Life cycle
Mapping tool
For mapping operations
Life Cycle Mapping Tool – for mapping operations
This tool has been designed for use by all businesses and organisations wanting to map out and understand
their operations, identify impacts and where they occur, and develop better, more targeted strategies for reducing
these impacts. It is particularly useful for non-manufacturing businesses such as retailers, restaurants, educational
institutions, health service providers etc.
It is a simple, step by step life cycle mapping process that you can use in-house to map out all your operations,
identifying key environmental impacts that you can influence (including along your supply chain), through to
developing an action plan of effective strategies to reduce your organisation’s impacts.
It will help you understand the materials, energy and water flows, determine where the impacts occur, and make
better decisions about strategies for reducing your environmental footprint. All boxes, grids and matrices are
active, i.e. you can type directly into them. They can also be saved and printed.
Step 1 – Mapping your operations
On an A3 sheet of paper or sheet of butchers paper, map out all the operations/activities that go on in your
business - see the example for a restaurant. Use a highlight pen to highlight the areas which you feel are the key
ones, and likely to have the biggest negative environmental impacts.
Example: Mapping operations/activities – Restaurant
2
Life Cycle Mapping Tool – for mapping operations
Step 2 - Life cycle mapping
Draw a ‘life cycle map’ showing the main stages/parts for each of the operations identified in Step 1, i.e. the ones
you highlighted as key. See the example restaurant map for preparing a meal. You may need to do a little research
here. Note some of the stages will occur ‘outside your gate’ i.e. along your supply chain. Note also that some
activities, such as cleaning, will be repeated in different maps.
When you have completed the maps use a highlight pen to highlight the stages where you think the biggest
environmental impacts occur – see example.
Example: Life cycle map – Cooking/preparing a meal
3
Life Cycle Mapping Tool – for mapping operations
Step 3 - Identifying key environmental impacts
Use the information from your map to complete the life cycle impacts matrix by thinking about the environmental
impacts that may occur at each stage in the delivery of your service – note some of these will be completely
outside your influence, but it is important to be aware of them.
This may require some additional research on your part, for example you may need to research the environmental
impacts associated with sourcing and processing of raw materials, eg metals, plastics or timber used in the
products you purchase to deliver your service, such as stationary and computers. (See the two restaurant
examples: Produce-red meat and Appliances)
It is important to try to complete the impact matrices for all activities identified in your map, remembering that
some will be repeated. If you find the task is too great, then only focus on the highlighted areas in your maps.
When completed, use a highlight pen to identify the KEY impacts and another colour to highlight the ones that
you CAN influence directly or indirectly.
Example 1: Environmental impact matrix - red meat
Stage of life
cycle
Input of materials
Potentially
Hazardous
materials
Energy Use
Water use
Raw Materials
• Feed Stocks
• Chemicals
• Health
• Hormones
• Chemicals
• Farm
machinery
Large water • Methane
• GHG
• Machinery
(fossil fuels)
Manufacture/
Processing
• Equipment (abattoir) • Chemicals
• Packaging
• Refrigeration
• Transport
• Lighting
• Equipment
• Staff
• Cleaning
• Slaughter
Sale &
Distribution
• Fuels – transport
• Packaging material
• Labour
• Transport
• Refrigeration
• Storage
Use
• Ingredients
• Labour
• Kitchen equipment
• Café equipment
End of Life/
wastes
Key impacts
Able to influence directly or indirectly
4
• Chemicals
• Cooking
• Refrigerants • Lighting
• Gas
• Labour
• Storage/
refrigeration
Emissions
• Containers
• Manure
• Fat, bones, skins
• GHG
• NOX and SOX • Packaging
• Effluent
• GHG
• Cooking
• Cleaning
Solid waste
• Packaging
• GHG
• Food waste
• Liquid wastes • Packaging
• Food waste
• Overeating
• Spoilage
• Uneaten
• Takeaway
packaging
Life Cycle Mapping Tool – for mapping operations
Example 2: Environmental impact matrix - cooking appliances
Stage of life
cycle
Input of materials Potentially
Hazardous
materials
Energy Use
Water use
Emissions
Solid waste
Raw Materials
• Mining and
• Chemicals
processing of
used in
metals (including
recovery
precious metals
and refining
for circuit boards) of some
metals
• Plastics
• Mine
wastes,
slurries and
overburdens
• Metals, plastics • Hazardous
used to
materials
manufacture
for circuit
boards
• Chemicals
• Heavy
machinery
• Transport
• Heavy
water
use for
recovery
of some
metals
• GHG
• Other
pollutants
• Mine wastes
• Embodied
energy
• High energy
use in
processing
• Water
used in
• Exhaust
• Packaging
manufacturers
• GHG
Manufacture/
Processing
Sale &
Distribution
• Transport
Use
• Using
appliance
End of Life/
wastes
Key impacts
Able to influence directly or indirectly
5
• Transport
• Using
• GHG
appliance
• Landfill
• Gas from
fridges
• Tipping – refuse
• Recycle - scrap
Life Cycle Mapping Tool – for mapping operations
Environmental impact matrix
Stage of life
cycle
Raw Materials
Manufacture/
Processing
Sale &
Distribution
Use
End of Life/
wastes
6
Input of materials
Potentially
Hazardous
materials
Energy Use
Water use
Emissions
Solid waste
Life Cycle Mapping Tool – for mapping operations
Step 4 - Developing strategies to reduce environmental impacts
You now need to think about possible ways of reducing these impacts. Complete the strategies table for the key
impacts that you identified in your life cycle matrices as ones that you can influence directly or indirectly i.e. the
ones you highlighted. You may need to do some research here, or seek some external advice to help identify
strategies, especially as some of the key impacts may be in your supply chain and therefore difficult to influence.
You may also think of further work required before strategies can be adopted, e.g. more research, costings,
availability of resources and expertise etc.
When you have finished, number the strategies, see example – these will be used in Step 5. Note similar strategies
should be given the same number eg purchasing decisions based on energy, water and durability can be numbered
the same.
Example 1: Mitigating strategies – red meat
7
Impact
Strategy
Further work needed
GHG emissions
• Purchasing - where from/locations
o locally bred/processed 1.
o Organic 2.
o kangaroo meat instead of beef 3.
o pork or chicken instead of beef 3.
• Supplier chain matrix/ questionnaire
• MLA
• Preferred supplier/areas
• Investigate – breed/growing techniques
Packaging
• Identify current packaging and alternatives 4.
• Refocus on alternatives i.e, use buckets not
cardboard 5.
• Back to supplier
• Recycling
Energy use
• Replace lighting with energy efficient 6.
• Star rating of compressors?
• Delivery/storage processes – small & large amounts
• Investigate alternatives to refrigeration
eg vac packaging/freeze/fresh 7.
• Re-evaluate equipment – induction hotplates
• Purchasing energy efficient cooking appliances 8.
• Investigate alternatives equipment/cooking
processes/more sharing of ovens 9
Water use
• Understand supplier/farmers use 10.
• Purchase alternatives – eg kangaroo 3.
• Water efficiency measures 11.
• Cleaning processes
• Evaluate - external provider
- internal arrangement
Transport (fuel)
Purchasing arrangements – buying local 1.
Assess - Animal purchasing requirements for
specific paddock to the plate
Chemicals
Hormone free – aim to purchase 2.
Use less chemicals in cleaning 12.
Cleaners and contract/standards/specified 13.
Suppliers chain
Biodegradable
Organic chemicals
Waste
Forecast for planned purchasing 14.
More efficient processes 15.
Stock control – management 16.
Audit % Yield wastage 17.
2nd bite/Fairshare
Breakdown of offcuts/bones
Portion control
Land clearing
Purchase kangaroo or other alternative 3.
