摘要:

AbstractWith ISO 14000 expected to roll out in 1996, have you begun to evaluate how well your current environmental management policy, programs, procedures, and objectives conform to published national and evolving global Environmental Management System (EMS) standards?.The ISO expects to adopt a final standard by mid‐1996 which specifies requirements for an EMS (e.g., ISO 14001). In addition, national EMS standards have already been developed and published by organizations such as The British Standards Institute and, in the United States, NSF International, for example, BS 7750 and NSF 110–1995, respectively. This article shows how managers can begin assessing their operations to prepare for these new standards and improve overall environmental performa

ISSN:1088-1913    

DOI:10.1002/tqem.3310050202

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractMany anticipate that over the next decade, voluntary environmental management system (EMS) standards will take on the same importance in the marketplace as the ISO 9000 quality standards; the draft international EMS standard (ISO 14001) is on pace to be completed by mid‐1996. In the United States, despite rapidly growing interest in EMS standards, most companies and regulatory agencies are uncertain about their potential benefits and about the process of developing an EMS. Case studies of EMS implementation, particularly in small and medium‐sized companies, are needed to demonstrate the process and identify areas in which further EMS guidance is needed for environmental managers.This article presents seven case studies of EMS implementation in small, medium‐sized, and large companies. Each company is participating in an EPA‐sponsored Demonstration Project in which a variety of organizations are piloting the implementation of EMS standards (the project is being coordinated by NSF International, a not‐for‐profit company specializing in environmental and public health standards and certification). The case studies, written by the companies themselves, share experiences of EMS assessment, planning, and implementation, and discuss challenges that are special to particular

ISSN:1088-1913    

DOI:10.1002/tqem.3310050203

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractTo meet the changing needs of 3M's expanding worldwide operations, its International Environmental Operations group is striving to enhance and integrate a global environmental management system. When well‐designed, such systems not only can function to guarantee compliance with environmental regulations but also serve to help the company reap the benefits of going “beyond compliance.” They can also prepare facilities to meet the requirements of international standards, such as ISO 14000 or EMAS. An Environmental Management System (EMS) is a necessary step toward achieving sustainable development and gaining competitive advantage in the global marketplace. The challenge of constructing such a system can seem daunting to a multinational company confronted with the spectrum of regional environmental regulations/directives and its own diversity of business and social cultures. This article describes the development and implementation of the 3M International Environmental Operations global EMS initi

ISSN:1088-1913    

DOI:10.1002/tqem.3310050204

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractIndustries presently face a challenge to maintain competitiveness while creating minimal adverse impacts on the environment. The conventional concerns of product functionality, quality, and cost are further complicated by environmental considerations. Thus, corporate environmental strategies are evolving toward a life‐cycle approach by implementing life‐cycle analysis (LCA), design for environment (DFE), and environmentally conscious design and manufacturing (ECDM) practices. These life‐cycle concepts provide a tool for industry to identify and evaluate opportunities to minimize environmental burdens from cradle to grave.A mail survey administered by Vanderbilt University's U.S.‐Japan Center for Technology Management was sent to 175 U.S. corporations from the 1994 Fortune 500 list. The results show that more than half of the 56 respondents are using life‐cycle concepts for environmental assessments, with marketing and cost issues as the primary motivation factors. Hi‐tech and personal care firms are more active in implementing LCAs while chemical and intermediate companies are more involved with maintaining databases and utilizing LCA tools. The survey and this article show how life‐cycle thinking has not been adequately integrated throughout corporate organizations, and most environmental efforts are initiated by the environmental affairs department. However, the percentage of top management involvement has increased since 1992 and is now at moderate levels. LCA methods need to be further developed in order to expand their industrial

ISSN:1088-1913    

DOI:10.1002/tqem.3310050205

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis article presents a case study regarding initiatives, apparent failures, and successes that the Avery Dennison Materials Group organization encountered over the last five years in creating and sustaining environmental awareness throughout its organization. This awareness encompasses considerations thought to position the organization to compete against the core elements proposed within the ISO 14001 environmental management system protocol.While Avery Dennison's Materials Group has undertaken many initiatives which strive to achieve business integration, this article focuses primarily on three environmental management systems believed to be the foundation for a manufacturing or service organization—a foundation built on sustainable compliance, incorporation of quality management concepts, and the fulfillment of environmental performance expectations driven by the community at large. Those three programs are (1) an Environmental Stewardship Policy with specific environmental operating principles, (2) Environmental Control Instructions (ECIs), which establish accountability for proper operation, and (3) an Environmental Management System Assessment similar to the Global Environmental Management Initiatives (GEMI) environmental self‐assessment tool. These cornerstones provide a basis for the construction of a management program pyramid, the top of which results in a quality process for making effective business decisions by integrating core environmental operating princip

ISSN:1088-1913    

DOI:10.1002/tqem.3310050206

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractIn the Autumn 1994 issue of Total Quality Environmental Management you learned about Project RENEWAL, a cooperative business project to investigate and promote the linkages between ecology, technology, and business economics. Project RENEWAL stands for Resource Efficiency Network to Eliminate Waste and Liability. This collaborative effort focused on equipment and inventory assets, exploring how better capital asset management can benefit profitability and improve environmental protection. Participants in the project included representatives from industry, consulting, local and state government, environmental agencies, trade groups, and academia. This article describes three specific activities conducted by the RENEWAL participants and suggests ways to improve the success of future projects looking to improve the investment recovery of “impaired” capital ass

ISSN:1088-1913    

DOI:10.1002/tqem.3310050207

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractEnvironmental business and environmental professionals within industry will face unprecedented challenges in the late 1990s. The strategies of Business Process Reengineering (BPR) and Environmental Management Systems (EMSs) will require integrating environmental processes into mainstream business systems and reducing the role for “pure” environmental processes. This article describes some of the new skills that employees and consultants will need to learn in order to provide value to the customer's core busin

ISSN:1088-1913    

DOI:10.1002/tqem.3310050208

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThe model for a management‐level environmental, safety, and health (ES&) audit presented in this article is intended to be useful both for managers of ES&H organizations that are responsible for having audits of their programs conducted and for audit teams that conduct such audits. A description of the proposed audit model, including planning, executing, and collating the results of the audit, is presented. In addition, a case study is presented to demonstrate how managers can initiate and improve audit programs in their organizations. This article illustrates specific tools and practices such as the design of audit interview forms, techniques for developing audit questionnaires, and the incorporation of audit practices according to the established audit method

ISSN:1088-1913    

DOI:10.1002/tqem.3310050209

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractAs the use of hazard and risk assessments becomes more commonplace, the need for and importance of an overall risk management system become apparent. Such a system allows companies to prioritize both their efforts to identify and understand risks and their allocation of resources to manage and control risks. In the future, the most effective risk management systems will be integrated into other business processes and management systems, to ensure that their value as well as their costs are recognized and measured by line operations. For example, chemical and petrochemical companies such as BP Exploration, Monsanto, and Union Carbide are improving on well‐established risk management systems by increasing their businesses' involvement in and ownership of the process. This article summarizes the key elements of a risk management system and uses the lessons learned by various companies to define best existing and emerging practice

ISSN:1088-1913    

DOI:10.1002/tqem.3310050210

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310050211

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY