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5.2 Executive Leadership
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Support from top management is the key ingredient to successful and lasting solid waste minimization implementation. Commitment and leadership from executive management is the most in uential factor for a strong program and signi cant results. Solid waste minimization can not be treated as a fad or avor of the month within an organization. Top management must take a strong and vocal stand on supporting it and devote the necessary resources to ensure success. Enthusiasm must be generated at all levels of the organization, but must start from the top. For a solid waste minimization or environmental program to be successful, top management must be the biggest cheerleaders and show authentic enthusiasm and support. It is critical that the executive leadership team understands the bene ts and methodologies of the program and how they complement current business strategies. An understanding of these items is important to allocate resources and match team members to projects based on skill sets. The executive team also is responsible for creating the implantation plan. The success of a solid waste minimization plan depends largely on how well the executive team understands the value of the program.
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5.3 Strategic Goals
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The solid waste minimization targets and plans should be aligned with the strategic goals for the organization. At this stage in the implementation process, quality function deployment (QFD), or House of Quality, is a very useful tool to drill projects down to a strategic focus that will have signi cant impacts on the organization s environmental and economic performance. Figure 5.1 summarizes the House of Quality process. The overall approach is an iterative process in which a cross-functional team completes a series of houses using the following guidelines:
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1 Primary what Insert a comprehensive list of the customer and organizational
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expectations from the solid waste minimization program in the rst column of House 1 with the importance ratings from customer and organizational surveys inserted into the adjacent column. Government regulations and employee needs should also be considered. 2 How A brainstorming session is held with a cross-functional team in the second sub-step to determine the important hows relating to the initial list of whats . These hows form the primary row of House 1. They are an organization s high level business processes and address how requirements can be met. 3 Relationship matrix Relationships of high, medium, low, and none are assigned to how business processes affect customer requirements. Numerical weights such as 9, 3, 1, or 0 can be used to describe these relationships. Calculations are then performed: cross multiplication with the importance rankings. The values in these columns are then totaled.
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Determine Factors
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Tools to assist in the identification of factors Quality function deployment Brainstorming sessions Ishikawa diagram HOW Design FMEA Correlation Process FMEA
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Elements of Acquisition Strategy (HOWs) Customer Importance Rating WHYs
Customer Market Evaluation
(Correlation of WHATs/WHYs)
Customer Requirements (WHATs)
HOUSE OF QUALITY (Correlation of WHATs/HOWs)
HOW MUCHs
Targets (Weighted importance)
House of quality.
4 How much The output is a ranked list of initial hows that can be used for strate-
gic focus areas. These items are transferred to House 2, becoming the next whats if more detail is needed. 5 The process continues until the ranked hows are speci c enough to assign strategic goals and measurements. Upon successful completion of this process, there will be a list of key focus areas, which can be assigned strategic goals and objective measures. This process provides con dence that project resources are focused on meeting critical needs of the business. The following are tips when creating the House of Quality:
The more speci c the processes the less time the process will require. Combine customer input with internal business strategies, employee needs, and
government regulations to obtain a comprehensive list of customer needs. Consider rst organizing all the whats into categories with similar detail, and then perform the iterative process, inserting new whats at the appropriate House level.
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