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Procedia CIRP 26 (2015) 229 – 234
Abstract
Many manufacturing companies recognise the need to produce products that are cleaner, greener, and
environmentally sustainable, yet they are only at the early stages of this transition in addressing the symptoms
of unsustainability at their direct operations by reducing waste and the use of energy, water and material. The
implementation of reductions in these areas can be disparate and minimal given the life cycle of a product.
Bridging the gap between the rhetoric of sustainable manufacturing and reality requires a holistic, systems
thinking approach to ensure the implementation of sustainability is unified and strategic. This paper presents a
novel environmentally sustainable manufacturing framework that encompasses energy, water, waste,
biodiversity, and people & community. It adopts a systems thinking perspective to address the factories
‘environmental life cycle impact to deliver factory and supply chain benefits. The insights from the application
at a Nestlé confectionery factory are reported.
Keywords:
Environmental Sustainability; Sustainable Manufacturing; Life Cycle Analysis; Systems Thinking; Food
Factory; Confectionery
2212-8271 © 2015 Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/3.0/).
Peer-review under responsibility of Assembly Technology and Factory Management/Technische Universität Berlin.
doi:10.1016/j.procir.2014.07.030
230 J.H. Miah et al. / Procedia CIRP 26 (2015) 229 – 234
– is to decide how to strategically select sites for specific 3 ASPECTS OF THE STUDY
solutions; this often results in a series of feasibility studies
and often ends in delayed action or no action – i.e. paralysis 3.1 Energy efficiency
by analysis. The bottom-up approach is an alternative to the
The rise in industrial energy prices over the past decade [29]
top-down approach as it provides flexibility and freedom for a
and interest in environmental sustainability has seen many
site. It enables more accelerated development, as bottom-up
food manufacturers – the largest manufacturing sector in the
practical and workable solutions then establish a site with
UK - focusing on energy reduction as a top priority [8]. The
high sustainability performance. The main benefit of the pilot
food industry, with 9,340 food factories in the UK, is a major
approach is that it enables a company to test in the context of
energy user accounting for about 14% of energy consumption
sustainable manufacturing; ideas, technologies, and technical
by UK businesses [11, 30]. While this represents a rather
& social processes outside of the organisational mainstream
significant proportion of industrial energy use, improving the
before scaling-up and rolling-out across the multiple-sites of a
energy efficiency of food factories can be a complicated
company’s operations.
endeavour given the diversity of the food products
To this end, this paper provides a short overview of the role of manufactured and the technologies employed.
pilot projects with a sustainability remit and is supported by a
There are various options open to food processing factories
selected case study of the application of a novel
via the energy hierarchy; energy reduction, energy efficiency
environmentally sustainable manufacturing framework. This
and renewable energy. As part of improving energy efficiency,
case study is called the ‘Lighthouse Model’ (Figure 2) by
heat recovery by heat integration known as Pinch analysis
Nestlé UK Ltd and covers energy and Life Cycle Assessment.
[31, 32] is another key measure that can be implemented by a
The aim of the framework is to further drive the transition
combination of direct and indirect approaches. A common
towards sustainable manufacturing by demonstrating the
approach in the practice of Pinch analysis is based on the use
practical implementation at a confectionery factory that will
of graphical techniques for carrying out Pinch analysis and
act as a blueprint for other manufacturing sites within the
design, which are often applied for targeted areas in a factory
Nestlé factory network and wider industry.
that focuses on either direct or indirect heat exchange by first
2 THE ROLE OF PILOT INITIATIVES AND building the data bottom-up at a process-level; several heat
SUSTAINABILITY integration studies have demonstrated energy savings of 10-
45% from process retrofitting [32-34].
In the Multi-Level Perspective (MLP) discourse [21, 22] the
role of pilot projects, technologies, grassroots movements are Despite these achievements, the food processing industry
critical to the Niche (micro) level in bringing about higher has not been forthcoming to use such an approach, either at
changes at the Regime (Meso) and the Landscape (Macro) a targeted area or factory level primarily due to the low
level; a three-level system for transformative change. financial returns that can be gained from capturing low grade
heat (typically 50-140°C), diverse thermodynamic profiles,
The Niche level or ‘area’ is the protected space provided for material quality, non-continuous operation, small number of
radical innovation and experimentation e.g. electric cars, eco- streams, integration complexity and seasonal operation [34].
design, and renewable technologies. This level is less subject
to market/organisational and regulation influences and can While acknowledging these challenges, there are nonetheless
facilitate the interactions between actors that support wider significant opportunities for the food processing industry to
adoption. The Regime (Meso) level refers to the dominant improve energy efficiency, reduce costs and emissions and
practices, rules and technologies that provide stability and optimise heat recovery systems by applying heat integration
reinforcement to the prevailing socio-technical systems. The as a retrofit for mature factories. The key results of the
Landscape (Macro) level refers to the overall socio-technical application of a novel heat integration framework developed
setting that encompasses both the intangible aspects of by Miah et al [35] are reported in this paper as part of the
social values, political beliefs and world views and the ‘Lighthouse Model’ (Figure 2).
tangible facets of the built environment including institutions
3.2 Life Cycle Assessment (LCA)
and the functions of the marketplace such as prices, costs,
trade patterns and incomes. [21, 22] Life Cycle Assessment (LCA) is a system analysis tool to
describe the ‘cradle-to-grave’ environmental impacts of
In the context of MLP theory, the implementation of
products and processes [36]. It is an advanced sustainability
sustainability pilot projects by different companies (Table 1)
tool that powerfully captures the environmental impacts at
seeks to bring about a new way of thinking – mainly internally
different levels e.g. short, mid and long-term. The key benefits
to the company, but also the wider industry and society. This
to industry include; environmental hot-spot analysis, product
can come from learning-by-doing, expectation formation and
design & product improvement, strategic planning, supply
collective impact.
chain management, marketing & communications, industrial
Table 1: Different sustainability-themed pilot initiatives by ecology and industrial symbiosis.
manufacturing companies.
Recent developments in the LCA landscape for example the
Company Project title / aim Product Environmental Footprinting (PEF) guidelines [37],
World Food LCA Database [38], and ISO 14000 series
Frito-Lay [23] Near net-zero manufacturing facility updates [39] has positioned LCA after nearly 40 years since
conception as a key sustainability tool for industry. However,
Ecover [24] Ecological factory the general methodology of LCA seems straightforward in
Arla Foods [25] Zero-carbon dairy plant principle but can be challenging and complex in reality where
the company product portfolio is many and diverse e.g.
MAS Intimiates Thurulie [26] Eco-factory thousands of product types across different product
categories. This situation is characteristic in the food industry,
Renault-Nissan [27] Zero-carbon car factory due to changing consumer demand, competition and brand
Nestlé UK Ltd [28] Lighthouse Model differentiation, thus a portfolio of products via creative-
J.H. Miah et al. / Procedia CIRP 26 (2015) 229 – 234 231
destructive process is in constant flux (Figure 1). This poses a specific methodologies and rules for product categories e.g.
major practical challenge for factories and the overall coffee, dairy, confectionery [40]. The challenges associated
company aspiring towards environmental sustainability. One with the application of LCA for environmental hot spotting of
approach to rationalise this complexity and understand key confectionery value chains are reported in this paper as part
environmental hot spots across the value chain is to develop of the ‘Lighthouse Model’ (Figure 2).
1. Literature review.
2. Identify gaps in literature and opportunity.
3. Develop novel methodology and solution.
4. Present solution to Lighthouse steering committee to
prioritise and approve.
5. Implement project.
6. Report full/partial results to Lighthouse steering
committee every quarter.
7. Repeat steps 1 – 6.
5 CASE STUDY quality. This surplus heat was found to represent between
9.60-10.89% of the factory energy with a larger cold sink
The case studies is a selection of research projects that looks unmatched representing between 32 – 33.05% of the factory
at maximising energy efficiency by heat integration and the energy. This amount was unexpected and may be
role of LCA in environmental hot spotting of confectionery experienced at other food factories. At this stage, a factory
products. Due to the content and scope limitations of this energy reduction between 3.77 – 5.72% is the highest
paper, it is not possible to present full methodologies and amount of what is achievable for this case site with heat
results, and the reader is referred to supporting literature integration. Therefore, other energy reduction measures must
where available. be explored at the unit operation level, such as energy
efficient technologies, behaviour change that encourage
5.1 Confectionery factory description
efficient operation of machines, and redesign of production
The site used for this case study is a confectionery factory in lines that can contribute to a factory energy reduction.
