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Stella Vanassche: Duurzaamheidsbewaking binnen iMade
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Stella Vanassche: Duurzaamheidsbewaking binnen iMade


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Stella Vanassche van VITO legt uit hoe duurzaamheidsbewaking voor digitale productie vormgegeven zou kunnen worden adhv drie principes: …

Stella Vanassche van VITO legt uit hoe duurzaamheidsbewaking voor digitale productie vormgegeven zou kunnen worden adhv drie principes:
• Beperk het materiaalgebruik
• Maximaliseer het gebruik van gerecycleerde materialen
• Minimaliseer de impacten van waardeketens op de beschikbaarheid van natuurlijke hulpbronnen, rekening houdend met economische efficiëntie en sociale rechtvaardigheid.

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  • Principle 1: Minimize the use of materials(lean material flows)This principle calls for prevention, as materials that are not used will remain available. At the same time, those functionalities necessary to satisfy our needs that are provided by the materials must be maintained or improved. To reduce material throughput without loss of functionalities, different strategies will be applied:Minimize material losses over the complete value chain of products and services (resource efficiency, re-use)Maximize the functionality of materials at every point in the value chain (resource effectiveness, ‘do more with less’, dematerialization, product service systems, material substitution)
  • Principle 2: Maximize the use of recycled materials (cycle closure)The use of materials to satisfy our needs can be minimized (principle 1), but never completely avoided. However, resources from nature can be saved by minimizing the share of primary materials in the total requirement of materials that provide the functionality required to fulfill our needs. The corresponding strategy consists of:Increase the recycling of End-of-Life products into products or materials with similar or superior functionalities as those that are obtained from primary materials (recycling for loop closing and upcycling, urban mining, design for recycling)
  •  Principle 3: Minimize the impacts of value chains on the availability of natural resources, taking into account economic efficiency and social equity. (value chain management, life cycle sustainability assessment)A value chain with the leanest possible material flows (principle 1) and a maximum share of recycled products and materials (principle 2) might i) present avoidable impacts in its interaction with the use of other resources from nature, ii) lack economic efficiency or iii) provoke social inequity. Strategies to minimize value chain impacts include:Increase the awareness and engagement of value chain stakeholders and actors, applying a multidisciplinary approach (clustering, green business models)
  • Life Cycle Thinking (LCT):Looks at environmental impacts of goods and services across all life cycle stagesSeeks to identify possible improvements to goods and services in the form of lower environmental impacts and reduced resource use Aims to avoid burden shiftingBetween different life cycle stagesBetween regionsBetween impact categories
  • Afbeeld
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    • 1. 17/06/2013Guarding sustainabilityStella Vanassche, Philip Marynissen, An Vercalsteren
    • 2. 17/06/2013 2© 2013, VITO NVConcepts» Sustainable development = pathway, journey to achieve sustainability» Sustainability = ideal dynamic state
    • 3. 17/06/2013 3© 2013, VITO NVSustainable Materials ManagementOECD:approach to promote sustainable materials use, integrating actions targetedat reducing negative environmental impacts and preserving natural capitalthroughout the life-cycle of materials, taking into account economicefficiency and social equity
    • 4. 17/06/2013 4© 2013, VITO NVSMM IN VITO: PRINCIPLES
    • 5. 17/06/2013 5© 2013, VITO NVLean material flowsMinimise material useMinimize material lossesMaximise their functionality
    • 6. 17/06/2013 6© 2013, VITO NVCycle closure Maximise the use of recycled materialsDesign for recyclingUpcyclingUrban mining
    • 7. 17/06/2013 7© 2013, VITO NVMaterial Life Cycle ThinkingEconomic efficiency and social equityValue chain managementLife cycle sustainability assessmentNew business models
    • 8. 17/06/2013 8© 2013, VITO NVLife Cycle Thinking - WHATraw materialsproductionstorageretailuseResource use Health andenvironmental impactEnergyMaterialsLand use Toxic pressureEutrophicationClimate change
    • 9. 17/06/2013 9© 2013, VITO NVLife Cycle Thinking - WHY» Businesses:» improve efficiency to boost margins and competitiveness, whilecontributing to a sustainable society» Identify hot spots in a product’s life cycle to promote material andeconomic efficiency» Achieve closer cooperation with suppliers and customers regardingproduct risks, development and marketing» Foster better relations with authorities, environmental groups andwith other stakeholders» Improve the company’s image
    • 10. 17/06/2013 10© 2013, VITO NVLife Cycle Thinking - HOW» Life Cycle Assessment (LCA)» Carbon footprinting (CF)» Ecological footprinting (EF)» Environmental Input-Output Analysis» Material Flow Analysis (MFA)» Life Cycle Costing (LCC)A global assessment of environmental impacts, caused by aproduct, material, process or system over its entire life cycle
    • 11. 17/06/2013 11© 2013, VITO NVLife Cycle Thinking - HOW» Ecodesign strategy» Sustainability assessment» Consumer behaviour» Sharing systems» Transition projects
    • 12. 17/06/2013 12© 2013, VITO NVDoes additive manufacturing contribute tosustainable materials management?
    • 13. 17/06/2013 13© 2013, VITO NVYES, IT CAN! (cfr. ‘Atkins-project’, Loughborough university)» PLANET: clean production» less raw material, and less waste» less consumable materials (cooling liquids, lubricants, ...)» light weight products» (in quite some cases) less energy over complete life cycle» (opportunities for) shortening/closing material life cycles» PROFIT: robust, competitive manufacturing» one (contactless) tool» JIT production (instead of JIT delivery)» no stock» digital, dematerialised supply chains (bits & bytes instead of materials)» new & more sustainable business models» improved performance of products» PEOPLE: safe & healthy jobs for skilled workforce» Through» skilled workforce» local production of customized products (mass customisation)
    • 14. 17/06/2013 14© 2013, VITO NVGolf, a green hobby…
    • 15. 17/06/2013 15© 2013, VITO NV… or not?
    • 16. 17/06/2013 16© 2013, VITO NVTransitions…
    • 17. 17/06/2013 17© 2013, VITO NVIncreased efficiency and increasedconsumption» Jevons Paradox:» technological progress that increases the efficiency with which a resourceis used tends to increase (rather than decrease) the rate of consumptionof that resource» Example: flat panel TVs» AM as the example of Jevon’s effect for materialsmanagement?Alcott, Blake (July 2005). "Jevons paradox". Ecological Economics 54 (1): 9–21
    • 18. 17/06/2013 18© 2013, VITO NVAM contribution to SMM» Local production» Mass customisation» Closed material loops (?)» Consumer becomes prosumer» Collective model» (Car) repair shops without stock» Personal design of mass products
    • 19. 17/06/2013 19© 2013, VITO NVFuture concept