Strategic and Operational Life Cycle Management – Model, Methods and Activities Christoph Herrmann; Marcus Mansour, Marc Mateika

Publiziert in / published in: Proceedings of the 12th International CIRP Seminar on LCE 2005, Laboratoire 3S, Grenoble, France, April 3-5, 2005

Herrmann, C.; Mansour, M.; Mateika, M.: Strategic and Operational Life Cycle Management – Model, Methods and Activities. In: Proceedings of the 12th International CIRP Seminar on LCE 2005, Laboratoire 3S, Grenoble, France, April 3-5, 2005, p. 109

Strategic and Operational Life Cycle Management – Model, Methods and Activities 1 1 1 C. Herrmann , M. Mansour , M. Mateika Technical University Braunschweig, IWF, Product and Life Cycle Management

1

Abstract New environmental product requirements and extended product responsibility as well as the pressure to offer new better value and more innovative products are severe outside influences on companies. As a result internal and external complexity of companies increases. The paper presents the Braunschweig Model of Life Cycle Management as a framework for life cycle management differentiating structures, activities and behavior on different management levels and in each life cycle stage. Life cycle stage specific activities such as life cycle design and end-of life management as well as supporting life cycle spanning activities such as economic life cycle evaluation and information and knowledge management are described. Keywords Life cycle, Management, Framework

Legislation

Extended Product Responsibility

Consequences on Companies

Elongated liability and Guarantee for Products

Extended product responsibility

Intensification of Competition

Competition

Product related services (e.g. functional sales) Shorter product development and innovation cycles

Another approach for differentiation lies in the development and supply of product-accompanying service models. Services, as for example functional sales, lead to the consequence that manufacturers carry responsibility for their products to a greater extent, although the products are already with the customer. Further demands on companies derive from customers and particularly from legislation. Besides the product liability, especially adverse effects of products on customers and other people, the effects on the environment are regulated by law to an increasing degree. Examples for this development can be found in the directives of the European Union considering the waste disposal of old electrical appliances (WEEE) [1] and the Cost determination

Cost appearance

Environmental Legislation (e.g.WEEE, RoHS)

-

Goal Conflict

Surrounding factors

Figure 1: Effects of Competition and Legislation on Companies

Cost

1 CHALLENGES FOR COMPANIES Companies find themselves confronted with increasing challenges in their surroundings. Changes in competition and in legislation have a particular strong influence on them as shown in Figure 1. In many industries, such as the electrical- and electronics industry, but also in many supplier industries, more and more competitors emerge which often act out of countries with considerable advantages in labor costs (e.g. China). Companies react to this pressure by trying to implement new technologies in their products and offering more innovative products in order to avoid direct competition. On the whole, this means a strong pressure regarding innovation and costs on the companies, and the constraint to market the innovative products in a short period of time.

Shorter Time-tomarket, cost pressure, pressure for innovation

Design Cost responsibility Traditional breakdown Emerging breakdown

Production Distribution

Cost determination Cost appearence

Usage

User

Producer Producer

Disposal

User Producer

Producer

ban on using certain harmful substances in products (RoHS) [2].

2.1 St. Gallen Management Model and Concept The St. Gallen Management Model was published for the first time in 1972 by Ulrich and Krieg [4]. As a three-step management model it includes partial models for the company, for chairmanship and for organization. Offering a structure, this model should help to comprehend the complex embedding of a company in its complex surroundings. The goal of the creation of such a frame of

(directing)

Organizational Structure ManagementSystems

Corporate Policies

Corporate Culture

Missions Problem Solving Behavior

Programs

Organizational Processes Operations

Orders and Tasks

STRUCTURES

Working and Cooperation Behavior

Vertical Integration

(reasoning)

Corporate Constitution

(executing)

Normative

Horizontal Integration

Strategic

MODELS, ACTIVITIES AND METHODS IN MANAGEMENT The outlined challenges and trends make clear that the companies face highly complex surroundings to an increasing degree. Companies react to the external surroundings with the development of their inner structures with the aim to cope with the external complexity. A growing inner complexity derives from the inter-individual performance of tasks based on the division of labor and from the necessity to integrate and coordinate this performance. “Developing, designing and operating companies with regard to institutional and functional aspects as well as human resources, the management makes a fundamental contribution to coping with complexity in systems.” [3] Pre-conditions for coming to terms with the increased complexity are on the one hand a frame of reference which enables orientation, and on the other hand transparency for the integration necessities of differentiated systems based on the division of labor. Basically, management models should represent the mode of operation of a company. With this, the structured comprehension of important management issues should be made possible and connections should be pointed out. Management models serve as frame of reference which makes the classification of management concepts and methods easier. Management models should make it easier for the acting people to comprehend and fulfill management functions in their respective frame of reference.

