United States
Environmental Protection
Agency
Risk Reduction
Engineering Laboratory
Cincinnati, OH 45268
Research and Development
EPA/600/SR-92/226 April 1993
EPA Project Summary
Life Cycle Design Manual:
Environmental Requirements
and the Product System
Gregory A. Keoleian and Dan Menerey
The U.S Environmental Protection
Agency's (EPA) Risk Reduction Engineer-
ing Laboratory and the University of Michi-
gan are cooperating in a project to reduce
environmental impacts and health risks
through product system design. The re-
sulting framework for life cycle design is
presented in Life Cycle Design Manual:
Environmental Requirements and the
Product System. Environmental require-
ments in life cycle design are chosen to
minimize aggregate resource depletion,
energy use, waste generation, and delete-
rious human and ecosystem health ef-
fects.
The manual adopts a systems-oriented
approach based on the product life cycle.
A product life cycle includes raw materi-
als acquisition, bulk and engineered ma-
terials processing, manufacturing/assem-
bly, use/service, retirement, and disposal.
Design activities address the product sys-
tem, which includes product, process, dis-
tribution, and management/information
components.
Integrating environmental requirements
into the earliest stages of design is a
fundamental tenet of life cycle design. Con-
cepts such as concurrent design, total
quality management, cross-disciplinary
teams, and total cost assessment are also
essential elements of the framework. A
multilayer requirements matrix is proposed
to balance environmental, performance,
cost, cultural, and legal requirements. The
following design strategies for pollution
prevention and resource conservation are
presented: product life extension, mate-
rial life extension, material selection, re-
duced material intensiveness, process
management, efficient distribution, and
improved business management (which
includes information provision). Environ-
mental analysis tools for developing re-
quirements and evaluating design alterna-
tives are outlined.
This Project Summary was developed
by the University of Michigan for the EPA's
Risk Reduction Engineering Laboratory,
Cincinnati, OH, to announce key findings
of the research project that is fully docu-
mented in a separate report of the same
title (see Project Report ordering informa-
tion at back).
Overview
The purpose of the Life Cycle Design
Project is to promote environmental impact
and risk reduction through design. This project
complements the EPA's Life Cycle Assess-
ment Project which is developing guidelines
for life cycle inventory analysis. The frame-
work developed in this project guides design-
ers to reduce aggregate impacts associated
with their products. Successful low-impact
designs must also satisfy performance, cost,
cultural, and legal criteria.
Investigation of the design literature and
interviews with 40 design professionals con-
tributed to the development of a basic frame-
work for life cycle design. The interviews were
conducted to identify barriers and the infor-
mation and tools needed to achieve environ-
mental objectives. Life Cycle Design Demon-
stration Projects are being conducted w'rth
AT&T Bell Labs and Allied Signal to test the
design framework.
A summary of the seven chapters con-
tained in Life Cycle Design Manual: Environ-
;2yO Printed on Recycled Paper
-------
mental Requirements and the Product Sys-
tem follows.
Chapter 1. Introduction
Most environmental impacts result from
design decisions made long before manufac-
ture or use. Yet environmental criteria often
are not considered at the beginning of design
when it is easiest to avoid impacts. As a
result, many companies channel resources
into fixing problems rather than preventing
them.
In the past 15 yr, companies began to
focus more on pollution prevention and re-
source conservation. Innovative firms are now
adopting ambitious environmental policies in
response to changing public perceptions. But
translating these policies into successful ac-
tion is a major challenge. Without proper sup-
port, environmental design programs may be
launched without specific objectives, defini-
tions, or principles.
Such practices demonstrate the need for a
design framework that helps reduce total en-
vironmental impacts while satisfying other cri-
teria When design considers all stages of the
life cycle from raw material acquisition to final
disposal of residuals, the full consequences
of product development can be understood
and acted on.
Purpose
The manual seeks to:
• provide guidance on reducing impacts
and health risks caused by product
development
• encourage the inclusion of
environmental requirements at the
earliest stage of design rather than
focusing on end-of-pipe solutions
• integrate environmental, performance,
cost, cultural, and legal requirements
in effective designs
Scope
Environmental requirements for product
design are the main focus of the manual. In
life cycle design, products are defined as
systems that include the following compo-
nents: product, process, distribution network
(packaging and transportation), and manage-
ment (including information provision). Life
cycle design can be applied to:
• improvements, or minor modifications of
existing products and processes;
• new features associated with developing
the next generation of an existing product
or process; and
• innovations characteristic of new designs.
