Zero carbon manufacturing facility - Towards integrating material, energy, and waste process flows

The increasing pressure on material availability, energy prices, as well as emerging environmental legislation is leading manufacturers to adopt solutions to reduce their material and energy consumption as well as their carbon footprint, thereby becoming more sustainable. Ultimately manufacturers could potentially become zero carbon by having zero net energy demand and zero waste across the supply chain. The literature on zero carbon manufacturing and the technologies that underpin it are growing, but there is little available on how a manufacturer undertakes the transition. Additionally, the work in this area is fragmented and clustered around technologies rather than around processes that link the technologies together. There is a need to better understand material, energy, and waste process flows in a manufacturing facility from a holistic viewpoint. With knowledge of the potential flows, design methodologies can be developed to enable zero carbon manufacturing facility creation. This paper explores the challenges faced when attempting to design a zero carbon manufacturing facility. A broad scope is adopted from legislation to technology and from low waste to consuming waste. A generic material, energy, and waste flow model is developed and presented to show the material, energy, and waste inputs and outputs for the manufacturing system and the supporting facility and, importantly, how they can potentially interact. Finally the application of the flow model in industrial applications is demonstrated to select appropriate technologies and configure them in an integrated way. © 2009 IMechE.

A comparison of four sustainable manufacturing strategies

Effective use of materials is one possible component of a sustainable manufacturing strategy. There are many such strategies proposed in the literature and used in practice, with confusion over what they are, what the differences among them may be and how they can be used by practitioners in design and manufacture to improve the sustainability of their product and processes. This paper reviews the literature on sustainable manufacturing strategies that deliver improved material performance. Four primary strategies were found: waste minimisation; material efficiency; resource efficiency; and eco-efficiency. The literature was analysed to determine the key characteristics of these sustainable manufacturing strategies and 17 characteristics were found. The four strategies were then compared and contrasted against all the characteristics. While current literature often uses these strategy titles in a confusing, occasionally inter-changeable manner, this study attempts to create clear separation between them. Definition, scope and practicality of measurement are shown to be key characteristics that impact upon the ability of manufacturing companies to make effective use of the proposed strategy. It is observed that the most actionable strategies may not include all of the dimensions of interest to a manufacturer wishing to become more sustainable, creating a dilemma between ease of implementation and breadth of impact. © 2008 Taylor & Francis.

The Cambridge Manufacturing Leaders' Programme

As with all Cambridge teaching, the Cambridge Manufacturing Leaders' Programme is based on one-to-one tutorial supervision, comprising guidance throughout a major strategic development project in the programme participant's company, interspersed with reflective study time spent in Cambridge. In this paper a description of the course is set in a wider philosophical context, looking at the role of work in a personal developmental sense, and the responsibility carried by manufacturing leaders for shaping and guiding that process. It is shown that the programme is rooted in and embodies important aspects of our European heritage regarding work as a learning process and the master/apprentice relationship as a way of giving educational guidance.

The Place of Philosophy in Management

Our purpose is to not to define a particular philosophy of management, but rather to demonstrate some of the ways in which philosophy – ethics, metaphysics, epistemology, logic and æsthetics – contributes to the practice of management. We identify a number of contemporary management questions, procedures or issues where the application of philosophical approaches are relevant, and show how philosophical skills, an understanding of philosophical principles or exposure to philosophical discussion can contribute to improved management practice. In some ways the paper is a report on progress in the quest begun by Nigel Laurie and Christopher Cherry in the first issue of Philosophy of Management, formerly Reason in Practice (2001) when they asked why philosophers have interested themselves so little in the entire field of management. We include some examples where philosophers have written about management, some where managers have shown the direct impact of philosophy on management effectiveness and some where potential remains. In much we see links to process philosophy, and to the need for conversation and reflection by and between managers and philosophers. This does not of itself show how philosophy can contribute to management education. A brief final section discusses the way in which moral creativity skills can be developed through reflection, and describes how this has been done in the Manufacturing Leaders’ Programme at the Institute for Manufacturing at Cambridge and in the International Management Ethics & Values course taught to undergraduate management students in Adelaide, Singapore and Hong Kong. This will be taken up in a subsequent paper.

Guidelines for evaluating the ease of reconfiguration of manufacturing systems

This paper presents guidelines for evaluating the ease of reconfiguration of manufacturing systems. Based reconfigurability measurement tools proposed in the past [1], [2]and a reconfiguration process model, the paper proposes a method that can be used to assess different system characteristics. After the guideline is presented, an example of how the method can be applied to a batch processing system is given. It is found that the proposed method can be applied to batch processing systems based on ISA S88 batch server commercial software. ©2008 IEEE.