Management Management

2

Operative

Through the changes in the field of legislation, the extension of the product liability of a manufacturer is intensified. Whereas the producer’s responsibility for costs related to a product used to end with the sale, intensified consumer protection, for example elongates warranty periods and increases a producer’s responsibility for the usage stage of a product (see Figure 2). Directives like the WEEE allocate the responsibility for product recycling to the manufacturer. Figure 2 shows in a qualitative manner the determination and appearance of life cycle cost of a consumer product. One of the great challenges for companies in this environment is the prediction of life cycle cost in at a point of time where they can still be influenced. For most products and costs this is the design stage. However, the extension of the product responsibility is not only an extension of the cost responsibility, but also obliges companies to comply with technical and ecological requirements, as for example recycling rate targets. Great parts of the costs that the producer has to take during the usage- and disposal phase are already fixed during the product development by determining the functional- and product structure, as well as by the choice of materials and components. The same applies for ecological and technical product properties. Considering the background of the outlined cost- and innovation pressure on the companies, this extended product responsibility is a main challenge for companies.

reference was to classify the manifold challenges to successful and responsible management in an appropriately complex and yet integrated manner. With the development of the model Ulrich pursues three basic matters: the meaning of integrated thinking and action when dealing with the challenge of “complexity”, the meaning of a user-oriented management theory, as well as the integrative development of the normative, strategic and operative management level within the context of a comprehensive general concept. In the following years, the St. Gallen Management Model was extended to a “concept of integrated management” [5]. The St. Gallen concept of integrated management represents a frame of reference which is not linked to a specific orientation. The comprehensive approach integrates business management functions and implementation tasks with context- and situation related problem identification and analysis as well as possible solutions. The management concept divides horizontally into a normative, strategic and operative management on the one hand and vertically into structures, activities and behavior on the other hand (see Figure 3). Activities lead to the market service of the company and are supported on the one hand by the structures, and on the other hand shaped by the behavior of managers and employees. The model obtains a temporal dimension by the company development that runs parallel. This dimension covers the temporal change of the potentials determined relatively to competition and surrounding, as for example technology-, market-, or human potentials. The horizontal and vertical communication channels are central elements of business management which stand in interrelation to each other. Consequently, the management policy cannot be considered independently of the corporate culture. Neither, the strategic programs may be separated from the operative instructions.

Management

Figure 2: Alteration and Extension of the Cost Responsibility of Companies

BEHAVIOR ACTIVITIES

PioneerPhase

Market Development

Diversification

Internal Corporate Development

Acquisition

Restructuring

Cooperation External Corporate Development

Internal and external CD

CORPORATE DEVELOPMENT

Figure 3: Connection between Normative, Strategic and Operative Management [5] The management philosophy of a company with the visions of management represents the input into the highest management level, the normative management. Missions serve the implementation of the management policy into the strategic management.

For reasons of its neutral form of representation, different concepts and management systems can be added to the created frame of reference in a very universal manner. The general validity of the approach also enables the depiction of partial areas of management theory in partial concepts and the use of the same frame of reference. Examples for this are the division into a normative, strategic and operative quality management or the application of the approach with regard to quality management. 2.2 The Braunschweig Model of Life Cycle Management The economic as well as ecological challenges require a changed frame of reference for management. The individual stages of the product life cycle must be made more consistent with each other, constant process- and information flow must be arranged, and the life cycle must be specifically changed. The Braunschweig Model of Life Cycle Management is based on the St. Gallen Management Model and puts up an integrated frame of reference for a life cycle phase comprehensive point of view on products and the corresponding processes. The starting-point for every entrepreneurial acting is the statement of a sustainable development in the meaning of a super ordinate management philosophy [see Figure 4]. It includes the basic attitudes, convictions and concept of values which influence the thinking and acting of the company’s management. The centric rings in Figure 4 represent the normative, strategic and operative management. The normative and strategic management are the basis for situational events of the operative management. Besides a division into the product life cycles, the management can levels also be differentiated radial. Besides the examination of those management levels and their division into the product life cycle phases, those levels can also be differentiated radial. Structures, behavior and activities are the three elements which run through the rings of the normative, strategic and operative management. Activities in the individual product life cycles lead to the market service of the company and are on the one hand supported by the structures and on the other hand shaped by the behavior of management and employees.

