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Sustainable Design And Manufacturing Sept 09
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Sustainable Design And Manufacturing Sept 09 Presentation Transcript

  • 1. Sustainable Design and Manufacturing September 22, 2009 Chicago, IL Roger Saillant
  • 2.
    • References
    • Laws of Lean
    • Laws of Nature
    • Contrasts
    • What can be done?
    Outline
  • 3. References
    • From Lean to Green: Interface, Inc.
      • by Dave Gustashaw and Robert W. Hall,
      • originally published by Association for Manufacturing Excellence, 2008
    • Biomimicry: Innovation Inspired by Nature
      • by Janine Benyus
      • www.BiomimicryInstitute.org
      • www.AskNature.org
    • The Necessary Revolution
      • by Peter Senge et al.
    • Sustainability by Design
      • by John Ehrenfeld
  • 4. References
    • Sustainable Value: How the World's Leading Companies Are Doing Well by Doing Good
      • by Chris Laszlo
    • Leverage Points: Places to Intervene in a System
      • by Donella Mead ows
      • First published by the Sustainability Institute, 1999
      • www.SustainabilityInstitute.org
    • A I and the Future of Human Morality
      • by Steve Omohundro
      • presented at the Silicon Valley World Transhumanist Association Meetup
  • 5. 10 Lean Laws
    • Create a Culture of Continuous Improvement
    • Empower Workers
    • Meet Customer Requirements
    • Partner with Suppliers
    • Do It Right the First Time
  • 6. 10 Lean Laws
    • Eliminate Waste
    • Abolish Local Optimization
    • Maximize Flow
    • Minimize Inventory
    • Pull From Demand
  • 7. Lean Drives Towards a Minimum
  • 8. 9 Laws of Nature
    • Nature runs on sunlight
    • Nature uses only the energy it needs
    • Nature recycles everything
    • Nature demands local expertise
    Source: Janine Benyus
  • 9. 9 Laws of Nature
    • Nature fits form and function
    • Nature rewards cooperation
    • Nature banks on diversity
    • Nature curbs excesses from within
    • Nature taps the power limits
    Source: Janine Benyus
  • 10. Nature is never in perfect balance. It is the ‘act of balancing’ that nature has perfected.
  • 11. Comparisons Variable Lean Nature Objective: Economic Efficiency Abundant Life Scope: Thousands of Sq. Feet Plant and Supply Base Earth + 50,000 ft – 30,000 ft Global Eco-System Energy: Fossil Fuels Predominates Sunlight & Geothermal Time Scales: Days – Hours - Minutes Seasons - Millennia Waste: Converge to Minimum Waste = Food
  • 12. Comparisons Variable Lean Nature Materials: Metal-Based Customized Materials Toxic Chemicals Carbon Based Supply Chain: Global Local Morality: Human Centric Fill All Niches Survival of the Fittest System: Narrow Subsystem Focus Global Systems Webs
  • 13. 12 Leverage Points 12. Constants, parameters, numbers (such as subsidies, taxes, standards) 11. Sizes of buffers and other stabilizing stocks, relative to their flows 10. The structure of material stocks and flows (such as transport networks, population age structures) 9. The lengths of delays, relative to the rate of system change 8. The strength of negative feedback loops, relative to the impacts they are trying to correct against Source: Donella Meadows
  • 14. 12 Leverage Points 7. The gain around driving positive feedback loops 6. The structure of information flows (who does and does not have access to what kinds of information) 5. The rules of the system (such as incentives, punishments, constraints) 4. The power to add, change, evolve, or self-organize system structure 3. The goals of the system Source: Donella Meadows
  • 15. 12 Leverage Points Source: Donella Meadows 2. The mindset or paradigm out of which the system -- its goals, structure, rules, delays, parameters – arises 1. The power to transcend paradigms
  • 16.
    • Locate yourself on Meadows’ 12 Leverage Points
    • Where is your primary focus?
    • Expand to all species for all times
    Where Are You?
  • 17. Four Driving Questions
    • Where are you?
    • Where do you want to be?
    • How do you want to get there?
    • Why do you want to go there?
  • 18. Power of 150 Year Vision
    • Move away from “knowns”
    • Imagine what is truly desired
    • Provide a reference point for key decisions
    • Subordinate ego to goal (humble)
    • Requires multi-generational handoff (Iroquois planning)
  • 19. A Design Attitude will Push:
    • Practices
    • Materials
    • Technologies
    • Cultures
    • Values
    Adopt a Design Attitude
  • 20. 100 Years of Evolution in Production Painting of Cars
  • 21. 1. An Energy Path Forward…
    • Assess Plant Energy Footprint
    • Implement Energy Reduction Strategies
      • Solid State Lighting
      • Window Treatments
      • Insulation Opportunities
      • DC Considerations
      • Downsizing Power Equipment Requirements
    Strategic Plan for Years: 2009 - 2025
  • 22. 2. An Energy Path Forward…
    • Assess supplier and transportation energy footprint
    • Collaboratively implement energy reduction strategies
    • Apply the learnings from your plant throughout the supplier network
    • Continue process all the way back to raw materials
    Strategic Plan for Years: 2015 - 2040
  • 23. 3. An Energy Path Forward…
    • Redesign product to minimize energy throughout the supply chain
    • Reduce energy in use
    • Reduce energy in end-of-life practice
    • Account for all “virtual energy”
    Strategic Plan for Years: 2009 - 2040
  • 24. 4. An Energy Path Forward…
    • Shift to power plants running on solar, geothermal, wind, and other renewables
    • Build smaller plants on brownfield sites in customer markets
    Strategic Plan for Years: 2025 - 2060
  • 25. 5. An Energy Path Forward…
    • Redesign products to use biological processes for fabrication and materials
    • Focus on needs vs. wants
    • Plan to use transmitted energy from outer space
    Strategic Plan for Years: 2060 - 2159
  • 26. 6. An Energy Path Forward… Be prepared to push practices, materials, technologies, cultures, and values in order to operate solely on renewable energy. PLAN CHECK DO ACT P P C D A D C A
  • 27.
    • “ If people do not revere the Law of Nature, it will inexorably and adversely affect them.”
    • -- Lao Tsu
  • 28.  
  • 29.