| 1. |
- Almgren, Richard, et al.
(author)
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LIFE CYCLE MANAGEMENT THROUGH BUSINESS DRIVEN SUSTAINABILITY MANAGEMENT SYSTEMS : OPPORTUNITIES AND LIMITATIONS
- 2013
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Conference paper (other academic/artistic)abstract
- This paper is based on a study of the current sustainability management system landscape within the ABB Group and discusses the limitations and opportunities related to these systems and belonging tools. It also suggests a sustainability management model which covers both the “vertical” and “horizontal” directions along the value chain. The model describes how current management systems and tools can be better linked to the business strategy and decision situations to enable sustainable growth and profit while contributing to a “better world”. The main conclusions are that LCM needs to be explored further through the lenses of each company’s specific organization. Finally the role of a continual improvement procedure is considered the cornerstone for “true” life cycle implementation.
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| 2. |
- Bruch, Jessica, et al.
(author)
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Development of Robust Production Equipment : A guide to strong collaboration between users and suppliers
- 2016
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Reports (other academic/artistic)abstract
- The result of today’s global and increasingly tough competition is narrow market windows and a demand for quick volume increases in production. This in turn means increased demands for a rapid and effective development of production equipment that ensures high performance right at the start of production. Robust production equipment with a high level of production efficiency and reduced costs for operation and maintenance therefore make up one of the most important factors for strong competitiveness and high profitability for Swedish industrial enterprises. Strong collaboration between users and suppliers is the key to success in this type of investment project. This handbook therefore presents a model that can be used by manufacturing companies who want to develop robust production equipment. The model and the other recommendations of the handbook focus on projects that are to be carried out in strong collaboration and are targeted at both users and suppliers. The model has been deve-loped through “EQUIP – User-supplier integration in production equipment design”, which has received funding from the Knowledge Foundation 2013–2016. The model consists of seven development phases based on the production equipment life cycle: Phase 1 – Preliminary study Phase 2 – Concept study Phase 3 – Procurement Phase 4 – Detailed design Phase 5 – Construction Phase 6 – Installation and commissioning Phase 7 – Production In each phase, critical activity steps and recommendations are presented for how to distribute responsibility within and between the parties involved. The model adopts a life cycle perspective for development projects in order to facilitate collaboration and to more clearly visualise the link between activities and their impact on the project success. Within the scope of an investment project, there is a great potential for developing sustainable production solutions. For this reason, this handbook also presents seven guidelines that may provide you with support in developing production equipment that remains secure, lean and sustainable throughout the equipment life cycle. The main purpose of the handbook is to facilitate collaboration through the whole investment project in a way that benefits both parties and which contributes to lasting relationships. The results of the research project show that there is a great interest in improved collaboration from both users and suppliers. For this reason, support, tools and preparedness from both parties are required to venture into investing time and resources in collaboration from the beginning, in the early phases of a new development project. This is then the potential to lay the foundation for long-term collaboration and for designing the best possible production equipment in the shortest time possible.
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| 3. |
- Bruch, Jessica, et al.
(author)
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Utveckling av Robust Produktionsutrustning : En guide för god samverkan mellan beställare och leverantör
- 2016
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Reports (other academic/artistic)abstract
- Av dagens globala och allt hårdare konkurrens följer korta marknadsfönster och krav på snabb volym- uppgång i produktion. Det innebär i sin tur ökade krav på snabb och effektiv utveckling av produktions- utrustning som säkerställer hög prestanda direkt vid produktionsstart. Robust produktionsutrustning med hög produktionseffektivitet och minskade kostnader för drift och underhåll är därför en av de viktigaste faktorerna för stark konkurrenskraft och hög lönsamhet för svenska industriföretag. God samverkan mellan beställare och leverantör är nyckeln till framgång i denna typ av investerings- projekt. Denna handbok presenterar därför en modell som kan användas av tillverkande företag som vill utveckla robust produktionsutrustning. Modellen och övriga rekommendationer i handboken fokuserar på projekt som ska genomföras i stark samverkan och riktar sig till både beställaren och leverantören. Den har utvecklats i forskningsprojektet ”EQUIP – kund- och leverantörsintegration i utformning av produktionsutrustning” som finansierats av KK-stiftelsen under 2013-2016. Modellen består av sju utvecklingsfaser som är baser- ade på produktionsutrustnings livscykel: Fas 1 – Förstudie Fas 2 – Konceptstudie Fas 3 – Upphandling Fas 4 – Detaljerad utformning Fas 5 – Uppbyggnad Fas 6 – Installation och driftsättning Fas 7 – Produktion I varje fas presenteras kritiska aktivitetssteg och rekommendationer för hur ansvaret för dessa bör fördelas inom och emellan deltagande parter. Modellen använder ett livscykelperspektiv för utvecklingsprojekt för att underlätta samverkan samt tydligare visualisera sambandet mellan aktiviteter och deras påverkan på projektets framgång. Inom ramen för ett investeringsprojekt finns stor potential att utveckla hållbara produktionslösningar. Därför presenterar denna handbok även sju guider som kan stödja er i att ta fram produktionsutrustning som är säker, lean och hållbar under hela utrustningens livscykel. Huvudsyftet med handboken är att underlätta samverkan under hela investeringsprojektet på ett sätt som gagnar båda parter och bidrar till varaktiga relationer. Forskningsprojektets resultat visar att det finns ett stort intresse för främjad samverkan från både beställ- are och leverantör. Därför behövs stöd, verktyg och beredskap från båda parter för att våga investera tid och resurser på samverkan redan från början, i de tidiga faserna av ett nytt utvecklingsprojekt. Det är då potentialen att lägga grunden till långsiktig samverkan och utforma bästa möjliga produktionsutrustning på kortast möjliga tid är som störst.
