Sustainable Manufacturing Merged

Sustainable
Manufacturing
BITS Pilani K S Sangwan
Pilani Campus
BITS Pilani
Pilani Campus
Introduction
Outline
Background
SM and similar systems
BITS Pilani, Pilani Campus

Background
Brundtland report titled "Our Common Future" in 1987

Brundtland’ defined sustainable development as 'meeting the
needs of the present without compromising the ability of future
generations to meet their own needs'

Manufacturing and SD
Manufacturing is one of the important elements of SD as it

produces goods which are required to cater to the needs
of the society.
Manufacturing is an input–output system, in which the
resources of manufacture are input and transformed
through manufacturing processes into products or semi-
products.
Energy and materials are the two primary inputs to the
manufacturing which are obtained by exploiting the
natural resources like fossil fuels and material ores.

Growth of Manufacturing and
SM
The rapid growth in manufacturing has created many economic,
environmental and social problems from global warming to
local waste disposal.
There is a strong need, particularly, in emerging and developing
economies to improve manufacturing performance so that
there is less industrial pollution, less material & energy
consumption, less wastage, etc.
One such potential system is Sustainable Manufacturing (SM)
SM is also known by plethora of different names or terms: clean
manufacturing, environmentally conscious manufacturing,
environmentally benign manufacturing, environmentally
responsible manufacturing, sustainable manufacturing, or
sustainable production

Origin of SM and similar
systems
1992|Earth summit

Sustainable Production (1987)
‘The creation of goods and services using processes and

systems that are non‐polluting; conserving energy and
natural resources; economically viable; safe and healthy
for employees, communities and consumers; and
socially and creatively rewarding for all working people
(Lowell Center for Sustainable Production).

Clean Manufacturing (1989)
It involves continuous incremental improvement of

environmental attributes of products, processes and
operations
Clean manufacturing is an expanded strategy of lean
manufacturing by including environmental
considerations. This expanded strategy involves
broadening the definition of waste to include air and
water emissions, solid and hazardous waste generation
and toxics use.

Cleaner Production (1990)
It is a continuous application of an integrated preventive

environmental strategy to processes, products and
services, to increase efficiency and reduce risks to
humans and the environment
It is a preventive way to deal with pollution and seeks to
avoid waste generation at source rather than treating the
symptoms of generated waste

Environmentally Conscious
Manufacturing (1991)
It refers to those processes that reduce the harmful
environmental impacts of manufacturing, including
minimization of hazardous waste, reduction of energy
consumption, improvement of material utilization
efficiency and improvement of operational safety.
Approaches involve substitution of non-hazardous for
hazardous materials, replacement of existing processes
with new waste-free processes, and increased use of
recycle.

Green Manufacturing (1991)
The term GM was coined to reflect the new manufacturing

paradigm that employs various green strategies and
techniques to become more eco-efficient.
This strategy includes creating products/systems that
consume less material and energy, substituting input
materials, reducing unwanted outputs, and converting
outputs to inputs (recycling)
GM is a methodology to the design and engineering
activities involved in product development and/or system
operation to minimize environmental impact.
The goals of green manufacturing are frequently achieved
through product and process design

Environmentally Responsible
It is an economically driven, system-wide and integrated
approach to the reduction and elimination of all waste
streams associated with the design, manufacture, use
and/ or disposal of products and materials.
It addresses the environmental impact of the interrelated
decisions that are made at various stages of product life:
design, raw materials consumption, processing, delivery,
use, recycling, and/or disposal

Environmentally Benign
EBM is the manufacturing part of the industrial ecology
movement which attempts to reconcile economic growth
and environmental protection
It may be observed that EBM places the emphasis not only
upon manufacturing, but it also recognizes that design is
extremely important and that doing a proper eco-design
will decrease the environmental impact of a product
before it even gets to market

Sustainable Manufacturing
(1997)
Organisation for Economic Co-operation and Development
(OECD) in 2011 said that the evolution of sustainable
manufacturing concepts and practices involves pollution
control by implementation of non-essential technologies (end-
of-pipe solutions), cleaner production by modifying products
and production methods (process optimization and
substitution of materials), eco-efficiency by systematic
environmental management (environmental strategies and
monitoring environmental management systems), life cycle
thinking by extending environmental responsibility (green
supply chain management and corporate social
responsibility), closed-loop production by restructuring of
production methods (minimizing or eliminating virgin
materials), and industrial ecology by integrating systems of
production (environmental partnerships and eco-industrial
parks).

SM contd…
Goals of SM as articulated by OECD are to reduce the

intensity of materials use, energy consumption,
emissions, and unwanted by-products while maintaining
or improving the value of products to society and to
organizations.
The OECD also relates the term ‘sustainable
manufacturing’ to ‘eco-innovation’
Most of the literature on SM broadly refers to balancing the
triple bottom line; a term first coined by John Elkington
(1994) referring the three P’s – people, profit and planet.
Triple bottom line is a reference to the economic,
environmental and social value added captured or
destroyed during the process of wealth creation

SM contd…
The US Department of Commerce defines sustainable

manufacturing as “the creation of manufactured products
using processes that minimize negative environmental
impacts, conserve energy and natural resources, are
safe for employees, communities, and consumers and
are economically sound
The Queensland Government defines sustainable
manufacturers as those who “use world‐class
manufacturing and environmentally friendly practices to
improve the profitability of their businesses and reduce
their impact on the environment.

SM contd…
Jawahir (2008) defined SM as design and manufacture of

high quality/performance products with
improved/enhanced functionality using energy-efficient,
toxic-free, hazardless, safe and secure technologies and
manufacturing methods utilizing optimal resources and
energy by producing minimum waste and emissions, and
providing maximum recovery, recyclability, reusability,
remanufacturability, redesign features, and all aimed at
enhanced societal benefits and economic impact

SM contd…
Credit: Prof I S Jawahir, Univ. of Kentucky, USA

SM –
Goal, Pillars and Objectives
Goal
Pillars
Society Environment Economy
Means what??
People Planet Prosperity
ü Cleaner Air, Water, Objectives

and Soil ü New Employment
ü Improved Health
ü Eco-balance and ü Product and
ü Safety
Efficiency process innovation
ü Enhanced quality
ü Greater ü Large scale new
of life
Implementation of business
ü Ethics
regulations, codes, opportunities
etc.

Common Features
• Triple bottom line

• Product life cycle engineering
• Resource and energy efficiency
• System approach
• Supply chain
• Pollution prevention
• 6R concept/Closed loop flow

Are these terms similar?
Sr. Author (s) SP CM CP ECM GM ERM EBM SM
1 Melnyk and Smith (1996) ü ü ü ü

2 Mbohwa (2002) ü ü
3 Drizo and Pegna (2006) ü ü ü ü
4 Rao (2009) ü ü
5 Allwood (2009) ü ü
6 Li et al. (2010) ü ü ü ü
7 Sangwan (2011) ü ü ü ü ü
8 Burchart-Korol (2011) ü ü ü ü ü ü
9 Duhan et al. (2012) ü ü ü ü ü ü
10 Schmitter (2012) ü ü
11 Dornfeld et al. (2013) ü ü
12 Martin et al. (2004) ü ü
Announcing the student competition for the CIRP LCE 2021
What's in a name?RULES OFThat which we call a rose
THE COMPETITION
By any
Participants: Students other/ name
(Bachelor would
Master) who smell
did not submitas sweet. for the
a manuscript
conference.
Aim of the competition: Identify a local problem related to climate change / sustainability
AND present / suggest an engineering solution.
Instructions: Prepare your 60 second pitch as a video and send it to info@lce2021.in1
Prizes:
▪ The 10 best videos will get a certificate of appreciation and a free pass to attend the 3-
day conference
▪ In addition, first place will be sent a surprise gift.
Deadline to submit the video is February 12th, 2021.
Good luck!
Prof. Kuldip Singh Sangwan and Prof. Christoph Herrmann
1 Please use as subject “LCE2021_competition_LastName” to help us filter your contributions.

Outline
SM expectations
3R and 6R
WEEE
Triple bottom line
Drivers of SM

SM Expectations
Reducing energy consumption

Reducing waste
Improving material utilization
Enhancing product durability
Increasing operational safety
Reducing toxic dispersion
Reducing health hazards/Improving health conditions
Consistently improving manufacturing quality
Improving recycling, reuse and remanufacturing
Maximizing sustainable sources of renewable energy

6R
Reduce
Reuse
Recycle
Recover
Redesign
Remanufacture

3R
Design
Material Manufacturing Use End of Life
Reuse
Remanufacturing
Recycle

WEEE
The Waste Electrical and
Electronic Equipment Directive
(WEEE Directive) is the European
Community directive which, set
collection, recycling and recovery
targets for all types of electrical
goods, with a minimum rate of 4
kilograms per head of population
per annum recovered for recycling
by 2009.
The directive imposes the
responsibility for the disposal of
waste electrical and electronic
equipment on the manufacturers
or distributors of such equipment

2012 WEEE directive
The new collection targets agreed, an ambitious 85% of

WEEE generated, will ensure that around 10 million
tons, or roughly 20kg per capita, will be separately
collected from 2019 onwards. The existing binding EU
collection target is 4 kg of WEEE per capita,
representing about 2 million tons per year, out of around
10 million tonnes of WEEE generated per year in the EU.
By 2020, it is estimated that the volume of WEEE will
increase to 12 million tons.

10 Categories of WEEE
Large household appliances

Small household appliances
IT and telecommunications equipment
Consumer equipment
Lighting equipment
Electrical and electronic tools
Toys, leisure and sports equipment
Medical devices
Monitoring and control instruments
Automatic dispensers

WEEE directives relates to
Product design
Separate collection
Treatment
Recovery
Financing
Information
Reporting and penalties
Directive on the use of certain hazardous substances

Product design
Encourage the design and production of electrical and

electronic equipment which take into account and
facilitate dismantling and recovery, in particular the reuse
and recycling of waste electrical and electronic
equipment.

Separate collection
Minimise the disposal of waste electrical and electronic

equipment (WEEE) as unsorted municipal waste and to
ensure that
• final holders and distributors can return such waste free of charge;
• distributors of new products ensure that waste of the same type of
equipment can be returned to them free of charge on a one-to-one
basis;
• producers are allowed to set-up and operate individual or collective
take-back systems;
• the return of contaminated waste presenting a risk to the health and
safety of personnel may be refused.

Treatment
Producers of electrical and electronic equipment must

apply the best available treatment, recovery and
recycling techniques. Such treatment is to include the
removal of fluids and selective treatment.
Waste treatment and storage must be in conformity with the
Directive

Recovery
Producers must set up systems for the recovery of WEEE collected
separately.
The rate of recovery by an average weight per appliance must be at
least 80 % in the case of large domestic appliances and automatic
dispensers, 70 % in the case of small domestic appliances, lighting
equipment, electrical and electronic tools, toys, leisure and sports
equipment and monitoring and control instruments, and 75 % in the
case of IT and telecommunications equipment and consumer
equipment. By the same date, the rate of component, material and
substance reuse and recycling by an average weight per appliance
must be at least 80 % in the case of discharge lamps, 75 % in the
case of large domestic appliances and automatic dispensers, 50 %
in the case of small domestic appliances, lighting equipment,
electrical and electronic tools, toys, leisure and sports equipment
and monitoring and control equipment, and 65 % in the case of IT
and telecommunications equipment and consumer equipment (end
of 2006)

Financing
Producers must provide for the financing of the collection,

at least from the collection point, of the treatment,
recovery and environmentally sound disposal of waste
electrical and electronic equipment. In the case of
products placed on the market later than 13 August
2005, each producer is responsible for providing
financing in respect of his own products. When a
producer places a product on the market, he must
furnish a guarantee concerning the financing of the
management of his waste. Such a guarantee may take
the form of participation by the producer in financing
schemes, a recycling insurance or a blocked bank
account.

Information
Users of electrical and electronic equipment in private
households must have access to the necessary information
on the requirement not to mix this type of waste with unsorted
municipal waste and to ensure separate collection, collection
and take-back systems, their role in the recovery of waste, the
effects of such waste on the environment and health, and the
meaning of the symbol which must appear on the packaging
of such equipment (a crossed-out wheeled bin).
For each new type of electrical or electronic equipment,
producers must provide, within one year after it is placed on
the market, information on its reuse and treatment. Such
information is to identify the components and materials
present in the equipment and the location of dangerous
substances and preparations. Such information must be
communicated to reuse centres and treatment and recycling
facilities.

Reporting and penalties
Draw up a register of producers and keep information on

the quantities and categories of electrical and electronic
equipment placed on the market, collected, recycled and
recovered in their territory.

Directive on the use of certain
hazardous substances
lead, mercury, cadmium, hexavalent chromium,
polybrominated biphenyls (PBBs) and polybrominated
diphenyl ethers (PBDEs) in electrical and electronic
equipment must be replaced by other substances.
However, as it is not always possible to completely
abandon these substances, a tolerance level of 0.1 % for
lead, mercury, hexavalent chromium, polybrominated
biphenyls (PBBs) and polybrominated diphenyl ethers
(PBDEs), and a tolerance level of 0.01 % for cadmium.

E Waste in India
Environment (Protection) Act, 1986, and in supersession of

the e-waste (Management and Handling) Rules, 2011,
published in the Gazette of India, section 3, sub-section
(ii), vide number S.O. 1035(E), dated the 12th May,
2011, and Rules 2016

Growth of e-waste in India

State-wise and City-wise e-waste

Responsibilities
Responsibilities of the producer

Responsibilities of collection centers
Responsibilities of consumer or bulk consumer
Responsibilities of dismantler
Responsibilities of recycler

Procedure for seeking authorization
for handling e-wastes
Procedure for grant of authorization
Power to suspend or cancel an authorization
Procedure for grant of registration

Procedure for storage of e-
waste
Maximum permissible storage period of e-waste with any
consumer is 180 days. SPCB may extend the period, if
no authorised recyclers are found in that state.

Reduction in the use of hazardous
substances in the manufacture of EEE
Maximum permissible limit of hazardous materials like lead,

mercury, cadmium, and hexavalent chromium and
polybrominated biphenyls and polybrominated diphenyl
ethers

Miscellaneous
Duties of Authorities
Annual Report
Transportation of e-waste
Accident reporting and follow-up
Collection, storage, transportation, segregation,
refurbishment, dismantling recycling and disposal of e-
waste shall be in accordance with the procedures

Categories of ewaste
Centralized Data Processing, Mainframes, Minicomputers,

Personal Computers, Laptop, Notebook, Notepad,
Printers Including Cartridges, Copying Equipment,
Electrical And Electronic Typewriters, User Terminals
And Systems, Facsimile, Telex, Telephones, Pay
Telephones, Cordless-Phones, Cellphones, & Answering
Systems.
Consumer WEEE: Television sets, Liquid crystal display,
Light emitting diode display, Refrigerator, Washing
machine, and Air-conditioners.

