Sustainable Plant Management…

4/19/2004Sustainable Plant Management …with the greenplanters!  Emily Collings  Anne Finken  Laura Flanigan  Emily Collings  Anne Finken  Laura Flanigan  Liz Hamilton  Kate Napolitan  Nancy Poderycki  Liz Hamilton  Kate Napolitan  Nancy Poderycki Primary Clients: Ford Motor Company Alcan, Inc. Research Partnerships: Erb Institute University of Cambridge Programme for Industry Tauber Manufacturing Institute

4/19/2004Sustainable Plant Management Background  Alcan, Inc. and Ford Motor Company attended Prince of Wales Business & Environment Programme  Interest in bringing a similar educational program to Ford and Alcan manufacturing facilities.  Potential to become a leading-edge resource of information and expertise for promoting sustainable production around the world.  Alcan, Inc. and Ford Motor Company attended Prince of Wales Business & Environment Programme  Interest in bringing a similar educational program to Ford and Alcan manufacturing facilities.  Potential to become a leading-edge resource of information and expertise for promoting sustainable production around the world.

4/19/2004Sustainable Plant Management Background  Alcan:  Aluminum manufacturer  $25 billion company, 88,000 employees, operations in more than 60 countries  Ford:  Sells 6,700,000 vehicles a year  Over 325,000 employees – manufacturing is about 80% of this total  Manufacturing facilities in 25 countries on 6 continents  Alcan:  Aluminum manufacturer  $25 billion company, 88,000 employees, operations in more than 60 countries  Ford:  Sells 6,700,000 vehicles a year  Over 325,000 employees – manufacturing is about 80% of this total  Manufacturing facilities in 25 countries on 6 continents   big impact potential!

4/19/2004Sustainable Plant Management Core Questions  What environmental, social, and economic knowledge and skills should be used to evaluate the sustainability of manufacturing operations?  What skills are most practically evaluated in the field?  What criteria should be used to evaluate sustainability?  What is the most effective way to build the necessary skills to improve sustainability of manufacturing?  What environmental, social, and economic knowledge and skills should be used to evaluate the sustainability of manufacturing operations?  What skills are most practically evaluated in the field?  What criteria should be used to evaluate sustainability?  What is the most effective way to build the necessary skills to improve sustainability of manufacturing?

4/19/2004Sustainable Plant Management Overview of Problem Manufacturing currently has significant impacts on:  Local and National Economy  Society  Environment Manufacturing currently has significant impacts on:  Local and National Economy  Society  Environment Environmental Economic Social

4/19/2004Sustainable Plant Management Overview of Problem Who has the greatest impact on decisions made for a facility? Plant Managers and other staff who manage manufacturing at the local level Who has the greatest impact on decisions made for a facility? Plant Managers and other staff who manage manufacturing at the local level

4/19/2004Sustainable Plant Management Overview of Problem  Customer satisfaction;  Trust and respect for and between all stakeholders  Continuous improvement in production and profitability;  Overseeing supply chain operations;  Maintaining high standards for safety and quality;  Managing environmental and community impacts  Customer satisfaction;  Trust and respect for and between all stakeholders  Continuous improvement in production and profitability;  Overseeing supply chain operations;  Maintaining high standards for safety and quality;  Managing environmental and community impacts Challenge: Weaving sustainability into a diverse set of responsibilities.

4/19/2004Sustainable Plant Management Objective of Project  Identify skills and knowledge needed to make sustainable decisions  Purchasing  Management  Safety  Identify skills and knowledge needed to make sustainable decisions  Purchasing  Management  Safety

4/19/2004Sustainable Plant Management Methodology Recommendations Analysis Interviews Senior Management Leaders in sustainability Research Partners Literature Review Modern Manufacturing Trends Adult Learning Methods Current Education Programs Survey Phase

4/19/2004Sustainable Plant Management Summary of Timeline March - June: Begin Research June - July: Design Survey August - October: Implement & Analyze Survey October - February: Program Design March - June: Begin Research June - July: Design Survey August - October: Implement & Analyze Survey October - February: Program Design

4/19/2004Sustainable Plant Management Progress to date  Submitted IRB application  Two team members interning at Ford  Organized project administration  Began research on manufacturing  Created cross-functional faculty support team  Built trust and relationship with clients  Attended plant tour  Submitted IRB application  Two team members interning at Ford  Organized project administration  Began research on manufacturing  Created cross-functional faculty support team  Built trust and relationship with clients  Attended plant tour

4/19/2004Sustainable Plant Management Budget

4/19/2004Sustainable Plant Management Deliverables NEW! * Suggested Pedagogy and Content * Tool-kit for Sustainable Plant Management

4/19/2004Sustainable Plant Management Deliverables  Make a change!  Publish results on the needs and interests of Plant Managers  Present findings at conferences