Life cycle Mapping tool - sustainability.vic.gov.au/media... · Life Cycle Mapping Tool – for...

Mapping tool Life cycle

For mapping operations

Life Cycle Mapping Tool – for mapping operations

2

This tool has been designed for use by all businesses and organisations wanting to map out and understand their operations, identify impacts and where they occur, and develop better, more targeted strategies for reducing these impacts. It is particularly useful for non-manufacturing businesses such as retailers, restaurants, educational institutions, health service providers etc.

It is a simple, step by step life cycle mapping process that you can use in-house to map out all your operations, identifying key environmental impacts that you can influence (including along your supply chain), through to developing an action plan of effective strategies to reduce your organisation’s impacts.

It will help you understand the materials, energy and water flows, determine where the impacts occur, and make better decisions about strategies for reducing your environmental footprint. All boxes, grids and matrices are active, i.e. you can type directly into them. They can also be saved and printed.

Step 1 – Mapping your operationsOn an A3 sheet of paper or sheet of butchers paper, map out all the operations/activities that go on in your business - see the example for a restaurant. Use a highlight pen to highlight the areas which you feel are the key ones, and likely to have the biggest negative environmental impacts.

Example: Mapping operations/activities – Restaurant


3

Step 2 - Life cycle mappingDraw a ‘life cycle map’ showing the main stages/parts for each of the operations identified in Step 1, i.e. the ones you highlighted as key. See the example restaurant map for preparing a meal. You may need to do a little research here. Note some of the stages will occur ‘outside your gate’ i.e. along your supply chain. Note also that some activities, such as cleaning, will be repeated in different maps.

When you have completed the maps use a highlight pen to highlight the stages where you think the biggest environmental impacts occur – see example.

Example: Life cycle map – Cooking/preparing a meal


4

Step 3 - Identifying key environmental impacts

Use the information from your map to complete the life cycle impacts matrix by thinking about the environmental impacts that may occur at each stage in the delivery of your service – note some of these will be completely outside your influence, but it is important to be aware of them.

This may require some additional research on your part, for example you may need to research the environmental impacts associated with sourcing and processing of raw materials, eg metals, plastics or timber used in the products you purchase to deliver your service, such as stationary and computers. (See the two restaurant examples: Produce-red meat and Appliances)

It is important to try to complete the impact matrices for all activities identified in your map, remembering that some will be repeated. If you find the task is too great, then only focus on the highlighted areas in your maps.

When completed, use a highlight pen to identify the KEY impacts and another colour to highlight the ones that you CAN influence directly or indirectly.

Example 1: Environmental impact matrix - red meat

Stage of life cycle

Input of materials Potentially Hazardous materials

Energy Use Water use Emissions Solid waste

Raw Materials • Feed Stocks• Chemicals• Health

• Hormones• Chemicals

• Farm machinery

Large water • Methane• GHG• Machinery

(fossil fuels)

• Containers• Manure

Manufacture/ Processing

• Equipment (abattoir)• Packaging

• Chemicals • Refrigeration• Transport• Lighting• Equipment• Staff

• Cleaning • Slaughter

• GHG• NOX and SOX• Effluent

• Fat, bones, skins• Packaging

Sale & Distribution

• Fuels – transport• Packaging material• Labour

• Transport• Refrigeration• Storage

• GHG • Packaging

Use • Ingredients• Labour• Kitchen equipment• Café equipment

• Chemicals• Refrigerants

• Cooking• Lighting• Gas• Labour• Storage/refrigeration

• Cooking• Cleaning

• GHG• Liquid wastes

• Food waste• Packaging

End of Life/wastes

• Food waste• Overeating• Spoilage• Uneaten• Takeaway

packaging

Key impacts

Able to influence directly or indirectly


5

Example 2: Environmental impact matrix - cooking appliances

Stage of life cycle



Raw Materials • Mining and processing of metals (including precious metals for circuit boards)

• Plastics

• Chemicals used in recovery and refining of some metals

• Mine wastes, slurries and overburdens

• Heavy machinery

• Transport

• Heavy water use for recovery of some metals

• GHG• Other

pollutants

• Mine wastes


• Metals, plastics used to manufacture

• Hazardous materials for circuit boards

• Chemicals

• Embodied energy

• High energy use in processing

• Water used in

• Exhaust manufacturers

• GHG

• Packaging

Sale & Distribution

• Transport • Transport

Use • Using appliance

• Using appliance

• GHG

End of Life/wastes

• Landfill• Gas from

fridges

• Tipping – refuse• Recycle - scrap

Key impacts

Able to influence directly or indirectly


6

Environmental impact matrix

Stage of life cycle



Raw Materials


Sale & Distribution

Use

End of Life/wastes


7

Step 4 - Developing strategies to reduce environmental impacts

You now need to think about possible ways of reducing these impacts. Complete the strategies table for the key impacts that you identified in your life cycle matrices as ones that you can influence directly or indirectly i.e. the ones you highlighted. You may need to do some research here, or seek some external advice to help identify strategies, especially as some of the key impacts may be in your supply chain and therefore difficult to influence. You may also think of further work required before strategies can be adopted, e.g. more research, costings, availability of resources and expertise etc.