E-waste (Management) Rules,
2016 initiatives
Stringent provisions under Extended Producer
Responsibility
Boosting the formal e-waste recycling industry
Developing an online mass balance system
Conducting a national inventory of E-waste
Facilitating Producer Responsibility Organisations

Thanks

Announcing the student competition for the CIRP LCE 2021
RULES OF THE COMPETITION
Participants: Students (Bachelor / Master) who did not submit a manuscript for the
conference.
Aim of the competition: Identify a local problem related to climate change / sustainability
AND present / suggest an engineering solution.
Instructions: Prepare your 60 second pitch as a video and send it to info@lce2021.in1
Prizes:
▪ The 10 best videos will get a certificate of appreciation and a free pass to attend the 3-
day conference
▪ In addition, first place will be sent a surprise gift.
Deadline to submit the video is February 12th, 2021.
Good luck!
Prof. Kuldip Singh Sangwan and Prof. Christoph Herrmann
1 Please use as subject “LCE2021_competition_LastName” to help us filter your contributions.


Pilani Campus
BITS Pilani
Pilani Campus
SM Drivers
website / Youtube

SM Drivers
Development of SM drivers
Ranking of SM drivers
Modelling of SM drivers
Testing of SM drivers
Case Study

SM Drivers
Manufacturing firms face multiple motivations called 'drivers'

which are motivating and/or forcing the industry to adopt SM.
These drivers include competitiveness among firms, governing
legislation of the state, availability of green and efficient
technology, and incentives in the form of subsidies, tax
exemptions provided by the government to promote the
dissemination of SM adoption.
The driving factors play active role in adoption and diffusion of
SM in industry. Availability of comprehensive overview of the
drivers would raise awareness and convince the firms to
justify investments on newer systems. There are number of
factors that act as drivers for the implementation of SM.
Understanding of these drivers is necessary to implement SM
effectively.

SM Drivers …
Current Legislation Customer Demand

Future Legislation Supply Chain Pressure
Incentives Top Management Commitment
Public Pressure Public Image
Peer Pressure Technology
Cost Savings Organizational Resources
Competitiveness

Current Legislation
Pollution control, landfill taxes, emission trading, polluted water

discharge norms, eco-label, etc.
Contrary to the traditional thought of considering market as a
main driving force, the command-and-control regulation has
over many years promoted diffusion of environmental
technologies, such as waste-water treatment plants, chimney
emission filters, environmental control technologies, etc
The financial penalties such as taxes and levies can also
encourage firms with low environmental commitment to
engage in environmental improvements within their operations
Based on the international agreement on climate change (Kyoto
Protocol) from 1997 and legislation of the European Union,
German companies have to buy certificates to be allowed to
emit green house gases

Future Legislation
Expected development of stricter laws, increased level of

enforcement
The stringency of laws in some countries is still lacking and
future improvements can easily motivate companies to
enhance their environmental performance
Not only pressure from the current legislation, but is also
anticipating future regulations put pressure
For instance, market expectations for the next generation
of gasoline engines are: improved performance, lower
toxic emissions to meet future legislation, and reduced
fuel consumption to help meet future legislation linked to
Green House Gas emissions (including CO2)

Incentives
Investment subsidies, awards, R&D support, tax exemptions, etc.
In addition to comply with regulations, financial incentives try to improve
the green level of businesses with attractive loans, grants or tax
exemptions for capital investments
Empirical evidences support that financial incentives, like tax breaks or
duty free imports, influence the companies investment strategy for
environmental technologies
In Germany the Federal Ministry for the Environment, Nature Conservation
and Nuclear Safety (BMU) provides, together with the state-owned
bank KfW, loans and grants for companies to invest in environment
friendly production technologies
In India environmental research in industry is supported by the government
through priority programs, financial and institutional support (Ministry of
Environment and Forests, 2006). Incentive policies programs started by
the government that educate business on the benefits of corporate
environmental responsibility (CER), especially economic incentives may
act as driver for encouraging CER.

Public Pressure
Another driver for industry is the public awareness of

environment and sustainability issues and the active
pressure of various stakeholders to change industrial
environmental behaviour
Local communities, politicians, NGOs, media, insurance
companies, banks.

Peer Pressure
A different form of social pressure can be exerted by

industrial peers like trade and business associations
These networks are placed within industry and promote
ECM. Through networks these synergies can be shared
and thus companies are pressurizing each other to
enhance their environmental performance.

Cost Savings
It has become clear to many industries that investments in
cleaner technologies can reduce costs, for example, by
saving on green taxes imposed by Environmental Protection
Act of the government which demands the implementation of
best available technologies
Reduction of energy consumption, rising energy costs, reduction
in virgin material use, less waste output, etc.
Past statistics shows that in the last 25 years, total expenses of
the US business sector was over ten trillion US dollars. The
annual expense in eliminating and controlling pollution was
about 1.2 trillion US dollars
Studies in India revealed, that green manufacturing has a very
high potential to reduce the costs in a company for waste
handling, storage and disposal, as well as packaging and
maintenance cost

Competitiveness
Better process performances, higher product quality, higher

efficiency, competing with best-practices in sector
Those organizations have advantages in their cost
structures through a higher degree of efficiency which
enables them to act more independently on the markets
A study investigating drivers for eco-innovation in the
European Union revealed, that managers expect a future
increase in energy prices and that this is the main driver
for eco-innovation and development in Europe
The reasons for greening the industries go beyond ethical
issues to gain competitive advantages

Customer Demand
Consumers are undoubtedly an increasingly important

force that shapes the social responsibility of
organizations
The purchase and consumption behaviour is more and
more formed by ethical criteria and customers prefer
buying environmental friendly manufactured products
End-user demand for environmentally friendly products

Supply Chain Pressure
Every company is part of a supply chain, consisting of

different suppliers and distributors, interacting with each
other. These business partners can drive an organization
to implement green manufacturing technologies and
practices
Organizations try to improve its environmental
performance, like suppliers need to change processes in
order to enable an increase of the overall performance of
the entire supply chain
Demand of suppliers, distributors, OEM, compliance with
legislation in global markets

Top Management Commitment
Top management commitment has a crucial influence over

the organizational culture of the company
Leadership has to provide a vision needed to achieve a
green level in manufacturing
Volkswagen AG has committed to become more
environment friendly and expresses this by celebrating
World Environment Day at their site in Pune
Management, owner or investors, ethics and social values
of the top management, etc.

Public Image
Importance of a positive public perception of your company,

green image, etc.
The reputation or image of the company in public is very
important to survive in the market
Some companies see the initiatives not as a responsibility,
but their future strategy and survival as competitive and
economic decision
The positive public perception of a company can be used
for green marketing to gain new environmentally
conscious customers

Technology
A major part of GM is the implementation and usage of new

technologies.
Green technologies have specific characteristics that foster
for energy and resource efficiency and effectiveness.
Examples are the usage of energy-savings lamps,
metalworking fluids based on renewable resources or
energy-efficient electric motors. Often the performance
of the technology can be important regardless of its
environmental impact.
Opportunities, advantages or performances of available
green and efficient technology

Organizational Resources
Organizational resources refer to all capabilities of the

organization to carry out and innovate
Availability of skilled staff and funds for SM.
If green metrics and goals are implemented in the
corporate strategy, achievements are visible and people
are accountable for them
A healthy financial situation makes it more likely for a
company to invest in green technologies, especially in
capital-intensive cleaner technologies

BITS Pilani
Pilani Campus
Ranking of Drivers
Descriptive statistics of data
Std. Cronbach's Alpha if

Drivers Mean
Deviation Item Deleted
Current Legislation 3.4211 1.13530 0.837
Future Legislation 3.5158 0.99854 0.831
Incentives 3.1158 1.07053 0.825
Public Pressure 2.8105 1.06486 0.828
Peer Pressure 2.7579 0.84697 0.842
Cost Savings 4.0000 0.85053 0.834
Competitiveness 3.8947 0.97275 0.832
Customer Demand 3.5158 1.06054 0.819
Supply Chain Pressure 3.0842 1.09800 0.825
Top Management Commitment 3.9158 1.06854 0.827
Public Image 3.6316 1.04222 0.832
Technology 3.5053 1.06065 0.827
Organizational Resources 3.5263 1.00892 0.828

RANKING OF GM DRIVERS
GOAL:
Ranking of Drivers
Government Industry perspective Expert perspective

perspective [C1] [C2] [C3]
D1 D2 D3 D4 D5 D6 D7 D8 D9 D10 D11 D12 D13

Criteria for ranking drivers
Criteria Definition Criteria

type
Government View of officials from government
perspective departments handling industrial
environmental policies
Importance
Industry View of officials from industry
perspective handling industrial and environmental (the more
policies the better)
Expert View of officials from expert groups
perspective working on environmental issues

Aggregate Ranking (co-eff)
Peer Pressure Importance of GM Drivers

Public Pressure
Current Legislation
Future Legislation
Public Image
Customer Demand
Cost Savings
Technology
Incentives
Competitiveness
0.3 0.35 0.4 0.45 0.5 0.55 0.6
Closeness Coefficient (CCi)

Rank of drivers (government,
industry and expert perspectives)
Experts perspective Industry perspective Government perspective
Technology
Public Image
Customer Demand
Competitiveness
Cost Savings
Peer Pressure
Public Pressure
Incentives
Future Legislation
Current Legislation
0.2 0.25 0.3 0.35 0.4 0.45 0.5 0.55 0.6 0.65 0.7
Closeness Coefficent (CCi)

Rank of Drivers
Rank Driver Name

1 Competitiveness [D7]
2 Incentives [D3]
3 Organizational Resources [D13]
4 Technology [D12]
5 Cost Savings [D6]
6 Top Management Commitment [D10]
7 Customer Demand [D8]
8 Supply Chain Pressure [D9]
9 Public Image [D11]
10 Future Legislation [D2]
11 Current Legislation [D1]
12 Public Pressure [D4]
13 Peer Pressure [D5]

Results and Discussion
The results clearly show that driver competitiveness (rank 1) is

the highest ranked driver and incentives (rank 2) is the
second highest ranked driver, followed by organizational
resources (rank 3).
In other words, these three drivers are rated as most important
for the adoption of SM in Indian industry.
The competitiveness among the organizations to grab more and
more market share can motivate them for adoption of SM,
provided the support of the government in terms of incentives,
tax exemptions, and subsidies.
The availability of the skilled manpower to implement newer
technologies can further make it possible for small companies
like SMEs to adopt the SM.

Results and Discussion …
Availability of green and efficient technology (rank 4/) to the
organizations is vital for diffusion of GM in the industry which can
reduce cost (rank 5) of manufacturing by consuming lesser energy
and material.
Also, the willingness of the management (rank 6) to adopt SM
voluntarily is important driver, which is an outcome of corporate
social responsibility of the organization.
Customer demand (rank 7) and supply chain pressure (rank 8) are
moderately important in India perhaps because of less demand of
green products by price sensitive customers.
Public image (rank 9), future legislation (rank 10), current legislation
(rank 11), public pressure (rank 12), and peer pressure (rank 13) are
least important and low rank drivers in emerging countries like India
because of lack of information and awareness about the important of
green products and processes, which will create the importance of
public image in the mind of customers. The pressure from public and
peer is also least important driver.

BITS Pilani
Pilani Campus
Modelling of Drivers
An ISM model of drivers
Incentives Cost Savings Competitiveness
Top Management Organizational

Technology
Commitment Resources
Future Supply Chain

Legislation Pressure
Current
Public Image
Legislation
Customer Public Peer

Demand Pressure Pressure

Hierarchical Model
The developed ISM model consists of five levels of hierarchy as shown in figure
The first level, consisting of public pressure, peer pressure and customer demand
drivers, is termed as awareness level. These three drivers have the maximum
driving power and minimum dependence as shown in the MICMAC results in
next slides.
This means that the policy makers in government have to spread the awareness of
SM, which in turn force the individual organizations to adopt SM.
Second and third level drivers are external to the organizations in nature and these
drivers force the organizations to adopt SM. For example, the emission norms
for vehicle in different countries are forcing the organizations to adopt SM to fulfil
the current legislations and be ready for future improved legislations. Similarly,
many multinational organizations are forcing the small and medium enterprises
(SMEs) in their supply chain to implement SM. The legislation enforced by the
government for environmental management motivates the organizations to
adopt SM. Once, the organization has been motivated (by level I drivers) or
forced (by level II and III drivers) to implement SM, next is to develop human
and technological resources in the organization.

Hierarchical Model
There are three drivers at level IV termed as organizational level.

Top management may be forces to adopt SM by coercive
drivers at level II and III but it is very difficult to motivate
managers at middle and lower levels to implement SM if its
adoption does not improve productivity and quality. Therefore,
it has been observed that SM implementation may require
specific human resources at middle and lower levels.
SM adoption generally requires better and efficient technologies.
Top level (level V) drivers are the expected benefits of the SM
implementation in term of incentives provided by the state in
terms of tax exemptions, subsidized loans, allotment of land,
etc. or cost savings achieved through consumption of lesser
amount of energy and materials or improved competitiveness
among the peers.

Hierarchical Model
The hierarchy and inter-relationships developed by the ISM

model provide a direction to the policy makers in the
government and industry to strategically leverage their
resources for easy adoption of GM. The visual model is
also expected to dissipate the benefits of the GM to
larger number of people inside and outside the
organization for better change management. It will help
to prioritize the strategies for GM adoption. The model is
also expected to help the industry managers (i) to justify
GM adoption to senior management (ii) to make the
employees understand their role during GM adoption (iii)
to convey reasons of GM adoption.

MICMAC Analysis
13
12
11 4,5 4th 3rd
8
10
9 1
11
Driving Power
8
7 2,9
6
5
4 1st 10,12 2nd
13
3 3,6
7
2
1
1 2 3 4 5 6 7 8 9 10 11 12 13
Dependence

MICMAC analysis
Drivers are classified into four clusters named autonomous drivers,
dependent drivers, linkage drivers, and independent drivers.
Autonomous drivers (first cluster) have weak driving power and weak
dependence, so these drivers are generally disconnected from the
system.
The second cluster is named dependent drivers. These drivers have weak
driving power and strong dependence power. Five drivers namely
incentives, cost savings, competitiveness, top management
commitment, technology, and organizational resources (3, 6, 7, 10, 12
and 13) belong to this cluster.
The third cluster is named as linkage drivers having strong driving power
and strong dependence power. In this study, no driver lies in first and
third clusters.
The fourth cluster is named as independent drivers which has strong
driving power and weak dependence power. Seven drivers namely
current legislation, future legislation, public pressure, peer pressure,
customer demand, supply chain pressure, and public image (1, 2, 4, 5,
8, 9 and 11) belong to this cluster.