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| 4. |
- Isacs, Lina, et al.
(author)
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Choosing a monetary value of greenhouse gases in assessment tools
- 2016
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In: Journal of Cleaner Production. - : Elsevier. - 0959-6526 .- 1879-1786.
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Journal article (peer-reviewed)abstract
- There is a societal need for using monetary estimates of social impacts of CO2 and other greenhouse gases in different assessment tools, such as cost-benefit analysis and life-cycle assessment. A number of estimates are available in the literature. Since these differ by several orders of magnitude, there is ambiguity and confusion about which to use. This review aims to give some guidance on this issue. The variation in carbon value estimates depends on several uncertain aspects – which will remain uncertain – including climate sensitivity, assumptions about future emissions, and decision makers' ethical standpoints. Hence, there is no single correct monetary value for CO2: it will depend on the ethical standpoint of the user. Due to this, estimates of social costs of CO2 emissions cannot be used for calculating an optimal emission level, although they can inform such assessments. It is suggested that marginal abatement cost values are used for emissions capped by binding targets in short-term assessments, and that social cost of carbon values should be used for all other emissions. Benchmark principles for choosing a monetary carbon value are suggested along with associated estimates. Depending on the choices made with regard to ethical standpoints and assumptions about future emissions and climate sensitivity, estimates can be significantly higher than the ones typically used in assessment tools today. The estimates need continuous updating, and there is need for better understanding and communication around the limitations and uncertainties involved.
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| 5. |
- Petersson, linnea, et al.
(author)
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Green KPIs as drivers for environmental improvements on shop floor level
- 2013
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In: PERSPECTIVES ON MANAGING LIFE CYCLES –. - CHALMERS UNIVERSITY OF TECHNOLOGY, THE SWEDISH LIFE CYCLE CENTER. - 9789198097351 ; , s. 948-951
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Conference paper (peer-reviewed)abstract
- This paper is based on a case study, where local key performance indicators(KPI’s) were developed for two production cells at one of ABB’s BusinessUnits. The two studied cells represented two important ABB Groupenvironmental targets, since one cell was more energy intensive, while theother generated more unwanted process waste. The study indicated thatemployees at production cell level became more motivated in performingenvironmental improvement work after being engaged in developing localKPI’s that suited their specific production situation. Using environmentalKPI’s designed to fit each production cell could also be used as driver formore focused environmental improvements by supporting the localoperational management in prioritizing environmental improvement projects.
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| 6. |
- Swanström, Lennart, et al.
(author)
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Management of Sustainability Issues in Industry - A stakeholder perspective
- 2006
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Reports (other academic/artistic)abstract
- The society and stakeholder demands on corporate handling of social and environmental issues have increased substantially during the last decade which has resulted in vast resources spent on developing and implementing management systems and tools for sustainability issues. An important question to consider is consequently how companies as well as their stakeholders perceive the economic, environmental and social benefits from using these systems and tools in companies. The main findings of the study is that most stakeholder groups perceive that the use of systems and tools for managing sustainability issues result in higher environmental and social performance for the company and its products but it is not likely that the economic performance of the company automatically improves by taking these actions. The main conclusion of the study is that the core of corporate strategies, management and product assessments of sustainability issues should be to deal with how environmental and social aspects influence company revenues and future market shares
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| 7. |
- Tingström, Johan, et al.
(author)
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Sustainability management in product development projects : the ABB experience
- 2006
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In: Journal of Cleaner Production. - : Elsevier BV. - 0959-6526. ; 14:15-16, s. 1377-1385
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Journal article (peer-reviewed)abstract
- This article describes how ABB worked with environmental considerations when they developed their new capacitor. The sustainable development priorities are now integrated within their mainstream product development process model. The fact that ABB started a mandatory use of their GATE Model, including the sustainability considerations, verifies that ABB considers it to be a commercially sound methodology. The studied project resulted in a product with considerably better environmental performance than the traditional technology. One key factor is that the sustainability interest was truly advocated and supported by the management of the project.
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