When you have finished, number the strategies, see example – these will be used in Step 5. Note similar strategies should be given the same number eg purchasing decisions based on energy, water and durability can be numbered the same.

Example 1: Mitigating strategies – red meat

Impact Strategy Further work needed

GHG emissions • Purchasing - where from/locations o locally bred/processed 1. o Organic 2. o kangaroo meat instead of beef 3. o pork or chicken instead of beef 3.

• Supplier chain matrix/ questionnaire• MLA• Preferred supplier/areas• Investigate – breed/growing techniques

Packaging • Identify current packaging and alternatives 4.• Refocus on alternatives i.e, use buckets not

cardboard 5.

• Back to supplier• Recycling

Energy use • Replace lighting with energy efficient 6.• Investigate alternatives to refrigeration

eg vac packaging/freeze/fresh 7. • Purchasing energy efficient cooking appliances 8.• Investigate alternatives equipment/cooking

processes/more sharing of ovens 9

• Star rating of compressors?• Delivery/storage processes – small & large amounts• Re-evaluate equipment – induction hotplates

Water use • Understand supplier/farmers use 10.• Purchase alternatives – eg kangaroo 3.• Water efficiency measures 11.

• Cleaning processes• Evaluate - external provider - internal arrangement

Transport (fuel) Purchasing arrangements – buying local 1. Assess - Animal purchasing requirements for specific paddock to the plate

Chemicals Hormone free – aim to purchase 2.Use less chemicals in cleaning 12.Cleaners and contract/standards/specified 13.

Suppliers chainBiodegradableOrganic chemicals

Waste Forecast for planned purchasing 14.More efficient processes 15.Stock control – management 16. Audit % Yield wastage 17.

2nd bite/FairshareBreakdown of offcuts/bones Portion control

Land clearing Purchase kangaroo or other alternative 3.


8

Example 2: Mitigating strategies – Cooking appliances


GHG emissions • Purchasing – look at specific criteria 1.• Purchase products with highest energy rating (number of stars) 1.

• Criteria to be developed

Materials efficiency

• Purchase appliances manufactured from sustainably sourced materials and/or with recycled content 1.

Packaging • Ensure appliance packaging is recycled 2. • Back to supplier• Recycling

Energy use • Purchase products with highest energy rating (number of stars) 1.• Conduct energy audit 5.

• Data collection

Water use • Seek information on the efficiencies of equipment and manufacturers 1.• Purchase products with highest water rating (number of stars) 1. • Conduct water audit 5.

• Develop data

Transport (fuel) • Purchase locally 1.

Chemicals • Use cleaning and other chemicals with low env impacts 3.

Waste • Select appliances for durability and long life 1.• Select appliances with recycled content 1.

Land clearing • Select appliances for durability and long life 1. • Only replace when necessary 4.


9

Mitigating strategies


GHG emissions

Materials efficiency

Packaging

Energy use

Water use

Transport (fuel)

Chemicals

Waste

Land clearing


10

Step 5 - Selecting most effective strategies

Once you have completed any ‘further work’ identified in Step 4, such as the research on the strategies, the next stage is to identify the best strategies to action in terms of gaining the maximum environmental return for least effort (cost, resources, time etc). You can do this by plotting your strategies on the value versus effort grid.

If you haven’t already done so, number the strategies in Strategies for reducing impacts grid in Step 4. Print the Value versus Effort Grid, then plot the numbers (i.e. strategy) on the grid by firstly asking: what is the environmental return (high, medium or low)? Then asking: what is the effort required in terms of costs, resources and time, is it going to be low, medium or high? Now plot the number for that strategy on the grid where the two intersect i.e. within one of the quadrants (See Red meat and Cooking appliances examples).

Evaluate and Action

Easy Wins

Divide and Conquer

Park

Low Medium High

EFFORT

E

NV

IRO

NM

EN

TAL

RE

TUR

N

Low

M

ediu

m

Hig

h

Example 1: Value versus Effort Grid - red meat

12

3

4

5

10

68

11 12

13

14 15

16

17

7


11

Evaluate and Action

Easy Wins

Divide and Conquer

Park

Low Medium High

EFFORT (Cost, resources, time)

E

NV

IRO

NM

EN

TAL

RE

TUR

N

Low

M

ediu

m

Hig

h

Example 2: Value versus Effort Grid - cooking appliances

Matrix definitionsEasy Wins - these will require minimal effort and can be actioned immediately; others will require assessment as the effort required could outweigh the environmental value gained

Evaluate and Action - these will need to be evaluated and assigned resources and responsibility in order to be actioned as the return is high with medium effort.

Divide and Conquer - these initiatives require dividing into manageable portions, which can be placed into either ‘Evaluate and Action’ or ‘Park’

Park - don’t proceed with these. However they may be actioned later, when more resources are available.

1

23

4

5


12

Evaluate and Action

Easy Wins

Divide and Conquer

Park

Low Medium High

EFFORT (Cost, resources, time)

E

NV

IRO

NM

EN

TAL

RE

TUR

N

Low

M

ediu

m

Hig

h

Value versus Effort Grid


13

Step 6 - Developing SMART action plans

The value versus effort grid will help you to prioritise your strategies based on the amount of effort required (cost, resources, time) and value gained (environmental return). You now need to select those strategies that will be actioned immediately by completing the Actioning matrix below and develop your SMART1 action plan. Note, there may be crossovers in strategies, meaning you combine these as one strategy.

1. The strategies plotted in the Easy Wins quadrant may be done depending on the amount of effort required. Those with more effort and very low return may not be done. Some of these strategies could involve conducting audits and as such, although having no environmental return, they are essential for other strategies and establishing a baseline, so these should be done. Add the ones you intend to action into the Actioning matrix.

2. All the strategies plotted in the Evaluate and Action quadrant will probably be actioned after they have been evaluated. Note, you may also decide to action those that are close to the line in the Divide and Conquer quadrant. Add all of these to the Actioning matrix.

3. The strategies in Divide and Conquer, as the name suggests may be split into more manageable components and done immediately or left to do later. Add the ones you will action into the Actioning matrix.

4. Those in Park quadrant will not be actioned first time round because the return is low for the effort involved However they may be done at a later stage, as resources become available.

Actioning matrix

Strategy (include number) Impact/s they will addressAction plan: what, when, who (your action plans should include steps for

continuous improvement)

When you have completed the Actioning matrix for all the ‘priority’ strategies, you can use highlight pens to further categorise such as:

- those that you will do first - those that involve audits or monitoring - those that may have already been partially actioned.

1. SMART - Specific, Measurable, Attainable, Realistic, Timely.


14

Step 7 - Implementation

Now you are ready to implement the strategies that you have determined are the most appropriate and cost effective for minimising your environmental impacts.

Because good business practice requires that all changes to business and operational processes should be measured for effectiveness and success, consider doing some auditing and/or monitoring to set some baselines.

If expertise is not available in-house, you may need to engage an external organisation/s to conduct audits or install monitoring equipment.

Step 8 - Evaluation and continuous improvement

Effective change involves evaluation and continuous improvement. To achieve this you need to measure improvements against your baselines, and make any necessary changes to your strategies.

Remember you have parked some strategies, some of these could be re-assessed and perhaps implemented as part of your continuous improvement plan.

The Gordon (TAFE) Case Study explains the workings of the Life Cycle Mapping Tool for a non manufacturing organisation. The benefits of mapping the organisation while identifying their sphere of influence in the sector’s supply chain and geographic location is covered.

The Gordon (TAFE) said the mapping was:

...a cutting edge concept at the forefront of sustainable design which goes beyond basic actions and identifies behaviour change across external factors, tracing methods as far back as raw materials.

The Gordon Culinary School Case Study http://www.resourcesmart.vic.gov.au/for_businesses_5372.html


15

Published by Sustainability Victoria. © Copyright Sustainability Victoria, December 2011 (PRO115)

Good luck implementing your strategies

We hope our Life cycle mapping tool has helped you to better understand the life cycle of your products or services, and to build a solid framework on which to embed sustainability across your organisation.

You can help us to refine this tool to make it more useful for businesses and organisations like your own by taking a couple of minutes to complete the survey - click here.

For more information on life cycle thinking and life cycle management please contact:

[email protected]

[email protected]

or visit http://www.epa.vic.gov.au/lifecycle/

Life Cycle Mapping tool 2© Sustainability Victoria 2011 While reasonable efforts have been made to ensure that the contents of this publication are factually correct, Sustainability Victoria gives no warranty regarding its accuracy, completeness, currency or suitability for any particular purpose and to the extent permitted by law, does not accept any liability for loss or damages incurred as a result of reliance placed upon the content of this publication. This publication is provided on the basis that all persons accessing it undertake responsibility for assessing the relevance and accuracy of its content. Life Cycle Mapping Tool 2 excluding any Third Party quotes and/or references is licensed under a Creative Commons Attribution 3.0 Australia licence. In essence, you are free to copy, distribute and adapt the work, as long as you attribute the work and abide by the other licence terms. To view a copy of this license, visit: http://creativecommons.org/licenses/by/3.0/au/

https://www.surveymonkey.com/s/7VLFZFQ

http://www.epa.vic.gov.au/lifecycle/

Life cycle Mapping tool - sustainability.vic.gov.au/media... · Life Cycle Mapping Tool – for...

Documents

Transcript of Life cycle Mapping tool - sustainability.vic.gov.au/media... · Life Cycle Mapping Tool – for...