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Corporate DPMO 115,070 96,800 80,757 66,807 54,799 44,565 35,930 28,717 22,750 17,865 13,904 10,724 8,198 6,210 4,661 3,467 2,555

and goals of the program. Consistent The same message should be continually repeated; frequent changes in goals and programs will reduce employee buy-in. Complete All members of the organization should receive the same message; this may be challenging for shop oor workers. Creative A novel communication approach will increase employee retention of the message. This could include an employee involvement program to create and spread program details.

The success of a solid waste minimization program depends on the existence of a solid infrastructure and top management leadership. Leaders need to take personal responsibility for driving waste minimization efforts, including the participation in projects. Some topics that many organizations have mentioned that drive the waste minimization change efforts are

To be successful, the environmental effort must be launched organization-wide. Ensure the necessary resources are invested in the new initiative and monitor the

A photovoltaic solar cell is a bit like a sandwich. It is made from layers of different types of silicon, as illustrated in Figure 10-6. Starting from the base, we have a large contact. Then on top of this we have a layer of p-type silicon, a junction called the space charge region

Corporate DPMO 1,866 1,350 968 686 483 337 233 159 108 72 48 32 21 13 9 5 3.4

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payback. Spread the word about the new initiative as quickly as possible. Senior management needs to lead the effort and take an active and visible role. Provide monetary incentives for success. Reward aggressive team members. Monitor all aspects of success.

In terms of establishing waste minimization goals, it may be bene cial to keep the acronym SMART in mind, to establish goals that are Simple, Measurable, Agreed to, Reasonable, and Time based. Using this approach tends to lead to greater buy-in from employees and team members. For example, if an organization is exploring ways to reduce the amount of waste they send to the land ll, they could brainstorm as a team to establish this SMART goal:

versus the same period last year. Measurable Gather and monitor detailed weekly records of the amounts of waste recorded by the waste hauling company. Agreed to The entire team should agree to this goal and at a minimum had opportunity to provide input. Reasonable A 5 percent reduction is very achievable by modifying process without heavy investment; on the other hand, a 20 percent would not be reasonable in most cases for a 1 year improvement on a new project.

reported results. It is also important to examine why projects fail. Oftentimes many projects fail because a team is not properly empowered or supported. Below is a list developed by John Kotter (1994), in his article Leading Change: Why Transformation Efforts Fail :

FIGURE 4-7.

where the magic occurs, and a slice of n-type silicon on top. On top of all this is layered a grid electrode, which does the job of making the other contact. Now, photons from the sun hit our solar cell, and in doing so spare negatively charged electrons,

Not establishing a great enough sense of urgency Not creating a powerful enough guiding coalition Lacking a vision Under-communicating the vision to stakeholders Not removing obstacles to the new vision Not systematically planning for short-term wins Declaring victory too soon Not anchoring changes to the corporate culture

Sharing lessons learned within the organization can lead to stronger future projects and results and at the same time reduce committing the same mistakes twice. When communicating lessons learned, the sessions should not be treated as a blame game session, but a true opportunity to improve processes and increase project speed. Some methods to examine lessons learned include, benchmarking with competitors, holding regularly scheduled best practice review meetings, and collecting information on project performance in a database.

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