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Cradle To Cradle Design AT: Presented By: Group 3

Herman Miller is a leading office furniture company that has undertaken strategic environmental initiatives such as adopting the Cradle to Cradle protocol in 1997. Some key reasons for this include Herman Miller's founder believing the company should serve a moral purpose beyond just innovation and design. The company also adopted a triple bottom line philosophy and formed an Environmental Quality Action Team in 1989 to pursue sustainability targets by 2020 such as becoming zero waste. Adopting initiatives like Cradle to Cradle helped Herman Miller become an environmental leader in its industry and provided incentives like positive customer and employee response, brand reputation benefits, and preparing for resource limitations.

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77 views21 pages

Cradle To Cradle Design AT: Presented By: Group 3

Herman Miller is a leading office furniture company that has undertaken strategic environmental initiatives such as adopting the Cradle to Cradle protocol in 1997. Some key reasons for this include Herman Miller's founder believing the company should serve a moral purpose beyond just innovation and design. The company also adopted a triple bottom line philosophy and formed an Environmental Quality Action Team in 1989 to pursue sustainability targets by 2020 such as becoming zero waste. Adopting initiatives like Cradle to Cradle helped Herman Miller become an environmental leader in its industry and provided incentives like positive customer and employee response, brand reputation benefits, and preparing for resource limitations.

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Anonymous sMqylH
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CRADLE TO

CRADLE DESIGN
AT

Presented by: Group 3


HISTORY

● 1905: Founded as Michigan Star Furniture company


● 1923: D J De Pree purchased and renamed it to Herman
Miller
● 1950: Gained national acclaim for cutting-edge, modern
design.
● 1960: Transformed to the office industry with the first
panel (cubicle) system.
● 2000: Reinvented the geometry of systems furniture.
● 2010: 3rd-largest office furniture company in the world.
COMPOSITION OF EQAT

● Environmental Affairs Team


● Communications Committee
● Indoor Air Quality Team
● Design for Environment (DfE)
● Transportation/Packaging Group
● Green Buildings Team
● Environmental Low Impact Process (ELIP) Steering Team
● Plant Engineering/Energy Group
● ISO 14001 Team
CRADLE-TO-GRAVE FRAMEWORK

Take • Replacement
of Destroyed
Resources

Make

Waste • Destruction
of Resources
CRADLE-TO-CRADLE FRAMEWORK
ECO-EFFECTIVENESS VS ECO-EFFICIENCY

• Two types of Environmental Cycle


– Biological Cycle
– Technological Cycle
WASTE EQUAL FOOD
TRANSLATING C2C PRINCIPLES INTO DESIGN

Biological The Green Disassembly Recyclability


and Yellow and recycled
Technical Orange Red content
Nutrients list
IMPLEMENTATION OF CRADLE-TO-CRADLE

Design Process 05 Closing the Loop

01 04
Sales and
Marketing
Manufacturing

02 03
Supply Chain
Management
DESIGN PROCESS

Exploration Development Launch Maintenance

● DfE design ● Divide product ● Finalize the ● DfE assessment


guidelines into modules product of any
● Chemical product ● Prototype ● Factory ramp-up replacement parts
database development ● Quick DfE
● DfE assessment assessment
as per C2C
protocol
● DfE scorecard : >
50%
● Update chemical
product database
● Manufacturing
team involvement
for
-Gather potential
tooling requirements
-Evaluate ease of
assembly
-Design production
line
MANUFACTURING PROCESS

Hermen
Design for Toyota
Miller
Environme Productio
nt (DfE) Production n System
System

● Eliminating packaging
● Using Returnable packaging
● Finding useful ways to reuse non-returnable packaging
● Shortening manufacturing line
● Rotation of employees, building sense of inclusiveness
SUPPLY CHAIN MANAGEMENT

● Update materials database


● Introduce supplier to the DfE program
● Reduced iterations & shorter development cycles
● Develop new products and new markets
● Anticipate future environmental legislations
● Publicity along with Herman Miller
● Guide supplier through the assessment
● Build synergistic environmental goals
SALES & MARKETING

● Fair amount of press about the C2C protocol.


● Received “National Design Award” for exemplary
achievement in environmental design.
● First highly engineered product to use C2C protocol
● Increased customer awareness about eco-friendly products
CLOSING THE LOOP

96% recyclable
4% non-
recyclable

Options considered to close the loop:


● Herman Miller could collect chairs itself
● Retailers could collect chairs
● Third-party to collect chair
● Leasing chairs to customers
1. SHOULD HERMAN MILLER USE PVC OR TPU IN THE MIRRA CHAIR ARM
PAD?
More Scratch Resistant
than PVC
Tools for Acceptable quality
PVC arm TPU characteristics
pads are Does not uses Plasticizers
already
fabricated
Raw material
Transition to TPU will
add to supplier cost to cost of TPU is
over $100K much higher
PVC
Engineers and Supply than PVC
chain group want to stick
to PVC

Challenge in User
Product Launch Feasibility to
Acceptance of PVC Modify PVC
Scheduled for June
tools for TPU.
87 People dead due to 2003, so less
DfE team
fire fueled by PVC at transition time consistently
MGM Grand Hotel in pressing to go
LA 1980 High tooling lead time for TPU
TPU is Biodegradable after 3 to 5 years in soil TPU will enhance environmental attribute of Mirra
chair, enhancing the chairs market reception
It is certified with FDA and NSF standards
Past concern over environmental impacts of PVC
No DMF residue in end product may not give Mirra chair the kind of publicity and
Solves VOC emission problems effectively. market it could get by TPU.

Top 10 Green Building


Product” for 2003 from
BuildingGreen
2. WHAT IS C-2-C PROTOCOL?

● C2C refers to a production process where products are


developed for closed-loop systems in which every output
ingredient is safe and beneficial – either to biodegrade
naturally and restore the soil (called a biological nutrient),
or to be fully recycled into high-quality materials for
subsequent product generations (called a technical
nutrient).
● Two Principles:
a) Eco-effectiveness vs eco-efficiency,
b) Waste equals food.
● Four key elements for implementation:
a) Biological and Technical nutrients, c) Disassembly,
b) The Green-Yellow-Orange-Red List d) Recyclability and recycled content.
CONT…
STAKEHOLDERS RESPONSE TO THE C2C INITIATES
BY HERMAN MILLER?
Supplier’s response
● They were not interested to share their material composition information for DfE
assessment.
● Even their vendors were reluctant to share their chemical information.
● Lots of work was involved as they need to ensure internal certifications done by
their vendors to qualify them.
Employee’s response
● Development and supply chain team preferred PVC instead of TPU.
● Insisted to find a cheaper alternative of TPU.
● DfE team encouraged to proceed with TPU.
Customer’s response
● In 1980, 87 people died due to toxic inhalation in a fire fuelled by PVC pipes at
the Grand Hotel in Las Vegas
● Some customers demanded for PVC-free products.
3. WHY DID HERMAN MILLER UNDERTAKE THIS
STRATEGIC ENVIRONMENTAL INITIATIVE?
● Triple bottom line philosophy
● Environment Quality Action Team formed in 1989.
● Perfect Vision initiative in early 2000s with sustainability targets
to be achieved by 2020.
a) zero landfill
b) zero hazardous
c) zero waste generation
d) zero air and water emissions
e) use of 100% green energy
● In 1991, drafted a series of guidelines called ‘Design for
Environment’
● In 1999, DfE steering committee formed company’s
environmental policy
● In 1997, company decided to adopt ‘Cradle to Cradle’ protocol
CONTD…
WHY DID HERMAN MILLER UNDERTAKE THIS SUSTAINABILITY
INITIATIVES? WHAT ARE THE INCENTIVES FOR A BUSINESS
ORGANISATION TO UNDERTAKE SUSTAINABILITY
INITIATIVES?
D.J. De Pree believed that Herman Miller should not be satisfied with offering
innovation and good design. He also believed that his firm served a moral
purpose.

Herman Miller adopted triple bottom line philosophy on financial,


environmental and social responsibility performance.

Corporate Value Statement “ We contribute to a better world by pursuing


sustainability and environmental wisdom”

Environmental Leader in the industry with its competitor following those


initiatives.

Incentives for Business Organisations to undertake sustainability initiatives:

● Customer Demand
● Employee Retention
● Brand Reputation and publicity
● Resource Limitations
THANK YOU!!!

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