N.E. Boorsma
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1
The strategic value of design for remanufacturing
A case study of professional imaging equipment
Remanufacturing offers an approach to extend product lifetime beyond its first use. After restoring products to original quality, they are reintroduced to the market. To make products more suited for this approach, and to increase resource-efficiency, design for remanufacturing can be incorporated for new product development. Academic literature points out opportunities for improved implementation particularly through early-stage design activities. This paper presents an in-depth, single case study into the opportunities and barriers to incorporate design for remanufacturing ine early-stage design. The selected case company is a producer of professional imaging equipment with an internal remanufacturing division. The company has decades of experience in remanufacturing and has introduced a company standard on design for End-of-Life. For data collection, employees from different departments were interviewed and observed. Design management theory was used to combine findings from all perspectives into a company-specific strategy map. This map shows departmental interrelations and dependencies, and exposes the opportunities for creating new value through design. At the case company, remanufacturing was found to be separate from, and secondary to, the development of newly manufactured products. If the strategy of a company is not attuned to developing products that serve multiple use-cycles, its execution will remain sub-optimal and remanufacturing will be a value-retention strategy in isolation. These findings may be valid for other companies that have remanufacturing operations, which are separate, as well.
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Remanufacturing offers an approach to extend product lifetime beyond its first use. After restoring products to original quality, they are reintroduced to the market. To make products more suited for this approach, and to increase resource-efficiency, design for remanufacturing can be incorporated for new product development. Academic literature points out opportunities for improved implementation particularly through early-stage design activities. This paper presents an in-depth, single case study into the opportunities and barriers to incorporate design for remanufacturing ine early-stage design. The selected case company is a producer of professional imaging equipment with an internal remanufacturing division. The company has decades of experience in remanufacturing and has introduced a company standard on design for End-of-Life. For data collection, employees from different departments were interviewed and observed. Design management theory was used to combine findings from all perspectives into a company-specific strategy map. This map shows departmental interrelations and dependencies, and exposes the opportunities for creating new value through design. At the case company, remanufacturing was found to be separate from, and secondary to, the development of newly manufactured products. If the strategy of a company is not attuned to developing products that serve multiple use-cycles, its execution will remain sub-optimal and remanufacturing will be a value-retention strategy in isolation. These findings may be valid for other companies that have remanufacturing operations, which are separate, as well.
Design indicators can be used by companies to track circular design implementation, which can yield insights into their performance and opportunities for improvement. Yet, existing indicator methods either lack depth with regard to circular design, are incomplete, or do not use design semantics. This study explores product-level circularity indicators, with the aim of developing a comprehensive circularity indicator method specifically aimed at designers. The method development process follows a three step Design Science Research approach. It comprises a literature review and knowledge coproduction sessions with circular design experts on topics such as durability, repair, remanufacturing, and recycling. Furthermore, it includes company evaluations with two multinational corporations operating in the white goods and automotive industries. The study delivers the first indicator method for assessing circular product design on a broad range of aspects, including levels of readiness, company strengths, and opportunities for improvement. The method uses product design semantics to evaluate design aspects, takes a comprehensive view of the full life cycle, and has been specifically developed for industry use.
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Design indicators can be used by companies to track circular design implementation, which can yield insights into their performance and opportunities for improvement. Yet, existing indicator methods either lack depth with regard to circular design, are incomplete, or do not use design semantics. This study explores product-level circularity indicators, with the aim of developing a comprehensive circularity indicator method specifically aimed at designers. The method development process follows a three step Design Science Research approach. It comprises a literature review and knowledge coproduction sessions with circular design experts on topics such as durability, repair, remanufacturing, and recycling. Furthermore, it includes company evaluations with two multinational corporations operating in the white goods and automotive industries. The study delivers the first indicator method for assessing circular product design on a broad range of aspects, including levels of readiness, company strengths, and opportunities for improvement. The method uses product design semantics to evaluate design aspects, takes a comprehensive view of the full life cycle, and has been specifically developed for industry use.
BoorsmaRemanufacturing is one of the product recovery approaches in a circular economy. In the remanufacturing production process, used products are returned to their original product specifications. When compared to original manufacturing, remanufacturing results in lower raw material consumption and reduces carbon emissions. Despite having been operative for decades, across multiple industries, remanufacturing remains a niche company activity. The engineering knowledge on how to design products to improve the fit with the remanufacturing process is widely reported in academic literature. This thesis explores the role of strategic design in the context of remanufacturing and aims to promote a wider implementation of remanufacturing in industry. Strategic design determines the extent to which a product meets market needs, what its functionality should be, and whether it supports the company’s long-term objectives.