Life Cycle Mapping Tool – for mapping operations
Example 2: Mitigating strategies – Cooking appliances
8
Impact
Strategy
Further work needed
GHG emissions
• Purchasing – look at specific criteria 1.
• Purchase products with highest energy rating (number of stars) 1.
• Criteria to be developed
Materials
efficiency
• Purchase appliances manufactured from sustainably sourced materials
and/or with recycled content 1.
Packaging
• Ensure appliance packaging is recycled 2.
• Back to supplier
• Recycling
Energy use
• Purchase products with highest energy rating (number of stars) 1.
• Conduct energy audit 5.
• Data collection
Water use
• Seek information on the efficiencies of equipment and manufacturers 1.
• Purchase products with highest water rating (number of stars) 1.
• Conduct water audit 5.
• Develop data
Transport (fuel)
• Purchase locally 1.
Chemicals
• Use cleaning and other chemicals with low env impacts 3.
Waste
• Select appliances for durability and long life 1.
• Select appliances with recycled content 1.
Land clearing
• Select appliances for durability and long life 1.
• Only replace when necessary 4.
Life Cycle Mapping Tool – for mapping operations
Mitigating strategies
Impact
GHG emissions
Materials
efficiency
Packaging
Energy use
Water use
Transport (fuel)
Chemicals
Waste
Land clearing
9
Strategy
Further work needed
Life Cycle Mapping Tool – for mapping operations
Step 5 - Selecting most effective strategies
Once you have completed any ‘further work’ identified in Step 4, such as the research on the strategies, the next
stage is to identify the best strategies to action in terms of gaining the maximum environmental return for least
effort (cost, resources, time etc). You can do this by plotting your strategies on the value versus effort grid.
If you haven’t already done so, number the strategies in Strategies for reducing impacts grid in Step 4.
Print the Value versus Effort Grid, then plot the numbers (i.e. strategy) on the grid by firstly asking: what is the
environmental return (high, medium or low)? Then asking: what is the effort required in terms of costs,
resources and time, is it going to be low, medium or high? Now plot the number for that strategy on the
grid where the two intersect i.e. within one of the quadrants (See Red meat and Cooking appliances examples).
Evaluate and Action
3
1
Medium
Divide and Conquer
8
6
2
11
7
12
13
4
5
10
14
Easy Wins
15
16
Low
Medium
EFFORT
10
Park
17
Low
ENVIRONMENTAL RETURN
High
Example 1: Value versus Effort Grid - red meat
High
Life Cycle Mapping Tool – for mapping operations
Evaluate and Action
Divide and Conquer
Medium
1
2
3
4
Park
Easy Wins
Low
ENVIRONMENTAL RETURN
High
Example 2: Value versus Effort Grid - cooking appliances
5
Low
Medium
High
EFFORT (Cost, resources, time)
Matrix definitions
Easy Wins - these will require minimal effort and can be actioned immediately; others will require assessment as
the effort required could outweigh the environmental value gained
Evaluate and Action - these will need to be evaluated and assigned resources and responsibility in order to be
actioned as the return is high with medium effort.
Divide and Conquer - these initiatives require dividing into manageable portions, which can be placed into either
‘Evaluate and Action’ or ‘Park’
Park - don’t proceed with these. However they may be actioned later, when more resources are available.
11
Life Cycle Mapping Tool – for mapping operations
Divide and Conquer
Easy Wins
Park
Medium
Evaluate and Action
Low
ENVIRONMENTAL RETURN
High
Value versus Effort Grid
Low
Medium
EFFORT (Cost, resources, time)
12
High
Life Cycle Mapping Tool – for mapping operations
Step 6 - Developing SMART action plans
The value versus effort grid will help you to prioritise your strategies based on the amount of effort required
(cost, resources, time) and value gained (environmental return). You now need to select those strategies that
will be actioned immediately by completing the Actioning matrix below and develop your SMART1 action plan.
Note, there may be crossovers in strategies, meaning you combine these as one strategy.
1. The strategies plotted in the Easy Wins quadrant may be done depending on the amount of effort required.
Those with more effort and very low return may not be done. Some of these strategies could involve conducting
audits and as such, although having no environmental return, they are essential for other strategies and
establishing a baseline, so these should be done. Add the ones you intend to action into the Actioning matrix.
2. All the strategies plotted in the Evaluate and Action quadrant will probably be actioned after they have been
evaluated. Note, you may also decide to action those that are close to the line in the Divide and Conquer
quadrant. Add all of these to the Actioning matrix.
3. The strategies in Divide and Conquer, as the name suggests may be split into more manageable components
and done immediately or left to do later. Add the ones you will action into the Actioning matrix.
4. Those in Park quadrant will not be actioned first time round because the return is low for the effort involved
However they may be done at a later stage, as resources become available.
Actioning matrix
Strategy (include number)
Impact/s they will address
Action plan: what, when, who (your
action plans should include steps for
continuous improvement)
When you have completed the Actioning matrix for all the ‘priority’ strategies, you can use highlight pens to further
categorise such as:
- those that you will do first
- those that involve audits or monitoring
- those that may have already been partially actioned.
1. SMART - Specific, Measurable, Attainable, Realistic, Timely.
13
Life Cycle Mapping Tool – for mapping operations
Step 7 - Implementation
Now you are ready to implement the strategies that you have determined are the most appropriate and cost
effective for minimising your environmental impacts.
Because good business practice requires that all changes to business and operational processes should be
measured for effectiveness and success, consider doing some auditing and/or monitoring to set some baselines.
If expertise is not available in-house, you may need to engage an external organisation/s to conduct audits or
install monitoring equipment.
Step 8 - Evaluation and continuous improvement
Effective change involves evaluation and continuous improvement. To achieve this you need to measure
improvements against your baselines, and make any necessary changes to your strategies.
Remember you have parked some strategies, some of these could be re-assessed and perhaps implemented as
part of your continuous improvement plan.
The Gordon (TAFE) Case Study explains the workings of the Life Cycle Mapping Tool for a non manufacturing
organisation. The benefits of mapping the organisation while identifying their sphere of influence in the sector’s
supply chain and geographic location is covered.
The Gordon (TAFE) said the mapping was:
...a cutting edge concept at the forefront of sustainable design which goes beyond basic actions and identifies
behaviour change across external factors, tracing methods as far back as raw materials.
The Gordon Culinary School Case Study http://www.resourcesmart.vic.gov.au/for_businesses_5372.html
14
Life Cycle Mapping Tool – for mapping operations
Good luck implementing your strategies
We hope our Life cycle mapping tool has helped you to better understand the life cycle of your products or
services, and to build a solid framework on which to embed sustainability across your organisation.
You can help us to refine this tool to make it more useful for businesses and organisations like your own by taking
a couple of minutes to complete the survey - click here.
For more information on life cycle thinking and life cycle management please contact:
[email protected]
[email protected]
or visit http://www.epa.vic.gov.au/lifecycle/
Life Cycle Mapping tool 2© Sustainability Victoria 2011
While reasonable efforts have been made to ensure that the contents of this publication are factually correct, Sustainability Victoria gives no warranty
regarding its accuracy, completeness, currency or suitability for any particular purpose and to the extent permitted by law, does not accept any liability
for loss or damages incurred as a result of reliance placed upon the content of this publication. This publication is provided on the basis that all persons
accessing it undertake responsibility for assessing the relevance and accuracy of its content.
Life Cycle Mapping Tool 2 excluding any Third Party quotes and/or references is licensed under a Creative Commons Attribution 3.0 Australia licence.
In essence, you are free to copy, distribute and adapt the work, as long as you attribute the work and abide by the other licence terms. To view a copy
of this license, visit: http://creativecommons.org/licenses/by/3.0/au/
Published by Sustainability Victoria.
© Copyright Sustainability Victoria, December 2011 (PRO115)
15