1996 Electronics Industry Environmental Roadmap - Civil and ...

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Strategic Business Opportunities 2.4 Corporate Strategies for Elevating Environmental Program Management 2.4.1 A Parallel with Quality Pushing environmental management to a higher level of strategic awareness and performance will, in most cases, require a cultural shift within the firm. Dambach and Allenby (1995) suggest several aids to promoting this “cultural” change [7]: 16 Developing and disseminating strong rationales for incorporating environmental issues into strategic planning, Raising corporate awareness of the fundamental importance of environmental issues to strategic planning, Starting a training program with the objective of continuously improving the strategic planning process (as opposed to delaying implementation until a high level of accuracy is assured), and Basing the training program broadly throughout the organization (instead of primarily within a traditional EHS department). Many of these same tactics are central to the increased role of quality management in the corporation. Total quality management programs, and the energy with which they have been accepted by U.S. industry, provide an effective model to be applied in the environmental arena. Total quality management efforts have been accompanied by well-accepted performance standards and guidelines, such as those specified in the Malcolm Baldrige National Quality Awards and the ISO 9000 quality standard. Local and state programs have emulated Baldrige, and a support industry has grown around process improvement, reengineering, and continuing education. One important step could be the incorporation of environmental performance as a Baldrige criterion. Quality movement programs such as TEQM and those espoused by GEMI have led to an evolution in the culture of the professionals who are responsible for quality programs, emphasizing system-wide management processes, involvement of management at the highest levels, and measurable, reportable results. This same professional evolution is important for those responsible for environmental programs, many of whom have assumed a complianceoriented, reactive approach to environmental management. As voluntary, prospective initiatives become more common, the opportunity for professional development must also increase. Environmental professionals must expand their expertise to include a broad range of management, financial, and marketing knowledge—and corporate management must learn to recognize environmental professionals as key contributors to strategic planning and cost-effective operations. Another lesson from the quality movement is the necessity of involving the entire supply chain in the process. Supply and distribution relationships, raw material sources, service providers, and customers have a role to play in an integrated, life-cycle based environmental management process. Environmental programs are not the exclusive domain of environmental engineers. 2.4.2 Initial Steps
Strategic Business Opportunities The same momentum that surrounds total quality management can be transferred into environmental excellence. There are many programs that industry can pursue to take the offensive. The following are just a sample of the initiatives that need to be assessed and considered by individual companies, consortia, or trade groups: Issues to be Considered when Establishing Performance Metrics: – Environmental performance is incorporated into a business’ long-range planning. – Level and content of information shared with local community. – Annual benchmarks of environmental performance with competitors (nationally and internationally). – Annual benchmarks of environmental performance with suppliers (nationally and internationally). – Annual benchmarks of environmental performance with customers. – Compliance audit results are shared with the local community. Establishment of Performance Metrics: Metrics may include the following: – Total costs and benefits of environmental activities (including compliance with current environmental laws and regulations). – “Social costs” of current and future operations. – Number of business/government partnerships (i.e., a measure of the firm’s relationship with regulatory agencies). – Environmental Management System certification (e.g., ISO 14001). – Establish minimum qualifications and standards for suppliers. – Establish mentoring relationships with suppliers and customers with respect to Environmental Management System. – For businesses with international operations, comparison of internally-imposed standards with local standards. – Issuance of an environmental report. – Issuance of an environmental report with third-party attestation. – Number of supplier audits as a percentage of total strategic suppliers. – Number of “green” products manufactured/marketed. NORTEL Environmental Performance Index Executives at NORTEL are held accountable for meeting environmental objectives and achieving results. In keeping with the maxim ‘what gets measured gets managed,’ the company is gathering large amounts of environmental data across a broad spectrum of programs and operational processes. A set of measurements is developed to gauge performance against the identified goals. An environmental performance index (EPI) is one way to reduce this data into a manageable score. The index provides a single rating for the company. What 17
Page 1 and 2: MCC TECHNICAL REPORT MCC-ECESM-001-
Page 3 and 4: MCC Technical Report Document No. M
Page 5 and 6: Table of Contents Electronics Indus
Page 7 and 8: Electronics Industry Environmental
Page 9: Electronics Industry Environmental
Page 15 and 16: Executive Summary Electronics Indus
Page 19 and 20: 1.0 Introduction Introduction 1.1 O
Page 21 and 22: Introduction These kinds of cross-c
Page 23 and 24: Introduction Strategic Priority Nee
Page 25 and 26: Introduction Tactical Priority Need
Page 27 and 28: 2.0 Strategic Business Opportunitie
Page 29 and 30: Strategic Business Opportunities To
Page 31 and 32: Strategic Business Opportunities Go
Page 33: Strategic Business Opportunities co
Page 37 and 38: Strategic Business Opportunities -
Page 39 and 40: Environmental Cost Accounting at AT
Page 41 and 42: Strategic Business Opportunities Pr
Page 43 and 44: Strategic Business Opportunities sm
Page 45 and 46: Strategic Business Opportunities pr
Page 47 and 48: Strategic Business Opportunities en
Page 49: Priority Need Task 1. Knowledge of
Page 52 and 53: Information and Knowledge Systems m
Page 54 and 55: Information and Knowledge Systems T
Page 56 and 57: Information and Knowledge Systems T
Page 58 and 59: Information and Knowledge Systems 4
Page 60 and 61: Information and Knowledge Systems A
Page 64 and 65: Information and Knowledge Systems m
Page 69 and 70: Design for Environment: Evolution a
Page 79 and 80: 5. Models to support more comprehen
Page 81 and 82: 5.0 Disposition Disposition 5.1 Obj
Page 83 and 84: Disposition due date are called con
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Disposition 5.4.1 The Consumer/Comm
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Disposition 5.4.2 Recycled Material
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Disposition One of the greatest cha
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Disposition Assistance (OEA) submit
