Achieving environmental excellence through TQEM strategic alliances

Generally speaking, today's TQEM initiatives do not improve a firm's activities beyond the shipping dock and onto consumer and postconsumer use and reuse. Although internal TQEM efforts do improve environmental impacts of a firm's operations, most firms remain focused on the traditional bottom-line objective of increasing throughput. For these reasons, most firms implementing TQEM miss the many opportunities to improve environmental performance (including cost and quality) through asset recovery, resource sharing, and reuse. However, by taking the advantages of teamwork beyond corporate boundaries, firms can close the loop on environmental improvements. Inter-firm teaming for environmental advantage, which we define as TQEM alliancing, initiates a cyclical approach to environmental performance improvement. It does so by forging strategic relationships among firms that can leverage each other's environmental weaknesses. TQEM allying is a round-robin game plan. In this article, the authors show how it allows firms to take their environmental improvement initiatives beyond regulatory compliance (and into proactivity), beyond pollution control (to total pollution avoidance), and beyond profitability (for a quantitative as well as qualitative bottom line), because firms will be integrating external as well as internal functions across different business domains.     

Environmental management information systems: New tools for measuring performance

Successful implementation of environmental management information systems (EMIS) has become essential to the success of total quality environmental management (TQEM) programs. Effective TQEM programs will be early indicators of which companies survive and thrive in today's competitive business environment. Highly competitive industries such as chemicals, electronics, and oil and gas are becoming very effective in cooperating to develop metrics, models, and tools that are based on business processes rather than regulatory edicts. Now electric power companies, newly exposed to market competition, are starting to develop and implement these metrics, standards, and tools. That industry provides a model for joining TQEM and EMIS.     

Evaluating management systems as part of environmental audits

Evaluating management systems is a crucial component of any environmental audit. Evolving regulations and directives acknowledge this importance. Remedying management deficiencies can result in long-term, lasting improvements in environmental compliance with external requirements and internal policies. This article presents ideas and examples from leading companies on how environmental audits can be designed to enhance TQEM systems.     

Implementing industrial ecology and design for environment practices: Lawrence livermore national laboratory

Lawrence Livermore National Laboratory (LLNL), one of the nation's three national security laboratories, is initiating a major research effort in industrial ecology with the goal of increasing the economic and environmental efficiency of the U.S. and global economies. Closer to home, ongoing efforts to reduce LLNL's environmental impact on the surrounding community provide an example of how the environmental efficiency of a major research facility can be systematically improved. In the late 1980s, LLNL initiated its waste minimization and pollution prevention program, changing its focus from end-of-pipe waste management to a proactive and preventive strategy—total quality environmental management (TQEM). LLNL's success in integrating pollution prevention with R&D and operational activities is well illustrated by the waste reduction and energy and water conservation accomplishments described in this article. LLNL represents a model of how industrial ecology, design for environment, and pollution prevention can be incorporated into a comprehensive R&D and operational program. This article describes LLNL's developing industrial ecology program, gives some specific technical accomplishments that have application to many industrial facilities, and presents a case study of TQEM at LLNL's remote experimental test facility, Site 300. The integration of TQEM philosophy with LLNL's scientific capabilities holds much promise for new ideas and creative solutions to national and international industrial ecology concerns.     

Environmentally conscious manufacturing: A technology for the nineties

Editor's note: Companies embracing TQEM must evaluate and change their manufacturing processes to stay globally competitive in the nineties. This article shows how an environmentally conscious manufacturing program incorporating new approaches to waste reduction will help companies achieve their corporatewide TQEM and strategic goals.     

Eleven major companies take quality environmental management initiatives within president's commission

The President'S Commission on Environmental Quality (PCEQ) is translating TQEM theory into action at industrial facilities around the United States. Eleven major corporations are undertaking voluntary demonstration projects at twelve facilities throughout the country to actively test TQEM. Corporate participants will share their conclusions about incentives, barriers, management processes, and metrics to produce a “blueprint” for successful TQEM programs elsewhere.     

