Redesigning with the Whole Life Cycle in Mind: The Evolution of Product Design & Composition at Levi Strauss & Co.
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Featuring: Paul Dillinger, Head of Global Product Innovation, Levi Strauss & Co. View the recording of this presentation in the SB Library: http://www.sustainablebrands.com/digital_learning/event_video/products_design/redesigning_whole_life_cycle_mind_evolution_product_des
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Redesigning with the Whole Life Cycle in Mind: The Evolution of Product Design & Composition at Levi Strauss & Co.
- 2. Paul Dillinger | @LeviStraussCo Head of Global Product Innovation Levi Strauss & Co. Redesigning with the Whole Life Cycle in Mind: The Evolution of Product Design & Composition at Levi’s #SB14sd
- 3. PAUL DILLINGER HEAD OF GLOBAL PRODUCT INNOVATION
- 8. WE STARTED WITH A LIFECYCLE ASSESSMENT FOR INTERNAL USE ONLY, ©2014
- 22. THANK YOU
Editor's Notes
- The first real innovation in sustainable design / product innovation started with the rivet. The ultimate sustainability factor. Patented riveted work pants – and the blue jean was born. Durability … Delivery against a specific consumer need…Allowed garment to be used longer. Lasting value. What we were (cloth) what we became (metal applied to fabric to create more durable product) First pillar: ENVIRONMENTAL SUSTAINABILITY
- SECOND PILLAR: SOCIAL SUSTAINABILITY (PROFITS THROUGH PRINCIPLES); HOW WE LEVERAGE OUR SCALE FOR GOOD. Fast forward more than 100 years later – a lot was changing. Many apparel brands were moving their production overseas. We were one of the last ones to go – and made a commitment to set a higher standard for our factories. In 1991 we were the first apparel company to implement a Terms of Engagement (code of conduct) that placed strict standards on everything from health and safety to labor and wages. It was controversial at the time – but we knew it was the right thing to do. Now it’s common place in our industry. After our TOE was in place, we then asked ourselves how we could tackle other sustainability issues but needed a North Star to anchor our focus.
- We only know what we know / we don’t know what we don’t know. We undertook a life cycle assessment to understand our impact.
- Looked at water, energy, CO2 impact. One of the most substantive areas of impact was in the cultivation of cotton….
- We focused on what we could control / where we can lead by example. USE OUR LEADERSHIP POSITION TO DRIVE INDUSTRY CHANGE. How to make the same great looking, great fitting product … with less water
- USE PRE-COMPETITIVE COLLABORATION TO STRENGTHEN OUR VOICE THROUGH SOLIDARITY We then turned our attention to the areas that had the biggest impact – and that were out of our control. BCI – a new way to look at cotton farming. Not just water and chemicals but also incorporating farmer well-being and livelihood into the equation.
- And the second biggest area: consumer care. About 50% of the water is used by the time the consumer buys the product. The other 50% happens when they take it home. We encourage consumers to wash less…wash cold…line dry…and donate when no longer needed. Washing your jeans less
- What we learned about water and cotton led us to explore alternative fabrications and materials which evolved into Waste<Less. Up to 8 plastic bottles per jean. Up to 20% post consumer waste in each product. But these are just products. We need to evolve our thinking to more system-wide change within the company.
- Wellthread rethinks the entire system – from front to back, back to front. It’s about systemwide innovation.
- Wellthread rethinks the entire system – from front to back, back to front. It’s about systemwide innovation.
- It all comes back to our values…the values of Levi Strauss himself and the values of this company. Those values serve as the foundation that fosters a culture of innovation, exploration and risk-taking – to make things like our TOE, Water<Less and Wellthread possible…
- Wellthread rethinks the entire system – from front to back, back to front. It’s about systemwide innovation.