Description
French vocabulary divided into four anglicism this and related specific notions: the packaging , the packaging , the design of a product , formulation and configuration of functional properties
4
A Packaging Strategy
This chapter discusses the various steps in implementing a packaging improvement strategy, from obtaining management commitment before you start, to refining the strategy once you have implemented it and learned from it.
Following the steps in this chapter will allow you to select the most appropriate tools to help you implement a packaging improvement strategy.
The following are the steps in the strategy:
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
Prevent & Save Toolkit
7
4
A Packaging Strategy
1 Management Commitment The initial step in a Packaging Improvement Strategy is to ensure a top-down approach, with management willing to drive the initiative.
The success of any improvement strategy is dependent on the commitment of senior management. Without this, the resources required to execute the strategy will not be available, thus impeding potential improvements set forth in the strategy. The main objective of this strategy is to find optimum levles for packaging materials, which in turn will reduce packaging costs This brochure will concentrate on packaging weights and outline methods of measuring and reducing such weights. This is a simple and practical way of improving packaging at the moment but in time there may be other methods available that relate to measures such as air miles or carbon content for example.
Cost savings will encourage management commitment
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
8
2 Designating a Project Manager The project manager is the person who will drive the Packaging Improvement Strategy.
This key team member will hold responsibility for; Surveying the existing packaging systems and calculating the weights involved, Prioritising the systems to target, Selecting the appropriate tools, Optimising the primary, secondary and tertiary packaging, Championing the investment required, Tracking the projects progress. The project manager must decide whether the functions of packaging are being fulfilled in any packaging system. As material is removed from the packaging system, it becomes more difficult for the remaining material to fulfil these functions of packaging. Good judgement and experience in this area can make the changes smoother. Packaging material suppliers and packaging machinery suppliers can add useful expertise in these areas. Repak can also offer advice if required. The Project Manager in also responsible for evaluating priorities. For Example, does the packaging system require: Cheaper Packaging Less weight Simpler materials More Recycled Materials More Recyclable Materials Packaging from a nearer location Less Embedded Carbon A more positive Public Image
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
Prevent & Save Toolkit
9
4
A Packaging Strategy
3 Surveying Existing Packaging Systems The purpose of the packaging system survey is to quantify the weights of packaging used in a packaging system.
All primary, secondary and tertiary packaging that contributes to a final product should be considered. The output of such a survey should be a finished product packaging weight, derived from all materials used in the packaging system. This is required so that when components of the packaging system are altered, the net effect on the total packaging system can be deduced. Such a survey is equally valid on packaging products coming into a business (input packaging), or leaving a business (output packaging). Ideally when packaging in one system has been optimised, the other should also be examined for opportunities. For example, if the output packaging has been optimised, the way that packaging is intially delivered should also be examined so that the input packaging can also be optimised. By comparing this packaging system weight to the weight of product it contains, a ‘Packaging Ratio’ can be calculated, showing the efficiency of the packaging system. An example of such a calculation is shown at the end of this chapter.
The underlying principal of the survey is to gather as much information as possible, so as to ensure that informed decision making can take place leading to a sustainable project plan. The most important part of the survey is the product weight and packaging weight calculations
Product weights should be available from documentation such as sales sheets or product into and out of the company’s warehouse. Net weight is the preferred option as this relates strictly to the product, where packaging weight is accounted for seperately. Packaging weights are commonly stored on spreadsheets or databases and are often required to provide information on a company’s packaging to customers, suppliers, local authorities and Repak. Quantities of units sold in a particular period (e.g. annually) my also be required to show the absolute amount of product or packaging placed on the Irish market in such a period.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
10
4 Identifying the Target Areas Knowing the target areas allows the strategy to begin with the implementation of ‘quick win’ projects.
The following should be considered when identifying the target areas: Which packaging designs have not been reviewed recently?
Once target areas are identified, they can then be prioritised. The first projects to be tackled should be the ones that:
Reduce the largest amount of packaging waste Are the easiest to implement Produce the largest amount of cost savings It is possible that any specific project will not meet all three criteria above, but it is worth bearing them in mind when deciding on which projects to implement first. Lower priority projects should not be forgotten, as circumstances may change in the future which could make these projects more attractive. Working through a priority list is a good way of seeing where you are in an improvement strategy. When the strategy is reviewed, the projects on this list may move up or down in priority, but will not be forgotten.
