The term Design for Sustainability (DfS) is used to indicate considerations for sustainability are included in the design of a product. It is commonly related to environmental sustainability, but can include broader concepts of sustainability. The nature of DfS considerations and their effectiveness varies widely. Some products eliminate substances considered harmful to people or the environment. Others include technology to reduce a particular impact. Still others capture metrics to demonstrate reductions of impacts. The common theme is DfS considerations, relative to alternatives, aim to be less harmful, more sustainable or better for people and the environment.

The means of implementing DfS may vary, but they are most effective when metrics are included in the original intent of the product design. However, it is not enough to start out intending to design a more sustainable product, DfS metrics must be maintained throughout manufacturing, sourcing, production, delivery and beyond. Life cycle thinking should be incorporated into all aspects of product development. More sustainable products are the result of integrating a life cycle thinking approach throughout these processes and into extended manufacturer responsibilities. This article is an introduction to life cycle thinking methods for various product development phases.

Before product design begins, the challenge is identifying product performance goals. Since you cannot achieve unmeasureable goals, this step includes defining metrics for gauging these goals. Teams must first implement identifiable, quantifiable and measurable performance metrics. Successful product development companies revisit performance metrics often to verify their validity. They are frequently asking if the metrics continue to make sense given the current state of the product design and what metrics should be revisited for improvements.

Design teams verify that performance metrics are feasible. They predict and verify the expected performance based on prototypes, testing and analogous comparisons. Manufacturing and sourcing teams gauge the feasibility to continue meeting performance metrics for given supply chain options. Whether or not the metrics were achieved is captured and communicated for product production and delivery. Finally, performance metrics are continuously tested by consumers. It is a process of continuous verification, management and when necessary, adjustment. Many of us relate this process to things like functional performance, ease of use and manufacturability. However, like any of these other product performance metrics, this process extends to DfS performance.

Many of you are probably familiar with the above description through the foundations of Product Lifecycle Management (PLM). Companies implement PLM processes to manage projects as they transition between job functions and across departments. Among other things, they capture and track performance against specifications, project progress against goals, process identification and implementation and supply chain management.

Many companies currently use some type of PLM process for managing project progress. Rather than establishing a bolt-on parallel process for managing sustainability, it is preferable to integrate sustainability into one of these existing process. The following is not intended to applicable to exclusively to 'PLM processes,' but rather to any product development methodology. At the start of a product development process, product managers establish the original DfS performance intended for the product. However, they are not solely responsible for the ultimate DfS performance of the final product. Anyone that influences supply chain decisions for a product also influences the DfS performance. For this reason, DfS performance specifications should be included with other product performance specifications tracked in a PLM or product development process.

While they are complimentary, the lifecycle in PLM should not be confused with that in Life Cycle Thinking or Life Cycle Assessment (LCA). Lifecycle in PLM refers to the phases of product of product development -- ideation, concept development, prototyping, detail design and production. This is the product development phase of the product which establishes the life cycle of the product. The life cycle of the product refers literally the life of the product from cradle to grave. This includes the mine where the base materials originate, refining, manufacturing, assembly, transportation, usage and, finally, end-of-life of the product. Life Cycle Thinking and DfS aim to combine these two processes by expanding product performance considerations from being user-centric to being life cycle inclusive. Figure 1 contrasts these two terms.

During the product specification stage, product managers and marketing set characteristics of new product offerings. This stage is where an idea becomes and product development project. Just as performance targets are set based on market opportunities, DfS targets can be set based on organizational goals and stakeholder interests. It is important to establish DfS performance goals and metrics when establishing all other specifications of a product. Follow-on stages have better ability and more opportunity to meet goals established now in both a time and cost effective manner. It also reduces reactively changing a design to add DfS later. Engineering change orders are rarely cost effective.

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