the UK that manufactures 13 different brand products that are
5.3 Life Cycle Assessment (LCA) key challenges and
sugar, chocolate and biscuit based, and utilises a diverse
discussion
range of processing technologies. The 13 brand products are
split across 130 Stock Keeping Units (SKUs) which are a The research for the LCA as part of the Lighthouse Model is
variation of a brand product format e.g. single bar pack and not yet complete and an overview of the goal, scope and
multiple bars pack. The factory is over 50 years old and implementation challenges to date are provided.
occupies a large footprint in an urban area with multiple
dedicated production plants (zones) all housed in one 5.3.1 Goal and Scope:
building. The factory is physically constrained by the
presence of housing, transport infrastructure and other The scope of the LCA research is from cradle-to-cradle i.e.
industrial sites. In addition to the range of production zones full confectionery value chain. The goal is as follows:
there are a number of utility systems that support these
1. Evaluate the practical challenges of implementing LCA
production zones. The factory employs 650 people working in
from a factory-level perspective.
a number of shifts where the primary activity can vary from
2. Identify environmental hot spots across the
running production (ramp-up and continuous) to cleaning and
confectionery value chain from a factory-level
maintenance. This is different for different zones and
perspective.
contributes to the discontinuous nature at a factory level.
3. Develop a general LCA methodology for confectionery
5.2 Energy efficiency key results and discussion products
The key results and findings of the application of a novel 5.3.2 Functional Unit:
decision-making framework for heat integration in complex
The functional unit is 1000 kg of packaged product.
and diverse food factories are presented [35]. The aim of the
framework is to provide the user with a step-by-step guide to 5.3.3 LCA challenges:
evaluate all heat recovery opportunities through a
combination of direct and indirect heat integration. The key A general attitude in industry [5, 41] is that conducting an LCA
features that distinguish this approach from previous authors is time-consuming and not practical. Hence, the reluctance for
[32-34] are the practical holistic assessment of heat wide application. However, this is dependent on the sector
integration from a combination of direct and indirect heat and product type e.g. conducting an LCA on a jet engine that
exchange at both a zonal-level and a factory-level. The whole has 10,000 components compared to a food product that has
procedure comprises four stages; process zoning and data less than 20 ingredients. The most significant challenge with
extraction, preliminary analysis, intra-zonal integration, and LCA lies in data comprehension, availability and reliability. In
inter-zonal integration. By adopting an integrated approach, the context of the food industry, the diversity of food products
the framework seeks to maximise heat recovery for the total across different product categories e.g. hundreds of
factory, as opposed to solely for targeted areas which focus thousands of products sold to consumers compounds the
either on direct or indirect heat integration as found in LCA implementation challenge for a company. From a
previous examples [32, 33]. Also, the inclusion of key factory-level perspective, food factories can manufacture a
decision events that cover potential energy reduction, range of products in different product formats known as Stock
material quality, and investment requirement ensure the Keeping Units (SKUs). A SKU is created for new products
assessment is rigorous and justified. and brand extensions and can be in the form of new
packaging material and/or different product size. As a result
The application of the framework at a confectionery factory in of the dynamic food retail environment, the portfolio of SKUs
the UK has resulted in the development of five heat changes as companies try to appease a changing consumer
integration opportunities that collectively can deliver between palate. The approach to rationalise SKU diversity and develop
3.77–5.72% energy reduction at a factory level with a total a product subject that is representative is to group similar
investment of £321,328 and an annual cost saving between SKU products e.g. sugar, chocolate and biscuit that share
£48,884 – £104,661 resulting in a payback of the cost of the similar processing technology and where the core product is
changes between 3.07 – 6.57 years. The expected energy similar. This is followed by a packaged volume comparison of
savings is on the lower end as it was initially found that the the different product types within a group for a 1 year period.
potential factory energy reduction could be between 13.37– The highest product type is then selected for the LCA. From
16.61%. It was found that this factory had a larger heat sink this, each product group contains a number of SKUs which
that could not be matched by the smaller heat source are sold to a range of customers in different countries.
available. Also, the entire heat source available was not
integrated and the final assessment resulted in a number of For the selected product group, there will be a range of
unmatched streams that left the factory with a surplus heat ingredients and packaging materials that are sourced from
and a number of unmatched cold sinks that could not be various locations and in different quantities with multiple
integrated due to lack of suitable streams, unfavourable suppliers e.g. UK, Brazil, and China. The challenge here lies
geographical proximity, and potential compromise of material in rationalising the multiple suppliers to one for each
J.H. Miah et al. / Procedia CIRP 26 (2015) 229 – 234 233
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