Industrial manufacturer Ingersoll Rand (IR) has long positioned itself as a company that prioritizes efficiency, energy savings and productivity. As its website states, “With principled leadership and ethical business practices, our high-engagement culture delivers enduring results that lead to a sustainable world.” Recently, IR saw potential to create added value by helping its customers meet their own environmental challenges. As a result, company leaders are taking the conservation philosophy to a new level.
IR’s sustainability commitment includes the extremely ambitious goal of reducing not its own, but its customers’ carbon emissions by 1 gigaton by 2030. Greenbiz’s Heather Clancy reports that this is equivalent to the annual emissions produced by Italy, France and the United Kingdom combined. Much of the plan revolves around remanufacturing end-of-life equipment.
“[IR] has operated an aftermarket service organization in Charlotte, North Carolina, since 1974,” Clancy writes. “After all, many metals used to make its Trane heating, ventilation and air-conditioning equipment have a demonstrable value, and there are well-established processes for recovering it. But in more recent years, the 183,000-square-foot operation … has become involved with activities focused on a different sort of mission: keeping older equipment in the field for as long as possible.”
Scott Tew, executive director for IR’s Center of Energy Efficiency and Sustainability, told Greenbiz that the company is focused on the concept of a “customer for life.” He recounts the story of a historic hotel in Portland, Oregon, that needed to upgrade its Trane HVAC system but had limited access to remove and replace failing equipment. Engineers disassembled and transported components back to Charlotte for repair, then reinstalled them in the exact same footprint as the original system. IR expects them to continue functioning for decades.
IR says it will fully support this environmental strategy moving forward. In fact, the company has established a new-product-development requirement that directs engineers to design for sustainability. As Clancy writes, “That includes both efficiency considerations and materials choices.”
For years, IR has looked to the APICS body of knowledge as a source of best practices, the primary method for getting employees speaking the same language and a key method for working toward a unified supply chain strategy. In fact, the company adopted a policy that required all materials managers to become APICS Certified in Production and Inventory Management (CPIM) designees within 18 months of being hired.
Then, to sustain this investment in learning and development, IR rewrote its materials management job descriptions to require CPIMs for all incoming managers. In addition, staffing personnel began targeting CPIM designees for open positions.
Today, IR has hundreds of CPIMs — and the finance team reports that this investment has paid off. A recent analysis found a direct correlation between materials manager performance and APICS certification. Most importantly, we’re now seeing that this training has led to initiatives that clearly aim to create a better world through supply chain. Learn more about what this globally recognized standard can do for your organization, your suppliers, your customers and beyond.