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Industrial Engineer
sustaiNabiLitY
BY ADEDEJI B. BaDIRU
Sustainability is not just for the environment. Although environmental concern is what immediately comes to mind whenever the word sustainability is mentioned, there are many languages or modes of sustainability, depending on the context. Each point of reference determines how we, as individuals or groups, respond to the need for sustainability. Pursuits of green building, green engineering, clean water, climate research, energy conservation, eco-manufacturing, clean product design, lean production and so on remind us of the foundational importance of sustainability in all we do.
A good example of the practice of sustainability is how a marathon runner strategically expends stored energy to cover a long-distance race. Burning up energy too soon means that the runner will not be able to complete the marathon. Erratic expenditure of energy would prevent the body from reaching its peak performance during the race. Steady-state execution is a foundation for achieving sustainability in all undertakings where the decline of an asset is a concern.
Resource consciousness
The often-heard debate about what constitutes sustainability can be alleviated if we adopt the context of resource consciousness, which, in simple terms, conveys the pursuit of conservation in managing our resources. All the resources that support our objectives and goals are amenable to sustainability eorts. For example, the expansion of a manufacturing plant should consider sustainability, not only in terms of increased energy consumption, but also in terms of market sustainability, intellectual property sustainability, manpower sustainability, product sustainability and so on. The limited resource may be spread too thin to cover the increased requirements for a larger production facility. Even a local community center should consider sustainability when contemplating expansion projects just as the local government should consider tax base sustainability when embarking on new programs. The mortgage practices that led to the housing industry bust in the United States were due to financial expectations that were not sustainable. If we put this in the context of energy consumption, it is seen that buying a bigger house implies a higher level of energy consumption, which ultimately defeats the goal of environmental sustainability. Similarly, a sports league that chooses to expand haphazardly eventually will face a nonsustainability dilemma.
November 2010
What is sustainability?
Commitment to sustainability is in vogue these days, be it in the corporate world or personal pursuits. But what exactly is sustainability? Denitions of the word contain verbs, nouns and adjectives such as green, clean, maintain, retain, stability, ecological balance, natural resources and environment. The denition of sustainability implies the ability to sustain and maintain a process or object at a desirable level of utility. The concept of sustainability applies to all aspects of functional and operational requirements, embracing both technical and managerial needs. Sustainability requires methodological, scientic and analytical rigor to make it eective for managing human activities and resources. In the above context, sustainability is nothing more than prudent resource utilization. The profession of industrial engineering is positioned uniquely to facilitate sustainability, especially as it relates to the environment, technical resources, management processes, human interfaces, product development and facility utilization. Industrial engineers have creative and simple solutions to complex problems. Sustainability is a complex undertaking that warrants the attention and involvement of IEs.
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Financial sustainability Economic sustainability Health sustainability Family sustainability Social sustainability
Value sustainability
Sustainability imparts value on any organizational process and product. Even though the initial investment and commitment to sustainability may seem discouraging, sustainability can reduce long-term cost, increase productivity and promote achievement of global standards. Sample questions for value sustainability are provided below: What is the organizational mission in relation to the desired value stream? Are personnel aware of where value resides in the organization? Will value assignment be on team, individual or organizational basis? Is the work process stable enough to support the acquisition of value? Can value be sustained?
Every decision ties back to the conservation of some resource (whether a natural resource or a manufactured resource), which links directly to the conventional understanding of sustainability.
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Industrial Engineer
belong. For example, social belonging may bring about a better economic outlook that may enable each individual to be in a better position to meet his or her social needs. 4. Esteem needs. These are the needs for accomplishment, respect, recognition, attention and appreciation, or the desire to be known. 5. Self-actualization needs. These are the needs for selffulfillment and self-improvement, or the desire to arrive. This represents the stage of opportunity to grow professionally and be in a position to help others selflessly.
PYRAMId OF NECESSITY
Sustainability applies to each of the above stages. Ultimately, the need for and commitment to sustainability boil down to each persons perception based on that persons location on the hierarchy of needs and level of awareness of sustainability. How do we explain to a hungry poor family in an economically depressed part of the world the need to conserve forestry? How do we dissuade an old-fashioned professor from making volumes of hard copy handouts instead of using electronic distribution? Cutting down on printed materials is an issue of advancing sustainability. In each wasteful eye, the need erroneously justifies the means. This runs counter to the principle of sustainability. In Figure 1, this article expands the hierarchy of needs to generate a 3-D rendition that incorporates organizational hierarchy of needs. The location of each organization along its hierarchy of needs will determine how the organization perceives and embraces sustainability programs. Likewise, the hierarchy position of each individual will determine how he or she practices commitment to sustainability. In an economically underserved culture, most workers will be at the basic level of physiological needs, and there may be constraints on moving from one level to the next higher level. This fact has an implication on how human interfaces impinge upon sustainability practices. In terms of organizational hierarchy of needs, the levels in Figure 1 are characterized as follows: Level 1: This is the organizational need for basic essentials of economic vitality to support the provision of value for stockholders and employees. Can the organization fund projects from cash reserves? Level 2: This is a need for organizational defense. Can the organization feel safe from external attack? Can it protect itself from cyber attacks or brutal takeover attempts? Level 3: This is the need for an organization to belong to some market alliances. Can it be invited to join trade groups? Does it have a presence on some world stage? Level 4: This is the level of having market respect and credibility. Is the organization esteemed in some aspect of market, economic or technology movement? What positive thing is it known for? Level 5: This is the level of being classified as a power in the industry of reference. Does the organization have a recognized niche in the market? Sustainability applies to all the above levels. Where the organization stands in its hierarchy of sustainability goals will determine how it influences its employees (as individuals) to embrace, support and practice sustainability. How each
November 2010
Figure 1: In the 3-D hierarchy of needs for sustainability goals, where a person or organization is along the hierarchy can affect how to practice sustainability.
SUSTAINABILITY FACTORS
Figure 2: The structure of the sustainability matrix, a tool to organize factors relevant to sustainability.
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Physical infrastructure Work design Analytical modeling Scientific limitation Technology constraints
Communication modes Technical acquisitions Resource combinations Fuel efficiency Energy conservation
Cooperation incentives Work measurement Qualitative risk Technical work force Training programs
Coordination techniques Project design Engineering analysis Contingency planning Quantitative risk
Building performance Financial implications Value assessment Contract administration Public acceptance
Energy economics Project control Forecast models Green purchases Technology risks
individual responds to organizational requirements depends on that individuals own level in the hierarchy of needs. We must all recognize the factors that influence sustainability in our strategic planning programs. In order for an organization to succeed, sustainability must be expressed explicitly as a goal across organizational functions.
Project sustainability
Project sustainability is as much a need as the traditional components of project management that span planning, organizing, scheduling and control. Proactive pursuit of the best practices of sustainability can pave the way for project success on a global scale. In addition to people, technology and process issues, there are project implementation issues. In terms of performance, if we need a better policy, we can develop it. If we need technological advancement, we have capabilities to achieve it. The items that often are beyond reach relate to project lifecycle management issues. Project sustainability implies that sustainability exists in all factors related to the project. Thus, we should always focus on project sustainability.
Conclusion
Think sustainability in all you do and you are bound to reap the rewards of better resource utilization, operational eciency and process eectiveness. Many organizations are adept at implementing rapid improvement events (RIE), but they should move from mere RIE to sustainable improvement events (SIE). Now is the time for IEs to rise to the challenge analytically and move beyond arm waving by using a combination of quantitative and qualitative techniques. d Adedeji Badiru is professor and head of systems and engineering management at the Air Force Institute of Technology in Dayton, Ohio. He is a fellow of IIE and a fellow of the Nigerian Academy of Engineering. He received his doctorate in industrial engineering from the University of Central Florida. He is a member of several technical and professional organizations.
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Industrial Engineer
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