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Disposition provision in other inst
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Disposition The proposals strongly
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5.5.5 Summary: Lessons from Program
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Disposition The left side of the mo
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Disposition and government for esta
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Disposition Recycling: The collecti
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Disposition 87
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Emerging Technologies self-aligned
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Emerging Technologies wafer. 18 Gen
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Emerging Technologies 94 Planarizat
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Emerging Technologies Therefore, gi
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Emerging Technologies Printed Wirin
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Emerging Technologies 100 ensures f
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Emerging Technologies Etch Chemical
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Emerging Technologies 104 Fully Sub
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Emerging Technologies adhesives and
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Emerging Technologies 108 have sign
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Emerging Technologies 110 of automa
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Emerging Technologies 112 managemen
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Emerging Technologies 6.4.4 Fully A
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Emerging Technologies 116 Priority
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Appendix A. Other Industry Roadmaps
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Appendix A Overriding Issue SIA/SEM
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Appendix A Integrated Circuit Fabri
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IPC OIDA SIA/SEMATECH Interconnect
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Appendix A IPC Substrate thickness
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SIA/SEMATECH Precision Electromecha
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Appendix A SIA/SEMATECH As CMOS tec
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Appendix A IPC “The coordination
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Appendix A OIDA Specific technical
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Appendix A NEMI Photonics Critical
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Appendix A SIA/SEMATECH In a steady
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Appendix A SIA/SEMATECH Hand-in-han
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Appendix A SIA/SEMATECH Chemical, e
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Appendix A IPC Several approaches m
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Appendix A SIA/SEMATECH Conversion
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SIA/SEMATECH Benchmarking NEMI Need
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Appendix A IPC Purchasing Suppliers
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Appendix B. The Ten Ceres Principle
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Appendix C. The ICC Business Charte
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Appendix D Appendix D. Statistical
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SIC CODE Table 1. Demographic and w
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Appendix D Table 2. Correlation of
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SIC Code Table 3. Costs of fuels an
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3672 Printed Circuit Boards 3674 Se
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1 Value of shipments for product by
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3676- Electronic resistors 3677- El
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Appendix D Product Product Company
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Appendix D 183
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Appendix D Table 9. Quantity and va
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Key to Table 9: - Represents zero.
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SIC Code 36 361 Table 10. Air pollu
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SIC Code 36 361 362 Table 11. Pollu
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SIC Code 36 Appendix D Table 12. Po
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Appendix E Appendix E. Development
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Appendix E releases with component
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Appendix E 2 1 ITEM: Common Sense I
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Appendix E 6 1 ITEM: U.S. Industria
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Appendix E 1 ITEM: Waste Wi$e 2 SOU
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Appendix E 14 1 ITEM: 33/50 Program
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Appendix E 3 CONTENT: This Departme
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Appendix E clearinghouses, database
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5 COST: Free access to all data/inf
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Appendix E 34 1 ITEM: EMPF (Electro
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Appendix E 37 1 ITEM: I3LA (Initiat
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Appendix E 40 1 ITEM: Access EPA 2
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Appendix E 7 PERTINENCE: Probably n
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Appendix E 3 CONTENT: Large indexed
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Appendix E 55 1 ITEM: UCLA Center f
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Item # Type Source of Item Access C
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Appendix F. Survey of Tool Characte
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[Definitions for the design activit
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Human Interface (Please rank the im
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Appendix F 5 Quantifies and reports
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Appendix G Appendix G. Building Blo
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Appendix G The Nordic cooperation g
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Appendix G undertaken to assess env
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Appendix H If no accrual is made be
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Appendix H 248
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Appendix I 250
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Appendix J The ordinance requires U
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Appendix J 254 150,001 to 600,000 1
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Appendix J Germany (Proposed; effec
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References [16] Waitz and Corbet,
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References 260
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