MICMAC Analysis
Higher value of 'dependence' for a driver means that other

drivers in the network are to be addressed first. High
value of 'driving force' of a driver means that these
drivers are to be addressed before taking up the other
drivers.

BITS Pilani
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Testing of Drivers: An Empirical Study

Methodology
Driver Development
Survey Instrument Development
Data Collection
Data Analysis
Model proposition
(Exploratory Factor Analysis)
Model Validation
(Confirmatory factor Analysis and
Structural Equation Modeling)

Survey instrument development
survey questionnaire asks the participants to rate the

importance of drivers on 5 point Likert scale, where 1
means no impact, 2 means low impact, 3 means medium
impact, 4 means high impact, and 5 means very high
impact.
This type of scale is often used in research and due to the
equal spacing between the single scoring number, an
interval scale is simulated to allow further statistical
analysis.
This assessment should be a personal judgment of the
impact each factor has in the respondent’s company.
Therefore, driver description is provided to ensure that
the participants get the right meaning of the drivers.

Data collection
An email was sent to about 500 senior executives (senior

manager and above) working in the
manufacturing/production departments or corporate
social responsibility (CSR) heads of different
manufacturing firms.
The CSR heads were requested to forward the mail to the
appropriate person responsible for the environmental
initiatives in the company.
This email contained the web link of the survey website,
explained the background and the objective of the study.
The email also assured the confidentiality of the data.

Data analysis
The drivers will be useful for different applications, by

different researchers, in different studies, only if they are
statistically reliable and valid
Reliability reflects the drivers ability to consistently yield the
same response. Reliable drivers will produce the same
results each time it is administered to the same person in
the same setting.
Validity refers to the degree to which drivers truly measure
the factors which they intend to measure.

Reliability Testing Methods
The retest method,

The alternative form method,
The split-halves method, and
The internal consistency method.
– The first three methods have major limitations (particularly for field
studies) such as requiring two independent administrators of the
instrument on the same group of people or requiring two alternate forms
of the measuring instrument.
– In contrast, the internal consistency method works quite well in field
studies because it requires only one administrator. The internal
consistency of a set of measurement items refers to the degree to which
items in the set are homogeneous. Internal consistency can be
estimated using reliability coefficient such as Cronbach’s alpha.

Validity Measurement
Construct validity – multi-trait multi-method analysis, factor

analysis, and correlational and partial correlational
analyses.
Out of these three methods, factor analysis is usually used
to identify items, which should be included in a
consistent measuring instrument.
The appropriateness of the factor model is determined by
examining the strength of the relationship among the
items/variables.
– Correlation matrix,
– Barlett’s test of sphericity and
– Kaiser-Meyer-Oklin (KMO) measure of sampling adequacy

Correlation matrix
Visual inspection of the correlation values between the

items in each measure shows that all the correlations are
greater than 0.3. This implies that the respective items
under each measure are likely to have common factors

Barlett’s test of sphericity
Barlett’s test assesses the overall significance of the

correlation matrix. If the value of the test statistic for
sphericity is large and the associated significance level is
small, it can be concluded that the variables are
correlated.
Barlett’s test of sphericity demonstrated approximate Chi-
square value of 457.834, degree of freedom value (df) of
66.000,and significance level value of 0.000, which are
sufficient values for all the twelve drivers.

KMO measure of sampling adequacy
The test result shows KMO measure of 0.772, which is

above the suggested minimum standard of 0.5 required
for running factor analysis. Hence, based on the above
tests, it is concluded that all the thirteen drivers are
suitable for applying factor analysis.

SEM Model
Exploratory Factor Analysis (EFA)

Confirmatory Factor Analysis (CFA)
Structural Model

EFA statistics of data
Drivers Factor 1 Factor 2 Factor 3
Current Legislation -0.034 0.802 0.136
Future Legislation -0.028 0.875 0.143
Incentives 0.188 0.623 0.305
Public Pressure 0.428 0.732 -0.070
Cost Savings -0.098 0.286 0.707
Competitiveness 0.180 -0.047 0.812
Customer Demand 0.407 0.277 0.584
Supply Chain Pressure 0.292 0.206 0.621
Top Management 0.759 0.161 0.169
Commitment
Public Image 0.878 0.020 0.095
Technology 0.722 0.060 0.301
Organizational Resources 0.446 0.038 0.584
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
Rotation converged in 5 iterations.
SM drivers
Drivers to ECM
implementation
Internal Drivers (ID) Policy Drivers (PD) Economy Drivers (ED)
Top Mgt. Commitment Current Legislation Cost Savings
Org. Resources Incentives Competitiveness
Technology Future Legislation Customer Demand
Public Image Public Pressure Supply Chain Pressure

CFA
Current Legislation
Incentives
Policy
Drivers
Future Legislation
Public Pressure
Top Mgt. Commitment
Org. Resources
Internal
Drivers
Technology
Public Image
Cost Savings
Competitiveness
Economy
Drivers
Customer Demand

Confirmatory factor analysis statistics
Drivers Regression Weights* Regression

Estimate Standard Critical Weights**
Error Ratio
Current Legislation 1.000 ---- ---- 0.761
Future Legislation 1.016 0.141 7.225 0.879
Incentives 0.702 0.135 5.198 0.567
Public Pressure 0.752 0.134 5.617 0.611
Cost Savings 1.000 ---- ---- 0.475
Competitiveness 1.525 0.392 3.892 0.634
Customer Demand 2.158 0.507 4.255 0.822
Supply Chain Pressure 1.868 0.463 4.036 0.687
Top Management 1.000 ---- ---- 0.738
Commitment
Public Image 1.020 0.157 6.482 0.772
Technology 0.942 0.156 6.021 0.700
Organizational Resources 0.778 0.147 5.290 0.608
P < 0.001 (for all coefficients) |* Unstandardized |** Standardized

Structural Model
The factor analysis has a limitation of examining only one

relationship at a time but it is required to study a set of
relationships at a time
This created a need of further analysis using structural
equation modeling (SEM), which is an extension of factor
analysis and multiple regression analysis.
SEM is a statistical technique for testing and estimating
causal relations using a combination of statistical data
and qualitative causal assumptions.
Confirmatory modeling usually starts out with a hypothesis
that gets represented in a causal model.

Hypotheses
Hypothesis (H1): The internal drivers for the

implementation of GM are positively related to policy
drivers.
Hypothesis (H2): The internal drivers for the
implementation of GM are positively related to economy
drivers.
Hypothesis (H3): The policy drivers for the
implementation of GM are positively related to economy
drivers.

Results of hypothesis test
Hypothesis β p Result
value value
H1 The internal drivers for the implementation 0.291 0.036 Accepted
of GM are positively related to policy
drivers.
H2 The internal drivers for the implementation 0.298 0.000 Accepted
of GM are positively related to economy
drivers.
H3 The policy drivers for the implementation of 0.128 0.028 Accepted
GM are positively related to economy
drivers.

Full structural model of drivers
Current Legislation
Incentives
Policy
Drivers
Future Legislation
Top Mgt. Commitment
H1 Public Pressure
Org. Resources
Internal
H3
Drivers
Technology
H2 Cost Savings
Public Image
Competitiveness
Economy
Drivers
Customer Demand

CITC analysis eliminated one driver i.e. peer pressure.
Accepted hypotheses show that internal drivers cause policy and
economy drivers, and policy drivers also cause economy drivers.
It reflects that for the effective implementation of SM, internal drivers
are to be investigated first as these are the root drivers to SM
implementation.
For example, the existence and availability of organizational resources
in terms of human and technical resources facilitates and motivates
the government to establish the effective legislation to implement
SM.
Also, the availability of technology motivates the government and other
agencies to think of new legislation which can be forced in future, for
example, the availability of European emission standards 'euro IV'
will cause the establishment of similar standards in developing
countries.

Results and Discussion …
Similarly, if the 'top management commitment' can force the

industry to implement SM, then it will motivate the government
to provide 'incentives' for SM industries, which will further
create 'top management commitment'.
The 'incentives' will lower the cost of manufacturing of product,
hence increases the 'competitiveness'. The availability of
'technology' which is proven better and more efficient than the
existing technology, will generate cost savings, which makes it
possible for the companies to manufacture products of better
quality at lesser cost making the business more competitive.
'Public image' causes the 'competitiveness' as well as 'customer
demand'. Similarly, the 'public pressure' causes the 'customer
demand' in the market for environment friendly products.

Initiatives to be taken to drive
SM implementation
GM awareness campaigns should be organized for the top
management people to ignite top management
commitment.
Formal human and technical skill development programs
should be launched to provide skilled and competitive
human resources for GM implementation.
The government should invest and lay more stress on
research organizations and universities for the
development of technologies and innovations which can
help industry to satisfy their needs of newer
technologies.

Initiatives to be taken to drive
SM implementation …
The industry should also collaborate with academic institutions
and research organizations for skill development and
technology enhancement to build GM implementation
capacity and technology.
Collaborations should be developed particularly among the
developed and developing/emerging nations so that the state
of the art technologies can be made available at affordable
costs with certainty.
Top management should be committed to GM implementation for
smooth and effective adoption. Management should develop
skill enhancement program in terms of environmentally
conscious manufacturing. Management should also provide
finance for better technology.

BITS Pilani
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Case study
COMPARISION OF DRIVERS
IN INDIA AND GERMANY
A case study has been done to compare the proposed GM
implementation drivers in a developed (Germany) and an
emerging (India) country. To compare the drivers for GM,
a survey was conducted in Germany using face-to-face
interviews followed by responses in the questionnaire.

Descriptive statistics
Drivers Country Mean Std. Deviation
India 3.05 1.214
Current Legislation [D1]
Germany 3.41 1.188
India 3.50 1.336
Future Legislation [D2]
Germany 3.25 1.047
India 3.55 1.143
Incentives [D3]
Germany 2.69 1.030
India 2.95 0.950
Public Pressure [D4]
Germany 2.38 1.129
India 3.05 1.046
Peer Pressure [D5]
Germany 2.50 0.842
India 3.82 1.053
Cost Savings [D6]
Germany 4.03 1.062
India 3.91 1.109
Competitiveness [D7]
Germany 3.94 0.982
India 3.73 0.935
Customer Demand [D8]
Germany 3.22 1.099
India 3.59 1.008
Supply Chain Pressure [D9]
Germany 2.75 1.191
Top Management Commitment India 4.05 1.046
[D10] Germany 3.41 1.188
India 3.86 1.037
Public Image [D11]
Germany 2.91 1.174
India 3.86 1.082
Technology [D12]
Germany 2.91 1.146
India 3.73 1.032
Organizational Resources [D13]
Germany 3.34 1.181

COMPARING MEANS USING
INDEPENDENT T-TEST
Define null and alternate hypotheses The hypotheses defined for the independent t-
test are:
State alpha (α)
H0: µIndia = µGermany (null hypothesis)
H1: µIndia ≠ µGermany (alternate hypothesis)
Calculate degrees of freedom
State decision rule
Calculate test statistic
State results
State conclusion

Independent T-Test statistics to compare
drivers for India and Germany
Drivers Levene's Test* T-test for Equality of Means

Cohen's
d***
F Sig. t df Sig.** MD# SED$
EVA 0.057 0.812 -1.087 52 0.282 -0.361 0.332
D1 EVNA -0.2997
-1.083 44.631 0.285 -0.361 0.333
EVA 1.518 0.223 0.770 52 0.445 0.250 0.325

D2 EVNA 0.20829
0.736 37.901 0.466 0.250 0.340
EVA 0.242 0.625 2.876 52 0.006 0.858 0.298

D3 EVNA 0.79046
2.820 42.087 0.007 0.858 0.304
EVA 2.458 0.123 1.974 52 0.054 0.580 0.294

D4 EVNA 0.54631
2.038 49.780 0.047 0.580 0.284
EVA 0.435 0.512 2.118 52 0.039 0.545 0.258

D5 EVNA 0.57925
2.035 38.707 0.049 0.545 0.268
EVA 0.001 0.974 -0.727 52 0.471 -0.213 0.293

D6 EVNA -0.1985
-0.728 45.561 0.470 -0.213 0.293

Independent T-Test statistics to compare
drivers for India and Germany
Drivers Levene's Test* T-test for Equality of Means Cohen's

F Sig. t df Sig.** MD# SED$ d***
EVA 0.324 0.571 -0.099 52 0.921 -0.028 0.287
D7 -0.0286
EVNA -0.097 41.557 0.923 -0.028 0.293
EVA 1.502 0.226 1.772 52 0.082 0.509 0.287
D8 0.49985
EVNA 1.826 49.559 0.074 0.509 0.278
EVA 1.297 0.260 2.709 52 0.009 0.841 0.310
D9 0.76135
EVNA 2.795 49.680 0.007 0.841 0.301
EVA 1.962 0.167 2.038 52 0.047 0.639 0.314
D10 0.57180
EVNA 2.088 48.779 0.042 0.639 0.306
EVA 0.992 0.324 3.085 52 0.003 0.957 0.310
D11 0.85769
EVNA 3.157 48.693 0.003 0.957 0.303
EVA 0.104 0.748 3.085 52 0.003 0.957 0.310
D12 0.85243
EVNA 3.118 46.960 0.003 0.957 0.307
EVA 0.653 0.423 1.233 52 0.223 0.384 0.311
D13 0.35166
EVNA 1.265 48.951 0.212 0.384 0.303
* for Equality of Variances; ** 2-tailed; #Mean Difference; $Standard Error Difference;
*** To assess effect size

Results of comparison for
drivers
Drivers Comparison Effect size

D1 Equal ----------
D2 Equal ----------
D3 Significantly different Large
D4 Significantly different Medium
D5 Significantly different Medium d = 0.2, means small effect
D6 Equal ---------- d = 0.5, means medium effect
D7 Equal ---------- d = 0.8, means large effect
D8 Equal ----------
D10 Significantly different Medium
D13 Equal ----------

Results
The four drivers incentives, supply chain pressure, public

image, and technology have large differences in the two
countries.
The three drivers public pressure, peer pressure, and top
management commitment are significantly different but
have medium differences in the two countries.
Rest of the five drivers current legislation, future legislation,
cost savings, competitiveness, customer demand, and
organizational resources have same importance in both
the countries.

