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Figure 4-8 identifies differences between the Balanced Scorecard and the Six Sigma Business Scorecard. Because of trends in the business environment, market dynamics, the rapid evolution of information technology and the Internet, and competitive pressures, profitability is shrinking. However, businesses have significant opportunities that could improve profitability. Without an integrated measurement system that relates to the corporate culture, vision, and beliefs, identifying

This section covers metrics as they relate to the overall implementation of a solid waste minimization business strategy. Metrics that track the effectiveness of the waste minimization infrastructure are a very important component in the process to ensure that goals are being met and that data-driven decisions are being made. The metrics that are created for the solid waste minimization program should be developed to provide valuable information on the success, variability, and ef ciency of the process. The metrics should gauge whether the solid waste minimization infrastructure is accurately measuring the success of the programs. Several key items worth tracking to gauge the infrastructure effectiveness are

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Team member names and contact information Key process output variables Key process input variables Estimated completion date Actual completion date Tools utilized for the project Open action items Solid waste items analyzed Baseline measurements Financial calculations Actual project environment bene ts and nancial savings Lessons learned concerning project effectiveness

Figure 10-3 Plain old silicon its atomic structure. Figure 10-5 Silicon doped with phosphorus note the spare electron.

From this information, managers can gain insights into the effectiveness of each solid waste minimization project and the overall success. Successful projects can also be achieved for use in later projects. In general, metrics need to capture the right activity and be designed to give immediate feedback. Successful metrics focus on the process rather than the product or individuals.

Corporate DPMO 691,462 655,422 617,911 579,260 539,828 500,000 460,172 420,740 382,088 344,578 308,537 274,253 241,964 211,856 184,060 158,655 135,666

The culture of an organization can play a signi cant role in the determining the success of an environmental program or any change effort. Some key organization culture assessment questions to consider when launching a solid waste minimization program are

How do the stakeholders value environmental protection How has the company historically dealt with change initiatives Does the company make consistent changes that don t last How effective are the project teams Is the company frequently focusing on the same problem What is required within the company culture to make continual process improvement a lasting change What will prevent your organization from achieving success with a solid waste minimization program Ultimately, the issue of organizational culture boils down to the organization s ability to change in order to meet changes in the business environment. Speci cally, how quickly the organization adapts to change and how well it embraces the continual improvement process. The key factors that support a culture for change, including the modi cations for a solid waste minimization program are

options. A creative environment can lead to higher quality programs and to stronger employee buy-in. Motivation Employee support is critical to the success of an environmental program. There are various methods to motivate employees to support such programs, including nancial and career advancement incentives. Employee motivation should be taken into account when planning for programs. Empowerment Stronger programs can also result when team members are given more authority over the programs.

introduce it to the silicon. Where there is a boron atom, there is also a missing electron. This creates a hole in the outer shell of the boron atoms and its neighboring silicon atom (Figure 10-4). If we add a little bit of phosphorus to our silicon, we get the opposite effect, a spare electron (Figure 10-5), which doesn t quite know where to fit in. As a result, it sort of lingers uncomfortably waiting for something to happen. Now, we can use these two types of doped silicon to make semiconducting devices, in this case photovoltaic cells.

Effective and continuous communication of the solid waste minimization program is needed to create a shared vision within the organization. This is required by all levels of management to emphasize the t between the program and business needs. A well thought out vision has the power to motivate employees and create shared values. Communicating this vision effectively is an ongoing process and is integral to a well thought out solid waste minimization implementation plan. The four Cs of effective communication plans are

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