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BoorsmaRemanufacturing is one of the product recovery approaches in a circular economy. In the remanufacturing production process, used products are returned to their original product specifications. When compared to original manufacturing, remanufacturing results in lower raw material consumption and reduces carbon emissions. Despite having been operative for decades, across multiple industries, remanufacturing remains a niche company activity. The engineering knowledge on how to design products to improve the fit with the remanufacturing process is widely reported in academic literature. This thesis explores the role of strategic design in the context of remanufacturing and aims to promote a wider implementation of remanufacturing in industry. Strategic design determines the extent to which a product meets market needs, what its functionality should be, and whether it supports the company’s long-term objectives.
Incorporating design for remanufacturing in the early design stage
A design management perspective
Adopting design approaches that allow products to last multiple use-cycles supports European Commission objectives to reduce greenhouse gas emissions and reduce primary material impacts. Remanufacturing is an example of an appropriate circular strategy and it can be applied in a variety of industries that are intensive materials users. However, most companies have not yet adopted design strategies facilitating remanufacturing at scale. In this paper, we explored how design management can facilitate the implementation of Design for Remanufacturing, based on a literature review and in-depth interviews. Seven companies active in business-to-business markets were interviewed about the design-related opportunities and barriers they see for remanufacturing. We found that access to technical knowledge is not a barrier, whereas integrating this knowledge into the existing design process is. We conclude that design management can contribute to the uptake of Design for Remanufacturing for the following reasons: by making the value of Design for Remanufacturing to the company at large explicit, by building bridges between internal and external stakeholders, and by embedding Design for Remanufacturing into existing processes by means of Key Performance Indicators (KPIs) and roadmaps.
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Adopting design approaches that allow products to last multiple use-cycles supports European Commission objectives to reduce greenhouse gas emissions and reduce primary material impacts. Remanufacturing is an example of an appropriate circular strategy and it can be applied in a variety of industries that are intensive materials users. However, most companies have not yet adopted design strategies facilitating remanufacturing at scale. In this paper, we explored how design management can facilitate the implementation of Design for Remanufacturing, based on a literature review and in-depth interviews. Seven companies active in business-to-business markets were interviewed about the design-related opportunities and barriers they see for remanufacturing. We found that access to technical knowledge is not a barrier, whereas integrating this knowledge into the existing design process is. We conclude that design management can contribute to the uptake of Design for Remanufacturing for the following reasons: by making the value of Design for Remanufacturing to the company at large explicit, by building bridges between internal and external stakeholders, and by embedding Design for Remanufacturing into existing processes by means of Key Performance Indicators (KPIs) and roadmaps.
The building industry contributes approximately 40% of the total waste generated in the European Union (EU). Across the EU a shift towards closing product loops, as part of a transition towards a circular economy, is considered as a promising approach to reduce waste and pollution. Remanufacturing is an example of a strategy which supports this approach. It is applied in various industries that are intensive materials users. It has, however, not been applied in the building sector on a large scale. This is unfortunate, given that buildings offer several favorable key conditions for remanufacturing, such as providing access to high volumes of products, containing high material value, at fixed locations. This paper aims to analyse the human, soft issues for design for remanufacturing at the design stage of products used in the built environment. The methodology used consisted of a literature review followed by a workshop with twenty professionals from the building industry. The workshop approach was developed in a series of EU funded projects. The paper concludes by proposing that, even though the technical barriers to remanufacture building products are low, the soft barriers in the shift towards remanufacturing, on a larger scale, appear to remain high.
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The building industry contributes approximately 40% of the total waste generated in the European Union (EU). Across the EU a shift towards closing product loops, as part of a transition towards a circular economy, is considered as a promising approach to reduce waste and pollution. Remanufacturing is an example of a strategy which supports this approach. It is applied in various industries that are intensive materials users. It has, however, not been applied in the building sector on a large scale. This is unfortunate, given that buildings offer several favorable key conditions for remanufacturing, such as providing access to high volumes of products, containing high material value, at fixed locations. This paper aims to analyse the human, soft issues for design for remanufacturing at the design stage of products used in the built environment. The methodology used consisted of a literature review followed by a workshop with twenty professionals from the building industry. The workshop approach was developed in a series of EU funded projects. The paper concludes by proposing that, even though the technical barriers to remanufacture building products are low, the soft barriers in the shift towards remanufacturing, on a larger scale, appear to remain high.
