Many specific methods and tools have been developed to deal with sustainability problems. However, without a unifying theory it is unclear how these relate to each other and how they can be used strategically. A Framework for Strategic Sustainable Development (FSSD) is being developed to cover this need for clarity and structure. It includes backcasting from a principled definition of sustainability as a key feature. The aim of this thesis is to study how this framework can guide the use and improvement of detailed methods and tools, in particular to support sustainable product innovation (SPI). First, a new strategic life-cycle management approach is presented, in which the selection of aspects to be considered are not based on typical down-stream impact categories, but on identified major violations of sustainability principles. Ideas of how this approach can inform various specific methods and tools are also presented, as a basis for an integrated “toolbox” for SPI. As part of such, a new “template” approach for sustainable product development (TSPD) is developed through a sustainability assessment case study of TVs. That study indicates that this approach can create a quick and strategically relevant overview of critical sustainability aspects of a product, as well as facilitate communication between top management, product developers and external stakeholders. Based on such an assessment, it is sometimes necessary to go deeper into details, including the use of specific engineering methods and tools. To facilitate a coordinated assessment of sustainability aspects and technical aspects, an introductory procedure for sustainability-driven design optimization is suggested trough a water jet cutting case study. Equally important, to get a breakthrough for SPI, it is essential to integrate sustainability aspects into the overall decision-making process at different levels in companies. An approach to assessing sustainability integration in strategic decision systems is therefore also developed through a case study involving several companies. Finally, the integration between the FSSD and general systems modeling and simulation (SMS) is discussed and tested in another water jet cutting case study. It is shown feasible to start with the FSSD to create lists of critical flows and practices, ideas of long term solutions and visions, and a first rough idea about prioritized early investments. After that, SMS can be applied to study the interrelationships between the listed items, in order to create more robust and refined analyses of the problems at hand, possible solutions and investment paths, while constantly coupling back to the sustainability principles and guidelines of the FSSD. This research shows that the combination of the FSSD with detailed methods and tools cohesively provides decision-makers with both a robust overview and, when needed, a more coordinated and effective detailed support. To utilize its full potential, this approach should now be integrated into decision processes, software and manuals for SPI.

Wood Furniture Products (WFPs) play a significant role in both the global economy and the transition of society towards sustainability. This paper begins with a brief description of the industry and highlights the current challenges and compelling measures of WFPs from a systems perspective through the lens of the Framework for Strategic Sustainable Development (FSSD) and by applying backcasting from sustainability principles (SPs). An examination of the challenges and opportunities of WFPs is performed using an ABCD analysis based on Strategic Life Cycle Management (SLCM). SLCM and Templates for Sustainable Product Development (TSPDs) approaches were applied in order to engage the participating Ningbo Fubang Company in the transition process towards sustainability and to provide an applicable tool for WFP development. The TSPDs were created based on the views of sustainability and WFP experts. This has developed the templates further and contributed to the overall development of the WFPs towards sustainability. Other recommended and compelling measures for the sustainable development of WFPs include: cooperating with non-government organizations (NGOs), conserving forests resources, clean production methods, "take-back" policy in the wood furniture industry, reforming government policies relevant to the industry, implementing waste management systems, green supply chains, clean energy use and distribution, and smart packaging.

Thesis (MScEng (Industrial Engineering))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The problem with which many organisations struggle in the current economical environment is that of focus. They are trapped in a situation where limited resources or lack of inherent knowledge withhold them from increasing shareholder value. This research focuses on the strategy which an organisation pursues when outsourcing those business functions which are outside their core competencies. The outcome of this decision involves them entering into a partnership with a service organisation (or consultancy). The duration of the relationship between these parties is dependent on the value (actual plus perceived) which the service organisation contributes to its customer. Pragma (a service organisation in the physical asset management (PAM) environment) is, due to the current economic turmoil, in a situation where they need to indicate the value created through the acquirement of their service. This leads to a search for a model which would provide them with the required justification. A study was conducted on current available frameworks but none of those identified suited this type of measurement. This led to the development of a unique model (based on the principles of the Balanced Scorecard) called the performance measurement value index (PMVI) which identifies the generic elements required to measure the value of a service partnership. These elements are: 1. financial perspective; 2. customer engagement; 3. risk management; and 4. internal business processes. These elements are weighted (using the analytical hierarchical process) to represent the change in value, as contributed by the elements, and is then represented as a single value (ten is used as this arbitrary value in this research). The PMVI is introduced into the PAM environment which then produces the asset management value index (AMVI). The four elements of the PMVI are broken down into five elements required for the AMVI. These elements are: 1. cost reduction; 2. asset performance improvement; 3. customer satisfaction; 4. risk reduction; and 5. asset management maturity. The model was applied to three of Pragma’s customers. The type of application (within this environment) is dependent on the nature of both the customer and service. The first two customers are both from a manufacturing environment but they differ in the type of service (ACC@Pragma vs ACC@Client) rendered. The third customer operates within the utilities and facilities environment and receives an ACC@Client service. The period over which the model was applied varies due to the use and availability of historical data of these customers. An increase in value was noted for the two ACC@Client customers (from 7.68 to 8.51 and 4.54 to 7.73 respectively), where the service partnership is still in its early stages (one to three years old). However, the ACC@Pragma customer reflected a stagnating value (6.62 to 6.59) where the service partnership is older than ten years. These results reflect the expectations which Pragma had at the beginning of the study and consequently proves that they do add value to their customers. / AFRIKAANSE OPSOMMING: Die huidige ekonomiese omgewing veroorsaak dat baie ondernemings sukkel om te fokus. Hulle word vasgevang in ‘n situasie waar ‘n beperking in hulpbronne of ‘n tekort aan nodige kennis hulle verhoed om waarde te verskaf aan hulle aandeelhouers. Hierdie navorsing ondersoek daardie strategie van ‘n onderneming wat daartoe lei dat hulle sekere besigheids funksies, wat hulle nie beskou as hul eie sterktepunte nie, uitkontrakteer en gevolglik kan fokus op hul sterktepunte. Die gevolg van hierdie besluit verg dat die onderneming ‘n ooreenkoms aangaan met ‘n dienste onderneming. Die tydperk van hierdie verhouding word bepaal deur die waarde (beide werklik en aangevoelde) wat die dienste onderneming toevoeg tot hul klient. Pragma (‘n dienste onderneming in die fisiese bates bestuur bedryf) word huidiglik gekonfronteer met die situasie waar hulle die waarde wat, weens die lewering van hul diens, toegevoeg word tot die klient. Dit lei tot die soeke na ‘n model om die lewering van hulle diens te valideer. ‘n Studie was uitgevoer op die huidige beskikbare modele wat doeltreffendheid in ‘n onderneming meet, maar geen van die geїdentifiseerdes was toepaslik op hiersie situasie nie. Dit het gelei tot die ontwikkeling van ‘n unieke model (gebaseer op die beginsels van die Balanced Scorecard) genaamd die Performance Measurement Value Index (PMVI) wat die nodige elemente vir die meting van hierdie tipe doeltreffenheid identifiseer. Hierdie elemente sluit in die: • finansiële perspektief; • kliënte interaksie; • risiko bestuur; en • interne besigheids prosesse. Die geweegde uikomste van hierdie elemente (soos bepaal deur die Analytical Hierarchical Process) word gebruik om ‘n verandering in waarde aan te dui as ‘n enkele waarde (tien in die geval van hierdie studie).Die PMVI word aangepas vir gebruik in die fisiese bate bestuur omgewing en die gevolge hiervan is die skepping van die Asset Management Value Index (AMVI). Die vier elemente, soos gebruik in die PMVI, word aangepas na vyf elemente in die AMVI. Hierdie elemente sluit in die: • verlaging van uitgawes; • bate doeltreffenheid verhoging; • kliënt tevredenheid; • risiko verlaging; en • bate bestuur verbetering (verbetering in die interne besigheids funksies van bate bestuur). Die model was toegepas op drie van Pragma se kliente. Die tipe van toepassing (binne hierdie omgewing) is afhanklik van beide die kliënt en dienste gelewer. Die eerste twee kliënte is beide afkomstig van ‘n hoofsaaklik vervaardigings-omgewing, maar die dienste gelewer aan die kliënte verskil (ACC@Pragma vs ACC@Client). Die ander klient is afkomstig vanuit ‘n dienste en geboue omgewing en ontvang die dienste van ‘n ACC@Client. Die tydperk waaroor die AMVI toegepas is verskil weens die toepaslikheid en beskikbaarheid van historiese inligting. ‘n Toename in waarde is bevind by beide van die ACC@Client kliënte (vanaf 7.68 na 8.51 en 4.54 na 7.73 onderskeidelik). Dit kan toeskryf word aan die vroeë fase waarin hierdie diens ooreenkoms funksioneer (vanaf een tot drie jaar). Die uitkomste van die ACC@Pragma, aan die anderkant, dui op stagnerende waarde (6.62 na 6.59) vir die kliënt waar die diens ooreenkoms alreeds ouer as tien jaar is. Die uitkomste van hierdie studie bewys die verwagtinge wat Pragma aan die begin van hierdie studie gehad het en bewys gevolglik dat hulle wel waarde toevoeg tot hul kliënte.

To check rapidly deteriorating environmental conditions, many management tools are being used by different industries. In order to address environmental issues the corporate sector has seen a drastic increase in the use of environmental management systems. There is strong need to check how these environmental management systems are rendering environmental management services. Research shows that environmental management systems are mistakenly expected to prescribe technical and environmental objectives. Without describing what goals an organization must achieve, they lay out a system for management of numerous environmental obligations. Hence environmental management systems are not strategic; they tend to reactively fix issues contingent upon their occurrence and may miss opportunities to avoid problems before they occur. Further, environmental management itself is seen in isolation of a socio-ecological context, which makes environmental management lose ground and operate in a virtual vacuum. Mostly environmental management is identified as an ’agenda’ which runs counter to the overall development of an organization. Provided, environmental management systems can be integrated with basic principles of sustainable development these management systems can be utilized as a launching pad to move organizations towards sustainability. Built to render the administrative services only through a mechanism of self regulation and continuous improvement, these management systems can be used to deliver sustainable product planning. The present study illustrates the possibilities for integration of sustainability objectives into environmental management systems. In our effort to integrate sustainability in environment management systems extensive literature reviews, interviews and a case study (Hammarplast AB) have been used. For the analysis of the current reality, a framework for strategic sustainable development and methods incorporating “backcasting from principles of sustainability” – i.e. templates for sustainable product development and strategic life cycle management – has been used. The use of tools not only illustrates contemporary sustainability gaps but also gives a concrete set of guidance to integrate sustainability in environmental management systems.