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5.8 Lessons Learned
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The success of a solid waste minimization program depends on the existence of a solid infrastructure and top management leadership. Leaders need to take personal responsibility for driving waste minimization efforts, including the participation in projects. Some topics that many organizations have mentioned that drive the waste minimization change efforts are
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To be successful, the environmental effort must be launched organization-wide. Ensure the necessary resources are invested in the new initiative and monitor the
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payback. Spread the word about the new initiative as quickly as possible. Senior management needs to lead the effort and take an active and visible role. Provide monetary incentives for success. Reward aggressive team members. Monitor all aspects of success.
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In terms of establishing waste minimization goals, it may be bene cial to keep the acronym SMART in mind, to establish goals that are Simple, Measurable, Agreed to, Reasonable, and Time based. Using this approach tends to lead to greater buy-in from employees and team members. For example, if an organization is exploring ways to reduce the amount of waste they send to the land ll, they could brainstorm as a team to establish this SMART goal:
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Simple Reduce the solid waste that the organization sends to the land ll by 5 percent
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versus the same period last year. Measurable Gather and monitor detailed weekly records of the amounts of waste recorded by the waste hauling company. Agreed to The entire team should agree to this goal and at a minimum had opportunity to provide input. Reasonable A 5 percent reduction is very achievable by modifying process without heavy investment; on the other hand, a 20 percent would not be reasonable in most cases for a 1 year improvement on a new project.
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Time based The goal is tracking performance for 1 year based on last year s
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reported results. It is also important to examine why projects fail. Oftentimes many projects fail because a team is not properly empowered or supported. Below is a list developed by John Kotter (1994), in his article Leading Change: Why Transformation Efforts Fail :
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Not establishing a great enough sense of urgency Not creating a powerful enough guiding coalition Lacking a vision Under-communicating the vision to stakeholders Not removing obstacles to the new vision Not systematically planning for short-term wins Declaring victory too soon Not anchoring changes to the corporate culture
Sharing lessons learned within the organization can lead to stronger future projects and results and at the same time reduce committing the same mistakes twice. When communicating lessons learned, the sessions should not be treated as a blame game session, but a true opportunity to improve processes and increase project speed. Some methods to examine lessons learned include, benchmarking with competitors, holding regularly scheduled best practice review meetings, and collecting information on project performance in a database.
5.9 Summary
Planning, top management support, and proper resource allocation are the three keys to a successful solid waste minimization program launch. Of these three, top management support plays the most important part because they lead the planning and resource allocation process. Establishing SMART goals are also critical to ensure the program is meeting targets, progress is being measured, and that team members buy into and understand the program.
THE SIX SIGMA SYSTEMS APPROACH FOR DEPLOYMENT
6.1 Introduction
Six Sigma is a comprehensive and exible system for achieving, sustaining, and maximizing business success (Pande et al., 2000). It is uniquely driven by a close understanding of customer needs; disciplined use of facts, data, and statistical analysis; and diligent attention to managing, improving, and reinventing business processes (Pande et al., 2000). Six Sigma strives to improve quality, productivity, and bottom-line nancial performance. The Six Sigma approach provides a methodology to achieve these successes and provides a system to base any improvement initiative, including a solid waste minimization program. Six Sigma relies heavily on data, facts, and the use of statistical tools to study whether an improvement has been made. These statistical tools are a powerful aid to conduct experiments and compare data and to provide important information about a process to nd the causes of problems and draw conclusions. Six Sigma methodologies are broken into six fundamentals as related to solid waste minimization:
1 2 3 4 5 6
De ne products or services. Know the stakeholders and customers and their critical needs. Identify processes, methods, and systems to meet stakeholders critical needs. Establish a process of doing work consistently. Error-proof process and eliminate waste. Measure and analyze performance.
To achieve these fundamental goals, Six Sigma uses the ve-step DMAIC methodology described below:
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