Thanks


Pilani Campus
SM Barriers
1. Weak Legislation
2. Low Enforcement
3. Uncertain Future Legislation
4. Low Public Pressure
5. High Short-term Costs
6. Uncertain Benefits
7. Low Customer Demand
8. Trade-Offs
9. Low Top Management Commitment
10. Lack of Organizational Resources
11. Technology Risk
12. Lack of Awareness/Information

BITS Pilani
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Ranking the Barriers

A hierarchical structure for
ranking the barriers to SM
GOAL:
Ranking of Barriers
Government Industry perspective Expert perspective

perspective [C1] [C2] [C3]
B1 B2 B3 B4 B5 B6 B7 B8 B9 B10 B11 B12

Closeness coefficients of SM barriers (aggregrate)

Closeness coefficient (CCi) of SM barriers (government,
industry and expert perspectives)

Ranking of GM barriers
Table 11

Action Plan to Mitigate Barriers
• Government should come up with a long term environmental

plan with milestones so that industry has more confidence in
term of future legislations and benefits.
• The government should also provide financial incentives to
organizations to implement SM.
• Industry should come forward to commit to SM
implementation.
• Government, industry and experts should come together to
develop a comprehensive programme on GM and to develop
human resources in the field on the lines of ‘cleaner
production programme’ of Chinese government.

BITS Pilani
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Hierarchy and Interrelationship among barriers

The ISM model of barriers to SM implementation

Results
The first level, consisting of lack of information and awareness
among the public, government, and industry is the root barrier
to SM adoption and implementation which in turn influences
the public pressure, customer demand, top management
commitment, and legislative structure.
This barrier has strong driving power and weak dependence.
Scarcity of general awareness alleviates the lack of pressure
from public to incorporate environmental thinking in
manufacturing. It also alleviates the lack of demand from the
customer which forces the industry to manufacture green
products and lack of management commitment to implement
SM. The lack of information and awareness among
governments leads to insufficient legal structure which is
essential to force the industry to manufacture in most
ecological way.

Results
The third level consists of high short term cost, low

enforcement and uncertain future legislation. The high
short term cost of switching over to newer energy
efficient and pollution free technologies, the low
enforcement of existing regulations at ground level, and
uncertainty among industries for any legislation which
may appear in future are level III barriers. Lack of
organizational resources in terms of finance, technology
and human resources, trade-offs and uncertain benefits
of GM are level IV barriers to GM adoption. Generally,
any new technology has its own risk depending upon the
maturity level and technology risk is level V barrier.

Results
Although, three barriers, namely low enforcement,

uncertain future legislation, and high short term cost lies
in autonomous cluster, but these barriers lie exactly on
the line dividing the cluster 1 and 2, so these barriers
have properties of the barriers of cluster 2 also. Higher
value of 'dependence' for a barriers means that other
barriers in the network are to be addressed first. High
value of 'driving force' of a barriers means that these
barriers are to be addressed before mitigating the other
barriers.

MICMAC ANALYSIS

MICMAC Analysis
• Barriers are classified into four clusters - autonomous

barriers, dependent barriers, linkage barriers, and driver
barriers
• Autonomous barriers have weak driving power and weak
dependence, so these drivers are generally disconnected
from the system.
• Dependent barriers have weak driving power and strong
dependence power. Four barriers namely uncertain benefits,
trade-offs, lack of organizational resources, and technological
risk belong to this cluster.

• The third cluster is named as linkage barriers having
strong driving power and strong dependence power. In this
study, no barrier lies in this cluster.
• The fourth cluster is named as driving barriers having
strong driving power and weak dependence power. Five
barriers namely weak legislation, low public pressure, low
customer demand, low top management commitment, and
lack of awareness/information belong to this cluster.

BITS Pilani
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DEVELOPMENT OF A MODEL OF SM
BARRIERS USING STRUCTURAL
EQUATION MODELLING
DEVELOPMENT OF A MODEL OF SM BARRIERS
USING STRUCTURAL EQUATION MODELLING
Data analysis
The barriers will be useful for different applications, by
different researchers, in different studies, only if they are
statistically reliable and valid.
Reliability reflects the barrier's ability to consistently yield the
same response.
Validity refers to the degree to which barriers truly measure
the factors which they intend to measure (Peter, 1979).
Internal consistency can be estimated using reliability
coefficient such as Cronbach’s alpha (Schmitt, 1996). An
alpha value of 0.70 is often considered as the criteria for
establishing internally consistency. During the initial analysis,
Cronbach’s alpha values were very high for all the twelve
barriers as shown in table. Therefore, all the barriers are
reliable for GM implementation.

Descriptive and Confirmatory
factor analysis statistics of data
Cronbach's Factor loadings Regression Weights**
Barriers Mean SD CITC
Alpha* PB IB EB Estimate SE CR
Weak Legislation 2.71 1.16 0.65 0.86 0.85 ---- ---- 1.00 ---- ----
Low Enforcement 2.46 1.22 0.63 0.86 0.88 ---- ---- 1.08 0.07 14.42
Uncertain Future Legislation 2.70 1.03 0.57 0.87 0.72 ---- ---- 0.75 0.06 11.23
Low Public Pressure 2.41 1.02 0.58 0.86 0.64 ---- ---- 0.65 0.06 9.53
High Short-Term Costs 3.28 1.08 0.48 0.87 ---- 0.69 ---- 1.00 ---- ----
Uncertain Benefits 3.26 1.11 0.58 0.86 ---- 0.78 ---- 1.22 0.12 10.04
Low Customer Demand 3.20 1.21 0.52 0.87 ---- 0.77 ---- 0.91 0.11 7.65
Trade-Offs 2.66 1.05 0.49 0.87 ---- 0.71 ---- 0.75 0.10 7.29
Low Top Management

2.31 1.21 0.57 0.87 ---- 0.73 1.00 ---- ----
Commitment
Lack of Organizational Resources 2.73 1.15 0.61 0.86 ---- ---- 0.87 1.06 0.11 9.38
Technological Risk 2.73 1.05 0.63 0.86 ---- ---- 0.60 0.95 0.10 9.29
Lack of Awareness/ Information 2.53 1.05 0.53 0.87 ---- ---- 0.57 0.89 0.10 8.70
SD - Standard Deviation, CITC - Corrected Item-Total Correlation, *Cronbach's Alpha if Item Deleted, SE - Standard Error, CR - Critical Ratio,
P < 0.001 (for all coefficients), ** Unstandardized

Exploratory Factor Analysis (EFA)
The EFA was done to find major factors/latent variables reflecting the major
categories of barriers affecting GM implementation. In other words, a model of
barriers to GM implementation is proposed.
Factor analysis was conducted on barriers under each factor based upon
principal components analysis with Varimax rotation. During EFA, three uni-
factorial factors/latent variable with Eigen values greater than one evolved. After
carefully analyzing the group of barriers under each factor, these three factors
are named as:
Policy Barriers (PB);
Internal Barriers (IB); and
Economy Barriers (EB) as shown in figure below.
The factor loadings for all barriers, which represent the correlation between the
variables and their respective factors, are also found to be greater than 0.57
(this is greater than the minimum recommended values of ± 0.45 by Hair et
al.1995). Hence, it can be concluded that all items contribute highly to the
represented factors and have construct validity.

Classification of barriers to GM

Confirmatory Factor Analysis (CFA)
The exploratory factor analysis is not sufficient to assess

all the essential measurement properties of the
constructs like unidimensionality (Koufteros, 1999). CFA
is done to examine the unidimensionality to ensure the
theoretical relationships among the observed variables
(or indicators) with their respective factors (or
constructs). Figure below shows the path diagram
representing the measurement model with the three
latent variables and 12 barriers. The factor loadings and
regression weights obtained from the CFA of
measurement model are summarized in table above.

Path diagram representing the measurement
model of barriers to SM implementation

Goodness-of-fit statistics (CFA)
Indexes Estimated value Recommended value Reference
Chi-square 125.080 ----- -----
Degree of freedom (DF) 51 ----- -----
P-value < 0.001 ≈ 0.0 -----
Chi-square/DF 2.45 < 5.0 Marsch and Hocevar, 1985
Root Mean Square Error of 0.088 Close to zero Hair et al., 2006
Approximation (RMSEA)
Root mean square residual 0.084 < 0.08 Hu and Bentler, 1999
(RMR)
Goodness-of-Fit Index (GFI) 0.912 Close to one Dawes et al., 1998
Adjusted goodness of fit (AGFI) 0.865 Close to one -----
Comparative fit index (CFI) 0.929 > 0.90 Byrne, 2001

STRUCTURAL MODEL
Structural equation modeling is a statistical methodology

that takes a confirmatory (i.e. hypothesis testing)
approach to the analysis of a structural theory. Typically,
this theory represents 'causal' processes that generate
observations on multiple variables.
SEM is applied to test the full structural model for
assessing the impact of factors/latent variables on each
other.
Hypotheses are proposed, based on the careful
examination of measurement model, after confirmatory
factor analysis to test the full structural model.

Hypotheses
Hypothesis (H1): The internal barriers to the

implementation of SM are positively related to policy
barriers.
Hypothesis (H2): The internal barriers to the
implementation of SM are positively related to economy
barriers.
Hypothesis (H3): The policy barriers to the
implementation of SM are positively related to economy
barriers.
Based on the three hypotheses the proposed structural
model is shown in figure below.

Proposed structural model of barriers

Results of hypothesis test
Hypothesis β value p value Result
H1 The internal barriers to the implementation of 0.695 < 0.001 Accepted

GM are positively related to policy barriers.
H2 The internal barriers to the implementation of 0.459 < 0.001 Accepted

barriers.
H3 The policy barriers to the implementation of 0.110 < 0.159 Rejected
barriers.

Final structural model of barriers

Internal barriers cause policy and economic barriers. It reflects
that for the effective implementation of SM, internal barriers
are to be mitigated first as these are the root barriers to SM
implementation. For example, lack of human and technical
resources to implement SM forces the governments to
weaken the legislations and enforcement as the real issue
with managers is not to buy new technology, but about how
these new technologies will be implemented and deployed.
Unavailability of new technologies or future technologies forces
the national/federal governments not to develop long term
legislations. It also deters the organizations from computing
future benefits. Lack of awareness lowers the public pressure
as well as the customer demand. Lack of top management
commitment to SM implementation makes the organizations
decide to shift the polluting manufacturing work to other
nations (trade-offs).

The final model of SM barriers reveals that in order to

move to the next level in the environmental performance,
it is prudent to start mitigating internal barriers, which
automatically affect the economy and policy barriers.
Integrated efforts of policy makers in government and
industry can bring this change for better environmental
performance. The final full structural model of barriers to
SM implementation is shown in figure below.

BITS Pilani
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Case Study
COMPARISION OF BARRIERS
IN INDIA AND GERMANY
Std.
Barriers Country Mean
Deviation
India 2.95 1.322
Weak Legislation [B1]
Germany 2.54 1.071
India 2.81 1.289
Low Enforcement [B2]
Germany 2.11 1.066
India 2.67 1.155
Uncertain Future Legislation [B3]
Germany 2.75 1.041
India 2.52 1.078
Low Public Pressure [B4]
Germany 2.29 1.182
India 2.90 1.044
High Short Term Costs [B5]
Germany 3.43 1.230
India 2.76 1.136
Uncertain Benefits [B6]
Germany 3.43 1.230
India 3.10 1.261
Low Customer demand [B7]
Germany 3.25 1.351
India 2.71 0.784
Trade-Offs [B8]
Germany 2.67 1.109
India 2.43 1.248
Lack of Top Management Commitment [B9]
Germany 1.93 0.979
India 2.81 1.401
Lack of Org. Resources [B10]
Germany 2.68 1.090
India 2.67 1.278
Technology Risk [B11]
Germany 2.54 0.999
India 2.81 1.327
Lack of Awareness/Information [B12]
Germany 2.18 0.819 BITS Pilani, Pilani Campus
COMPARING MEANS USING
INDEPENDENT T-TEST
Define null and alternate hypotheses The hypotheses defined for the independent t-
test are:
State alpha (α)
H0: µIndia = µGermany (null hypothesis)
H1: µIndia ≠ µGermany (alternate hypothesis)
Calculate degrees of freedom
State decision rule
Calculate test statistic
State results
State conclusion

Barriers Levene's Test* T-test for Equality of Means Cohen's
F Sig. t Df Sig.** MD$ SED# d***
B1 EVA 1.441 0.236 1.219 47 0.229 0.417 0.342
EVNA
0.34079
1.182 37.757 0.244 0.417 0.352
B2 EVA 1.377 0.247 2.086 47 0.042 0.702 0.337

0.59183
EVNA 2.030 38.308 0.049 0.702 0.346
B3 EVA 0.004 0.952 -0.265 47 0.792 -0.083 0.315
-0.0727
Independ
EVNA -0.261 40.627 0.796 -0.083 0.320
B4 EVA 0.367 0.548 0.724 47 0.472 0.238 0.329
0.20332
ent T-Test
EVNA 0.734 45.141 0.467 0.238 0.324
B5 EVA 1.700 0.199 -1.571 47 0.123 -0.524 0.333
-0.4645
statistics
EVNA -1.609 46.214 0.114 -0.524 0.326
B6 EVA 0.071 0.791 -1.939 47 0.059 -0.667 0.344
-0.5659
to
EVNA -1.962 44.915 0.056 -0.667 0.340
B7 EVA
EVNA
0.284 0.597 -0.408 47
-0.412 44.704
0.685
0.682
-0.155
-0.155
0.379
0.375
-0.1147 compare
B8 EVA
EVNA
4.067 0.050 0.167 46
0.174 45.642
0.868
0.863
0.048
0.048
0.285
0.274
0.04165 barriers
B9 EVA
EVNA
2.083 0.156 1.573 47
1.519 36.892
0.122
0.137
0.500
0.500
0.318
0.329
0.44579 to India
B10 EVA
EVNA
2.566 0.116 0.368 47
0.355 36.699
0.714
0.724
0.131
0.131
0.356
0.369
0.10357 and
B11 EVA
EVNA
5.704 0.021 0.403 47
0.389 36.814
0.689
0.700
0.131
0.131
0.325
0.337
0.11333 Germany
B12 EVA 14.173 0.000 2.052 47 0.046 0.631 0.308
0.05713
EVNA 1.921 31.167 0.064 0.631 0.328
$ #
* for Equality of Variances; **2-tailed; Mean Difference; Standard Error Difference;
***To assess effect size
Results of comparison for
Barriers
Barriers Comparison Effect Size
B1 Equal ----------
B2 Significantly different Medium
B3 to B12 Equal ----------
d = 0.2, means small effect | 0.5, means medium effect | 0.8, means large effect

Results
The 'low enforecement' is the only barrier, which is seen

significantly different between India and Germany with
medium difference, as revealed from the data. Because
of the problems with corruption and a lack of supervisory
infrastructure, the enforecement of the legislation is not
possible to the full extent in India. The situation is
different in Germany where the rules and regulations are
enfored to a great extent. All other barriers are found to
be equal in both countries.

