Integrating Sustainability into Obsolescence Management.
Obsolescence management is a key cornerstone in the lifecycle of an asset. As equipment begins to age and original electronics manufacturers (OEMs) transition to manufacturing and supporting newer replacements, it is more important now than ever, that in a world of soaring E-waste levels, we need to prioritise this to mitigate further wastage. However, when we look deeper, we find this is not the case. In many sectors, directors and project managers are profit-driven, blindsided by what’s ‘new’ meaning considerations for inevitable obsolescence are left by the wayside when obsolescence managers attempt to plan. This often catches companies off guard when it eventually happens resulting in inefficient asset management, generating unnecessary waste and losing possible extra usage and profits. However, it must be stressed that this isn’t the fault of the Obsolescence Manager, their voices are just not being heard amongst many others involved in the lifecycle that are competing for their needs to be heard. So how can we change this? How can we make the transition into obsolescence more seamless? How can we make the Obsolescence Manager’s voice the loudest in the room?
For effective obsolescence management to be implemented at the pivotal moment, strategies should be proactive not reactive, integrated from the very start and throughout the lifecycle. Considerations for the repairability of the equipment need to be made before an asset is even acquired. A comprehensive repair guide and parts list must be produced, as well as the full repair history logged, and an archive of spares parts created, for when OEMs inevitably stop supplying. Only if we implement these strategies, that foster independence from OEMs, can we hope to create a smooth and successful transition into obsolescence, where the knowledge is in-house, and a team is ready to keep an asset in operation as long as projected. This work needs to become the law of the land, which it currently isn’t.
One case study that demonstrates this is the UK Ministry of Defence’s acquisition of 600 new Boxers, a multirole armoured fighting vehicle, without implementing in-house repair initiatives. This means any faulty electronic circuit board must be shipped back to the manufacturer in Germany, a very risky, inefficient and costly solution long term when it comes to eventual support withdrawal. But how can we better ingrain an obsolescence and repair mindset into everyone involved throughout the lifecycle?
A key ally in the fight for better obsolescence planning is sustainability, a powerful tool in the arsenal of Obsolescence Managers, not well utilised at the moment. Sustainability and obsolescence management go hand in hand, sharing several goals around reuse, waste control and the environment, where resolving obsolescence management issues would generate sustainability opportunities. By collaborating with a company’s sustainability team, ESG principles can be implemented into each policy and strategy greatly amplifying them in the ‘room of voices’ and making it more enticing for other departments to take notice. With the current and prolonged love for sustainability, companies are more likely to agree to plans pitched from an ESG perspective, helping contribute towards their Net-Zero goals, and ESG has been proven to get things done! Just recently LEGO, a member of the Repair Don’t Waste movement, announced an ambitious target to reduce its carbon emissions by 37% by 2032 and be net zero by 2050. They aim to achieve this by tying their colleagues’ bonuses to the company’s annual emissions performance showing that failure to reach sustainability can affect top management where it hurts – the pocket.
The sustainability teams are being heard, they have the platform, the budget, and everyone’s attention, including the executives’ but they generally lack technical knowledge and experience. By helping them understand what obsolescence management means for ESG, your peers will inevitably see the areas where, by cooperating, the company can reduce its emissions. It’s a win-win situation, the obsolescence department can implement tangible and proactive strategies easily throughout the asset lifecycle. This will lead to a stress-free asset transition whilst producing results that contribute to the company’s overall sustainability targets, mitigating pushback and giving the obsolescence team a louder voice.