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The team should keep in mind that the goal of the screening process is to quickly identify options worthy of further analysis. A weighed scoring system can be developed to consistently rank each alternative in an objective manner. A quality deployment function, such as the House of Quality is an excellent tool to accomplish this evaluation. The House of Quality is a graphic tool for de ning the relationship between an organization s desires and its capabilities. It utilizes a planning matrix to relate the organizational wants (for example, solid waste reduction and cost performance) to how the waste minimization program will or can meet those wants (for example, process changes or recycling efforts). It looks like a house with a correlation matrix as

Another educational idea is to use a multimeter to measure the amount of power from both a photovoltaic solar cell, and the photochemical solar cell you have made, and compare the results now work out their relative efficiencies taking into account the area of the cells. Now we can take some measurements! Figure 11-9 shows a photochemical cell yielding 6.0 mA! Apparently, the juice in this picture is from Californian blackberries! Figure 11-10 shows a photochemical cell being used to drive a small motor and fan.

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its roof, and organizational wants versus waste minimization options as the house. The House of Quality can also increase cross-functional integration within organizations using it, especially among marketing, engineering, and manufacturing. The basic structure is a table with whats as the rows on the left and hows as the columns. Rankings based on the whys and the correlations can be used to calculate priorities for the hows. House of Quality analysis can also be cascaded, with hows from one level becoming the whats of a lower level; as this progresses the decisions get closer to the engineering/manufacturing details. Before proceeding with the screening process, the team should decide on the evaluation criteria (the whats) and weighting system. A scale of 1 to 10 for weighting each criterion is recommended. These weightings should be determined by the team, project manager, facility manager, or a combination of all three. The evaluation criteria should be directly related to the overall goals of the project, such as

Some functions, such as design, present difficulty in collecting the variable data initially. When greater attention is paid to the details of the design process, however, a business can establish variable data to measure the design process s performance. The design process is the most influential process in an organization, as shown in Figure 6-4. However, it is also the process that is the least measured. Reasons given to justify the lack of data for the design process include that the function involves creativity

Reduction in waste amounts Reduction in waste toxicity Reduction in waste disposal costs Reduction in purchasing costs Revenue generation potential Low start-up costs Productivity improvements Quality improvement Ease of implementation Impact on employee morale Impact on organization image Impact on safety Other factors as determined by the team

Once these criteria have been created, the team should rank them on a scale of 1 to 10 based on importance. For example, waste reduction in waste amounts could received an importance rating of 10 (meaning it is highly important) versus low startup costs receiving an importance rating of 2 (meaning that start-up costs are of low importance and not a major factor in the decision process). These criteria should then be placed into the column headers of the spreadsheet with importance weightings in parentheses. Figure 8.23 provides an example. Once the criterion and importance ratings have been established, the team should list each alternative in the rows under the option column. In the row for each alternative, the team should place a rating score corresponding to the level of which the alternative meets the criterion, with 0 being no impact and 10 being great impact. For example, if the team is considering the purchase of a cardboard baler, the reduction in waste amounts could be signi cant, so the team could rate it an 8, but in the start-up cost criterion, the team could rate it lower, such as a 1, due to the high implementation cost. Once each alternative is rated, the ratings should be multiplied by the importance factor and each row should be summed. This score will allow the team to objectively screen each alternative. Once all of the alternatives are listed and scored,

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