What items are made or imported with the most amount of packaging per product? Where are the packaging return or re-use opportunities? Which suppliers (machinery / material) can I work with to reduce packaging waste? Where are the areas where most packaging waste is produced on-site? What are the products with the highest production volumes? Do I use packaging materials my customers cannot recycle? Do I receive packaging materials my business cannot recycle? What are my competitors doing to reduce packaging waste?
Once target areas are identified, tools can be chosen to help implement the projects.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
11
4
A Packaging Strategy
5 Selecting Appropriate Tools Use the most appropriate tools at the back of this booklet to reduce the identified packaging waste
One of the difficulties with a Packaging Improvement Strategy is being clear about what an improvement is. There are many contradictions to be found in the choices available and decisions have to be made with regard to what is appropriate for a business. For example, some or all of the following could be important: Reducing the weight and volume of packaging placed on the market. Making packaging more recyclable. Reducing the carbon footprint of products or packaging. Using more recycled content in the packaging. Using biodegradable materials in the packaging. Reducing the hazardous content of the packaging.
While all of these are admirable goals, one has to watch out for possible dilemmas that these goals could cause. For example:
Reducing the weight of packaging results in the use of lighter packaging materials, particularly plastic. Some types of plastic material are still more difficult to recycle than traditional materials such as cardboard or steel. Thus, reducing the weight of packaging can sometimes make the packaging less recyclable. Recycled packaging materials can sometimes be heavier than new materials when performing a similar function. For example, recycled cardboard liners are normally heavier than new cardboard liners in achieving comparable compression strengths. As a result, using a higher recycled content may mean increasing the weight of your packaging.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
12
6 Implementing the Strategy With all the planning complete, and the appropriate tools selected, the Packaging Improvement Strategy can be implemented across your business.
Knowing what is to be achieved will allow it to be measured. a a Packaging Ratio as described in section 4.3, is one way of doing this but there are others. Concepts like ‘Packaging Prevention’ and ‘Packaging Reduction’ are difficult to quantify, so it is important that you understand what the current situation is with regard to packaging before you ‘prevent’ or ‘reduce’ any packaging waste. This also allows the success of the strategy to be measured, as you will be able to see what has been saved through the implementation of the strategy.
Businesses may use biodegradable materials to improve the environmental performance of their packaging, but some of these materials can contaminate recycling streams if they are not segregated and disposed of properly. Although the material may be biodegradable, it could be less recyclable. When selecting the tools available at the back of this booklet, any undesirable outcomes should be considered as described above. The impact of the tools on primary, secondary and tertiary packaging should also be considered as described in Section 4.3.
With the tools most suited to your business identified, a Packaging Improvement Strategy can be implemented.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
13
4
A Packaging Strategy
7 Reviewing Success and Failure Having implemented the strategy, the next thing to do is to analyse how successful it was.
Having decided on which areas to target, and what the intended outcomes were, these should be measurable if baseline results were recorded before the strategy was implemented. A review of the strategy should be able to show which projects worked well, and which did not. If goals were set beforehand, then the success of the overall strategy should also be measurable.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
14
8 Refining the Strategy Packaging Improvement is a continuous process. Technology is changing all the time and projects that did not seem feasible a short time ago are now becoming feasible.
For example, flexible film wrappers are being provided in thinner and thinner gauges while still retaining the required barrier properties, sealability and other functionality. Improvements in film manufacturing and packaging machinery technology now allow these film types to be used. There are similar improvements taking place with plastic bottle production, corrugated cardboard, glass, steel and many other packaging materials. Within your own business circumstances could also be changing. For example, investment in particular machinery may become feasible where it was not before. Changes in the price of ingredients, materials, or product mixes could all have an effect on the packaging designs that will be employed in the future.
Having reviewed the Packaging Improvement Strategy and considered the changes to your business, a refined strategy can be considered that will improve your packaging even further. It is possible that you may require new tools from this booklet, or assistance from other areas, but it is certain that you will be able to make further improvements when you implement your initial Packaging Improvement Strategy.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
Prevent & Save Toolkit
15
doc_814244548.pdf
French vocabulary divided into four anglicism this and related specific notions: the packaging , the packaging , the design of a product , formulation and configuration of functional properties
4
A Packaging Strategy
This chapter discusses the various steps in implementing a packaging improvement strategy, from obtaining management commitment before you start, to refining the strategy once you have implemented it and learned from it.