An electric utility's challenge: Creating an integrated chemical management information system

This article examines a research effort undertaken by a large electric utility to integrate a broad range of chemical management information in order to improve regulatory compliance, facilitate chemical management, identify opportunities for waste reduction, and support research applications. The chemical management system (CMS) integrated data from pre-existing MSDS and procurement databases. While CMS generally proved useful for a range of research applications, using CMS highlighted numerous problems in the underlying data and brought into question the feasibility of the CMS approach. In various ways this project highlighted many issues common to many electric utilities that must be resolved in order to achieve a successful integration of chemical management functions. The problems encountered, particularly those related to procurement data, were related to corporate policy and procedures, not to technical limitations of integrating these databases. This article shows how (as with any TQEM effort) the key to the success of a chemical management system is not to design such a system as a peripheral appendage, but rather as a primary component of mainstream business functions.     

Selecting measures for corporate environmental quality: Examples from TQEM companies

Companies undertaking TQEM programs must decide how to measure continuous improvement in the environmental field at the outset of their implementation activities. In the past three years, the leading TQEM companies have made these tough choices and have begun to share their findings with the larger professional community. The author proposes a model for classifying environmental measurement data and presents examples of approaches adopted by TQEM companies.     

Building audits into tqem measurement systems at P&G

This article discusses an approach to building environmental compliance audits into an effective TQEM measurement system. With this approach, companies can move their existing programs from just “meeting the law” to being viewed as “leaders in environmental excellence.” The benefit of this change is that local communities are more likely to allow their environmental leaders the operating flexibility that minimizes cost and the necessary permits for expansion.     

Benchmarking: Survey profiles the who and what of environmental auditing practice

In late 1990, the Environmental Auditing Roundtable's Auditor Training and Qualification Work Group determined that it needed reliable information about those in industry currently doing health, safety, and environmental audits. The work group would use this information to develop appropriate standards for auditors. It was also felt that such information would be helpful to others establishing internal audit programs. The work group, under the leadership of Donald P. Duffy, developed and refined a survey questionnaire during 1991. This article details the results of this survey and provides companies with timely information to benchmark their TQEM auditing efforts.     

Understanding the roles of customers and suppliers in quality assurance and quality control

Quality assurance (QA) and quality control (QC) are basic components of a TQEM program. All too often these functions are loosely defined and used interchangeably. Yet, the quality of outputs and services strongly depends on the caliber of the communications between the “customer” and the “supplier.” A clear understanding of customer needs and expectations is essential to selecting and applying suitable QA and QC. Planning, implementing, and assessing all play a major part in the quality of final outputs. A clear understanding of the customer/supplier relationship and the functional roles played by each is essential to a successful TQEM program. This article identifies, clarifies, and simplifies the quality management responsibilities of the customer and the supplier. The ideas presented are applicable in all work environments, including research and development (R&D).     

Questions and Answers. From waste to improved production?

Please send me your comments and questions on TQEM. Address it to me: TQEM Questions & Answers Editor, 22 West 21st Street, New York, NY 10010. I will credit you with the question and send out an extra copy of TQEM. My thanks to James, Jack, and Sheila for sharing in the quality revolution this issue.     

Implementing design for environment at AT&T

The quality revolution is sweeping its way through most companies globally. It has focused on improving the quality of products and services delivered to the customers and on companies' internal processes. The success of these programs has led to the realization that the same principles need to be applied to the area of environmental management. AT&T has fully embraced TQM as witnessed by the many products and services that have received the International Organization for Standardization (ISO) 9000 certification and awards such as the Malcolm Baldrige Award and the Deming Prize for Quality. We have been utilizing the TQM methodologies for the past few years to turn our environmental focus from end-of-pipe waste management to proactive and preventive TQEM and have made significant progress in reducing our wastes, emissions, and impact on the environment. This article shows how TQEM is now driving Design For Environment (DFE) programs and procedures, recognizing that addressing environmental issues in the initial design process is the most cost-effective means for minimizing environmental impact.     

Finding green in clean: Progressive pollution prevention at hyde tools

Hyde Tools, Inc., of Southbridge, Massachusetts, is a medium-sized firm employing about three hundred persons. In 1988, it learned of a company that eliminated its wastewater discharge after being threatened with massive Clean Water Act fines resulting from a suit brought by a Massachusetts environmental group. Hyde decided to devise a similar program to attain zero water discharge and do it within five years. More than 75 percent toward its goal, Hyde'S environmental success, detailed in this article, still relies heavily on the company'S Total Quality Management system and the efforts of a dedicated environmental staff. Hyde'S success typifies TQEM in action—showing how small continuous improvements can lead to significant financial paybacks.     

Using interactive multimedia training in TQEM systems and applications

Corporate America will spend $52.2 billion on formal training in 1995,¹ of which 72 percent will be spent on training staff salaries. The classroom has been the main training format for decades. Within the last decade, however, training videos and audio tapes have captured some of the training market. However, none of these tools has the capability to be as effective as interactive multimedia training. Computer-based interactive multimedia training (IMT) is emerging as a powerful tool in the training field. The ability to provide consistent delivery on a timely basis without impacting work schedules makes this tool very attractive. Although IMT is not a solution to all training problems, it has been shown to increase the effectiveness of training significantly when used appropriately. This article introduces the concept of IMT and its application to TQEM.     

Anheuser-busch's a pledge and a promise: Total employee involvement

Anheuser-Busch is a large, diversified corporation, both in its products and in its environmental efforts. It is well-known that Anheuser-Busch is the world'S largest brewer, with twelve operating breweries and a thirteenth under construction. It also operates the largest aluminum can recycling network in the world, Anheuser-Busch Recycling (A-BR). A-BR recycled more than 600 million pounds of aluminum in 1991, or more than 17 billion cans. This article describes how Anheuser-Busch has put TQEM ideas into practice involving all of its employees.     

Environmental portfolio analysis: An integrated strategic approach to environmental management

As businesses strive to reduce costs and become more competitive, environmental costs and potential future liability issues continue to raise overhead expenses. The decision process is further challenged by the various interpretations of existing laws and the uncertainty of future applicable regulations and their interpretation. To make more informed business decisions and bridge the gap between the environmental and business perspective, organizations need to be able to see the overall environmental picture and how it affects the current and future business operation. This article presents a systematic approach to developing an organization's integrated baseline “environmental portfolio” with various business risk levels and expected costs. Utilizing computer simulation, sensitivity iterations are performed to show the results of different scenarios. These scenarios can include various probabilities of cost levels, permitting strategies, and litigation, as well as the success of new technologies. Management can then focus attention on the main driving factors and avoid spending too much attention on lesser items. An additional benefit to this process is that communication between the various segments of an organization are enhanced since their perspectives are clearly articulated as part of the analysis. Sensitivity analysis also provides the framework for a sanity check of the process and results. Are projected levels of success reasonable? What levels would be required to change the decision, and how likely are they to occur? What level of overall business risk associated with environmental issues is prudent? In addition this article shows how computer modeling and simulation can bring a valuable perspective to the decision-making process.     

Total quality product design—how to integrate environmental criteria into the product realization process

Recent case studies on the financial benefits of pollution prevention programs well attest to the notion that a commitment to the environment can help profitability not only by avoiding costs and potential liabilities, but also by generating environmentally-based opportunities for competitive advantage. Achieving these benefits, however, represents a complex management challenge that requires embedding environmental concerns in the day-to-day decisions and actions of a company'S employees. This article shows how the marriage of corporate environmental stewardship and TQM, better known as TQEM, is particularly well suited to the area of product design and why environmental health and safety experts can improve a product'S environmental performance.     

石油企业管理创新问题探讨

随着市场竞争的日益激烈，石油企业要在市场全球化和经济一体化的国际竞争中求得生存与发展，最重要的是要在企业层面进行管理创新。简述了管理创新的内涵和必要性，分析了国内石油企业管理创新的现状，并指出管理创新亟需解决的诸多问题。在调查研究基础上提出了石油企业管理创新的重点和基本途径，指出管理的新生力量在于不断创新，管理创新是企业生存和发展的主题，这对提高石油企业管理创新的能力和水平有一定的指导意义。     

From a culture of fixing to a culture of preventing at arm & hammer brand

Companies with a total quality management program in place are beginning to understand the need for of a fuller integration of environmental and health and safety functions within their overall quality framework. Intense international competition, a flat global economy, and an increasingly stringent environmental and health and safety regulatory climate are forcing management to consolidate whatever gains they have made on the compliance side. At the same time, a total quality approach demands flattening of hierarchies, increased empowerment in divisions and plant floors, and much greater integration through a team approach of most management functions. Making all of this work puts a heavy premium on communication and individual responsibility. As companies that are going through the process now understand, this calls for major changes in corporate culture and a deep commitment from top management. This article describes the quality improvement process at Church & Dwight, makers of the Arm & Hammer line of products, where the TQEM challenge is orchestrated by a triumvirate representing three management functions: engineering, quality, and marketing/public relations.