Thanks

BITS Pilani
Pilani Campus
Stakeholders of SM
INTRODUCTION
• What prompts enterprises to adopt SM?

• Is it the compliance of the regulations /standards or the
improvement of performance or simply a social commitment to
preserve the depleting resources?
• Whatever may be the objective of SM adoption, stakeholders
pressurise the enterprises to adopt SM.

Government
Government regulations are an important stakeholder to

pressurise the adoption of environmentally conscious
manufacturing in industry
The most apparent stakeholders that influence adoption of
environmental practices within companies are various
government structures because legislation authorizes
agencies to circulate and enforce rules and regulations

Employees
The term 'employee' refers to a specific defined relationship
between an individual and a corporation, which differs from
those of customer or client.
Employees are directly related to a firm and have the ability to
impact its bottom line directly
The employee is a major source of a company's success, and
successful environmental policy planning requires active
participation from an employee
All the employees who are supportive of a firm’s environmental
goals are more likely to seek work within it, and hence
continue their employment.
Employees may also engage in public whistle-blowing ending up
in exposing the firm’s potentially negligent environmental
practices

Consumers
A customer, popularly known as a client, buyer, or purchaser is the
receiver of a good, service, product, or idea, obtained from
a seller, vendor, or supplier for a monetary or other valuable
consideration.
The customers or consumers are the key source of information on
environmental issues and practices
The firms that adopt environmental management practices are
motivated by customer concerns
The results of a U. S. survey found that an estimated 75% of
consumers claim that their purchasing decisions are influenced by a
company’s environmental reputation and 80% would be willing to
pay more for environment friendly goods
Customers respond positively to a company's actions by purchasing its
product and expressing their satisfaction to the managers of the
company, can also voice their discontent by boycotting its product or
filing a suit against it

Market
A market is one of many varieties

of systems, institutions, procedures, social
relations and infrastructures whereby parties engage in
exchange. There are two roles in markets, buying and selling.
The market facilitates trade and enables the distribution
and allocation of resources in a society.
Competition among the firms is a major part of market pressure.
Competitiveness is identified as one of the major motivations
for environmental/ecological responsiveness
Market competition within an industry affects the rate of diffusion
of environmental management practices.

Media
The media - print, electronic, advertisement, and social - plays
an important role in increasing awareness among public and
formation of their views and attitudes toward certain issues.
When environmental crisis occurs, the media can influence
society's perception of a company
The influence of the media came from the information they
conveyed about a company. It serves as a medium which
reflects owner, employee, customer, community and other
Stakeholder expectations.
The importance of the media will be highest for reactive firms,
second highest for defensive firms, and third highest for
accommodative firms, and lowest for proactive firms
Negative press stories can damage a business more than that of
unhappy customers

Local politicians
Local politicians, who are elected by the people can

influence the environmental performance of the company
as it influences the life of the people around the
company.
Local politicians lead the demonstrations by the people to
pressurise the companies to adopt environmental
friendly manufacturing systems.
Politicians can bend the public opinion in favour of or
against a corporation's environmental performance

Local community
Local community is a group of interacting people sharing

an environment.
Community stakeholders are defined as those people who
are not necessarily involved in the partnership but have
knowledge o
The firms that are exposed to pressures from surrounding
communities are less likely to violate environmental
lawsf the community and the organization
Local communities also impose coercive pressure on
companies via environmental activism through
nongovernment organizations (NGOs) and by filing
citizen lawsuits

Suppliers
A supplier is a party that supplies goods or services to the

company.
A supplier can exert its influence by stopping delivery or it
can pressurise the firm to use a more environmentally
acceptable substitute in the design.
Suppliers influence the decision to follow certification and
standards to certify (like ISO 14001 etc.)
They contribute to the overall performance of a supply
chain, the performance of the whole chain is affected by
a poor supplier performance

Trade organisations
A trade association, also known as an industry trade group, business
association or sector association is an organization founded and
funded by businesses that operate in a specific industry.
An industry trade association participates in public relations activities
such as advertising, education, political
donations, lobbying, and publishing; but its main focus is
collaboration between companies and standardization.
Associations may offer other services, such as conducting
conferences, networking or charitable events or offering classes or
educational materials.
Industry and trade associations are important stakeholders in the
context of proactive environmental strategy.
Trade organisations can have their own environmental standards and
can ask experts or individuals within government to inspect the
compliance with these requirements.

Environmental advocacy
groups
At the plant level the institutional actors like environmental
interest groups are most likely to directly influence
environmental practices
They can apply strong normative institutional pressure on firms
even though they are not directly involved in the firm’s
economic transactions
Environmental Advocacy Groups (EAGs) have the capacity to
mobilize public opinion in favour of or in opposition to a firm
and can use public protests to emphasize their points of view
EAGs are also known to create general awareness of
environmental degradation hazards through various
communication channels and demonstrations.

Investors/Shareholders
An investor or shareholder or stockholder is an individual or

institution (including a corporation) that legally owns
a share of stock in a public or private corporation.
Shareholders are the stakeholders who are directly related to an
organization and have the ability to impact its bottom line.
A firm is said to be serious about environmental plans if it comm
The shareholders are the most fundamental stakeholders,
businesses must respond to them by maximizing their value.
The reduction of risks and liability from proactive
environmental practices and programs adds to the
shareholder value

Partners
A partner takes part in an undertaking with another or

others, especially in a business or company with shared
risks and profits.
Partners are generally the business partners in joint
venture
Larger companies in competitive supply chains realize that
green supply chains are necessary to maintain a reliable
source of components and material.es and they also
include supply chain partners.

Owners
Owners include the owner of the firm as well as the board of

directors. The board of directors is at the apex of the decision-
making process in public corporations.
Every major decision, including a firm’s policy toward the
environment, must go through the board. The boards are
finally responsible for corporate environmental strategy, be it
proactive or passive
Individual beliefs and attitudes affect an individual’s behaviour
and treatment of the environment is an ethical issue for a few
of them
Firms with owners/managers who have positive environmental
attitudes are important to suppliers, have a relatively higher
level of environmental support practices

Chief Executive Officers
(CEOs)
CEO is the highest ranking executive in a company, whose
main responsibilities include developing and
implementing high-level strategies, making major corporate
decisions, managing the overall operations and resources of a
company, and acting as the main point of communication
between the board of directors and the corporate operations
The greater the environmental awareness of managers, the
greater are their perceptions of environmental pressure
A proactive environmental response of firms is because of
manager perceive.
Executives give importance to pressure from regulatory
stakeholders, corporate government stakeholders, external
economic stakeholders, internal economic stakeholders, and
external social stakeholder

Stakeholders for SM adoption

Local stakeholders
• Local stakeholders (government regulations, local politicians, local

community, suppliers, trade organisations, and shareholders) are those
who are attached to the enterprise directly (government regulations,
shareholders and suppliers) or indirectly (local politicians, local
community and trade organisations) and the closure of the enterprise will
affect all these stakeholders. Regulatory concern (government) is perhaps
the most obvious stakeholder for ECT adoption.
• Various local government agencies promulgate and enforce regulations
from time to time. Government regulations can be coercive in nature by
making it mandatory to use certain ECTs or to avoid certain outdated
technologies.
• Local communities also impose pressure on companies through local
politicians or by environmental activism through non-government
organisations (NGOs)or directly through memorandums and agitations.

Social stakeholders
• Social stakeholders (employee concerns, consumers, market,

environmental advocacy groups, and media) are those stakeholders who
influence the enterprise to adopt ECT but its closure does not affect them.
The discussion with the senior managers of Indian MSMEs has led us to
adopt employee concerns as social stakeholder not as internal
stakeholder as these enterprises adopt environmental practices to
improve employee health and safety as a societal cause and not a
coercive pressure by the employees. Employees express satisfaction or
dissatisfaction directly to the senior management. In more extreme cases,
employees may engage in public whistle-blowing that exposes the firm’s
potentially negligent environmental practices.
• Environmental advocacy groups and media have a strong capability to
mobilise public opinion in favour of or against the company. Societal
stakeholders generally utilise indirect approaches to influence
organisational behaviour because they lack a direct economic stake in the
organisation
Internal stakeholders
• Internal stakeholders (partners, owner’s social philanthropy

and CEO’s social philanthropy) are completely internal to
the organisation with area of influence limited to the
organisation only. Part of the literature shows that company
social responsibility is to be motivated by ethical and moral
discourses.
• Many Indian MSMEs have introduced ECTs as philanthropy
of its owners or chief executive officers. Further, it has been
found that in case of joint venture MSMEs were coerced
and/or facilitated by partners to adopt environmental
practices/technologies.

Exploratory factor analysis
EFA is used to determine the number of latent variables

or factors which represent the complete set of items. It
also explains the variations among relatively large
number of variables to relatively small number of newly
developed latent variables or factors EFA is useful at the
early stage of analysing the problem where strong
theoretical evidences are lacking. An EFA may indicate a
lack of unidimensionality wherein other cases it becomes
elusive.

Multidimensionality of shareholders
Stakeholder Factor 1 Factor 2 Factor 3
(Local) (Social) (Internal)
Local Politician 0.844 0.274 0.006
Local community 0.776 -0.057 0.312

Suppliers 0.814 0.219 0.246
Trade organizations 0.768 0.096 0.362
Shareholders 0.611 0.191 0.596
Employee concerns -0.145 0.581 0.563
Consumer pressure 0.124 0.850 0.227
Market pressure 0.146 0.907 0.162
Environmental advocacy group 0.338 0.574 0.285
Media 0.129 0.842 0.024
Partners 0.282 0.435 0.625
Owners social philanthropy 0.343 0.158 0.783
CEOs social philanthropy 0.350 0.120 0.808
Structural equation modelling
• Structural equation modelling (SEM) consists of two
components: a measurement model linking a set of
observed variables to a usually smaller set of latent
variables and a structural model linking the latent variables
through a series of recursive and non-recursive
relationships.
• CFA also known as the covariance structure is a special case

of the structural equation model. In CFA, factor loadings can be
viewed as regression coefficients in the regression of observed
variables on latent variables. The larger the factor loading, as
compared to their standard errors, the stronger is the evidence
that the measured variables or factors represent the underlying
constructs.

Structural equation model of ECT
adoption stakeholders

Thanks

Life cycle assessment and management
Kuldip Singh Sangwan

BITS Pilani Shri B. K. Birla and Shrimati Sarala Birla Chair Professor
Pilani Campus
BITS Pilani
Pilani Campus
Life Cycle Assessment and

Management
Cost Responsibility of Companies

Effect of legislation and competition

Braunschweig model of life
cycle management

Life Cycle Management
Life Cycle Management can be defined as the set of

activities for the design and optimization of products and
the accompanying processes considering all life cycle
stages.
The measures can show a rather strategic character (e.g.
in developing a life cycle oriented product strategy), they
can contain planning and organizational measures (e.g.
Supply Chain Management)
Although individual decisions and measures in the product
life cycle can cause improvements in individual life cycle
phases, an integrated optimization in the life cycle can
be unsuccessful under certain conditions because of the
manifold interactions

Life Cycle Design Support

IT hardware case study
Methodology
– Data collection;
• Inventory
• Survey
• Measure
– Calculation methods;
– Expression of environmental impacts.

Calculations

Monitoring Indicators
Average power consumption per year for each device;

Average power consumption per year per category of
device (desktops computer, laptops computer, servers,
etc.);
Annual usage rate of device;
Utilization time relative to the opening span of the
company;
Lifetime of devices;
Amount of produced waste.

Environmental Impact
Indicators
Climate change
Stratospheric ozone depletion
Depletion of abiotic resources
Acidification
Ecotoxicity
Human toxicity
Ionizing radiation

Time and consumption of a
desktop computer

Allocations of time spent in the three statuses
(Online, Standby and Offline) (in %)

Allocations of energy consumption by device relative to the
total IT energy consumption of the company (in %)

Ecotoxicity impact of manufacturing
and disposal device

Stratospheric ozone depletion of
manufacturing and disposal device

Expression of the indicators for
contribution to climate change

Outline
▪ Introduction
▪ LCE of CRT, LCD and LED monitors
▪ LCE of PET bottles
▪ LCE of ceramic products (tiles, wash basin,
insulators)
▪ LCA of milling process
▪ LCA of cement manufacturing process

Life Cycle Analysis/Assessment
✓ Life-cycle analysis (LCA) is a method in which the energy and

raw material consumption, different types of emissions and
other important factors related to a specific product are being
measured, analyzed and summoned over the products entire
life cycle from an environmental point of view
✓ Cradle-to-grave
✓ Cradle-to-gate
✓ Cradle-to-cradle or closedloop production
✓ Gate-to-gate
✓ Well-to-wheel

Overview of life cycle assessment (LCA)
LCA can be used as a tool to evaluate, compare and benchmark the

environmental impacts in various midpoint and endpoint categories [6,7].
The LCA concept came into existence during 1970-90 but the standardization
of approaches and terminologies took place during 1990-2000 [8].
Society of Toxicology And Chemistry (SETAC) played a leading role in
continuous improvement and harmonization of LCA frameworks, terminologies
and methodologies with the help of collaboration between scientists,
practitioners and users [9,10].
SETAC and United Nations Environment Program (UNEP) developed ‘life cycle
initiatives’ containing general and specific aims to promote life cycle thinking in
developing countries [11]. The present study is a step towards fulfilling these
aims suggested by SETAC and UNEP.
20
26th CIRP (LCE) Conference - 2019 BITS Pilani, Pilani Campus

Framework for performing
LCA
Source: ISO 14040

Goal and Scope Definition
✓ Decide upon the purpose of study.
✓ Identify the system boundaries (Place & Time)

Inventory Analysis
✓ Determine the inputs and outputs of all the processes in terms
of energy & material
✓ Sketch the process tree showing all the events in the product life
cycle and also show the interrelations
✓ Collect information regarding raw materials used for each Step

Impact Assessment
✓ The impact assessment focuses on characterizing the type

and severity of environmental impact more specifically using
Valuation systems standardized by different institutes.
✓ Most important step here is giving weights to the impacts
For example SO2 causes acidification, eutrophication & human

toxicity.
So weights would be given keeping according to the situation
and also on the purpose of study

Interpretation
✓ To identify areas for improvement
✓ Life-cycle processes/events with large impacts (i.e., high

numerical values) are clearly the most obvious things
✓ After identifying the process we have to look at

resources and risks involved
✓ Process for which large improvements are made with

minimum expenditure and risk

Problems with LCA
✓ Complexity and effort required is more
✓ Lack of Anonymous data about most of the processes

in product life cycle
✓ Lack of standardization resulting in various

interpretations
✓ Different views on what is environmentally correct

BITS Pilani
Pilani Campus
LCA of
CRT, LCD & LED Monitors
Environmental Impacts

Continued..
✓ Complex components such as PWB (Printed Wiring Board), which is used
in all the three monitors, has a large variety of substances, including
precious metals such as gold, silver and hazardous materials like lead
✓ A recent review has revealed that there is high concentration of Pb, PBDEs,
PCDD(Polychlorinated di-benzo dioxins) and PBDD (poly brominated di-
benzo-p-dioxins) as compared to other developed nations in air, bottom ash,
dust, soil, water and sediments in WEEE recycling areas of the developing
countries (Sepulveda et al., 2010).
✓ The ancillary materials like nitrogen tri-fluoride (NF3), which is used during
the manufacturing process of LCDs to clean the vacuum chambers, can
cause a lot of environmental impact, as it is a greenhouse gas with a global
warming potential (GWP) which is 17,000 times more potent than carbon
dioxide (CO2) (Thomas et al., 2012).