The transition towards a circular economy proposes to deliver sustainable, lower carbon opportunities to society, governments and companies. This paper focuses on finding barriers encountered during remanufacturing activities and interpreting the barriers by using a framework for dynamic capabilities. Dynamic capabilities enable companies to adjust to changes in their business activities. In the literature, remanufacturing is described as a process to restore used products to a ‘as good as new’ condition, through a series of steps. This paper discusses the analysis of in-depth interviews with a selection of five remanufacturing companies. The companies are from the following sectors: automotive, IT, photocopiers, industrial robots and building components. Results show they have a tendency to put technical capabilities at the core of their research, leaving ‘softer’ capabilities, such as sensing and learning, less developed.
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The transition towards a circular economy proposes to deliver sustainable, lower carbon opportunities to society, governments and companies. This paper focuses on finding barriers encountered during remanufacturing activities and interpreting the barriers by using a framework for dynamic capabilities. Dynamic capabilities enable companies to adjust to changes in their business activities. In the literature, remanufacturing is described as a process to restore used products to a ‘as good as new’ condition, through a series of steps. This paper discusses the analysis of in-depth interviews with a selection of five remanufacturing companies. The companies are from the following sectors: automotive, IT, photocopiers, industrial robots and building components. Results show they have a tendency to put technical capabilities at the core of their research, leaving ‘softer’ capabilities, such as sensing and learning, less developed.
Remanufacturing is seen as a key strategy as part of the transition towards a circular economy. Remanufacturers encounter various barriers in their operations, even after being applied in various for over decades. These barriers, along with propositions to overcome them, are discussed extensively in academic literature. This paper focuses on the process of translating the barriers found in literature and field studies into lifelong learning materials for remanufacturers. In this process, a workshop for remanufacturing entrepreneurs and practitioners was developed, aming to overcome the barriers identified in literature and in two European Union KIC EIT Raw Materials funded projects. More widely, the outcomes aim to foster the further development and exploitation of remanufacturing practice.
The workshop was based on literature and case studies that highlighted barriers to remanufacturing. The workshop exercises support participants in developing company specific solutions, and simultaneously provides a framework for discussion. Based on participants’ evaluations, exercises discussing product design, selecting a business model and planning reverse logistics were considered most insightful. Lower rated aspects, included offering more services around products and offering products as services. ...
The workshop was based on literature and case studies that highlighted barriers to remanufacturing. The workshop exercises support participants in developing company specific solutions, and simultaneously provides a framework for discussion. Based on participants’ evaluations, exercises discussing product design, selecting a business model and planning reverse logistics were considered most insightful. Lower rated aspects, included offering more services around products and offering products as services. ...
Remanufacturing is seen as a key strategy as part of the transition towards a circular economy. Remanufacturers encounter various barriers in their operations, even after being applied in various for over decades. These barriers, along with propositions to overcome them, are discussed extensively in academic literature. This paper focuses on the process of translating the barriers found in literature and field studies into lifelong learning materials for remanufacturers. In this process, a workshop for remanufacturing entrepreneurs and practitioners was developed, aming to overcome the barriers identified in literature and in two European Union KIC EIT Raw Materials funded projects. More widely, the outcomes aim to foster the further development and exploitation of remanufacturing practice.
The workshop was based on literature and case studies that highlighted barriers to remanufacturing. The workshop exercises support participants in developing company specific solutions, and simultaneously provides a framework for discussion. Based on participants’ evaluations, exercises discussing product design, selecting a business model and planning reverse logistics were considered most insightful. Lower rated aspects, included offering more services around products and offering products as services.
The workshop was based on literature and case studies that highlighted barriers to remanufacturing. The workshop exercises support participants in developing company specific solutions, and simultaneously provides a framework for discussion. Based on participants’ evaluations, exercises discussing product design, selecting a business model and planning reverse logistics were considered most insightful. Lower rated aspects, included offering more services around products and offering products as services.