No single design method or set of rules
applies to all types of products. For that rea-
son, the manual provides general guidelines
rather than prescriptions. Designers should
use the manual to develop tools best suited
to their specific projects.
Audience
Each participant in product system devel-
opment has an important role to play in achiev-
ing impact reduction. The manual is primarily
targeted for the following decision makers:
• product designers
• industrial designers
• process design engineers
• packaging designers
• product development managers
• staff and managers in: accounting,
marketing, distribution, corporate strategy,
environmental health and safety, law,
purchasing, and service
Chapter 2. Life Cycle Design
Basics
Several key elements form the foundation
of life cycle design. First, design takes a
systems approach based on the life cycle
framework. Every activity related to making
and using products is included in design. As
a result, the product is combined with pro-
cessing, distribution, and management to form
a single system for design. When the full
consequences of development are identified,
environmental goals can be better targeted.
The Life Cycle Framework
The term product life cycle has been ap-
plied to both business activities and material
balance studies. In business use, a product
life cycle begins with the first phases of de-
sign and proceeds through the end of pro-
duction. Businesses track costs, estimate prof-
its, and plan strategy based on this type of
product life cycle.
In contrast, environmental inventory and
impact analysis follows the physical system
of a product. Such life cycle analyses track
material and energy flows and transforma-
tions from raw materials acquisition to the
ultimate fate of residuals.
Life cycle design combines the standard
business use of a life cycle with the physical
system. By taking a systems approach, life
cycle design seeks to avoid the cross-media
transfer of pollutants or the shifting of impacts
from one life cycle stage to another.
Life Cycle Stages
The product life cycle can be organized
into the following stages:
• raw material acquisition
bulk material processing
engineered materials production
manufacturing/assembly
use and service
retirement
disposal
A genera! flow diagram of the product life
cycle is presented in Figure 1. The net effect
of each product life cycle is the consumption
of resources and the conversion of these
resources into residuals which accumulate in
the earth and biosphere.
Product System Components
Life cycle design addresses the entire prod-
uct system, not just isolated components.
This is the most logical way to reduce total
environmental impacts. The product system
can be decomposed into four primary com-
ponents: '•
• product
• process '
• distribution network
• management
The product component consists of all ma-
terials in the final product and includes all
forms of these materials from acquisition to
their ultimate fate. Processing transforms ma-
terials and energy into intermediary and final
products. Distribution consists of packaging
systems and transportation networks used to
contain, protect, and transport items. Man-
agement responsibilities include administra-
tive services, financial management, person-
nel, purchasing, marketing, customer services,
and training and educational programs. The
management component also develops infor-
mation and conveys it to others.
The process, distribution and management/
information components can be further clas-
sified into the following subcomponents: facil-
ity or plant, unit operations or, process steps,
equipment and tools, labor, secondary mate-
rial inputs, and energy.
Goals of Life Cycle Design
The primary objective of life cycle design is
to reduce total environmental impacts and
hearth risks caused by product development
and use. This objective can only be achieved
in concert with other life cycle design goals.
Life cycle design seeks to: :
conserve resources
prevent pollution '•-
support environmental equity
preserve diverse, sustainable ecosystems
maintain long-term, viable economic
systems
Resource conservation, pollution preven-
tion, and the equitable distribution of resources
and risks are essential to preserve the sus-
tainable ecosystems that comprise the planet's
life support system. For this reason, product
systems must be developed that balance hu-
man resources, natural resources, and capi-
tal while preserving healthy ecosystems.
Chapter 3. The Development
Process
Design actions translate life cycle goals
into high-quality, low-impact products. As Fig-
ure 2 shows, product development is com-
plex. Many elements in the diagram feed
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Closed-loop
recycling
Engineered &
Specialty
Materials I
Open-loop recycling
Material downcycl/ng
into another product
system
The Earth and Biosphere
Fugitive and untreated residuals
Airborne, waterborne, and solid residuals
Material, energy, and labor inputs for Process and Management
Transfer of materials between stages for Product; includes
transportation and packaging (Distribution)
Figure 1. The product life cycle system.
back on others. This emphasizes the con-
tinual search for improved products.
Life cycle goals are located at the top to
indicate their fundamental importance. Un-
less these goals are embraced by the entire
development team, true life cycle design is
impossible.
Management exerts a major influence on
all phases of development. Both concurrent
design and total quality management provide
models for life cycle design. In addition, ap-
propriate corporate policy, strategic planning,
and measures of success are needed to
support design projects.
