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This section describes how lean and environment services can be integrated and delivered. A few complementary programs and tools, which are not discussed here, can further enhance the outcomes from lean and environmental efforts. For example, Six Sigma, Pre-Production Planning or Production Preparation Process (known as 3P), the Baldridge Quality model, and ISO 9000 are complementary tools that may be used in conjunction with lean. Environmental Management Systems, ISO 14000, and Design for Environment are related tools that can be used in incorporating pollution prevention and waste minimization efforts into lean.
The essentials of lean and green are covered in the following context:
One critical facet of a lean and environment project is to include an environmental health and safety representative from the company on the lean team. When possible, outside P2 or environmental expertise can add value to the project as well. One of the first steps in moving forward on a lean and environment project is to ensure that all participants understand the gamut of environmental wastes and issues, such as water, energy, and material consumption, generation of hazardous and solid wastes, effluents and emissions, and use of toxic substances. This is an important addition to the conventional lean training that most company lean teams receive prior to conducting a lean project. See Chapter 2 of the US EPA's Lean and Enviroment Toolkit for additional guidance. The next step is to include and measure applicable environmental consideratons during value stream mapping (VSM) of the current and future state.
The traditional VSM captures production processes, steps, and time data, as shown in Figure 1. Figure 1: Simplified Depiction of Value Stream Map: Current State (Source: Oregon Manufacturing Extension Partnership - OMEP)
Adding considerations such as material use, toxics use, or energy or water consumption to the map - as an added line below the processes (Figure 2), or as inputs and outputs (Figure 3), helps to capture data to address environmental issues. Figure 2: Simplified Depiction of Value Stream Map Including Material Analysis (Source: OMEP) Figure 3: Simplified Depiction of Value Stream Map Including Environmental Inputs and Outputs (Source: OMEP) The next step is use the current state VSM to create an optimized future state VSM reducing lead time, non-value added steps, and reducing environmental wastes. This step is where the lean teams use their collective input, along with plans to use lean and P2 principles to design the improved "future state" value stream map. In addition, target processes or improvement opportunities are identified as priorities for kaizen events, via a "starburst" on the map. A green starburst can be used to flag an environmental improvement opportunity. (See Figure 4). Figure 4: Simplified Depiction of Value Stream Map Identifying Kaizen Event Opportunities (Source: OMEP & PPRC) At the culmination of the VSM process, the lean and environment team give a report-out is given to all participants and management on the findings and action plans. Management support and buy-in is a crucial part of the lean and environment improvement process. The final step is to plan and execute kaizen event(s), also called rapid improvement event(s). The kaizen event typically includes most of the same cross-functional team members involved in the VSM preparation, and may involve additional staff and suppliers. The team uses continuous improvement strategies, and lean and P2 tools to plan and carry out the actual process, facility, equipment, product, and procedural changes to achieve the "future state". Lean tools may include, but are not limited to: work flow, 5S (sort, set in order, shine, standardize, sustain), batch reduction, WIP (work in process) and inventory reduction, total productive maintenance, setup time reduction, visual controls, Six Sigma, plant layout, energy efficiency, poka yoke (mistake proofing), standardized work methods, time studies, lean design, and more. Environmental opportunities can be efficiently included and addressed alongside these strategies. In light of global warming, and pending legislation on greenhouse gas emissions in several states, the lean framework has become a valuable tool to focus on energy efficiency. Similar to the process above, there are resources available to include energy analysis within lean. The U.S. EPA's Lean and Energy Toolkit
offers an overview, benefits, and strategies of integrating lean with energy efficiency efforts. In addition, the
California Manufacturing Technical Center has developed and is using a tool called VeSM™ Advantage Plus Program to assist California companies in improving productivity while simultaneously addressing energy efficiency. Typical energy information and data gathering can include (but is not limited to) the following:
Relevant energy-related information can be captured on the VSM to help identify opportunitis to improve energy efficiency. The challenge, and opportunity, for environmental professionals is to connect with lean business improvement efforts in a seamless way that embeds sustainability concepts into the normal way of doing business. A pending guide, developed by the U.S. EPA, is designed to assist environmental professionals to partner with Lean and Six Sigma practitioners to help them translate environmental concepts into lean production. Stay tuned for the link to this guide, which will eventually be posted at www.epa.gov/lean. Lean and environment projects that have occurred in the U.S., have resulted in outcomes that are far better than an independent lean, or independent environmental or sustainability project. The integrated lean and environment projects, typically involve one or more P2 specialists and a lean service provider. A source of excellent lean expertise is each state's Manufacturing Extension Partnerships (MEP), operating under the National Institute for Standards and Technology (NIST). Environmental expertise may be provided by one or more of the following: internal environmental, health & safety officers; P2Rx centers, government P2 technical assistance providers (typically a non-regulatory branch of state or local government), or independent environmental consultants. Involving environmental expertise from outside the business or operation itself can provide invaluable perspective and input that may not have already been considered or evaluated by internal staff. In your region, determine who is providing lean services to companies. Establish a working relationship, partnership, and service delivery plan with the lean service provider. Look for viable client candidates in the manufacturing sector, services sector, or even government operations. Check with GSN, PPRC, or your state for potential start-up funding support to incent a company to participate. PPRC's Lean and Green Assistance staff can help in establishing contacts, finding lean training opportunities for P2 professionals, development of outreach materials to attract potential candidate companies, and finding other regional entities, such as energy or water conservation experts, that may strengthen the services offered to clients. Simultaneously combining lean and environmental efforts has boosted lean results for many U.S. companies, including three Washington manufacturers. Here are just a few of results from the three lean and environment pilot projects completed in Washington State: The Washington case studies can be found at:
Additional case studies describing lean and environment projects:
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The Zero Waste Network is one of eight Pollution Prevention Resource Exchange P2RxCenters , serving as a national network of regional information centers: NEWMOA (Northeast), WRRC (Southeast), GLRPPR (Great Lakes), ZeroWasteNet (Southwest), P2RIC (Plains), Peaks to Prairies (Mountain), WSPPN (Pacific Southwest), PPRC (Northwest). We are a proud member of the National Pollution Prevention Roundtable. |
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