Ecodesign X

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Eco-design X

• Team work / Self work Five-step process of
  Design for Environment (DfE)

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Creation of a Design Brief
Team A
(Slide 8) Definition of the product system
boundaries
Team B
(Slide 15) DfE checklist
Needs analysis
MET Matrix analysis
Analysis of internal drivers
Analysis of external drivers
DfE strategy wheel for existing product
Brainstorming on improvement options
DfE Priority matrix analysis
Work out realistic solutions
Reporting and visualisation
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Step 1 Create a Design Brief

• The design brief topics, provided here as
  examples, offer a systematic approach for a DfE
  project of some magnitude. However, the topics
  are suggestions only. Use those that make the
  best sense for your company and project.

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• A design brief can include
• General analysis of the existing product, as in
  traditional design briefs.
• Reasons for the selection of the specific product
  or component for DfE.
• Particular DfE strategies chosen as a focus.
• A statement about the project team's latitude,
  i.e., how radically the existing product concept
  can be changed.
• Indication of the environmental and financial
  objectives.
• How the project is to be managed.
• How the results will be documented and measured.
• Final composition of the project team, plus any
  outside experts, and a description of members'
  responsibilities.
• Project plan and time frames.
• Project budget and its allocation to subsequent
  activities.

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Step 2 Analyze the Product's Environmental
Profile A good understanding of the product's
main environmental impacts during its total life
cycle is an essential first step. Your project
team should decide the exact scope of the
environmental profile by considering, not only
the physical product, but also the whole system
required for the product's proper functioning.
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Qualitative analysis versus quantitative
analysis The project team needs to decide how to
analyze the environmental profile of the existing
product. Several methods, qualitative and
quantitative, are available to do this. This
section describes two qualitative tools the MET
Matrix and the DfE Checklist. For best results,
they should be used in conjunction with each
other. While a qualitative analysis does not
involve data, it is not as detailed as a
quantitative approach. Often, just establishing
the environmental impact of a component or
sub-assembly of the product will
suffice. However, if your team plans to deviate
from the qualitative approach recommended in this
section, you may find advantages to allocating
more time and money on an extensive quantitative
life cycle analysis. For example, the project
team may undertake a quantitative approach when
they have minimal understanding of the
environmental impact of the product. When the DfE
project is over, you will gain valuable
information by comparing the environmental
profile of the improved product to that of the
former product. This data may also be important
for companies who have an existing Environmental
Management System in place, and for companies
upstream or downstream in the supply chain. If
your project team decides to analyze the
environmental product profile in greater detail,
it can make use of computer tools developed for
this purpose, e.g., Life-Cycle Assessment
software. The team may also consider hiring a
consultant experienced in Life-Cycle
Analysis. Another solution is to combine
qualitative and quantitative approaches if this
would better meet your company's needs. In this
case, the MET Matrix and DfE Checklist, discussed
below, can be combined with a quantitative
life-cycle assessment.
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The MET Matrix (Material cycle, Energy use and
Toxic emissions) The MET Matrix is a qualitative
tool for performing a functional analysis of a
product's environmental profile. Its vertical
axis is used for stages of the product life
cycle, while the horizontal axis allows for input
on the environmental effects per life-cycle
stage. The environmental effects are grouped into
three main areas 1. Material cycle
(input/output)2. Energy use (input/output)3.
Toxic emissions (output) The product life cycle
is divided into five stages 1. Production and
supply of materials and components.2. In-house
production.3. Distribution--this is presented
only once, although it represents all
distribution stages in the product life.4. Use,
including operation and servicing.5. End-of-life
system, including recovery and disposal.
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To use the MET Matrix, the project team should
undertake three activities a) Define the product
system boundaries Your team defines what exactly
belongs to the product system being studied
versus what does not. It should focus not only on
the physical product, but also the auxiliary
products/consumables necessary during the
product's total life span. b) Perform a needs
analysis After defining the product, the team
must address two central questions 1) how does
the product fulfil the needs it is meant to
satisfy? and 2) can a product system be developed
that fulfils the same needs in a radically more
effective and efficient way? For a more detailed
description of the needs analysis, see the
discussion on "Needs Analysis" in the DfE
Checklist later in this section. c) Perform a
functional product analysis The team should then
set up a MET Matrix using the MET Matrix
Worksheet in order to focus on the physical
product and its separate components
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• The functional analysis begins by describing
• The product's functionality.
• Listing weak and strong parts/components.
• Measuring or projecting the product's life span.
• The product's energy consumption.

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• Functional analysis should
• Disassemble the product
• Measure the weights of the assemblies and
  components.
• List the type and amount of materials and
  components.
• Identify connections between materials and
  components.

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• To perform the functional product analysis
  systematically, the team should
• Fill out the matrix for the main product,
  ensuring that auxiliary products/consumables are
  taken into account.
• Study a specific sub-assembly or component in a
  separate matrix if this item itself turns out to
  be a serious environmental problem.
• Examine all the cells of the matrix and highlight
  those where there are environmental bottlenecks.
• If possible, use measured data in the matrix to
  prevent working with vague statements

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• Material Cycle This column is for information on
  environmental problems concerning the
  input/output of materials. It should include data
  about
• Non-renewable materials.
• Materials that create emissions during
  production, e.g., copper, lead and zinc.
• Incompatible materials.
• Inefficient use or lack of re-use of
  materials/components in all five stages of the
  product life cycle.

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• Energy Use This column is for information
  regarding energy consumption. Your team should
• 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 transport, operating, maintenance
  and recovery.
• Include exhaust gases produced as a result of
  energy use.

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Toxic Emissions This last column is for the
identification of toxic emissions to land, water
and air.
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• The DfE Checklist
• DfE Checklist Worksheet provides support for a
  qualitative environmental analysis by
• Listing all the relevant questions that need to
  be asked when establishing environmental impacts
  during the product's life cycle.
• Indicating improvement options for areas where
  environmental problems are identified.
• The Checklist starts with a needs analysis--a
  series of questions concerning the functioning of
  the product as a whole. This section of the
  Checklist answers the overarching question to
  what extent does the product fulfil its main and
  auxiliary functions? This answer is necessary
  before the team can focus on the environmental
  impacts in each life-cycle stage.
• The set of questions regarding the functioning of
  the product as a whole is followed by five sets
  of questions that correspond to the five stages
  of the product's life cycle.

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Step 3 Analyze Internal/External Drivers

• Motivation to implement DfE can come from two
  different directions.
• Within the company itself--internal drivers.
• From the immediate surroundings--external
  drivers.

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Internal drivers Your team should fill in the
Internal Drivers for DfE Worksheet.
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Internal drivers
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Trade/industrial organizations. These
organizations often encourage member companies to
take action on environmental improvement and/or
may impose penalties on companies that do not
take required action. As well, standardization
organizations are expanding all existing norms
and standards to include environmental issues.
The ISO 14 000 series will become the
international standard for certifying
environmental management systems. It is expected
that product-related aspects, such as the
obligation to collect and publish environmental
data, will be incorporated in this standard.
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Internal drivers

• Need for increased product quality. A high level
  of environmental quality will raise product
  quality in terms of functionality, reliability in
  operation, durability and repairability.
• Image improvement. Communicating a product's
  environmental quality to users through an
  environmental "seal of quality," such as the
  Environmental Choice Label or a good report in
  consumer tests, can improve a company's image
  significantly.
• Need to reduce costs. Companies can combine DfE
  strategies with financial benefits by
• Purchasing fewer materials for each of its
  products.
• Using energy and auxiliary materials more
  efficiently during production.
• Generating less waste and lowering disposal
  costs.
• Disposing of hazardous waste.

Need to stimulate innovation. DfE can lead to
radical changes at the product system level--the
combination of product, market and technology.
Such innovations can provide entry into new
markets. Employee motivation. Morale generally
increases when employees are empowered to help
reduce the environmental impact of the company's
products and processes. DfE can also boost
employee motivation by improving occupational
health and safety. A sense of responsibility. A
growing awareness that business must play an
important role in working towards sustainable
development can provide a strong incentive for
implementing DfE
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External Drivers
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• Government Policies. Product-oriented
  environmental policy is growing rapidly in
  northern Europe, the United States and Japan.
  Some examples and trends
• Legislation on "extended producer responsibility"
  and "take-back obligation." Germany has
  introduced a take-back obligation for goods such
  as television sets, computers and cars. The U.S.
  Environmental Protection Agency requires
  discharge disclosures for certain types of
  generators.
• Introduction of eco-labelling programs for
  products or product groups.
• Requirement to provide environmental information
  on products and processes, requiring business to
  pursue more pro-active environmental
  communication policies.
• Development of industrial subsidy programs to
  stimulate DfE activities and encourage companies
  to carry out research into potential
  environmental improvements.
• Termination of subsides on energy-intensive
  production methods and energy/raw material
  consumption.

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• Market demand/competition. The needs/wants of
  suppliers, distributors and end-users are
  powerful drivers for environmental improvement.
  Some examples and trends
• Requirements by some companies--generally large
  corporations--for environmental-safeguarding
  declarations from suppliers. Some companies are
  systematically looking at their entire supply
  chain and imposing the new environmental
  standards or other measures of environmental
  performance.
• Boycotts or other actions by consumer
  organizations/environmental groups. For example,
  Greenpeace successfully pressured industry to
  develop GreenFreeze, an ecologically efficient
  refrigerant made of propane and butane that can
  replace environmentally harmful
  chlorofluorocarbons (CFCs).
• Environmental requirements incorporated into
  consumer product testing. If a product fails to
  get a high score on these requirements, it will
  no longer qualify for the title of "best buy" or
  "good choice," no matter what other excellent
  features it may possess. Good environmental
  ratings can increase market share.
• Increased implementation of "responsible care
  programs" in many industries, resulting in more
  companies with experience in cleaner production.
  In cases where intense competition exists for a
  particular product, companies with a good
  environmental profile can have an "edge."

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Waste charges. Waste-processing charges such as
land-fill and incineration costs are likely to
increase, based on the principle of "polluter
pays." The prevention of waste and emissions,
re-use and recycling will consequently become
more economic.
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• Environmental requirements for design awards.
  Several respected design competitions have now
  stipulated that contestants must provide specific
  environmental information on their products.
• One example is the German Industry Forum (IF)
  Design Award, affiliated with the Hannover Messe,
  which has a five-year plan to obtain
  environmental information on aspects such as
  packaging, materials used, re-usability and
  warranties. Other international design
  competitions now pro-active with regard to the
  environment are
• IDEA award in the United States.
• G-Mark award in Japan.
• Form Finlandia award by Nestle.
• Excellent Swedish Form by the Swedish Design
  Council.
• Brown Competition in Germany.
• ION award in the Netherlands

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Step 4 Analyze Improvement Options

• The project team should list improvement options
  on the DfE Improvement Options Worksheet,
  grouping them according to a classification based
  on the seven DfE Strategies. The Improvement
  Options Worksheet can also be reformatted to
  include the DfE Sub-Stratgies. (DfE
  STRATEGIES)After listing the improvement
  options, the team can then use the DfE Strategy
  Wheel Worksheet to visualize the main areas for
  product improvement.

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• The DfE Strategy Wheel The team should plot the
  existing product's environmental profile, using
  the results of the MET Matrix Worksheet and DfE
  Checklist Worksheet. (Step 2 Analyze Product's
  Environmental Profile)
• Assign a rating, from 0 (poor) to 5 (excellent),
  according to the seven DfE Strategies.
• Plot seven points on the Wheel along the
  corresponding axis.
• Connect all seven plotted points.
• The area generated is a visual representation of
  the product's environmental profile.
• Plot a second Wheel using the results from the
  DfE Improvement Options Worksheet. The difference
  in area between the two plotted surfaces is a
  graphical representation of the level of
  "ambition" for the DfE project.

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Strategy Wheel with current and targeted
environmental ratings
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• Short-term, long-term goals. The Strategy Wheel
  can also help you communicate short- and
  long-term goals.
• For example, a power-tool manufacturer decides to
  apply the DfE strategies to the design/product
  development of its cordless screwdriver. The
  current environmental profile for this product is
  a "poor-to-fair" rating for all seven DfE
  Strategies.
• The team identifies two goals for the short term.
• Significantly improve performance in product use
  by specifying a more efficient motor (Strategy 6
  Reduce Impact During Use). The benefits are 1)
  decreased number of times batteries have to be
  recharged and 2) reduced cost of ownership for
  the end-user.
• Reduce injection-moulding waste by redirecting
  plastic re-grind for use in a less critical
  application product (Strategy 4 Optimize
  Production Techniques).
• The project team illustrates these short-term
  priorities on the DfE Strategy Wheel by plotting
  the screwdriver's existing profile and short-term
  priorities.

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Cordless Screwdriver Long-term Goals
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• Step 5 Study Option Feasibility
• The DfE Priority Matrix Worksheet categorizes
  each improvement option according to
• Anticipated environmental merit.
• Technical, organizational and economic
  feasibility.
• Market opportunities.
• The project team should take note of those
  options can be matched to the DfE drivers. (Step
  3 Analyze Internal/External Drivers)

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Priority matrix worksheet

• The Worksheet can help a company systematically
  establish DfE priorities. Experience with DfE
  projects has shown that every area in the company
  involved in product development--management,
  marketing, purchasing, research and development,
  and production--should have representatives
  participate in a priority-setting
  workshop/meeting. The group should
• List and assign a priority rating to each
  improvement option.
• Label each option as a possibility for
  implementation in the short term (ST) or long
  term (LT).
• The group can estimate technical feasibility and
  market opportunities using techniques normally
  applied in your company.

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Work out realistic solutions

• Work out the solutions selected as most promising
  according to the defined project-specific
  priorities, appropriate to the given overall
  strategies and integrating the set environmental
  and social goals and requirements