System Boundaries
Source : Socolof et al., 2005

System Boundaries
Source : Adapted from Socolof et al., 2005

Functional unit
✓ The functional unit of the study was taken to be a standard

monitor with a diagonal viewing area of 15” that can be used
for 6 years with average working days of 240 per year.
✓ The CRT monitor closest to that diagonal viewing area is a

17” CRT monitor with a diagonal viewing area of 15.9 inches
(EPA). While both the 15” LCD & LED monitors have a
diagonal viewing area of 15 inches.

Life Cycle Inventory
Category weight (Kg) percentage %
CRT Deflection yoke Assembly 0.15 0.70
Plastic housing 3.114 14.71
Printed wiring board 0.85 4.015
Cable 0.394 1.86
Cathode ray tube 10.02 47.34
Steel 5.4 25.51
Others 1.238 5.84
Total 21.166 100
LCD Plastic housing 1.34 23.35
Steel 2.53 44.09
Cables 0.23 4.00
LCD panel 0.59 10.28
Others 0.677 11.80
Total 5.737 100
LED Plastic housing 1.34 23.35
Steel 2.53 43.83
Cables 0.23 3.98
LCD panel 0.59 10.22
Others 0.711 12.32
Total 5.771 100
Life Cycle Impact Assessment
CML 2001(Mid point assessment) & Impact 2002+ (End point assessment)
✓ Categories in mid point assessment
✓ Acidification potential (AP), Climate change (CC), Eutrophication potential (EP),
Freshwater aquatic Eco-toxicity potential (FAETP), Freshwater sediment Eco-
toxicity potential (FSETP), Human toxicity potential (HTP), Ionizing radiation (IR),
Land use, Malodours air, Marine aquatic Eco-toxicity potential (MAETP), Marine
sediment Eco-toxicity potential (MSETP), Photochemical ox (summer smog),
Abiotic depletion potential (ADP), Ozone depletion potential (ODP) and
Terrestrial Eco-toxicity potential (TETP)

Environmental impacts of complete
life cycle of CRT monitor
100%
90%
80%
70%
60% Misc.
PWB
50%
Plastic Set
Metal Set
40%
CRT glass
30%
20%
10%
0%
Climate Change Ecosystem Quality Human health Resources

Insights - CRT
✓ Misc. group - Phosphors, Aquadag, Ferrite, Magnetite,

Shield assembly etc.
✓ Metal Set - Steel, Aluminium, Nickel, Copper, Lead, Tin
and Stainless Steel
✓ Plastic Set – ABS, PMMA, HIPS & Thermoplastic
✓ PWB & Misc. group are the ones with highest & least
impact values respectively
✓ Metal set is the second most prominent amongst all the
parts

life cycle of LCD monitor
100%
90%
80%
70%
Misc.
60%
Backlight
50% PWB
LCD glass
40% Plastic Set
Metal Set
30%
20%
10%
0%
Climate Change Ecosystem quality Human health Resources

Insights - LCD
✓ Misc. group - Color filters, Polarizers, Alignment layer,

Spacers, Adhesives etc.
✓ Metal Set – Steel, Copper, Aluminium, Tin and Lead
✓ Plastic Set – PC, ABS, PEE, TPP, PET
✓ Backlight Unit – Light guide & CCFL
✓ Trends of plastic & metal sets of CRT and LCD monitors
are same

life cycle of LED monitor
100%
90%
80%
70%
60% Misc.
LEDs
50% PWB
Plastic Set
40%
Metal Set
Glass
30%
20%
10%
0%
Climate Change Ecosystem quality Human health Resources

Insights - LED
✓ Misc. group - Color filters, Polarizers, Alignment layer,

Spacers, Adhesives etc.
✓ Metal Set – Steel, Copper, Aluminium, Tin and Lead
✓ Plastic Set – PC, ABS, PEE, TPP, PET, PMMA
✓ Unlike in the other two monitors, PWB’s highest impact
is on the ecosystem quality, while its least impact is on
the resources
✓ Trends of plastic & metal sets are similar to others, but
on a absolute scale they are smaller
✓ LEDs – Though weight is just 35 grams, its impacts are
very significant – as high as 13%

Comparison across various
life cycle phases - CRT
Manufacture Use EoL
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
AP CC EP FAETP FSETP HTP MAETP MSETP TETP IR PCOP ADP ODP

life cycle phases - LCD
Manufacture Use EoL
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

life cycle phases - LED
Manufacture Use EoL
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Comparison of CRT, LCD &
LED Monitors
CRT LCD LED
1.40E+03
1.20E+03
1.00E+03
8.00E+02
6.00E+02
4.00E+02
2.00E+02
0.00E+00
CC FAETP FSETP HTP MAETP MSETP

Continued…
CRT LCD LED
6.00E+00
5.00E+00
4.00E+00
3.00E+00
2.00E+00
1.00E+00
0.00E+00
AP EP ADP

Conclusions
✓ CRT, LCD and LED monitors contribute to a variety of environmental

impacts throughout their life cycles
✓ PWB is the most dominating part in terms of impact
✓ The least impact across all the categories is the Misc. category
✓ The contribution of Manufacturing phase is the highest, while that of
EoL phase is the least.
✓ The most important conclusion is the objective of this paper i.e. LED
causes the least environmental burden across all the impact categories.
✓ CRT causes the highest environmental impact, while the impacts of
LCD is marginally higher than that of LED monitor consistently across
all impact categories

BITS Pilani
Pilani Campus
LCA of PET Bottles

Credit: Dr. Kailash Choudhary
K Choudhary, KS Sangwan, D Goyal (2019), Environment and economic impacts
assessment of PET waste recycling with conventional and renewable sources of
energy, Procedia CIRP 80, 422-427. https://doi.org/10.1016/j.procir.2019.01.096
Introduction
700
583
600
480
500
Bottles (in billion)
400
300
300
200
100
0
2000 2016 2021
Year
48

Continues…
Discarded PET
bottles are
collected by rag
pickers
100.0% 90.0%
80.0% 72.1%
Manufacturing 60.0% 48.3% Kabadiwallas
of fibers,
40.0% 31.0% segregate and
filaments and
sort
bottles. 20.0%
0.0%
India Japan Europe USA
Recyclers remove
the caps, neck
rings and labels;
and then shred the
bottles.
49

Motivation
There are more than 40 large manufacturers in India, who use recycled PET as
raw material for their products.
The estimated size of the recycled PET business in India is $400-550 million
[4].
PET waste in India is recycled by the organized sector (65%), unorganized

sector (15%) and reused at home (10%).
50

Literature review summary
Most of the researchers focused on environmental impacts

assessment of energy consumption in 3-D printing
because it contributes to most of the environmental
impacts.
Most the research is limited to developed nations.
Recycling of PET is environmentally beneficial compared

to landfill.
Selection of electricity mix for 3-D printing influences the

environmental performance of recycling. 51

Materials and method
An experiment is conducted to get the primary data for the environmental and
economic analysis of PET bottle waste recycling.
Scenario A uses the virgin PET granules as raw material. Scenarios B & C use
the waste PET bottle as raw material.
Scenarios A & B use the conventional electricity produced in India and scenario
C uses the electricity produced by renewables source (solar).
LCAs for scenarios A, B & C have been performed by following ISO 14040
guidelines [12].
Umberto NXT software tool with eco-invent 3.0 database is used to develop
process flow models and to calculate the environmental impacts in different
categories [13].
52

Goals and scope
To quantify and compare the environmental impacts from

the different scenarios of PET bottle waste recycling.
To perform the comparative economic analysis for

conventional and solar electricity use for PET bottle waste
recycling.
The scope this study is cradle to grave for scenario A and

grave to grave for scenarios B & C.
53

System boundary and functional unit
One kilogram of printed

PET filament is taken as
the functional unit to
calculate and compare
the environmental and
economic impacts of the
three scenarios.
54

Inventory analysis
The primary inventory data is collected by conducting experiments at the

sustainable manufacturing and life cycle engineering laboratory of BITS Pilani,
Pilani Campus, India.
The eco-invent database 3.0 is used as a secondary data source for the
upstream activities required during the production of virgin PET granules,
electricity, PV panels and for downstream activities required for the treatment
of waste PET.
Indian electricity mix dataset (IN) is used for electricity production. India
generates most of its electricity from coal, hydropower, natural gas, etc. [14].
55

Impact assessment
Damage to ecosystem quality, human health and

resources are taken as three endpoint impact categories.
Climate change (CC), fossil depletion (FD), human toxicity

(HT), ozone deletion (OD), Terrestrial acidification (TA),
and water depletion (WD) categories are used to
demonstrate midpoint environmental impacts.
56

Endpoint assessment
Waste treatment Manufacturing Raw material

4.50E+00
4.00E+00
3.50E+00
3.00E+00
2.50E+00
2.00E+00
1.50E+00
1.00E+00
5.00E-01
0.00E+00
A B C A B C A B C
Ecosystem quality (points) Human health (points) Resources (points)
57

Midpoint assessment
Waste treatment Manufacturing Raw material

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
A B C A B C A B C A B C A B C A B C
Climate change Fossil depletion Human toxicity Ozone Terrestrial Water depletion
(kg CO2-Eq) (kg oil-Eq) (kg 1,4-DCB- depletion (kg acidification (kg (m3)
Eq) CFC-11-Eq) SO2-Eq)
58

Economic assessment
Duration
Electricity Conventional electricity cost Solar electricity cost
Process of work
(kWh) (per unit charges = INR 7.5) (per unit charges = INR 2.7)
(minutes)
Scenario A Scenario B Scenario C
Shredding 39 0.65 0.00 4.88 1.76
Heating 313 1.93 0.00 14.49 5.22
Extrusion 159 13.39 100.39 100.39 36.14

3-D
6706 6.48 48.63 48.63 17.51
printing
Total cost INR 149.02 INR 168.40 INR 60.62
59

Limitations and future scope
The study is a region specific experimental investigation.
The mass production of filaments with waste PET bottles may end-up with the
different results.
Further experiments should be conducted to identify the optimum mix of virgin

and recycled PET with additives to produce quality printed products.
Better technologies for moisture removal and filament extrusion can reduce the
environmental as well as economic impacts of waste PET bottle recycling.
60

Geographical locations of contributing
institutions for publications and citations
61

BITS Pilani
Pilani Campus
LCA of ceramic products

Credit: Dr. Kailash Choudhary
Ceramic production processes and waste
Production processes of ceramics are broadly divided into three groups;

namely, pre kiln, kiln and post kiln processes.
The major pre kiln processes contain ball milling, blunging, mixing, casting,
drying, cleaning, and glazing. The pre kiln waste is called green waste, as this
is recyclable without any difficulty.
The green products are then fired in the kiln to provide strength. Any
rejection/waste after kiln firing (post kiln) is non-recyclable.
The major problems faced by ceramic enterprises are large rejections and poor
quality (Bhamu and Sangwan, 2015). The large rejections, particularly after kiln
firing, cause environmental issues and problems of land occupation. The
current choice to dispose off the ceramic waste is landfill.
63

Research methodology
To conduct
LCA of electric
insulator
Selection
of industry
Define scope &

functional unit
Define
scenarios
Literature Data Secondary

support collection data
Visualization of
Inventory material and Impact Interpretation of Assessment
analysis energy flow assessment results report
using Umberto
64

Ceramic Tile
K S Sangwan, K Choudhary, C Batra, 2018, Environmental impact assessment

of a ceramic tile supply chain–a case study, International Journal of
Sustainable Engineering, 11(3), pp. 211-216.
https://doi.org/10.1080/19397038.2017.1394398

System boundary and functional unit for tile
Functional unit is one sq. meter of ceramic tile (weight 22 kg, thickness 11mm) 66

Endpoint assessment of tile
Ecosystem quality Human health Resources

800
700
600
500
400
300
200
100
0
Raw Material Manufacturing Distribution/Retail Installation Disposal
67

Midpoint assessment of tile
CC FD FE HT MD OD PMF TA WD
100% Raw Material Manufacturing Distribution/Retail Installation Disposal
90%
100%
80%
90%
70%
80%
60%
70%
50%
60%
40%
50%
30%
40%
20%
30%
10%
20%
0%
10%
0%
CC FD FE HT MD OD PMF TA WD
Transport * = manufacturing site to distributor | Transport ** = distributor to retailer/customer
Kuldip Singh Sangwan, Kailash Choudhary, Chirag Batra, 2018. “Environmental impact assessment of a ceramic tile supply chain – a case study”,
International Journal of Sustainable Engineering, Vol. 11 (3), pp 211–216. doi.org/10.1080/19397038.2017.1394398. 68

Sanitary ware
(Ceramic Washbasin)

System boundary and functional unit for
sanitary ware
Standard washbasin of
weight 14 kg.
70

Endpoint assessment of sanitary ware
25.00
Resources Human health Ecosystem quality
14.00
20.00
12.00
15.00 10.00
8.00
10.00
6.00
5.00 4.00
2.00
0.00
0.00
Raw material Manufacturing Transportation Installation Disposal
71

Midpoint assessment of sanitary ware
WD TA OD MD HT FD CC
100%
Disposal Installation Transportation Manufacturing Raw material
90%
100%
80%
90%
70%
80%
60%
70%
50%
60%
40%
50%
30%
40%
20%
30%
10%
20%
0%
10%
0%
CC FD HT MD OD TA WD
Kuldip Singh Sangwan, Kailash Choudhary, Shilpi Agarwal, 2019. “Sustainability assessment of sanitary ware supply chain using life cycle
assessment framework – a case study” Springer nature book series “Enhancing Future Skills and Entrepreneurship – 3rd Indo-German Conference
72
on Sustainability in Engineering”, Editors - Kuldip Singh Sangwan, Christoph Herrmann.