Figure 4: Braunschweig Model of Life Cycle Management The number and diversity of interactions between normative, strategic and operative management as well as the product life cycles explain the necessity for interlinked thinking and acting. In all sectors of the management rings life cycle management elements (structures, activities and behavior) take place. Within the life cycle management model the normative and strategic management also have a rather forming function with regard to the development of the company. As with the St. Gallen Management Model, it is necessary, when differentiating between normative, strategic and operative tasks, to realize that this model does not represent an institutional separation or a hierarchical allocation. “A manager can institutionally fulfill normative and strategic functions in the organization and at the same time be endeavored to obtain operative accomplishments”. [5] The role of Life Cycle Management in normative, strategic and operative management level is described in Table 1. Levels

Role of the Management in Life Cycle Management

Normative Level

•

Establishment of general and basic goals of management, principles, norms, rules for securing viability and capability of development of the company

•

Integration of a sustainable development into the general value system of an enterprise

•

Implementation of sustainabilityoriented objectives into the visionand mission statement of a company

•

Development of strategic guidelines to make full use of success potentials along the product life cycle

•

Depiction of chances, risks, measures and goals

•

Development, maintenance and effective use of market-oriented success potentials

•

Realization of the normative and strategic guidelines in the operative performance of the established plan

•

Integration of sustainable acting as cross-sectional function into all areas of responsibility of the company

•

Inclusion of all operative management tasks (plan, do, check, act)

Strategic Level

Diposal

en

u Prod

Di st

Product usage

n uo ut Re strib di

Pr de odu ve ct lo p m

u od Pr a ide

ct

t

Operative Level

rib u

Table 1: Levels of Life Cycle Management, based on [6]

ction

3

ACTIVITIES OF THE PRODUCT AND LIFE CYCLE MANAGEMENT Particular significance is given to the activities of the strategic and operative management. The spatial, organizational and temporal separation of the people involved in the product development, usage and disposal is a particular challenge. Problems which have to be solved within the bounds of Life Cycle Management mostly show the following properties:

tio n

Activities

Behavior

Structures

•

Cause and occurrence of the problem have their basis in different product life cycle phases (e.g. design and recycling)

•

The background is often constituted by a conflict in targets between the short-term goals of the people involved in the individual life cycles phases (e.g. a design-engineering simple solution like gluing vs. the ability of dismantling)

•

A complex situation for decision exists because economic, technical and ecological aspects must be taken into consideration at corresponding uncertainties (risks) for long periods (e.g. strength of a joining technique, costs for alternatives, available tools for dismantling and recycling processes, working costs, hazardous substances that have to be removed, value of recovered materials and components) For reasons of those properties, problems in Life Cycle Management can only be solved insufficiently in existing organizations with conventional structures. The aims of a Life Cycle Management are: •

the minimization of costs and optimization of the income as well as

• the minimization of risks and • the minimization of ecological impacts in all phases of the product life cycle and over the limits of a company. 3.1 Life cycle phase related activities Life Cycle Management can be defined as the set of activities for the design and optimization of products and the accompanying processes considering all life cycle stages. The measures can show a rather strategic character (e.g. in developing a life cycle oriented product strategy), they can cause design changes in products and processes (e.g. product design suitable for assembly or dismantling), they can contain planning and organizational measures (e.g. Supply Chain Management), or they can enable the information- and knowledge exchange between product life cycle phases by IT-linking (e.g. product data management). The phase-related activities are in detail: Life Cycle Strategy: Although individual decisions and measures in the product life cycle can cause improvements in individual life cycle phases, an integrated optimization in the life cycle can be unsuccessful under certain conditions because of the manifold interactions. It is therefore important to direct the development of products and processes purposefully by strategic decisions at the beginning of the product life cycle. This steering function is aspired to be reached by the formulation of life cycle strategies. A life cycle strategy firstly includes strategic aims of management, as for example the guideline for profitability aims in individual life cycle phases or the guideline for recycling requirements. Secondly, besides aim guidelines, also long-term oriented measures to realize those aim guidelines are part of a life cycle strategy, e.g. the introduction of software tools to consider recycling requirements within the product development stage [7, 8]. Life Cycle Design: During design and development a product is arranged by means of design drawings or CADmodels. Direct economical and especially ecological effects of development activities are low compared to those of the entire life cycle. However, nearly all cost- and ecological effects of the entire life cycle are influenced considerably by the product properties which are defined and determined in the developmental process. Product development must therefore not be oriented towards a single life cycle phase, but must take account of the demands of all life cycle phases. The determination of those demands and its implementation to the concept of

the product is concern and aim of life cycle design. Wellknown approaches aim at design according to the different phases, as for example product design in accordance with assembly, production, service or recycling, and are also known under the term “Design for x”. As a phase-specific design cannot be accomplished without conflicts and can even oppose an integrated optimization under certain circumstances, the solution of aim conflicts is another focus of research concerned with life cycle oriented product development [9, 10, 11, 12, 13]. Supply Chain Management/ After-Sales Management: The closing of cycles is an essential principle of a sustainable development. Its pre-condition is a unified informational structure and planning from the recovery of raw materials over the production up to recycling. The Supply Chain Management is a management approach which aims at the optimization of the information flow and at the realization of a predominant planning along the supply chain. Including a life cycle oriented point of view, Supply Chain Management can be extended to the integration of recycling companies [25]. In order to form this extended supply chain, information which is relevant for decisions is necessary, e.g. recycling-relevant product information for a recycling company in form of a recycling passport [14] or relevant information for dismantling by connecting the informational systems of the supply chain partners. End-of-Life Management: When a product comes to its economic and physical end of life, it must be ensured that it is disposed of in an ecologically desirable way. Due to the changes in waste disposal legislation and the involved extended cost responsibility of a manufacturer, the activities at the end of life of a product have to be planned and regulated purposefully. End-of-Life Management includes the planning, control and regulation of all activities in the disposal phase. End-of-Life Management centers on the construction and implementation of collection- and redistribution systems, the planning and carrying out of dismantling as well as reuse, recycling and the optimal utilization of components and materials [24]. 3.2 Life cycle spanning activities In order to come close to the aims of Life Cycle Management, the activities on the rather operational level in particular must be made consistent in the different product life cycle phases and be examined according to their reciprocal effects on other life cycle phases. In this case, the predominant activities of Life Cycle Management are of special significance: Economic Life Cycle Evaluation: Life cycle costs denote the valued consumption of goods for initiation, planning, realization, for operation and closure of a system. The term Life Cycle Costing describes the process of analyzing and planning of life cycle costs [15]. The concept of cost is therefore not only restricted to a technical product, but comprises everything that is necessary for its application, resp. its readiness for use [16]. The origin of Life Cycle Costing can be found in the Anglo-American language area, where especially aerospace projects, projects for arms systems and public buildings were the objects of life cycle oriented examinations. The application of the concept includes a structuring of the life cycle costs according to phases, with a differentiation between design, production and resulting costs, as well as costs for the disposal phase of a product. Ecological Life Cycle Evaluation: One method of ecological life cycle evaluation is the product-related Life Cycle Assessment (LCA). It examines ecological aspects and potential ecological effects of a product or a service during its life “from the cradle to the grave”, i.e. from the recovery of raw materials over the production and usage

4 SUPPORTING THE LIFE CYCLE DESIGN ACTIVITY As described above, life cycle design is the activity of considering and optimizing the technical, economical and ecological product performance in all life cycle stages during the product design process. Integrating the consideration and optimization process into design adds a significant amount of complexity to the product design and development phase [23]. Life cycle design is applied to cope with the dramatic extension of responsibility for products, mainly driven by external influences such as legislation and intensified by competing with extended warranties and service activities or even functional sales. As Figure 5 shows, a continuous consideration of life cycle requirements and an evaluation of the life cycle performance of concepts represent the Life Cycle Management activities in product design.

External knowledge - Legislation - New technologies - Market development

Conceptual Design

Detailed Design

Documentation Design process

Industrial Engineering

Production

Usage & Service

Expansion of product responsibility - Legislation for recycling, consumer protection - Warranty and service offers

Disposal

Life cycle costs

- High innovation pressure

Planning

Environmental performance

Intensive competition - High cost pressure

Evaluation

Requirements fullfilment

External Influences

Time-to-Market

Consideration

Figure 5: Challenges for life cycle design However, in spite of the increased complexity life cycle design still has to meet the demands of competitive markets offering more innovative products by reducing time-to-market and innovation cycles. The increased complexity of product design and development due to additional life cycle requirements conflicts with the need of companies to compete with innovative products that have been developed within very short periods of time. Information and knowledge management tools can be applied in order to support designers with the life cycle design activity. As a life cycle spanning activity it helps to transfer knowledge about requirements from the usage and disposal stage while at the same time help to evaluate existing concepts based on these requirements.

Steps and Results

Phases Planning

Fulfillment and Adoption of Requirements

up to its disposal. By the acceptance of the international norms ISO 14040 ff. as European norms, there are obligatory standards for Europe which fix the individual steps of a Life Cycle Assessment in detail (EN ISO 14040, EN ISO 14041, EN ISO 14042, EN ISO 14043). A Life Cycle Assessment is therefore put together of the arrangement of the aim and examination context, the life cycle inventory, the impact assessment and the interpretation of all results put together. In ISO 140 40, the definition of Life Cycle Assessment refers only to a product-related balance sheet [17, 18, 19, 20]. Information- and Knowledge Management: A precondition for the use of LCC and LCA is mostly the improvement of the information- and knowledge exchange between the individual people involved in the different life cycle phases (development, preparation, production, marketing, service, disposal). The life cycle oriented information- and knowledge management deals with the question in which way the life cycle phase predominant optimization of products and processes can be supported by the use of tools from information and knowledge management [21, 22, 26]. Process Management: The economic and ecological success of a product is not only determined by its properties and technical processes, as for example production processes. Of great importance are also the business- and product relevant processes. The design, implementation and control of those processes is the objective of a life cycle oriented process management, which can be divided into a micro- and macro process management. The tasks of the macro management are the definition of business process chains, the design of process maps as well as the determination of the predominant use of methods and software. The focus of micro process management is on the detailed planning of the processes and process organization as well as the determination of important management ratios [25].

Clarification and definition of 1 problem List of Requirements

Life Cycle Design Support Legislation e.g. Recycling (WEEE)

Determination of functions and 2 their structures Function structure Conceptual Design

Search for solution principles and their structures Basic Solution 3

4

Design Guide e.g. DfA, DfR

Dividing into realizable modules Materials

Modular structure Detailed Design

Form design of the most important modules Preliminary designs 5

Form design of the entire product Overall embodiment design 6

Documentation

Legal and technical requirements from subsequent life cycle stages

Compilation of design utility 7 data Product documentation Design Process

e.g. plastics… Components e.g. electrical drives, LEDs Technologies / Processes e.g. surface treatment

Ind. Engineering

Production

Evaluation of solutions in the life cycle stages

Usage & Service

Disposal

Figure 6: Concept of a life cycle design support As an example, Figure 6 illustrates the concept of an internet-based modular portal providing information and knowledge for different stages of the design process [21]. General requirements derived from legislation and standardization are important to support the planning stage. Life cycle oriented design guidelines can be used to transfer knowledge as well as specific requirements from other life cycle stages into the design stage. Finally, information about innovative solutions and their life cycle performance helps designers during the detailed design stage. The concept is currently implemented into a modular Internet portal that can be accessed by product designers. 5 CONCULSION Companies are confronted with rapid change in terms of extended product responsibility, new environmental product requirements as well as in offering added values, shorter innovation cycles and pressure from competition. These changes increase the external complexity companies have to cope with and cause a corresponding increase of internal complexity. The presented Braunschweig Model of Life Cycle Management serves as frame for life cycle related and life cycle spanning activities especially on an operational and strategic management level. The model shows the need for a coordination of activities from a management point view as well as from a life cycle perspective. Thus, the model reflects characteristic elements of life cycle challenges such as problem shifts between life cycle stages, goal conflicts and complex decision situations. The defined activities determine the market performance of a company. The support of life cycle design activities with information and knowledge management tools is presented as an example.

6 REFERENCES [1] European Parliament / European Council, 2003, Directive 2003/108/EC of the European Parliament and of the Council on Waste Electrical and Electronic Equipment, Brussels. [2] European Parliament / European Council, 2002, Directive 2002/95/EC of the European Parliament and of the Council on the Restriction of Hazardous Substances in Electrical and Electronic Equipment, Brussels. [3] K. Bleicher, Management-Konzepte. In: W. Eversheim, G. Schuh (Hrsg.): Produktion und Management, Berlin: Springer-Verlag, 1996. [4] H. Ulrich, W. Krieg, St. Galler Management-Modell, 3. Aufl., Bern: Haupt 1974. [5] K. Bleicher, Das Konzept Integriertes Management, 3. Aufl., Frankfurt a. Main: Campus 1995. [6] M. Kramer, M. Uraniec, L. Möller [Hrsg.], Internationales Umweltmanagement – Interdisziplinäre Rahmenbedingungen einer umweltorientierten Unternehmensführung, Band I. Wiesbaden, Gabler, 2003. [7] Herrmannn, C., Decker, C., Mateika, M., 2004, Life Cycle Strategy. DESIGN 04, Dubrovnik, 2004. [8] Herrmann, C., Mateika, M., 2004, Quality Aspects of Life Cycle Strategies. 11th International CIRP Life Cycle Engineering Seminar, Belgrad. [9] Hesselbach, J. et al., 2000, Life Cycle Design Economical and ecological decision making. Tribology, Environmental Design, Bournemouth. [10] Hesselbach, J. et al., 2000, Life Cycle Design of electronic components - Economical and ecological decision making, 2nd Pan-European environmental conference on Industry and Environmental Performance (Euro Environment) Aalborg. [11] Hesselbach, J., Herrmann, C., 2001, Life Cycle oriented product development - methodology and applications of the DfR-software ATROiD, Annals of the 5th Int. MteM 2001 Symposium Cluj-Napoca, Romania. [12] Herrmann, C., Yim, H., 2003, Eco-Voice of Consumer (VOC) on QFD, EcoDesign 2003, Tokyo. [13] Herrmann, C., 2003, Unterstützung der Entwicklung umweltgerechter Produkte. Dissertation TU Braunschweig, Schriftenreihe des Institutes für Werkzeugmaschinen und Fertigungstechnik, Vulkan Verlag, Essen.

[14] Hesselbach, J. et al., 2001, Stoffstrombasiertes Supply Chain Management in der Elektronikindustrie, VDI-Umwelt, Springer-VDIVerlag, Ausgabe April/ Mai 2001, Düsseldorf. [15] Wübbenhorst, K., 1984, Konzept der Lebenszykluskosten. Grundlagen, Problemstellungen und technologische Zusammenhänge, Verlag für Fachliteratur Darmstadt, Darmstadt. [16] Fürnrohr, M, 1992, Stochastische Modelle zur Prognose von Lebenszykluskosten komplexer Systeme. Dissertation, Universität München, München. [17] ISO 14040, Life cycle assessment – Principles and framework, 1997. [18] ISO 14041, Life cycle assessment – Goal and scope definition and life cycle inventory analysis, 1998. [19] ISO 14042, Life cycle assessment – Life cycle impact assessment, 2000. [20] ISO 14043, Life cycle assessment – Life cycle impact interpretation, 2000. [21] Hesselbach, J., Herrmann, C., Mansour, M., 2003, Knowledge Management as a Support of an efficient Eco Design, EcoDesign 2003, Tokyo. [22] Herrmann, C., Mansour, M., Mateika, M., 2004, Concept of an Internet-Based Platform for an Efficient Technology Absorption, DESIGN 04, Dubrovnik. [23] Herrmann, C., Mansour, M., 2004, Supporting life cycle design with a modular Internet-based knowledge portal CIRP LCE Seminar 2004, Belgrad. [24] Herrmann, C., Ohlendorf, M., Hesselbach, J., Planing WEEE Disassembly - State of the Art and Research Developments. In: CIRP Seminar on Life Cycle Engineering, Copenhagen, Denmark, May 2003. [25] Spengler, T., Herrmann, C. [Hrsg.], 2004, Stoffstrombasiertes Supply Chain Management in der Elektronikindustrie zur Schließung von Materialkreisläufen - Projekt StreaM FortschrittBerichte VDI, VDI Verlag, 2004. [26] PAS (Publicly Available Specification) 1049, 2004, Übermittlung recyclingrelevanter Produktinformationen zwischen Herstellern und Recyclingunternehmen - Der Recyclingpass, DIN Deutsches Institut für Normung [Hrsg.], Beuth Verlag, Berlin.