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Systems Engineering Management Day 3: SEM and Environmental Engineering Sarah Bell Programme 9-1pm SEM Review Sustainable Systems The Natural Step Environmental Management Systems Life Cycle Assessment 1-2pm BREAK 2-4pm Sustainability Assessment (Giffords) Learning Outcomes • Understand value of SEM in achieving sustainable development • Knowledge of key tools used to incorporate sustainability into large projects and systems – Environmental Management Systems – Life Cycle Assessment – Sustainability assessment What is a system? • Properties of a system – – – – Architect Multiple parts Interaction between parts Emergent properties Systems thinking • Organisation and connection between components • Holism and ‘cause and effect thinking’ • Hierarchy • Partitioning • Lifecycles • Subjectivity What is systems engineering? Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, and then proceeding with design synthesis and system validation while considering the complete problem. Systems Engineering considers both the business and the technical needs of all customers with the goal of providing a quality product that meets the user needs (INCOSE). Why is Systems Engineering of interest to Environmental Engineers? • Environmental systems thinking – Holism, hierarchy, partitioning, lifecycles • Managing environmental projects and systems – Requirements, users, systems architecture etc • Integrate environment and sustainability into large projects Key concepts • • • • • V-diagram Left shift Requirements capture Systems integration Systems design team Systems Engineering: SPMTE Stages Defines When Processes Defines What Defines How Supported by Methods Tools Environment Enhances What & How Enhances What & How The V diagram The V diagram Validation User Satisfaction User need Verification User Requirements System Requirements Architectural Design Sub-system Development Acceptance Tests Verification Verification System Tests Integration Tests Sub-system Tests Left shift Left shift Effort Left Shift Typical The cost of problems Avoiding unnecessary work Avoiding rework Time Delivery Requirements and Acceptance Customers/Users Needs Statement Of Requirements Customer – Supplier Divide Method Of Acceptance Suppliers Development Strategy For every requirement there must be an unambiguous method of acceptance All derived requirements should be traceable to the customer requirements Requirements and acceptance methods should be related – changing one forces a change in the other Requirements and Architectural Design Stakeholder Requirements System Requirements Architectural Design Requirements Elaboration Functional Modelling Statement Of Need Stakeholder Requirements Usage Modelling System Requirements Architectural Design Sub-system Requirements Performance Modelling Requirements cannot be elaborated to sub-system level without a concurrent modelling process System of Systems Integration Different overlays provide different capability Connectivity overlays Asset Map Integration of Specialisations A system engineer does not need to know everything but should know what the limits of his/her knowledge is. Systems Engineer System Domain Systems Engineers Domain Engineers Component Domain System Design Team • Platform for SE to organise and lead the technical aspects of the development • Develops requirements at all levels • System architecture • System design • Fabrication • Test • Installation The SE should have a major say • Acceptance in the function and make-up of such a group. (Reilly 1993) Syndicate exercise • How would you set up a systems design team to deliver an upgrade of the Act On CO2 carbon footprint calculator to incorporate indirect carbon impacts of waste and water? Syndicate exercise http://actonco2.direct.gov.uk/index.html Syndicate exercise • • • • • What is the role of the systems engineer? What other roles are needed? How would you ‘left-shift’? How would you follow the ‘v-diagram’? How would you capture requirements? Sustainable Systems Engineering Management Tools for sustainable systems • Part of the ‘context’ of a project – Policy drivers • Requirements capture and testing • One of the specialisations in the System Design Team Systems Engineering and Sustainable Development • Limits – People – Politics – Equity • Uncertainty and complexity? • Fallacy of control? SEM and Sustainable Development • • • • Soft systems Stakeholders All systems are soft systems? Defining system boundaries – The planet? – Local and global • Defining goals and objectives SEM and Sustainable Development • • • • Bottom up emergence Top-down architecture design and control Dynamic systems, dynamic requirements Responsiveness to environmental and social change SEM What is it good for? • • • • Large projects Integration of systems and sub-systems Capturing requirements Testing requirements SEM What does it need to work on? • Stakeholders – Client management – Participation, deliberation • Modesty? • Dynamic systems, complexity, emergence, bottom up Environmental Systems Engineers cf technical experts • • • • • Participatory v contributory knowledge Integrators Environment Technology People Integrating sustainability into large projects • • • • The Natural Step Environmental Management Systems Life Cycle Assessment Sustainability assessment The Natural Step www.naturalstep.org Basic scientific principles • Nothing disappears – Conservation of matter – First law of thermodynamics • Everything spreads – Second law of thermodynamics • There is value in structure – Economics and ecosystems • Photosynthesis pays the bills The funnel Four System Conditions In a sustainable society, nature is not subject to systematically increasing: 1. concentrations of substances extracted from the earth’s crust 2. concentrations of substances produced by society 3. degradation by physical means 4. and, in that society, people are no subject to conditions that systematically undermine their capacity to meet their needs Manfred Max-Neef’s Nine Human Needs • • • • • Subsistence Protection Affection Understanding Participation • • • • Leisure Creation Identity Freedom Backcasting • Start from vision of sustainable system • Work backwards to develop plans and actions to achieve change ABCD Process Pret a Manger • ‘Charity run’ food for homeless shelters, diverted four tonnes per week from landfill • Electric vans, reduce CO2 emssions by 3 tonnes per year • Changing packaging saved 8 tonnes of waste to landfill per year • Electricity from 100% renewable sources ICI Paints and Forum for the Future • TNS framework to develop user friendly Life Cycle Assessment tool • Used for senior managers to highlight most harmful points in supply chain, process and product life • Identify high level strategic priorities for improving sustainability The Natural Step References • www.naturalstep.org • Cook D. (2004) The Natural Step Totnes, Green Books. Environmental Management Systems Environmental Management Systems • Manage environmental issues systematically, efficiently and efficiently • Part of overall management system • Produce corporate environmental plan which will lead to improved environmental performance Drivers for implementing EMS • • • • • • • Energy efficiency Waste minimisation Green image Competitive advantage Supply chain pressures Environmental legislation protectin Staff morale and corporate social responsibility EMS – Improving Environmental Performance • • • • • • • Setting goals and objectives Identify, obtain and organise resources Identify and assess options Assess risks and priorities Implement selected set of options Audit performance and provide feedback Apply environmental management tools EMS – Factors for Success • • • • Commitment and senior levels Integration with business plan Goals and objectives set at senior levels Feedback on success with appropriate adjustments • Continual improvement Integrated Management System Environmental Management Programme • Schedules, resources and responsibilities • Specific actions and priorities • Individual processes, projects, products, services, sites and facilities • Dynamic and revised regularly EMS • Systematic and comprehensive • Proactive • Corporate level commitment • Feedback and continual improvement • Teamwork EMP • Relatively independent subsystems • Applied sciences and engineering • Focus on error-free operations • Data on day-to-day operations Environmental Policy Statement • High level goals and commitment from senior management • Protect the environment • Prevent pollution • Continuously monitor and improve performance Basic Management Model ACT Revise, learn, correct PLAN Set goals and objectives CHECK Audit DO Implementation and Operation Planning • • • • • Objectives and targets Procedures and programmes Assign responsibility Needs assessment Baseline audit Strategies for implementation • • • • • Incremental Test unit System-wide Build-your-own Bailout Feedback • Auditing, measuring, monitoring • Registration with certifying body Standardising EMS • ISO 14000 – Followed on from ISO 9000, Total Quality Management • EMAS – European – Eco-Management and Audit Scheme ISO 14000 • Series of standards and guidance • 14001 – Environmental Management System Specification • 14004 – Environmental Management System Guideline • Auditing, Labelling, Performance Evaluation, Life Cycle Assessment ISO 14001 • • • • • • • Not specific environmental performance standards Framework for holistic, strategic approach Generic requirements Assurance to management and employees External stakeholders Customers Regulations Criticisms of EMS • Organisations set own objectives and targets – Does not guarantee improved performance • Audits focus on the EMS, not on environmental performance • Environment may be forgotten once EMS standard is achieved Criticisms of EMS • Do not set limits on environmental performance – Pollution, energy, resource use etc • Too bureaucratic • Can be used as a smokescreen or for marketing to clients and stakeholders EMS References • Kirkland L., Wolfwillow Environmental and Thompson D. (2002) Environmental Management Systems, chapter 2 in D. Thompson (ed.) Tools for Environmental Management, Gabriola Island, New Society Publishers, 19-42. • Netherwood A. (1996) Environmental Management Systems, chapter 3 in R. Welford (ed.) Corporate Environmental Management 1 (2nd edition), London, Earthscan, 37-60. • Tinsley S. and Pillai I. (2006) Environmental Management Systems London, Earthscan. Life Cycle Assessment Life Cycle Assessment • Cradle to Grave, Cradle to Cradle • Map and measure all environmental impacts of a product • Inform strategies for improving environmental performance • Decisions about products and services Syndicate exercise • Draw the life cycle of a can of Coca-Cola • Choose either the can or the drink Life Cycle Assessment • Objective process • Product, process or activity • Identify and quantify energy and material use, and releases to the environment • Evaluate and implement opportunities for improvement • Only environmental impacts Entire Life Cycle • • • • • • • Extraction Processing Manufacturing Transport and distribution Use, Reuse, Recycling Maintenance Disposal Life Cycle Assessment • Provide complete a picture as possible • Contribute to understanding environmental consequences of human activities • Provide decision makers with information Users of LCA • • • • • Product designers Shareholders, financiers, insurers Customers Environmental and consumer groups Regulators LCA Methodology (Society for Environmental Toxicity and Chemistry) • • • • Goal and scope definition Inventory analysis Environmental impact assessment Improvements assessment • ISO 14040 Goal and scope definition • • • • • Purpose Assumptions Functional unit Boundaries Data Inventory analysis • All activities and processes • Quantitative list of inputs and outputs • Materials and energy Environmental impact assessment • Assess potential effect on the environment from the inventory • Compile and evaluate different impacts • Different assessment methods • Score them according to agreed criteria • Result in single score or index for comparison Nappies • Cloth versus disposable nappy debate • DEFRA Report 2008 • http://randd.defra.gov.uk/Document.aspx?Docume nt=WR0705_7589_FRP.pdf Strengths of LCA • • • • • • • Complete systems overview Identifies critical elements Identifies knowledge gaps Guidelines for action Increases awareness Global view, rather than singles issues Provides data for environmental decisions and debate Limitations of LCA • Static – snapshot in time • Quality depends on data, boundaries, assumptions etc. • Results may be difficult to evaluate • Limited knowledge of complex processes • Both scientific and subjective criteria • Costs a lot of time and money Life Cycle Assessment References • Higgins A. and Thompson D. (2002) Life Cycle Assessment, chapter 18 in D. Thompson (ed.) Tools for Environmental Management, Gabriola Island, New Society Publishers, 293-306. • Jonson G. (1996) LCA – a tool for measuring environmental performance Leatherhead, Surrey. • Welford R. (1996) Life Cycle Assessment, chapter 8 in R. Welford (ed.) Corporate Environmental Management 1 (2nd edition), London, Earthscan, 138-147.