Following the steps in this chapter will allow you to select the most appropriate tools to help you implement a packaging improvement strategy.
The following are the steps in the strategy:
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
Prevent & Save Toolkit
7
4
A Packaging Strategy
1 Management Commitment The initial step in a Packaging Improvement Strategy is to ensure a top-down approach, with management willing to drive the initiative.
The success of any improvement strategy is dependent on the commitment of senior management. Without this, the resources required to execute the strategy will not be available, thus impeding potential improvements set forth in the strategy. The main objective of this strategy is to find optimum levles for packaging materials, which in turn will reduce packaging costs This brochure will concentrate on packaging weights and outline methods of measuring and reducing such weights. This is a simple and practical way of improving packaging at the moment but in time there may be other methods available that relate to measures such as air miles or carbon content for example.
Cost savings will encourage management commitment
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
8
2 Designating a Project Manager The project manager is the person who will drive the Packaging Improvement Strategy.
This key team member will hold responsibility for; Surveying the existing packaging systems and calculating the weights involved, Prioritising the systems to target, Selecting the appropriate tools, Optimising the primary, secondary and tertiary packaging, Championing the investment required, Tracking the projects progress. The project manager must decide whether the functions of packaging are being fulfilled in any packaging system. As material is removed from the packaging system, it becomes more difficult for the remaining material to fulfil these functions of packaging. Good judgement and experience in this area can make the changes smoother. Packaging material suppliers and packaging machinery suppliers can add useful expertise in these areas. Repak can also offer advice if required. The Project Manager in also responsible for evaluating priorities. For Example, does the packaging system require: Cheaper Packaging Less weight Simpler materials More Recycled Materials More Recyclable Materials Packaging from a nearer location Less Embedded Carbon A more positive Public Image
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
Prevent & Save Toolkit
9
4
A Packaging Strategy
3 Surveying Existing Packaging Systems The purpose of the packaging system survey is to quantify the weights of packaging used in a packaging system.
All primary, secondary and tertiary packaging that contributes to a final product should be considered. The output of such a survey should be a finished product packaging weight, derived from all materials used in the packaging system. This is required so that when components of the packaging system are altered, the net effect on the total packaging system can be deduced. Such a survey is equally valid on packaging products coming into a business (input packaging), or leaving a business (output packaging). Ideally when packaging in one system has been optimised, the other should also be examined for opportunities. For example, if the output packaging has been optimised, the way that packaging is intially delivered should also be examined so that the input packaging can also be optimised. By comparing this packaging system weight to the weight of product it contains, a ‘Packaging Ratio’ can be calculated, showing the efficiency of the packaging system. An example of such a calculation is shown at the end of this chapter.
The underlying principal of the survey is to gather as much information as possible, so as to ensure that informed decision making can take place leading to a sustainable project plan. The most important part of the survey is the product weight and packaging weight calculations
Product weights should be available from documentation such as sales sheets or product into and out of the company’s warehouse. Net weight is the preferred option as this relates strictly to the product, where packaging weight is accounted for seperately. Packaging weights are commonly stored on spreadsheets or databases and are often required to provide information on a company’s packaging to customers, suppliers, local authorities and Repak. Quantities of units sold in a particular period (e.g. annually) my also be required to show the absolute amount of product or packaging placed on the Irish market in such a period.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
10
4 Identifying the Target Areas Knowing the target areas allows the strategy to begin with the implementation of ‘quick win’ projects.
The following should be considered when identifying the target areas: Which packaging designs have not been reviewed recently?
Once target areas are identified, they can then be prioritised. The first projects to be tackled should be the ones that:
Reduce the largest amount of packaging waste Are the easiest to implement Produce the largest amount of cost savings It is possible that any specific project will not meet all three criteria above, but it is worth bearing them in mind when deciding on which projects to implement first. Lower priority projects should not be forgotten, as circumstances may change in the future which could make these projects more attractive. Working through a priority list is a good way of seeing where you are in an improvement strategy. When the strategy is reviewed, the projects on this list may move up or down in priority, but will not be forgotten.