Shackle Insulator
K Choudhary, SA Soherwordi, Y Singh, KS Sangwan (2019), Evaluation

and comparison of environmental performance for shackle insulators–a
case study, Management of Environmental Quality: An International
Journal 30 (2), 400-413. https://doi.org/10.1108/MEQ-04-2018-0073

System boundary and functional unit for
shackle insulator
One ton of packaged shackle insulators of same quality

74

Endpoint assessment of shackle insulator
Heavy fuel oil Cotton Electricity Ferrite Manganese Kaolin

4.00E+01
7.00E+01
Resources Human health Ecosystem quality
3.50E+01
6.00E+01
3.00E+01
5.00E+01
2.50E+01
4.00E+01
2.00E+01
3.00E+01
2.00E+01
1.50E+01
1.00E+01
1.00E+01
0.00E+00
5.00E+00
ABC XYZ ABC XYZ ABC XYZ ABC XYZ
Raw material Manufacturing Transportation Disposal
0.00E+00
ABC XYZ ABC XYZ ABC XYZ
75

Midpoint assessment of shackle insulator
100%
100%
Water depletion (m3)
90% Metal depletion (kg
90%
Fe-Eq)
80%
80%
Terrestrial acidification (kg SO2-Eq)
70%
70%
60%
60% Human
Ozone depletion (kg toxicity (kg
CFC-11-Eq)
50% 1,4-DCB-Eq)
50%
40%
40% Metal depletion (kg Fe-Eq)
30%
30% Fossil depletion (kg

20%
oil-Eq)
Human toxicity (kg 1,4-DCB-Eq)
20%
10%
10%0%
ABC XYZ ABC XYZ ABC XYZ ABC XYZ ABC XYZ ABC XYZ depletion (kg oil-Eq)
Fossil
0% Kaolin Manganese Ferrite Electricity Cotton Heavy fuel oil Climate change (kg
ABC XYZ ABC XYZ ABC XYZ ABC XYZ
CO2-Eq)
Raw material Raw material
Manufacturing Transportation Manufacturing
Disposal
Climate change (kg CO2-Eq)
Kailash Choudhary, Saad Ali, Yashodhara Singh, Kuldip Singh Sangwan, 2019. “Evaluation and comparison of environmental performance for shackle
insulators – a case study”, Management of environmental quality: An International Journal, Vol. 30 (2), pp 400–413. doi.org/10.1108/MEQ-04-2018-0073.
76

Disc insulator
Sangwan, K.S. and Choudhary (2019), Benchmarking environmental

performance of electric insulator supply chain in India using life cycle
assessment, Int J Life Cycle Assess. 24 (3), 518-529.
https://doi.org/10.1007/s11367-018-1455-7

System boundary and functional unit for disk
insulator
One ton of packaged electric disk insulators

78
PhD Viva-Voce Oct 09, 2019 BITS Pilani, Pilani Campus

Overview of scenario A, B, and C
Manufacturing Fired waste

Raw
Scenario A Pre - kiln Kiln firing Post - kiln Transportation Installation Disposal
material
Waste water
Green waste
Blunger
Manufacturing
Raw
Scenario B Pre - kiln Kiln firing Post - kiln Transportation Installation Disposal
material
Manufacturing Fired waste

Raw
Scenario C Pre - kiln Kiln firing Post - kiln Transportation Installation Disposal
material
Waste water
Green waste
79

Endpoint assessment of disk insulator

120
1600.00% Raw material Manufacturing Transportation Installation Disposal
100 140
1400.00%
80 120
60
1200.00%
100
40
1000.00% 80
20
800.00%
0 60
Steel
Barite
Quartz
Manganese
Dolomite
Electricity
Waste wood
Wastewater
Water
Cotton
Cement
Gravels
Wood chipping
Ferrite
Lubricating oil
Heavy fuel oil
Transport
Industrial machine
Inert waste
Feldspar
Steel low-alloyed
Carton board box
Waste paperboard
Scrap steel
Ball and china clay
Chromite ore concentrate
Steel
40
600.00%
20
400.00%
0
200.00% A B C A B C A B C
0.00% Raw material Manufacturing Trns.Ins. Disposal
A B C A B C A B C
80

Midpoint assessment of disk insulator
Climate change (kg CO2-Eq) Fossil depletion (kg oil-Eq)

Human toxicity (kg 1,4-DCB-Eq) Metal depletion (kg Fe-Eq)
Ozone depletion (kg CFC-11-Eq) Terrestrial acidification (kg SO2-Eq)
3500.00% Raw material Manufacturing Transportation Installation Disposal
Water depletion (m3)
100%
100%
3000.00%
90%
90%
80% 80%
2500.00%
70% 70%
60%
60%
50%
2000.00%
40% 50%
30% 40%
1500.00%
20%
10% 30%
0% 20%
1000.00%
Waste paperboard
Heavy fuel oil
Feldspar
Quartz
Steel
Barite
Electricity
Wastewater
Manganese
Gravels
Water
Waste wood
Dolomite
Ferrite
Cement
Lubricating oil
Wood chipping
Inert waste
Industrial machine
Cotton
Carton board box
Transport
Scrap steel
Steel low-alloyed
Ball and china clay
Chromite ore concentrate
Steel
10%
0%
500.00%
A B C A B C A B C A B C A B C A B C A B C
0.00% Climate Fossil Human Metal Ozone Terrestrial Water

change
A B (kg depletion
C A B (kg toxicity
C A B (kg depletion
C A B (kg depletion
C A B (kg acidification
C A B depletion
C A B C
CO2-Eq) oil-Eq) 1,4-DCB-Eq) Fe-Eq) CFC-11-Eq) (kg SO2-Eq) (m3)
Climate Fossil Human Metal Ozone Terrestrial Water
change (kg depletion (kg toxicity (kg depletion (kg depletion (kg acidification depletion (m3)
CO2-Eq)Raw material
oil-Eq) 1,4-DCB-Eq) Manufacturing
Fe-Eq) CFC-11-Eq) Trns.(kg
Ins.SO2-Eq)
Disposal
Kuldip Singh Sangwan, Kailash Choudhary, 2019. “Benchmarking environmental performance of electric insulator supply chain in India using life
cycle assessment”, International Journal of Life Cycle Assessment. Vol. 24 (3), pp 518–529. doi.org/10.1007/s11367-018-1455-7. 81

BITS Pilani
Pilani Campus
LCA of a Machining Process

Credit: Dr. Nitesh Sihag
Environmental Impact Assessment of a Machining Process
Water Material Fuel Energy Heat Input
Machine tool
Compressed air
Aluminum
Lubricating oil Milling Treatment/

Transportation Transportation Use
operations disposal
Cutting fluid and

tool waste lubricant,
Raw material/ coolant, chips, etc.
Electricity
consumables
Infrastructure
Inputs for the pre-
manufacturing
Emissions Waste
System boundary for the life cycle analysis of the milling process
Endpoint Assessment
Resources Human Health Ecosystem Quality
1.00E-01
8.00E-02
6.00E-02
4.00E-02
2.00E-02
0.00E+00
Endpoint environmental impact assessment for the three categories

Endpoint Assessment
1.40E-01 Resources Human Health Ecosystem Quality
1.20E-01
1.00E-01
8.00E-02
6.00E-02
4.00E-02
2.00E-02
0.00E+00
Raw material Transportation Machining Delivery EoL
Endpoint environmental impact assessment for five life cycle phases

Midpoint Assessment
Climate Change Fossil Depletion Potential Human Toxicity Potential Metal Depletion Potential
Natural Land Transformation Ozone Depletion Potential Particulate Matter Formulation Water Depletion Potential
1.80E+00
1.30E+00
8.00E-01
3.00E-01
Particulate Matter Formulation
-2.00E-01 Natural Land Transformation
Human Toxicity Potential
Climate Change
Midpoint environmental impact assessment results

Midpoint Assessment
Climate Change Fossil Depletion Potential Human Toxicity Potential
Metal Depletion Potential Natural Land Transformation Ozone Depletion Potential
Particulate Matter Formulation Water Depletion Potential
3.00E+00
2.50E+00
2.00E+00
1.50E+00
1.00E+00
5.00E-01
0.00E+00
Raw material Transportation of raw Machining Delivery EoL
material
Midpoint assessment results of as per machining phases

BITS Pilani
Pilani Campus
LCA of cement manufacturing

Credit: Dr. Vikrant Bhakar
System Boundary
↑P E↓ ↑P E↓ ↑P E↓ ↑P E↓ H↓ ↑P
Quarrying raw Crushing (raw Grinding raw

Water Mixing and blending Preheating
material material) material
Waste
Material
↑P E↓ ↑P E↓ ↑P E↓ ↑P ↑P H↓
Fuel
Packing and
Storage Cement grinding Clinker cooling Kiln firing Pollution
Energy shipping
H↓ Heat input E↓ Energy input P↑ Pollution/waste
System boundary of the analysis

Inventory Analysis
Inventory Unit Quantity Water Unit Quantity Energy Unit Quantity
Surface water m3/t 0.22 Electricity KWH/t 86.41
Raw material
Rain water m3/t 0.33 Coal and pet coke in kiln MJ/t 1937.63
Limestone Kg/t 966.13
Municipal water m3/t 0.002 Diesel oil in kiln MJ/t 1.73
Gypsum Kg/t 48.26 Alternative fossil fuel (waste oil,
Ground water m3/t 0.052 waste tyres, plastics, solvents, etc.) MJ/t 45.21
Clay Kg/t 7.44
Water reused % 9.84 Bio-mass consumed in Kiln MJ/t 11.98
Sand Kg/t 1.86
Diesel oil for on-site transport MJ/t 19.47
Blast furnace slag Kg/t 110.49 Hazardous material and Quant
waste Unit Diesel for drying of raw material MJ/t 53.59
Fly ash Kg/t 176.96 ity
Coal for onsite power generation MJ/t 969.01
Bauxite Kg/t 16.73 Waste oil Kg/t 0.01
Diesel for onsite power generation MJ/t 0.63
Iron ore Kg/t 16.73 Grease Kg/t 0.001 Alternative fossil fuels for onsite
Steel scrap power generation MJ/t 6.26
Lubricating oil liters/t 0.020 Kg/t 0.45
Others (unspecified Biomass for onsite power MJ/t 0.72
Grease Kg/t 0.007 waste) Kg/t 0.19
Filter bags Kg/t 0.002
Packaging bags kg/t 1.33
Hazardous material use Kg/t 31.76
Recycled materials used % 22.04
Energy and Material Flow Model
The Energy and Material flow model is developed using Umberto NXT
Universal software
For impact assessment the well known ReCiPe method has been utilized
Both mid-point and endpoint assessment are carried out.

Endpoint Impact Assessment
22%
Ecosystem
Ecosystem quality
quality Human health Resources
Resources
20% 1%
1.50E+01 1%
in points
Biomass used in Kiln
0.60
1.00E+01 0%
1% 1%
1%
in points
Diesel to dry raw

11%
Impact
5.00E+00
0.40 22% material
10% Indian electricity mix
Impact
0.00E+00
0.20
Coal and pet coke
45% 0% 0%
0%
0.00 0%
2% 3% Alternative fossil fuel
3%
Onsite transportation
Coal for onsite power

30%
Diesel used in Kiln
Resources
65%
Diesel for onsite
transport
Human health
62%
Ecosystem quality
Midpoint Impact Assessment
Biomass
Energy used in Kiln
consumption diesel to dry
Hazardous rawtreatment
waste material Indian
Fly ash electricity mix Coal and pet coke
Slag Alternative fossil fuel
Gypsum
Onsite transportation Coal for onsite power Diesel used in Kiln Diesel for onsite transport
Limestone Iron ore Lubricating oil Scrap steel Cement bag
100%
Bauxite Water used Sand Clay waste mineral oil
90%
100%
80%
90%
70% 80%
70%
60%
60%
50%
50%
40%
40%
30% 30%
20% 20%
10%
10%
0%
0% ODP PMFP POFP TAP100 TETP ULOP WDP NLTP MDP MEP METP IRP HTP FEP FETP GWP FDP ALOP
ALOP GWP FDP FETP FEP HTP IRP METP MEP MDP NLTP ODP PMFP POFP TAP100 TETP ULOP WDP
100
Environmental Impacts of Electricity Consumption
30.7% 30
30% 29.3%
25
25% 24.0%
Electricity consumed in KWH/t

20
20%
Climate change
15
15%
10
10%
6.7%
5.3%
5% 5
2.0% 2.0%
0% 0
Mines, Raw material Kiln feeders, Coal mill Cement Packing Lighting,
crusher, and grinding kiln and grinding pump and
stacking clinker coolers services
Start sustainability
assessment
Improve sustainability policies
Improve product sustainability
Improve process sustainability

Sustainability Product Process
policy sustainability sustainability
No
assessment assessment assessment
Improve preparedness
Pre-implementation/
No No No sustainability
Satisfied? Satisfied? Satisfied? assessment
readiness phase
Yes Yes Yes
Is
organization
No ready?
Yes
Implement sustainability improvement
initiatives across the life cycle of product and
Improve sustainability
processes (Integrated supply chain)
Assess resources sustainability

(People, money, material, energy,
Conceptual Framework for
Sustainability Assessment
Sustainability improvement strategies and

infrastructure, water, air)
No
Satisfied?
Yes
guidance
post-
Assess critical factor implementation/

sustainability sustainability
(policy, product, and process) assessment phase
No
Satisfied?
Yes
Assess environmental,
economic, and social
sustainability
No Satisfied with
organization
sustainability?
Sustainability
Yes
reporting phase
Sustainability report
Continuous improvement
Composite sustainability index
Development of Self-assessment
Questions
9
7
· Does the organization aim to reduce toxic supplementary Infrastructure* 10
4
material consumption? Energy
· Does the organization aim to reduce regulated 11
6
supplementary material consumption? Water
· Does the organization plan for hazardous waste reduction?
· Does the organization aim to reduce waste in manufacturing Material
process?
· Does the organization allow reuse of used parts? Air
· Does the organization allow use of remanufactured parts? Money
· Are environmental issues considered in process design? People
· Is the possibility to use renewable resource in production
considered? 13
20
· Are environmental issues considered in production planning
and control? 16
12 Policies
· Does the organization monitor the solid waste generated Product
during manufacturing process? 13
18 97 Process 40
4
· Does the organization monitor the liquid waste generated
during manufacturing process?
Total questions = 59 94
· Does the organization treat the waste? 229
· Does the organization aim to use clean technology in 73 10
7
8
product manufacturing?
Resources Policies Product Process