Research and development discovers new
approaches for reducing environmental im-
pacts. The state of the environment provides
a context for design. In life cycle design,
current and future environmental needs are
translated into appropriate designs.
A typical design project begins with a needs
analysis, then proceeds through formulating
requirements, conceptual design, preliminary
design, detailed design, and implementation.
During the needs analysis, the purpose and
scope of the project are defined, and custom-
ers are clearly identified.
Needs are then expanded into a full set of
design criteria that includes environmental re-
quirements. Successful designs balance en-
vironmental, performance, cost, cultural, and
legal requirements. Design alternatives are
proposed to meet these requirements. The
development team continuously evaluates al-
ternatives throughout design. If studies show
that requirements cannot be met or reason-
ably modified, the project should end.
Finally, designs are implemented after final
approval and closure by the development
team.
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Life Cycle Framework
and Goals
(Chapter 2)
Management
(Chapter 3)
• Concurrent design • Team coordination
• Life cycle quality • Policy and strategy
• Measures of success
c
Technical Developments
Life Cycle
Strategies
(Chapter 5)
Needs Analysis
(Chapter 3)
• Significant needs
> Scope & purpose
• Baseline
State of Environment
Requirements
(Chapter 4)
• Environmental
• Performance
' Cost
• Cultural
• Legal
Design
' Concept
• Preliminary
- Detailed
discontinue
Continual reassessment
refine
Implement
• Production
• Use & Service
• Retirement
Evaluation
• Environmental -
(Chapters) :
' Cost
(Chapter 7) ,
• Decision Making
(Appendix D)
Monitor, plan improvements
Figure 2. Life cycle design process.
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Management
Commitment from all levels of manage-
ment is a vital part of life cycle design. Corpo-
rate environmental policy must be translated
into specific criteria to have a significant effect
on product and process design activities. Ob-
jectives and guidelines need to be estab-
lished in enough detail to provide useful guid-
ance in design decision making.
The progress of life cycle design programs
should be monitored and assessed using
clearly established environmental and finan-
cial measures. Appropriate measures of suc-
cess are necessary to motivate individuals
within development teams to pursue environ-
mental impact and health risk reductions.
Concurrent Design
Life cycle design is a logical extension of
concurrent manufacturing, a procedure based
on simultaneous design of product features
and manufacturing processes. In contrast to
projects that isolate design groups from each
other, concurrent design brings participants
together in a single team. By having all actors
in the life cycle participate in a project from
the outset, problems that develop between
different disciplines can be reduced. Efficient
teamwork also reduces development time,
lowers costs, and can improve quality.
Life Cycle Quality
Environmental aspects are closely linked
with quality in life cycle design. Companies
who look beyond quick profits to focus on
customers, muttidisciplinary teamwork, and
cooperation with suppliers provide a model
for life cycle design. The life cycle framework
expands these horizons to include societal
and environmental needs. Life cycle design
may thus build on total quality management,
or be incorporated in a TQM program. In life
cycle design, the environment is also seen as
a customer. Pollution and other impacts are
quality defects that must be reduced. Ulti-
mate success depends on preserving envi-
ronmental quality while satisfying traditional
customers and employees.
Team Building
Life cycle design depends on cross-disci-
plinary teams. These teams may include any
of the following life cycle participants: ac-
counting, advertising, community, customers,
distribution/packaging, environmental re-
sources staff, government regulators/stan-
dards setting organizations, industrial design-
ers, lawyers, management, marketing/sales,
process designers and engineers, procure-
ment/purchasing, production workers, re-
search and development staff, and service
personnel. Effectively coordinating these
teams and balancing the diverse interests of
all participants presents a significant chal-
lenge.
Needs Analysis
Design projects customarily begin by rec-
ognizing the need for change or uncovering
an opportunity for new product development.
The first step in any project should be identi-
fying customers and their needs. Avoiding
confusion between trivial or ephemeral de-
sires and actual needs is a major challenge
of life cycle design.
Once significant needs have been identi-
fied, the project's scope can be defined. This
entails choosing system boundaries, charac-
terizing analysis methods, and establishing a
project time line and budget. In addition, de-
velopment teams should decide whether the
project will focus on improving an existing
product, creating the next generation model,
or developing a new product.
In choosing an appropriate system bound-
ary for design, the development team must
initially consider the full life cycle. More re-
stricted system boundaries must be properly
justified. Beginning with the most comprehen-
sive system, design and analysis can focus
on the:
• full life cycle,
• partial life cycle, or
• individual stages or activities.
Choice of the full life cycle system will
provide the greatest opportunities for environ-
mental impact reduction.
Narrowly bounded systems may provide
useful results, but the limitations must be
recognized and clearly stated. Stages may
be omitted if they are static or not affected by
a new design. In all cases, designers working
on a more limited scale should be aware of
potential upstream and downstream impacts.
Comparative analysis, also referred to as
benchmarking, is necessary to demonstrate
that a new design or modification is an im-
provement over competitive or alternative de-
signs.
Requirements
Requirements define the expected design
outcome. Design alternatives are evaluated
on how well they meet requirements. When-
ever possible, requirements should be stated
explicitly to help the design team translate
needs into effective designs.
Successful development teams place re-
quirements before design. Rushing into de-
sign before objectives are defined often re-
sults in failed products.
Design Phases
The following phases of development are
not significantly altered by life cycle design:
conceptual design, preliminary design, de-
tailed design, and implementation. During
these phases, the development team synthe-
sizes various requirements into a coherent
design. Because life cycle design is based on
concurrent practices, activities in several
phases may be occurring at the same time.
Limitations
Lack of data and models for determining
life cycle impacts makes analysis difficult. Lack
of motivation can also be a problem. When
the scope of design is broadened from that
portion of the life cycle controlled by individual
players to other participants, interest in life
cycle design can dwindle. It can be difficult for
one party to take actions that mainly benefit
others.
Chapter 4. Requirements
Formulating requirements is one of the most
critical activities in life cycle design. A well-
conceived set of requirements translates
project objectives into a defined solution space
for design.
In life cycle design, environmental func-
tions are critical to overall system quality. For
this reason, environmental requirements
should be developed at the same time as
performance, cost, cultural, and legal criteria.
All requirements must be balanced in suc-
cessful designs. A product that fails in the
marketplace benefits no one.
Key Elements
Requirements define products in terms of
functions, attributes, and constraints. Func-
tions describe what a successful design does.
Functions should state what a design does,
not how it is accomplished. Attributes are
further details that provide useful description
of functions. Constraints are conditions that
the design must meet to satisfy project goals.
Constraints provide limits on functions that
restrict the design search to manageable ar-
eas.
Considerable research and analysis are
needed to develop proper requirements. Too
few requirements usually indicates that the
design is ambiguous.
The level of detail expressed in require-
ments depends on the type of development
project. Proposed requirements for new prod-
ucts are usually less detailed than those set
for improving an existing product.
Use of Requirements Matrix
A multilayer requirements matrix provides
a systematic tool for formulating a thorough
set of environmental, performance, cost, cul-
tural, and legal requirements. A schematic of
this multilayer matrix is shown in Figure 3.
A practical matrix should be formed by
further subdividing the rows and columns of
this conceptual matrix. Matrices allow product
development teams to carefully study the in-
terdependencies and interactions between life
cycle requirements. They also provide a con-
venient tool for identifying conflicts between
requirements and clarifying trade-offs that must
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be made. Issues that can assist designers in
defining environmental requirements are in-
troduced in the manual.
Ranking and Weighing
Requirements
Ranking and weighing requirements pro-
vide designers with an understanding of the
relative importance of various requirements.
An example of a useful classification scheme
follows.
• Must requirements are conditions that
improvements and design alternatives
have to meet. No design alternative is
acceptable unless it satisfies all must
requirements.
• Want requirements are desirable traits
used to select best alternatives from
proposed solutions that meet must
requirements. Want requirements help
designers seek the best solution, not just
the first alternative that satisfies
mandatory conditions. These criteria can
play a critical role in customer acceptance
and perceptbns of quality.
• Ancillary functions are bw ranked in terms
of relative importance and can therefore
be relegated to a wish list. Designers
should be aware that these desires exist
and try to incorporate them in designs
when it can be done without
compromising more critical parameters.
Customers or clients should not expect
to find many ancillary requirements
included in the final design.
Chapters. Design Strategies
Effective strategies can only be adopted
after project objectives are defined by re-
quirements. Deciding on a course of action
before the destination is known can be an
Invitation to disaster. Strategies flow from re-
quirements, not the reverse.
A successful strategy satisfies the entire
set of design requirements, thus promoting
integration of environmental requirements into
design. No strategy is exclusive. Most devel-
opment projects should adopt a range of
strategies to satisfy requirements. For this
reason, no single strategy should be expected
to satisfy all project requirements.
The following strategies are outlined in the
manual:
Product system life extension
• appropriately durable
• adaptable
• reliable
• serviceable
• remanufacturable
• reusable
Material life Extension
• recycling
Material selection
• substitution
• reformulation
Reduced material intensiveness
Process management
• process substitution
• process control
• improved process layout
• inventory control and material handling
• facilities planning
Efficient distribution
• transportation
• packaging
Improved business management
• office management
• information provision
labeling
advertising
Chapters. Environmental Analysis
Tools
A systematic means of gathering and ana-
lyzing data in varying depths is needed from
the very beginning of a development project
through implementation. In particular, envi-
ronmental analysis is needed for
benchmarking and the evaluation of design
alternatives.
Environmental assessments are based on
the following two components:
• Inventory analysis
• Impact analysis
An inventory analysis identifies and quanti-
fies all inputs and outputs for a product sys-
tem. Information about material and energy
inputs and waste (residual) outputs for every
significant step included in the system under
study are compiled during the inventory analy-
sis.
The purpose of impact assessment is to
evaluate impacts and risks associated with
the material and energy transfers and trans-
formations quantified in the inventory analy-
sis.
Scope of the Analysis
A full life cycle assessment may not be
essential for many design activities. Scope
can vary from complete quantification of all
inputs, outputs, and their impacts to a simple
verbal description of inventories and impacts.
Boundaries for analysis may range from the
full life cycle system to individual activities
within a life cycle stage. The development
team should be able to justify reducing the
scope for design to a partial life cycle system.
The following factors related to analysis
should also be considered when setting spe-
cific system boundaries: basis, temporal
boundaries (time scale), and spatial bound-
aries (geographic). In general, the basis for
analysis should be equivalent use. The time
frame or conditions under which data were
gathered should be clearly identified. A data
collection period should be chosen that is
representative of average system perfor-
mance. Spatial boundaries should also be
noted because the same activity can have
radically different effects in different locations.
Inventory Analysis
The inventory analysis should be conducted
to satisfy requirements of the impact analysis.
Two main tasks are involved in an inventory
analysis:
• Identifying material and energy input and
output streams and their constituents
• Quantifying these inputs and outputs
Allocation problems can occur in processes
with multiple useful outputs. Proportioning im-
pacts according to the total weight of the
main product relative to the coproducts is a
commonly used allocation method.
The EPA publication, Life Cycle Assess-
ment: Inventory Guidelines and Principles
(EPA/600/R-92/036) provides more detailed
instructions for conducting an, inventory as-
sessment. ;
Impact Assessment
The final result of an impact analysis is an
environmental profile of the product system.
The translation of inventory data into environ-
mental effects or impacts is achieved through
a wide range of impact assessment models,
including hazard and risk assessments mod-
els. ;
Impact analysis represents one of the most
challenging analysis functions of product sys-
tems development. Although current meth-
ods for evaluating environmental impacts are
incomplete, impact assessment is important
because it enables designers and planners to
understand the environmental consequences
of a design more fully. The development team
must recognize that analysis tools for assess-
ing environmental impacts and risks are con-
stantly improving. Designers, however, can-
not wait for the "ultimate" environmental as-
sessment models. Decisions should be based
on the best available data and methods of
assessment. •
Environmental impacts can;be organized
into the following categories:
• resource depletion :
• ecological degradation
• human health effects (health and safety
risks)
• other human welfare effects
Resource acquisition has two basic envi-
ronmental consequences:
• ecological degradation from habitat
disruption (e.g., physical disruption from
the mining)
• a reduction in the global resource base
that effects sustainability
Ecological risk assessment includes many
of the elements of human health risk assess-
ment but is much more complex. The eco-
logical stress agents must be identified as
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f legal V Cultura! ^
. I ,".1"'. f Performance ^
i
Product
• Inputs
• Outputs
Process
• Inputs
• Outputs
Distribution
• Inputs
• Outputs
Management
• Inputs
• Outputs
Raw
Material
Aquisition
Bulk
Processing
Engineered
Materials
Processing
Assembly &
Manufacturing
Use&
Service
Environmental ^ — |
Retirement
Treatment &
Disposal
Figure 3. Conceptual requirements matrix.
well as the ecosystem potentially impacted.
Ecological stress agents can be categorized
as chemical (e.g., toxic chemicals released to
the environment), physical (e.g., habitat de-
struction through logging), and biological (in-
troduction of an exotic species) agents.
Human health risk assessment includes
hazard identification, risk assessment, expo-
sure assessment, and risk characterization.
Human health and safety risks can also be
assessed using models that evaluate pro-
cess system reliability.
Chapter 7. Life Cycle Accounting
Traditional accounting practices need to be
modified to more fully reflect the total costs of
pollution and resource depletion. Improved
accounting practices can be a key element in
facilitating life cycle design. Accounting meth-
ods outlined in this chapter are based on the
total cost assessment model.
At present, most cost systems used in
business are based on financial accounting.
Because these systems are designed to serve
reporting rather than management functions,
environmental costs are usually gathered on
the facility level. These costs are added to
overhead and then assigned to specific prod-
ucts for management purposes. Allocation
methods vary in accuracy, but future advances
may allow gathering of much more accurate
product-specific costs.
Life cycle design benefits from an accurate
estimate of costs related to developing and
using products. Material and energy flows
provide a detailed template for assigning costs
to individual products. Following the total cost
assessment model, life cycle accounting adds
hidden, liability, and less tangible costs to
those costs usually gathered. This expanded
scope matches the range of activities included
in life cycle design. Time scales are also
expanded to include all future costs and ben-
efits that might result from design.
Usual Costs
Life cycle accounting first identifies tradi-
tional capital and operating expenses and
revenues for product systems. Many low-
impact designs offer benefits when evaluated
solely by usual costs. Such cost savings can
be achieved through material and energy con-
servation, elimination or reduction of pollution
control equipment, nonhazardous and haz-
ardous waste disposal costs, and labor costs.
Hidden Costs
Hidden costs consist mainly of regulatory
costs associated with product system devel-
opment. Many hidden costs incurred by a
company are gathered for entire facilities and
assigned to overhead.
Hidden regulatory costs include the follow-
ing (this is only a partial list):
Capital costs
• monitoring equipment
• preparedness and protective
equipment
• additional technology
Expenses
• notification
• reporting
• monitoring/testing
• record keeping
• planning/studies/modeling
• training
• inspections
• manifesting
• labeling
• preparedness and protective
equipment
• closure/post closure care
• medical surveillance
• insurance/special taxes
Liability Costs
Liability costs include fines due to noncom-
pliance and future liabilities for remedial ac-
tion, personal injury, and property damage.
Avoiding liability through design is the wisest
course. Because estimating potential envi-
ronmental liability costs is difficult, these costs
are often understated.
Less Tangible Costs
Many less tangible costs and benefits may
be related to usual costs, hidden regulatory
costs, and liabilities. Estimating intangibles
such as corporate image or worker morale is
difficult, as is projecting improvements in mar-
ket share or benefits derived from improved
customer loyalty.
Limitations
The main difficulties in life cycle accounting
arise in estimating costs for many nontradi-
tbnal items and properly allocating those costs
to specific products/processes. Liability and
less tangible costs are the most difficult to
estimate.
Some low-impact designs have probably
not been implemented because life cycle costs
were not accurately calculated.
•U.S. Government Priming Office; 1993 — 750-071/60237
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Externalities (costs borne by society rather
than the responsible parties) also present
problems. These costs are beyond the scope
of accounting at present. As long as costs for
pollution, resource depletion, and other exter-
nalities do not accrue to firms, accounting
systems will not reflect these costs, and life
cycle accounting will remain incomplete.
The full report was submitted in fulfillment
of Cooperative Agreement No. 317570 by
the University of Michigan under the sponsor-
ship of the U.S. Environmental Protection
Agency. i
Gregory A. Keoleian and Dan Menerey are with the National Pollution Preven-
tion Center, University of Michigan, Ann Arbor, Ml 48109-1115
Mary Ann Curran is the EPA Project Officer (see below).
The complete report, entitled "Life Cycle Design Manual: Environmental
Requirements and the Product System" (Order No. PB93-164507AS; Cost:
$27.00, subject to change) will be available from:
National Technical Information Service
5285 Port Royal Road
Springfield, VA 22161
Telephone: 703-487-4650
The EPA Project Officer can be contacted at:
Risk Reduction Engineering Laboratory
U.S. Environmental Protection Agency
Cincinnati, OH 45268
United States
Environmental Protection Agency
Center for Environmental Research Information
Cincinnati, OH 45268
Official Business
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EPA/600/SR-92/226
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