What items are made or imported with the most amount of packaging per product? Where are the packaging return or re-use opportunities? Which suppliers (machinery / material) can I work with to reduce packaging waste? Where are the areas where most packaging waste is produced on-site? What are the products with the highest production volumes? Do I use packaging materials my customers cannot recycle? Do I receive packaging materials my business cannot recycle? What are my competitors doing to reduce packaging waste?
Once target areas are identified, tools can be chosen to help implement the projects.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
11
4
A Packaging Strategy
5 Selecting Appropriate Tools Use the most appropriate tools at the back of this booklet to reduce the identified packaging waste
One of the difficulties with a Packaging Improvement Strategy is being clear about what an improvement is. There are many contradictions to be found in the choices available and decisions have to be made with regard to what is appropriate for a business. For example, some or all of the following could be important: Reducing the weight and volume of packaging placed on the market. Making packaging more recyclable. Reducing the carbon footprint of products or packaging. Using more recycled content in the packaging. Using biodegradable materials in the packaging. Reducing the hazardous content of the packaging.
While all of these are admirable goals, one has to watch out for possible dilemmas that these goals could cause. For example:
Reducing the weight of packaging results in the use of lighter packaging materials, particularly plastic. Some types of plastic material are still more difficult to recycle than traditional materials such as cardboard or steel. Thus, reducing the weight of packaging can sometimes make the packaging less recyclable. Recycled packaging materials can sometimes be heavier than new materials when performing a similar function. For example, recycled cardboard liners are normally heavier than new cardboard liners in achieving comparable compression strengths. As a result, using a higher recycled content may mean increasing the weight of your packaging.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
12
6 Implementing the Strategy With all the planning complete, and the appropriate tools selected, the Packaging Improvement Strategy can be implemented across your business.
Knowing what is to be achieved will allow it to be measured. a a Packaging Ratio as described in section 4.3, is one way of doing this but there are others. Concepts like ‘Packaging Prevention’ and ‘Packaging Reduction’ are difficult to quantify, so it is important that you understand what the current situation is with regard to packaging before you ‘prevent’ or ‘reduce’ any packaging waste. This also allows the success of the strategy to be measured, as you will be able to see what has been saved through the implementation of the strategy.
Businesses may use biodegradable materials to improve the environmental performance of their packaging, but some of these materials can contaminate recycling streams if they are not segregated and disposed of properly. Although the material may be biodegradable, it could be less recyclable. When selecting the tools available at the back of this booklet, any undesirable outcomes should be considered as described above. The impact of the tools on primary, secondary and tertiary packaging should also be considered as described in Section 4.3.
With the tools most suited to your business identified, a Packaging Improvement Strategy can be implemented.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
13
4
A Packaging Strategy
7 Reviewing Success and Failure Having implemented the strategy, the next thing to do is to analyse how successful it was.
Having decided on which areas to target, and what the intended outcomes were, these should be measurable if baseline results were recorded before the strategy was implemented. A review of the strategy should be able to show which projects worked well, and which did not. If goals were set beforehand, then the success of the overall strategy should also be measurable.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
14
8 Refining the Strategy Packaging Improvement is a continuous process. Technology is changing all the time and projects that did not seem feasible a short time ago are now becoming feasible.
For example, flexible film wrappers are being provided in thinner and thinner gauges while still retaining the required barrier properties, sealability and other functionality. Improvements in film manufacturing and packaging machinery technology now allow these film types to be used. There are similar improvements taking place with plastic bottle production, corrugated cardboard, glass, steel and many other packaging materials. Within your own business circumstances could also be changing. For example, investment in particular machinery may become feasible where it was not before. Changes in the price of ingredients, materials, or product mixes could all have an effect on the packaging designs that will be employed in the future.
Having reviewed the Packaging Improvement Strategy and considered the changes to your business, a refined strategy can be considered that will improve your packaging even further. It is possible that you may require new tools from this booklet, or assistance from other areas, but it is certain that you will be able to make further improvements when you implement your initial Packaging Improvement Strategy.
1 2 3 4 5 6 7 8
Management Commitment Designating a Project Manager Surveying Existing Packaging Systems Indentifying the Target Areas Selecting the Appropriate Tools Implementing the Strategy Reviewing Success and Failure Refining the Strategy
Prevent & Save Toolkit
15
doc_814244548.pdf