Implementation of life cycle management practices in a cluster of companies in Bogota, Colombia
Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic...
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| Autor*in: |
Moreno, Oscar Alberto Vargas [verfasserIn] |
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| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2015 |
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| Anmerkung: |
© Springer-Verlag Berlin Heidelberg 2015 |
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| Übergeordnetes Werk: |
Enthalten in: The international journal of life cycle assessment - Springer Berlin Heidelberg, 1996, 20(2015), 6 vom: 31. März, Seite 723-730 |
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| Übergeordnetes Werk: |
volume:20 ; year:2015 ; number:6 ; day:31 ; month:03 ; pages:723-730 |
| Links: |
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| DOI / URN: |
10.1007/s11367-015-0875-x |
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OLC2051202311 |
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| 520 | |a Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic decision-making business processes. The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. Results and discussion The companies were able to apply the concepts to develop accurate, representative assessments of organizational maturity and to identify reasonable improvement projects that delivered some financial value in the short term, addressed a management system gap identified in the maturity assessment, and could be completed within the schedule deadline of the contract (∼6 to 9 months). The projects included an LCA of cleaning products, collaboration among three companies to find a better solution for managing a waste stream of coffee “silver skins,” a streamlined assessment of acrylic products, an LCA of disposable polypropylene (PP) and polystyrene (PS) cups, and a qualitative screening of operations of a transit company. The paper discusses how the results of the studies were used to identify specific improvement projects tailored to the specific needs and priorities of each company. Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. One key question is how to sustain the energy and ongoing improvements fostered by this pilot program. | ||
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10.1007/s11367-015-0875-x doi (DE-627)OLC2051202311 (DE-He213)s11367-015-0875-x-p DE-627 ger DE-627 rakwb eng 650 330 333.7 VZ 690 VZ Moreno, Oscar Alberto Vargas verfasserin aut Implementation of life cycle management practices in a cluster of companies in Bogota, Colombia 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Springer-Verlag Berlin Heidelberg 2015 Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic decision-making business processes. The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. Results and discussion The companies were able to apply the concepts to develop accurate, representative assessments of organizational maturity and to identify reasonable improvement projects that delivered some financial value in the short term, addressed a management system gap identified in the maturity assessment, and could be completed within the schedule deadline of the contract (∼6 to 9 months). The projects included an LCA of cleaning products, collaboration among three companies to find a better solution for managing a waste stream of coffee “silver skins,” a streamlined assessment of acrylic products, an LCA of disposable polypropylene (PP) and polystyrene (PS) cups, and a qualitative screening of operations of a transit company. The paper discusses how the results of the studies were used to identify specific improvement projects tailored to the specific needs and priorities of each company. Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. One key question is how to sustain the energy and ongoing improvements fostered by this pilot program. Business strategy Capability maturity model Life cycle assessment Life cycle management Organizational development Swarr, Thomas E. aut Asselin, Anne-Claire aut Milà i Canals, Llorenç aut Colley, Tracey aut Valdivia, Sonia aut Enthalten in The international journal of life cycle assessment Springer Berlin Heidelberg, 1996 20(2015), 6 vom: 31. März, Seite 723-730 (DE-627)211584533 (DE-600)1319419-7 (DE-576)059728728 0948-3349 nnns volume:20 year:2015 number:6 day:31 month:03 pages:723-730 https://doi.org/10.1007/s11367-015-0875-x lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-UMW SSG-OLC-ARC SSG-OLC-TEC SSG-OPC-FOR GBV_ILN_30 GBV_ILN_70 GBV_ILN_267 GBV_ILN_2014 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_4012 GBV_ILN_4046 AR 20 2015 6 31 03 723-730 |
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10.1007/s11367-015-0875-x doi (DE-627)OLC2051202311 (DE-He213)s11367-015-0875-x-p DE-627 ger DE-627 rakwb eng 650 330 333.7 VZ 690 VZ Moreno, Oscar Alberto Vargas verfasserin aut Implementation of life cycle management practices in a cluster of companies in Bogota, Colombia 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Springer-Verlag Berlin Heidelberg 2015 Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic decision-making business processes. The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. Results and discussion The companies were able to apply the concepts to develop accurate, representative assessments of organizational maturity and to identify reasonable improvement projects that delivered some financial value in the short term, addressed a management system gap identified in the maturity assessment, and could be completed within the schedule deadline of the contract (∼6 to 9 months). The projects included an LCA of cleaning products, collaboration among three companies to find a better solution for managing a waste stream of coffee “silver skins,” a streamlined assessment of acrylic products, an LCA of disposable polypropylene (PP) and polystyrene (PS) cups, and a qualitative screening of operations of a transit company. The paper discusses how the results of the studies were used to identify specific improvement projects tailored to the specific needs and priorities of each company. Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. One key question is how to sustain the energy and ongoing improvements fostered by this pilot program. Business strategy Capability maturity model Life cycle assessment Life cycle management Organizational development Swarr, Thomas E. aut Asselin, Anne-Claire aut Milà i Canals, Llorenç aut Colley, Tracey aut Valdivia, Sonia aut Enthalten in The international journal of life cycle assessment Springer Berlin Heidelberg, 1996 20(2015), 6 vom: 31. März, Seite 723-730 (DE-627)211584533 (DE-600)1319419-7 (DE-576)059728728 0948-3349 nnns volume:20 year:2015 number:6 day:31 month:03 pages:723-730 https://doi.org/10.1007/s11367-015-0875-x lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-UMW SSG-OLC-ARC SSG-OLC-TEC SSG-OPC-FOR GBV_ILN_30 GBV_ILN_70 GBV_ILN_267 GBV_ILN_2014 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_4012 GBV_ILN_4046 AR 20 2015 6 31 03 723-730 |
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10.1007/s11367-015-0875-x doi (DE-627)OLC2051202311 (DE-He213)s11367-015-0875-x-p DE-627 ger DE-627 rakwb eng 650 330 333.7 VZ 690 VZ Moreno, Oscar Alberto Vargas verfasserin aut Implementation of life cycle management practices in a cluster of companies in Bogota, Colombia 2015 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Springer-Verlag Berlin Heidelberg 2015 Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic decision-making business processes. The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. Results and discussion The companies were able to apply the concepts to develop accurate, representative assessments of organizational maturity and to identify reasonable improvement projects that delivered some financial value in the short term, addressed a management system gap identified in the maturity assessment, and could be completed within the schedule deadline of the contract (∼6 to 9 months). The projects included an LCA of cleaning products, collaboration among three companies to find a better solution for managing a waste stream of coffee “silver skins,” a streamlined assessment of acrylic products, an LCA of disposable polypropylene (PP) and polystyrene (PS) cups, and a qualitative screening of operations of a transit company. The paper discusses how the results of the studies were used to identify specific improvement projects tailored to the specific needs and priorities of each company. Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. One key question is how to sustain the energy and ongoing improvements fostered by this pilot program. Business strategy Capability maturity model Life cycle assessment Life cycle management Organizational development Swarr, Thomas E. aut Asselin, Anne-Claire aut Milà i Canals, Llorenç aut Colley, Tracey aut Valdivia, Sonia aut Enthalten in The international journal of life cycle assessment Springer Berlin Heidelberg, 1996 20(2015), 6 vom: 31. März, Seite 723-730 (DE-627)211584533 (DE-600)1319419-7 (DE-576)059728728 0948-3349 nnns volume:20 year:2015 number:6 day:31 month:03 pages:723-730 https://doi.org/10.1007/s11367-015-0875-x lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-UMW SSG-OLC-ARC SSG-OLC-TEC SSG-OPC-FOR GBV_ILN_30 GBV_ILN_70 GBV_ILN_267 GBV_ILN_2014 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_4012 GBV_ILN_4046 AR 20 2015 6 31 03 723-730 |
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The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. 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Moreno, Oscar Alberto Vargas |
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implementation of life cycle management practices in a cluster of companies in bogota, colombia |
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Implementation of life cycle management practices in a cluster of companies in Bogota, Colombia |
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Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic decision-making business processes. The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. Results and discussion The companies were able to apply the concepts to develop accurate, representative assessments of organizational maturity and to identify reasonable improvement projects that delivered some financial value in the short term, addressed a management system gap identified in the maturity assessment, and could be completed within the schedule deadline of the contract (∼6 to 9 months). The projects included an LCA of cleaning products, collaboration among three companies to find a better solution for managing a waste stream of coffee “silver skins,” a streamlined assessment of acrylic products, an LCA of disposable polypropylene (PP) and polystyrene (PS) cups, and a qualitative screening of operations of a transit company. The paper discusses how the results of the studies were used to identify specific improvement projects tailored to the specific needs and priorities of each company. Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. One key question is how to sustain the energy and ongoing improvements fostered by this pilot program. © Springer-Verlag Berlin Heidelberg 2015 |
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Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic decision-making business processes. The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. Results and discussion The companies were able to apply the concepts to develop accurate, representative assessments of organizational maturity and to identify reasonable improvement projects that delivered some financial value in the short term, addressed a management system gap identified in the maturity assessment, and could be completed within the schedule deadline of the contract (∼6 to 9 months). The projects included an LCA of cleaning products, collaboration among three companies to find a better solution for managing a waste stream of coffee “silver skins,” a streamlined assessment of acrylic products, an LCA of disposable polypropylene (PP) and polystyrene (PS) cups, and a qualitative screening of operations of a transit company. The paper discusses how the results of the studies were used to identify specific improvement projects tailored to the specific needs and priorities of each company. Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. One key question is how to sustain the energy and ongoing improvements fostered by this pilot program. © Springer-Verlag Berlin Heidelberg 2015 |
| abstract_unstemmed |
Purpose The UNEP/SETAC Life Cycle Initiative has been promoting the development and dissemination of a life cycle management capability maturity model (LCM CMM) to fully operationalize and eventually mainstream LCA into all facets of business, including product development, marketing, and strategic decision-making business processes. The capability framework defines a logical sequence of skill building based on the experiences of sustainability leaders that can speed learning for companies with less mature programs. Business improvement projects are designed to incrementally expand the span of concern from company objectives, to value chain viability, and ultimately to societal needs, while broadening the base of information and engaging a wider set of stakeholder views. Methods The UNEP/SETAC sponsored pilot tests of the LCM CMM in Cameroon, Uganda, South Africa, India, Brazil, Colombia, and Peru. The results from the pilot conducted by Secretaria Distrital de Ambiente (SDA) and a network of 22 companies in Bogotá, Colombia, are presented to illustrate how the capability approach can be applied and highlight lessons learned to promote further dissemination of life cycle practices. Results and discussion The companies were able to apply the concepts to develop accurate, representative assessments of organizational maturity and to identify reasonable improvement projects that delivered some financial value in the short term, addressed a management system gap identified in the maturity assessment, and could be completed within the schedule deadline of the contract (∼6 to 9 months). The projects included an LCA of cleaning products, collaboration among three companies to find a better solution for managing a waste stream of coffee “silver skins,” a streamlined assessment of acrylic products, an LCA of disposable polypropylene (PP) and polystyrene (PS) cups, and a qualitative screening of operations of a transit company. The paper discusses how the results of the studies were used to identify specific improvement projects tailored to the specific needs and priorities of each company. Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. One key question is how to sustain the energy and ongoing improvements fostered by this pilot program. © Springer-Verlag Berlin Heidelberg 2015 |
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Conclusions The pilot projects showed that the capability maturity approach had intuitive appeal and the companies were able to apply the concepts to their organizations with limited technical support and identify an appropriate improvement project with LC relevance. This suggests there should be less emphasis on LCA as a tool to identify projects and more as a method to gain insights for effective implementation of business-relevant projects. 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