Life-cycle design practices at three multinational companies

Proceedings of the 1999 IEEE International Symposium on Electronics and the Environment (Cat. No.99CH36357) Pub Date : 1999-05-11 DOI:10.1109/ISEE.1999.765859

K. Shapiro, A. White

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引用次数: 6

Abstract

Life-cycle design (LCD), the application of life-cycle concepts to the design phase of product development, is emerging as a valuable tool for incorporating environmental impacts and trade-offs as a criterion in product/process design. Because LCD is used as an internal decision-support tool and customized to meet firm-specific needs, its strengths, successes, and limitations remain largely undocumented. An examination of LCD practices at three firms-IBM, Bristol-Myers Squibb, and Armstrong World Industries-provides insights into how these methods evolve as well as a glimpse into the dynamics of organizational innovation in relation to corporate environmental management. Four ingredients are essential to initiating or sustaining a successful LCD program: (1) a pragmatic, flexible approach that avoids "analysis paralysis;" (2) program buy-in from multiple levels in the company; (3) supplier involvement to inform material and/or process decisions; and (4) including staff from various business functions to ensure that LCD is not merely another environmental initiative.

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三家跨国公司的生命周期设计实践

生命周期设计(LCD)，将生命周期概念应用于产品开发的设计阶段，正在成为将环境影响和权衡作为产品/过程设计标准的有价值的工具。由于LCD被用作内部决策支持工具，并被定制以满足公司的特定需求，因此它的优势、成功和局限性在很大程度上仍未被记录。对三家公司(ibm、百时美施贵宝和阿姆斯壮世界工业公司)的LCD实践的考察，提供了对这些方法如何演变的见解，以及对与企业环境管理相关的组织创新动态的一瞥。启动或维持一个成功的LCD项目的四个要素是必不可少的:(1)务实、灵活的方法，避免“分析瘫痪”;(2)公司内部多层次的项目认同;(3)供应商参与，为材料和/或工艺决策提供信息;(4)召集不同业务部门的员工，确保LCD不单是另一项环保措施。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Proceedings of the 1999 IEEE International Symposium on Electronics and the Environment (Cat. No.99CH36357)

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