-hanging fruit’
Improve or optimize the process based upon data analysis.
Control to ensure that any deviations from target are corrected before they result in defects (e.g. energy or emissions spikes).
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A Governance Model for Sustainable MfgEnterprise Focus, Visibility, and Accountability are CriticalA Governance Model for Sustainable MfgEnterprise Focus, Visibility, and Accountability are Critical
CxO
Executive Team
Sustainable Manufacturing (SM) SM Manager
CSO
Corporate Sustainability Officer
CxO
VP
gGovernance Council
Business Unit
Bus/Fin SM
SM Manager(Business Unit SM Leader)
ctiv
es SM Governance Council Members:• CSO (Leader)• CIO• Representatives of Business and Corporate
Manager
/Leadership
TeamOversight
Team SM Oversight Team Members (example):• VP Manufacturing (Leader)• SM Manager (Facilitator)• IT Manager• Operations Manager SM Initiatives g
ned
Obje
Results
p pFunctions
Corporate Goals
Supervisor
Operator
• Supply Chain Manager• Purchasing• Product Engineering• Manufacturing Engineering• Maintenance• Shipping/Receiving• Facilities
StrategySM Programs Management
(Execute to Goals)
Portfolio Management
(Improve Sustainability)
Alig
• Facilities
Enterprise Supply Chain Production Ops Product Eng Plant Eng
Risk and Valuation Transport Efficiency Energy Mgmt Lo-Energy Products New Metering
Typical Sustainability Program Elements:
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Green Opportunities Carbon Tracking Asset Efficiency Lo-Carbon Products Flexible mfg
Location Planning SC Network Plan Green Packaging Energy BOM Optimized Assets
Carbon Trading REACH Prod’n Efficiency Alternate Materials Green Construction
Final ThoughtsFinal Thoughtsgg
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Now is the Time to ActNow is the Time to Act
Enterprise Sustainable Manufacturing
OperationsSupply Chain• Supply Chain Network Design
• Carbon Tracking• Route Carbon Optimization• Regulatory Tracking
• Production Execution• Detail Scheduling• Energy Management • Water Management• Waste Management
Design & EngBusiness• Sustainability Strategy• Tradeoffs and Priorities• Brand and Reputation Risk
Regulatory Tracking• Supplier Packaging Policies• JIT vs. Emissions Tradeoffs• etc
Product Design• Energy Efficiency
Waste Management• Compliance Assurance• Production Efficiency• Asset Energy Monitoring & Maintenance
• etc
Brand and Reputation Risk Management
• Mfg Location Planning• Energy, Emissions Policies• Facilities Improvements (Lighting, HVAC, etc.)
• New Construction Policies• Upgrade Policies• Master Scheduling
• Carbon Footprint• Alternative Materials• Energy BOMProcess Engineering• Reduce Asset Energy, Water, Carbon, and Waste Burdens
• Improve Flexibility• VirtualizationMaster Scheduling
Manufacturers Can Benefit by Taking an
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Enterprise-Wide Approach
Be PreparedIdentify Potential High-Impact Sustainability InitiativesBe PreparedIdentify Potential High-Impact Sustainability Initiatives
ARC Sustainable Manufacturing Plant Model
Production E i
Products
Waste
Energy & Water
Materials & Components
Improve Performance
Execution EmissionsProduct Design
abili
ty
acity
urd
en
urd
en
Burd
en
urd
en
Improve Product & Process
Mfg
Cap
a
Mfg
Cap
a
Ener
gy
B
Wat
er B
u
Car
bon B
Was
te B
uDesign
Production Assets
EngineeringImprove Physical
Plant
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Anticipate Evolving Corporate Requirements for Sustainability
Our Challenge:Successfully Transition to 21st Century Manufacturing ModelOur Challenge:Successfully Transition to 21st Century Manufacturing Model
Climate change and sustainability will yfundamentally change manufacturing as each company revisits where plants are located, how materials are sourced and shipped, and tradeoffs in how goodstradeoffs in how goods are produced. Productivity, efficiency, tracking quality andtracking, quality, and visibility will be more important than ever.
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Thank YouThank You
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