Readiness Assessment:
Case Study of Indian Automotive Company
Product Ob Product Qs Policy Ob Policy Qs Process Ob Proces Qs
People People
100 100
People
Air Money 100
Air Money
50 50 80
Air 60 Money
40
0 20
0
0
Water Material Water Material Water Material
Infrastructur Infrastruct Infrastructure Energy

Energy Energy
e ure
Product readiness Policy readiness Process readiness
People
1
Air Money
0.5
0
Overall readiness Water Material
of case company
Infrastru
Energy
cture
TPO GQs
Readiness Assessment:
Case Study of Indian Cement Company
Obtained points Qualifying score Obtained points Qualifying score Obtained points Qualifying score
People People
100 People 100
100
80
Air Money Air 60 Money
50 Air Money
50 40
20
0 0
0 Water Material
Water Material
Water Material
Infrastruc Infrastructure Energy

Energy Infrastructu
ture Energy
re
Product readiness Policy readiness Process readiness
Obtained points Qualifying score
People
100
80
Air 60 Money
40
20
Overall readiness 0
Materi
of case company Water
al
Infrastr
Energy
ucture
Manufacturing Sustainability**
assessment
Product & Pre-

Process Production Distribution Use EOL
manufacturing
data Level I
Product life
cycle
Infrastructure Level II
People Money Material Energy Water Air
(Land, equipment, and TBS*) Resources
Sustainability
Assessment
Level III
Framework
Critical
Product Process Policy factors
KPIs KPIs
KPIs
Level IV
KPIs
KPIs Sustainability
Sustainability dimension
Indicator Social Economic Environment
repository
Kuldip Singh Sangwan, Vikrant Bhakar, Abhijeet K Digalwar, (2018), Sustainability assessment in manufacturing
organizations – development of assessment models, Benchmarking: An International Journal, 25(3), pp. 994-1027.
Reading Material on LCA
1. Rishabh Bajpai, Kailash Choudhary, Anshuman Srivastava, Kuldip Singh Sangwan, Manpreet Singh (2020),
Environmental impact assessment of fly ash and silica fume based geopolymer concrete, Journal of Cleaner
Production, 254, 2020, 120147, ISSN 0959-6526, https://doi.org/10.1016/j.jclepro.2020.120147.
2. Sangwan, K.S. and Choudhary (2019), Benchmarking environmental performance of electric insulator supply
chain in India using life cycle assessment, Int J Life Cycle Assess. 24 (3), 518-529.
https://doi.org/10.1007/s11367-018-1455-7
3. K Choudhary, SA Soherwordi, Y Singh, KS Sangwan (2019), Evaluation and comparison of environmental
performance for shackle insulators–a case study, Management of Environmental Quality: An International
Journal 30 (2), 400-413. https://doi.org/10.1108/MEQ-04-2018-0073
4. K Choudhary, KS Sangwan, D Goyal (2019), Environment and economic impacts assessment of PET waste
recycling with conventional and renewable sources of energy, Procedia CIRP 80, 422-427.
https://doi.org/10.1016/j.procir.2019.01.096
5. K S Sangwan, K Choudhary, C Batra, 2018, Environmental impact assessment of a ceramic tile supply chain–a
case study, International Journal of Sustainable Engineering, 11(3), pp. 211-216.
https://doi.org/10.1080/19397038.2017.1394398
6. Kuldip Singh Sangwan, Vikrant Bhakar, Vinti Arora, Prem Solanki, Measuring Carbon Footprint of an Indian
University Using Life Cycle Assessment, Procedia CIRP, Volume 69, 2018, Pages 475-480, ISSN 2212-8271,
https://doi.org/10.1016/j.procir.2017.11.111.
7. Smita Raghuvanshi, Vikrant Bhakar, Ramakrishna Chava, K.S. Sangwan, Comparative Study Using Life Cycle
Approach for the Biodiesel Production from Microalgae Grown in Wastewater and Fresh Water, Procedia CIRP,
Volume 69, 2018, Pages 568-572, ISSN 2212-8271, https://doi.org/10.1016/j.procir.2017.11.030.
8. Manpreet Singh; Kailash Choudhary; Anshuman Srivastava; Kuldip Singh Sangwan; Dipendu Bhunia, 2017, A
study on environmental and economic impacts of using waste marble powder in concrete, Journal of Building
Engineering, Vol: 13, Page: 87-95. https://doi.org/10.1016/j.jobe.2017.07.009
Reading Material on LCA
9. Kulip Singh Sangwan, Vikrant Bhakar, Life cycle analysis of HDPE Pipe Manufacturing – A Case
Study from an Indian Industry, Procedia CIRP, Vol 61, 2017, pp 738-743, ISSN 2212-8271,
https://doi.org/10.1016/j.procir.2016.11.193.
10.Smita Raghuvanshi, Vikrant Bhakar, Chelikani Sowmya, K.S. Sangwan, Waste Water Treatment
Plant Life Cycle Assessment: Treatment Process to Reuse of Water, Procedia CIRP, Vol 61, 2017,
pp 761-766, ISSN 2212-8271, https://doi.org/10.1016/j.procir.2016.11.170.
11.K S Sangwan, Christoph Herrmann, Patricia Egede, Vikrant Bhakar, Jakob Singer, Life Cycle
Assessment of Arc Welding and Gas Welding Processes, Procedia CIRP, 48, 2016, 62-67.
12.V Bhakar, DNSH Kumar, NK Sai, KS Sangwan, S Raghuvanshi, Life Cycle Assessment of Filtration
Systems of Reverse Osmosis Units: A Case Study of a University Campus, Procedia CIRP, 40, 2016,
268-273. https://doi.org/10.1016/j.procir.2016.01.119
13.V Bhakar, N Sihag, R Gieschen, A Stefan, C Herrmann, K S Sangwan, Environmental impact
analysis of a water supply system: study of an Indian university campus, Procedia CIRP, 2015, Vol
29, pp. 468-473. https://doi.org/10.1016/j.procir.2015.02.061
14.Life Cycle Assessment of CRT, LCD and LED Monitors, Procedia CIRP, 2015, Vol 29, pp. 433-438.
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Thanks

BITS Pilani
Pilani Campus
3R
Remanufacturing
Recycle
Reuse

Motivation for 3R
Cost reduction
Scarcity of landfill sites
Cost of disposal

BITS Pilani
Pilani Campus
Remanufacturing
Remanufacturing
Remanufactured products typically have the same or

similar performance characteristics and quality standards
as new units.
Remanufacturing is an environmentally and economically
sound way to achieve many of the goals of sustainable
development. Remanufacturing closes the materials use
cycle and forms an essentially closed-loop
manufacturing system. Remanufacturing focuses on
value-added recovery, rather than just materials
recovery, i.e., recycling.

Remanufacturing…
‘‘ . . . an industrial process in which worn-out products are

restored to like-new condition. Through a series of
industrial processes in a factory environment, a
discarded product is completely disassembled. Useable
parts are cleaned, refurbished, and put into inventory.
Then the new product is reassembled from the old and,
where necessary, new parts to produce a fully equivalent
and sometimes superior- in performance and expected
lifetime to the original new product.’’

Remanufacturing…
Remanufacturing is distinctly different from repair

operations, since products are disassembled completely
and all parts are returned to like-new condition, which
may include cosmetic operations.
Remanufacturing is a form of waste avoidance since
products are reused rather than being discarded. These
discarded products are usually landfilled, despite any
residual value.
Remanufacturing also captures value-added remaining in
the product in the forms of materials, energy and labor.

Class of Remanufacturing Goods
Capital goods
Consumer durable goods

Capital Goods
Capital goods can be anything from complex military

weapon systems to manufacturing, mining, and
agricultural equipment to vending machines.
They constitute the majority of remanufacturing work.
Capital goods remanufacturing is also the more mature,
having existed in one form or another for much of the
twentieth century

Consumer Durable Goods
Consumer durable goods, process costs can often exceed

the price of a new product, which has limited their use in
many industries. Large-scale remanufacturing of
products outside the domain of capital goods is still in its
infancy, and time will tell how this opportunity will yet be
exploited.
There are, however, some prominent examples of
successful remanufacturing of consumer durable
goods—automotive parts, computers, laser toner
cartridges, and single-use cameras are a few.

The seven characteristics of
Remanufacturing
The uncertain timing and quantity of returns,

The need to balance returns with demands,
The disassembly of returned products,
The uncertainty in materials recovered from returned items,
The requirement for a reverse logistics network,
The complication of material matching restrictions, and
The problems of stochastic routings for materials for
remanufacturing operations and highly variable
processing times.

Challenges in
Remanufacturing
The evidence suggests that production planning and
control activities are inherently more complex and
difficult for remanufacturers.

Steps in Remanufacturing
Disassembly,
Cleaning,
Sorting,
Testing/Checking,
Reconditioning, and
Reassembly.

Benefits of Remanufacturing
To business enterprises
To the workforce
To the consumer
To the society

Business enterprises
firms that use remanufactured products, enabling them to reduce their capital investment
expenditures
OEMs, which can use the remanufacturing process and the remarketing of the resulting
products as a business strategy to increase profits
manufacturers of equipment used in the process, such as cleaning and test equipment,
optical gauges, and specialized so on
OEM stockholders, who would likely see greater growth and stability in their investments
(GE may be the best example of the possibilities that exist when remanufacturing is
incorporated into an OEM’s strategic vision)
Information technology suppliers, who would help build the IT infrastructure to support
remanufacturing and distribution process activities
Management consultants, who would assist new-condition product manufacturers in
incorporating remanufacturing into their business models
Design engineering software suppliers, who would develop design optimization tools for
the remanufacturing processes of disassembly and reassembly
Financial service firms, which would finance the capital investment needed for companies
to enter the remanufacturing sector
Third-party logistics suppliers, which would experience a large increase in reverse
logistics activity
The workforce
Ben Hamper’s 1991 bestseller Rivethead casts light on the

monotony faced by the direct labor workforce on
shopfloor. Remanufacturing, by comparison, is a much
more dynamic and varied production environment.
Blue-collar workers require more initial training and skills,
with the long-term benefit of a broader skill set and
higher work satisfaction.
In addition, retired and laid-off factory workers would be in
high demand, providing the experience in disassembling
and reassembling products that they helped build years
before.

Consumers
Remanufacturing brings lower prices to the consumer,

typically on the order of 30 to 40 percent less than
similar new products.
It also means more consumer choice, especially for
discontinued products that are still available in mint
condition, which is currently the case in such industries
as retail auto parts.

Society
Society is arguably the greatest beneficiary of remanufacturing. As a
material productivity initiative, the process has an intrinsic societal
benefit in that it reduces the volume of energy and natural resources
required to produce the goods we value.
Remanufactured products incur costs that are typically 40 to 65 percent
less than those incurred in the delivery of new products. This is
because most of the raw materials already exist in their final form and
thus require only a fraction of the material processing required of new
products.
In terms of energy consumption, remanufacturing a product requires only
about 15 percent of the energy used to make the product from scratch.
The estimated worldwide energy savings of current remanufacturing in
lieu of building new products is an incredible 400 trillion BTUs of energy
annually.
As a direct result of the energy savings, remanufacturing is also extremely
effective in reducing greenhouse gas emissions. A weighted average of
140 pounds of CO2 is emitted for every million BTUs of energy
consumed

BITS Pilani
Pilani Campus
Recycling
Recycling
Recycling is ‘the series of activities by which discarded

materials are collected, sorted, processed, and used in
the production of new products
Recycling occurs when the product has met the original
design’s useful life and is not possible to remanufacture
or convert to other useful applications
it is environmentally better to recycle materials rather than
take them to a landfill site
the energy saving by recycling aluminium can be as high
as 91% by recycling scrap compared with the process of
using the primary raw material, bauxite

Recycling …
the most mature waste avoidance strategy, with established

rates as high as 80% for certain products
develop a measure of the ‘recyclability’ of different
materials by assessing virgin, scrap and processed
economic values
Wastes can’t turn back into resources unless there is some
external source of energy.
“Recycling” doesn’t just happen on its own . . . it has to be
powered by an energy source

3R relationship

Self replenishing loop

Definitions
Upgrade : Upgrade refers to any process that gives a

product enhanced functionality
Refurbishment: Refurbishing is the reprocessing of used
equipment at minimum cost in order to ensure that the
product performance is within the bounds of what is
considered acceptable for reuse
Reconditioning: Reconditioning is a process within
remanufacturing in which used components have their
condition restored to as good as new
Revalorization: Revalorization includes any process that
seeks to recover any embedded value in a discarded
product or material

Definitions …
Reuse: Reuse means continuing to use an item after it has

been relinquished by its previous user, rather than
destroying, dumping or recycling it
Reuse ‘as is’: Reuse ‘as is’ refers to the reuse of a product
with minimal reprocessing
Further use: Further use is the use of a used product for a
different purpose than was originally intended
Repair: Repair refers either to actions performed to return a
product to functioning condition during service or to
actions at product end of life to return a component to
functioning condition

The hierarchy of
Remanufacturing operations

EOL scenario


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Sustainable

BITS Pilani, Pilani Campus

Brundtland report titled "Our Common Future" in 1987

BITS Pilani, Pilani Campus

Manufacturing is one of the important elements of SD as it

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

‘The creation of goods and services using processes and

BITS Pilani, Pilani Campus

It involves continuous incremental improvement of

BITS Pilani, Pilani Campus

It is a continuous application of an integrated preventive

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

The term GM was coined to reflect the new manufacturing

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Goals of SM as articulated by OECD are to reduce the

BITS Pilani, Pilani Campus

The US Department of Commerce defines sustainable

BITS Pilani, Pilani Campus

Jawahir (2008) defined SM as design and manufacture of

BITS Pilani, Pilani Campus

Credit: Prof I S Jawahir, Univ. of Kentucky, USA

BITS Pilani, Pilani Campus

ü Cleaner Air, Water, Objectives

BITS Pilani, Pilani Campus

• Triple bottom line

BITS Pilani, Pilani Campus

Sr. Author (s) SP CM CP ECM GM ERM EBM SM

1 Melnyk and Smith (1996) ü ü ü ü

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Reducing energy consumption

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Material Manufacturing Use End of Life

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

The new collection targets agreed, an ambitious 85% of

BITS Pilani, Pilani Campus

Large household appliances

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Encourage the design and production of electrical and

BITS Pilani, Pilani Campus

Minimise the disposal of waste electrical and electronic

BITS Pilani, Pilani Campus

Producers of electrical and electronic equipment must

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Producers must provide for the financing of the collection,

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Draw up a register of producers and keep information on

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Environment (Protection) Act, 1986, and in supersession of

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus