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; George KeJJy
One-Hour FLr
Jim'Lukin "^
Lukin Publicatioas
Robert Milier -
University of "AX Anchorage
-------
TABLE OF CONTENTS
How To USE THIS MANUAL ,...;...V......... ...Inside Cover
CHAPTER 1
WASTE REDUCTION MAKES GOOD BUSINESS SEN$E 1
Case Study '. '. :1
. What is Waste Reduction? ''. 1
Waste Reduction Solutions 2 ,
Start Your Waste Reduction Program ^^- 3 ,
A Quick Reference Guide to Developing Your Program :. 3
An On-Going Process .., 4
Resources ; 4
. CHAPTER 2
STEP 1: -GET ORGANIZED - FORM AN AUDIT TEAM ...ป .ปป 5
Case Study 5 ,.-,-.
Creating Your Audit Team ;..., 5 .
Composition and Size ...y..,. ....:.. 5 - . .
Other Points About the Audit Team .' 6i '
Alternatives ................................... -6
Resources 6
Audit Team Form 7
CHAPTER 3
STEP 2: Do YOUR HOMEWORK -- REVIEW BUSINESS PLANS & PROCEDURES 9
Case Study ..' .....9
Your Business Profile 9
What is a Business Plan? 9 - '
The Market Plan -. .... '10
The Operations Plan ...:'.. .'...,........"......... ...10
Process Operations
Purchasing Procedures
Receiving Procedures
Delivery Procedures . ,
Inventory Procedures
Personnel Policies ,
_ The Financial Plan '.'...... --I4
The Recordkeeping Plan 14'
Resources -...-. 1^
Business Plan Evaluation Checklist 15
:
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CHAPTER 4
STEP 3: TAKE A LOOK - CONDUCT A WASTE REDUCTION AUDIT I*
Case Study 19
The Waste Reduction Audit 19
Task I: Conduct a Preliminary Walkthrough 20
Task II: Conduct a Facility Walkthrough .'..' '...:.. 21
Task III: Identify Wraste Reduction Opportunities ; 21
Task IV:' Document Your Findings '. 22
Points to Keep in Mind 22
How Long Does an Audit Take? 23
Resources 23
12 Questions to Consider During Your Walkthrough 24
Form A: Process Identification - 25
Form B: Materials Identification 26
Form C: Waste Identification -27
Form D: Cost Identification -28
Walkthrough Schematic Drawing -29
CHAPTER 5
STEP 4: YOU'RE ALMOST DONE -- EVALUATE & IMPLEMENT OPTIONS 3.1
Case Study 31
Quick Reference Guide to Waste Reduction Priorities 31
Some Initial Points to Consider When Analyzing Options .... 32
Implement Your Options .....32
Resources '' 33
Technical Evaluation Form 34
Economic Evaluation Form 35
" Waste Reduction Program Evaluation : .ป.36
CHAPTER 6
SOME COMMON BUSINESS PROCESSES WITH WASTE REDUCTION OPTIONS 37
Resources 37
Selected Waste Reduction Opportunities , 38
CHAPTER 7
WASTE REDUCTION RESOURCES FOR SMALL BUSINESS - 42
A. Alaska Health Project 42
B. State Waste Reduction Programs 42
C. Reports and Documents - 4^
D. Other Resources - 4^
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CHAPTER 1
WASTE REDUCTION MAKES
GOOD BUSINESS SEN$E
iJntil recently, small business owners were not overly concerned with-
the costs resulting, from the generation of industrial waste/However,
this situation has changed. Small business owners in Alaska (and else-
where) now bear an enormous legal,.and social responsibility to safely
manage the materials used in their business operations; in addition to.
any waste produced'. Moreover, small business owners now realize the
potential financial losses resulting the generation of waste.
Today, it is essential that small business owners and employees
develop programs to reduce or eliminate wastes generated from busi-
ness operations. By doing so, a small business,improves its competitive-
ness and profitability while at the same time keeping both the workplace
and the community clean. Waste reduction works and makes good
business'sense. ' , ,
What is Waste Reduction? Waste reduction is any activity that re-
duces or eliminates the generation of waste at its source, before it
becomes a pollutant or a "lost" resource. .
: Wastes appear in many forms; solid wastes.such as paper-, boxes, and
other refuse; spills; vapors and fumes that may cause pollution outdoors
and in the workplace; wastewater discharges.; energy waste; and hazard-
ous wastes that are reactive, toxic, ignitable and corrosive- to name just'
a few. . ...
Industrial wastes are produced for a variety of reasons. For example,
unnecessary purchases, outmoded processes, and poor employee train-
ing often generate wastes. System leaks (pipes, valves, etc) arise from
irregular or a lack of equipment maintenance. Poor housekeeping and
product mishandling sometimes waste precious and costly raw materi-
als. But most often, wastes are created because a company has not spent
enough time developing a program to eliminate these losses.
CASE STUDY
In 1984, >'.'eorge Kelly, Vice
President of O.iฐ Hour Fireweed, a
local dry cleci'.er in Anchorage,
Alaska, attend* i' a workshop con-
cerning hazardci'.s waste and small
businesses. He * ent away with the
feeling that his business could do a
lot more to cont'ol solvent wastes
from its operations.
Since then, One Hour Fireweed
has reduced its solvent wastes to a
level well below national industry
standards. Mr. Kilfy accomplishes
this by regularly -.kecking for and
sealing any system leaks, modifying
his plant to incude an aziotropic
conditioning sysf.-n to recover sol-
vent,, and installing a carbon ab-
sorption unit to .-,'cover additional
'solvent from exh^r^st vapors.
With this nev setup, Mr. Kelly
can now clean foj.r times as many
clothes per drum of solvent. At the
current price vf .approximately
5285.00 per 55-gallon drum of
cleaning solvent, that translates into
real savings - and a cleaner envi-
ronment.'
In 1986, Mr. Kelly received the
First Annual Mayor's Pollution Pre-'
vention Award in recognition of his
efforts to reduce the amount of haz-
ardous waste in Anchorage. Cur-
rently, Mr.. Kelly continues his waste
reduction efforts and has developed
a special dryer that recovers solvent
from dry cleaning filters. The filter
drying unit ,can recover 4.5 gallons
of cleaning solvent from each 6-foot
filter. The savings in- reclaimed
.cleaning solvent alone make this
technique attractive.
ALASKA HEALTH PROJECT
-------
WASTE REDUCTION
SOLUTIONS
Promoting waste reduction in your business requires a fundamental
change on the pan of business managers, and employees, to view these
wastes as a potential resources rather than just something thrown away
or lost during the production process. This goes for all wastes, not just
hazardous wastes and those that are regulated by local, state, and/or
federal laws. Conserving water and energy, reducing paper waste, and
saving raw materials should be a part of your overall waste reduction
goal.
By focusing your attention on all types of waste, you will ensure
maximum returns for your waste reduction efforts. These returns
can include:
Reduced operation costs by using less raw materials, and conserv-
ing energy.
Savings from reduced need for pollution control equipment and
monitoring.
Elimination of waste transportation, storage and disposal costs.
A healthier workforce and community from reduced exposures to
hazardous wastes and chemical materials.
Reduced costs for compliance with waste disposal regulations.
Improved public image from taking positive steps towards your
community's waste problems.
Revenues from the recovery and sale of reusable wastes.
Reduced liabilities through the elimination of waste.
The best way to profit from waste reduction in your business is to
reduce your reliance on the raw materials and processes that create the
waste. Techniques for reducing waste will vary in terms of complexity,
effectiveness, and costs. Simple housekeeping improvements to control
material losses, repairing system leaks, and preventing spills are very
effective methods and cost little or nothing to implement. Other meas-
ures, such as upgrading to the latest recovery technologies, may require
more time and money, and a detailed engineering analysis to determine
their cost effectiveness. However, such high-tech waste reduction op-
tions can have relatively rapid payback periods, which enhance their
overall value.
2 ALASKA HEALTH PROJECT
In general, efforts to reduce waste at the source can include;
* Changing plant operation and/or procedures by improved house-
keeping and educating employees about waste reduction.
ซ Substituting non-toxic materials in the production process.
* Reclaiming (recycling) materials to avoid creating wastes.
* Modifying equipment to improve efficiency.
' Altering your final product to eliminate processes that create
wastes. (This is particularly useful for manufacturing businesses).
-------
1 No cr.a"c'r-'Aha:'k:r.dofbus;ness-you do.>ou u'ill most likely have aset
of financiai.'operationa: and marketing plans and procedures. Waste re-
action car..fit almost anywhere in these plans! For example, when.de-
.elopine a financial plan for your business, you should factor in waste
management as a cost of doing business. Accurate figures on how much
wasters generated will help determine this. cost. The more; you can ,
reduce wastes, the more, money will be available for other business
. f
investments. ' . . .
Examinine losses from the handling of materials and wastes is often
overlooked during,business planning. For. most service-oriented busi-
nesses,, such as print shops, beauty parlors, garages, and dry cleanejs,
this type of planning is cr.uciai.
This manual is based on a four-step method designed to help you
and your empio\ee> identify waste reduction possibilities within your
business. The following section is an overview of the presses providing
a preview of tne program before you and your employees get started.
STEP 1: GET .ORGANIZED: There' is enormous potential for .waste re-
duction in all aspects of your' business operations and procedures.
Getting idea? from everyone in your company is therefore crucial. A
good was,;e rec-iason program car, 'work only if both workers and
managers: . .
' * Are committed to' the idea and implementation of the waste reduc-
tion program. . . . '
;* Realize -that v-a^te reduction can improve the business' overall
profits and the health and safety of employees and the community;
' ' Aeree :on -a common process for identifying waste reduction oppor-
tunities in the business. ' .--.'_
* Faithfully execute any method's .'determined to promote waste re-
duction in the business. . . .. . ; .
Chapter 2 contain^ more information on how to form a work group
to ensure' broad involvement in ail phases of this process..
STEP 2: Do YOUR HOMEWORK: Good business pfenning is criticalin
both starting a new venture and .maintaining ah existing one'. Business
plans normally include such things as marketing schemes; procedures
for operations such as purchasing, inventory-,' and facility design; and fi-
nancial and operational recordkeeping.
Step 2 involves reviewing your existing and/or proposed business
plans with a critical eye toward waste, reduction. For example, purchas-
ing procedures can include a review of the waste reduction-potential for
any ne'w materials or equipment. - prior to purchase. It pays to buy
equipment and rau material? that generate the least amount of waste.
Chapter 3 wil; help'you review your current business plan (or develop
one) v.ith:ar, eye towards maximum waste reduction. ' .
"Convenient checklists are provided to help \6u complete this step.
START YOUR
WASTE REDUCTION
PROGRAM
QUICK REFERENCE
GUIDE TO DEVELOPING
YOUR PROGRAM
There are four fundamental
steps to developing a Waste
Reduction Program:
1. Get Organized
Employees & management
work together to promote waste
reduction in your business
(Chapter 2).
2. Do Your Homework
Review business plans and pro-
cedures to determine opportu-
nities for waste reduction
(Chapter 3).
3. Take A Look
Evaluate waste reduction poten-
tial by conducting a waste reduc-
tion audit (Chapter 4).
4. You're Almost Done
Choose the most appropriate
waste reduction methods for
your business (Chapter 5).
ALASKA HEALTH
-------
AN ON-GOING
PROCESS
RESOURCES
For more information
refer to the following re-
sources listed in Chapter
Seven: 1, 30. 37, 38, 39.
40,42.43,46, 48,49.
HEALTH PRO.'ECT
STEP 3: T\KE A LOOK: You must also evaluate your actual business
operations and processes to identify potential waste reduction opportu-
nities. Step 3 involves taking a closer look at your company by conduct-
ing a waste reduction audit. Some of the information collected in the
previous step will be help you do this.
During the audit you will collect information on the types and quan-
tities of wastes you produce and identify the processes that create them.
You will determine where they go: i.e Out the stack or out into your
facility (air), down the sewer (water), or into disposal facility (land). In
this step, you will also collect information to help evaluate your waste
reduction options from a technical and economic point of view.
Chapter 4 presents a detailed discussion on how to complete your audit
and includes easy-to-use checklists designed to simplify the procedure.
STEP 4: Yoi 'RE ALMOST DOVE:With the information gathered in
Steps 2 and 3, you car. make some important deepens on rhe> best
methods to reduce wastes in y>ur compare". Your afet>. etc. Remember that
anything you do to reduce your waste production will benefit you. your
business, your community, and your employees See Chapter 5 for more
details. , -
It is important that your, efforts not stop at this point. Waste Reduc-
tion is a dynamic process. Once implemented v ^,te reduction proce-
dures require regular review and evaluation to keep the procedures
effective. Chapter 5 provides more information to complete this-step.
The time it takes to develop a waste reduction program will vary from
business to business. Just completing one of the steps in the process,
however, is valuable and may significantly improve waste reduction in
your business. Some companies may skip some steps thereby shortening
the process. Moreover. Alaska Health Project can provide assistance to
anyone needing help completing these tasks.
This manual is designed to help you develop a waste reduction
program tailor-made to your needs and situation. It starts by helping you
review your business plans and procedures to maximize waste reduction
potential. It then moves on to describe how you can conduct a detailed
facility audit to identify waste reduction opportunities. Continue read-
ing the remaining chapters in-this manual to determine how yea ..an
begin to profit from waste reduction, just like George Kelly -- and
others.
-------
CHAPTER 2
STEP 1: GET ORGANIZED
FORM AN AUDIT TEAM
Te
am work is vital to achieving successful waste reduction Ln any small
business. Workers and managers both have important roles to play in
implementing waste reduction programs. This chapter shows how to
create an audit team to-provide the focus and leadership needed to
initiate, implement and evaluate a waste reduction program. An audit
team can also:' .- .'. '
. * Educate management and employees about waste management
, issues in general. - ' .,
* Enhance communication between managers and workers-about
business processes and procedures. ..-
* Encourage all persons in the company to voice their opinions and
suggestions about waste reduction-; .'.
CREATING YOUR AUDIT TEAM
There is no strict formula to creating an audit team. Business owners
and/or managers ma\ simply authorize and choose the team members.
Organized workers may be able to create a team through union con-
tracts and collective bargaining agreements. Some businesses may use
safety meetings 'to establish their audit team. Regardless of how you
start, it is crucial that both management and employees are committed
-- in concept and purpose - to. the team effort for effective waste
reduction to occur.
The size of the team is not critical. In many smaller companies,,
business managers or owners are also "workers". Therefore, the audit
team may be one or two people. In fact, one person could initially
conduct a waste reduction audit, then work with others to review results
and implement recommendations. ' .
CASE STUDY
A team approach to waste reduc-
tion has long been considered im-
portanCat PhotoWright Laborato-
ries, a photofmishing business in
Anchorage, Alaska. 'Employees and
management successfully work to-
gether to reclaim silver from used
photofinishing chemicals. Using an
electrolytic plating unit and a metal-
lic replacement unit, PhotoWnght
recovers over 95 ^c of the silver from
their used processing chemicals
silver, which would otherwise be dis-
charged into tht' sewer system.
The recovered silver represents
ah additional source of profit for the
company PhotoWright received the*
19S7 Ma\or's Pollution Prevention
Award for their waste reduction ef-
ion .; , - . .'
COMPOSITION AND SIZE
ALASKA HEALTH PROJECT
-------
AUDIT TEAMS
For small businesses, the audit
team might consist of,
* owner or manager
* secretary
" worker
4
j In mul-sue or larger companies.
j the team might inJudo
* workers
* administrative staff
" purchasing agent*
sales staff
* managers
* safety personnel
* business owners
OTHER POINTS ABOUT THE
AUDIT TEAM
ALTERNATIVES
RESOURCES
For more information
about topics in this chap-
ter refer to the following
resources in Chapter
Seven: 1, 37, 46.
ALASKA HEALTH PRO.-ECT
The composition of an audit team will also vary from company to
company. In general, the group should include personnel involved in
each stage of your business operations. This will increase employee
awareness of waste reduction and promote broad based input and
support for your program. Moreover, you may be able to reduce waste
at any stage in the business process, so it's important to get everyone's
thoughts and ideas. Even those employees who are removed from the
actual processing or production in your business may have helpful
suggestions. Counter clerks and receptionists, if encouraged, may come
up with winning ideas to reduce waste and save money.
Use the form at the end of this chapter to record the audit team
members and the general goal of the audit team. Give each member a
copy of this form and post a copy where all your employees can see it.
That way, employees who are not team members will know who to
contact if they have questions or suggestions. Business managers should
keep this form on file. Just creating an audit team is an important step
in reducing and controlling your waste. Be sure to document your efforts
-- records may help you comply with regulations, and will help you keep
track of your waste reduction success stories.
As a general rule, the group should include the following basic
elements:
* A Leader: Someone in charge and accountable for the waste
reduction program.
* Regular Communication: Schedule weekly, monthly or quarterly
meetings to discuss the investigation and share new ideas and
information.
* Recordkeeping: Record meetings and other discussions.
* Consensus Agreement: Cooperation makes waste reduction work.
* Longevity: Maintain the audit team over time to conduct additional
audits, ensure implementation of recommendations, and evaluate
your efforts.
Once a team is-in place, the first task is to make a plan and a timetable
for completing the tasks, outlined in this manual. Plans will vary from
business to business. The important point is that each team member
agree to the approach, whatever it may be.
Staffing, time and,resources may initially hamper the ability of some
businesses to create an audit team. If so, businesses may contact Alaska
Health Project for guidance and assistance, call us at (907)276-2864.
-------
* Please Post *
The Waste Reduction Audit Team
Company:
Date: __
All employees with questions or suggestions regarding waste
management and waste reduction are encouraged to contact
any one of the people listed below:
Team Leaden.
Title:
Team Member:
Title:
Team Member:
Title:
Team Member:
Title:
Audit Team Goal:
* Please Post *
-------
-------
CHAPTER 3
STEP 2: Do YOUR HOMEWORK
REVIEW BUSINESS PLANS & PROCEDURES
business procedures and policies that cover operating, finan-
cial, and marketing needs are important to any successful company. This
chapter will help the audit-team review each component of your busi-
ness plan to identify areas where waste can be reduced. At the end of
this chapter is an easy-to-use checklist to help the audit team complete
this Step. '-.-._.".'
YOUR BUSINESS PROFILE
A business plan is a profile of all the components of your company.
It'involves putting down on paper a blueprint to turn your ideas into
reality and help maintain your operations for years to come. Incorpo-
rating waste reduction into your business plan .can become the most
useful form of waste reduction because of the ability to reduce wastes
before waste-producing materials, processes, and procedures enter the
business. Curbing waste production through business planning typically
requires little money and time to implement.
These planning considerations are especially important for new,busi-
nesses. By considering waste reduction early on, you will have an
opportunity to avoid losses experienced by other businesses.
WHAT is A BUSINESS PLAN?
A business plan typically includes the following major elements:
1. The Marketing .Plan focuses on how;to market your business and
considers issues such as market supply and demand informa^
tion, and marketing strategies.
2. The Operations Plan determines how you are going to produce
your product and/or deliver services to the public. It includes
elements such as purchasing, delivery, inventory, equipment,
personnel, operation flow, building design, etc.
3. The Financial Plan considers how you are going to operate your
business, reduce losses, and still make a profit.
4. The Recordkeepihg Plan establishes procedures that account for
all stages of business activities for the purposes of payroll,
benefits, taxes, insurance,,and compliance with laws and regu-
lations. ' -
CASE STUDY
In '1.986, the Anchorage School Dis-
Diet'Facility Maintenance Depart-
ment became concerned about the
costs associated with hazardous
waste management, in particular
solvent wastes. After conducting a
waste reduction audit and reviewing
their options they determined that
purchase of a small-scale solvent
recovery system could reduce
wastes, and potentially save over
$'18.00 per gallon of used solvent.
Additional savings come from re-
duced cost for regulatory compli-
ance, since this waste reduction al-
lows the facility to maintain "Small
Quantity Generator" status. Be-
cause of these efforts, the School
District Facility Maintenance De-
partment received the Mayor's Pol-
lution Prevention Merit Award in
1987.
ALASKA HEALTH PROJECT
-------
WASTE REDUCTION IN
YOUR BUSINESS PLAN
THE MARKETING
PLAN
THE OPERATIONS
PLAN
PROCESS OPERATIONS
* Source Reduction
* Materials Recovery
* Equipment Design
* Waste Segregation
* Maintenance Programs
* Employee Education
10
AIASKA HEALTH PROJECT
Here are some methods for promoting waste reduction in the various
pans of a business plan. This chapter does not discuss all such options,
but should provide guidance for the audit team to conduct a thorough
evaluation of the company business plan. Resources at the end of this
chapter can provide more information and advice.
Successful business managers know what goods and services their
customers want. They also know who else in the community is supplying-
the same goods or services -- their competitors. Business managers will
often use this knowledge to develop marketing strategies for their
company. In a competitive economic climate, consideration of waste
reduction in your marketing plan can help you maintain a competitive
edge over other businesses providing similar services.
Throughout Alaska, and the nation, there is wide-spread support for
prevention of environmental pollution, particularly at the local level. A
company promoting waste reduction has a good chance of receiving
wide-spread support from their community and the press. The money
saved from waste reduction programs can be used elsewhere in your
business, which might give you that extra competitive edge in the market
place. . .
If your company is located in the Anchorage area, you are eligible for
the Mayor's Pollution Prevention Award. This award is given each year
to a business, organization, or individual actively involved in preventing
pollution in the community. Businesses receiving this award receive free
publicity (in newspaper press releases) and are given a plaque to display
in their business. This type of positive free publicity should not be
overlooked in a marketing plan.
Policies and procedures for process operations and design, purchas-
ing, inventory, delivery, and personnel can ultimately provide the focal
point for waste reduction in your shop.
PROCESS OPERATIONS The industrial processes in your business typi-
cally are the major source of waste production and thus provide
enormous opportunities for reducing waste. Maintenance work, tank
cleaning, degreasing, painting, printing, and other processes can be
designed to produce the least amount of waste possible.
When making decisions on the type of processes for your business and
in maintaining existing equipment, the audit team should consider the
following points:
Source Reduction: Design or redesign the process to control waste
production at the source, or to recover any wasted raw materials. For
example, dry cleaning processes can be designed to trap solvent emis-
sions and return the solvent to the cleaning process.
Material Recovery: Modify process equipment and operations to en-
hance recovery or recycling of materials.
Equipment Design: Redesign equipment or production process to re-
duce or reclaim waste.
-------
\VasteSegregatuiri. Se,grega:e waste to enhance recycling both on and.
off-site, and waste exchange. One company's waste may be useful for
another company. ' ... ,..
Maintenance Programs: Initiate1 a preventive maintenance program
to ensure efficient operation of equipment and elimination of leaks, and
to monitor, for additional waste'reduction opportunities.
Employee Education: Emphasize employee development and train-
ing to promote.waste reduction through proper handling of raw mate-
rials and to maintain efficiency. " ' -
PURCHASING. PROCEDURES Changes in purchasing, procedures can
control potential loss.es before .they enter your shop. The audit team
should consider the following points when reviewing company purchas-
ing procedures: '
Pre-purchase Review: Evaluate materials prior to purchase to ensure
that you are "using non-toxic (or the least toxic) materials that are least
costly to handle. Contact Alaska Health Project, or one of the other
resources listed at the end of the .chapter to help you evaluate-your
materials. : ' . ' ' '
Inventory- Control: Control chemical inventories to prevent possible
spills, overpurchasing. and the resulting costs for disposal of these
materials. Buy only what you need.
Equipment Evaluation: Purchase only equipment that is designed to
reduce waste and comply with applicable environmental and occupa-
tional safety and health standards/You should be able to find this out
from the supplier or distributor.
Centralized Purchasing: Channel all material purchases through ,a
central person or department in your business to eliminate all unneces-
sary purchases and ensure that all waste reduction purchase policies are
followed.1 ' .,'-.
'Obtain MSDSs: Make certain that-distributors supply you with Ma-
terial Safety Data Sheets (MSDS) when purchasing hazardous materi-
als. MSDSs are chemical information sheets'that can help business
managers determine the nature of their wastes. These sheets also help
you comply with state and federal laws concerning worker and commu-
nity Right to Know.
Property Survey: When buying property or buildings, require the
seller to pay for an independent survey documenting that the property
.is free of any hazardous material contamination or abandoned wastes
(such as asbestos or PCBs). Owning or leasing the property will poten-
tially make 'you liable for any cleanup costs. . . ''',.-
Evaluate Facility Design: Evaluate potential building purchases to
determine whether or not the building design is amenable.to waste
reduction. For example, does the building design allow shop equipment
to be laid out in an efficient manner..
Expansion Plans: Always consider waste reduction when planning for
business expansion. - ' - ' . :..,
i THE OPERATIONS PLAN,
CONTINUED
PURCHASING PROCEDURES
* Pre-purchase Review
* Inventory Control
* Equipment Evaluation
* Centralize Purchasing
'Obtain MSDSs
* Property Survey
* Facility Design
* Expansion Plans
ALASKA HEALTH PROJECT
11
-------
THE OPERATIONS PLAN,
CONTINUED
RECEIVING PROCEDURES
* Designate an Area
* Train Employees
* Use Quality Suppliers
* Review Agreements
* Documentation
npi.rvERv PROCEDURES
* Receiving .Areas
* Trained Handlers
* Delivery Agreements
* Documentation
RECEIVING PROCEDURES How often have you ordered supplies and
wound up returning them because they were the wrong product? How,
often do you cleaned up spills from improper shipment and packaging?
Now that you've made the purchase, there are several simple meth-
ods for eliminating waste generation in the receiving component of your
operation plan. These include:
Designate a Receiving Area: Your operations plan should designate
a specific area for receiving all materials that enter your company. This
will allow you to control materials as they enter. A receiving area can
also be designed to prevent and control wastes from spills, etc.
Train Employees: Employees should be trained to properly handle
shipments to prevent property losses, injuries, and costly waste disposal.
They should also be trained in procedures in the case of a mishap.
Use Quality Suppliers: Don't buy from just anybody. While the lowest
bid is important, the quality and reliability of your supplier is equally
crucial. It may be worth paying a little more for your products if your
supplier delivers those goods intact and according to your specifications.
Check the track record of your supplier to determine whether his or her
performance meets your standards. You can do this by asking other
companies in your area, or by requesting references from the supplier.
Review Purchase Agreements: Purchase order agreements should in-
clude terms and conditions for receiving material orders. These condi-
tions could include provisions to allow you to inspect materials prior to
acceptance. If containers are leaking when your order arrives, for
example, the terms could state that the supplier and/or shipper bears
the responsibility for cleanup or whatever out-of-pockets expenses you
have for controlling the incident and protecting your employees.
Document Agreements: 'All terms should be documented to ensure
that all conditions are followed according to specifications.
Suppliers are in business to provide materials. They want your busi-
ness and should be willing to ship on your terms. If not, find another
supplier or change products if you can.
DELIVERY PROCEDURES The same methods for controlling mistakes
during receiving can be applied to the delivery aspect of your business
plan. When making deliveries, you may want to make arrangements
with your customers that include the following:
Designated Receiving Area: Have customers designate a single area
for receiving shipments, with measures to reduce accidents and spills.
Trained Material Handlers: Request that customers use only trained
workers for hazardous materials shipments at their receiving dock.
Delivery Agreements: Require that the customer inspect the delivery
and document that the materials have been received in acceptable
condition. This will help reduce any liability on your part once you, have
delivered the goods to the customer.
Documentation: Get a copy, in writing, of all delivery agreements to
ensure that proper procedures are followed.
12
ALASKA HEASTI. PRCJE-CT
-------
Iv/EMOR") PRneELH RES AT, inventory polio, is an imponant..cornpo-
neru of a:bu>mes5 plan. How much extra stock do you want to keep on
hand"? This ques;ion-ar,J others are difficult to answer, particularly for
businesses operating in rural areas, away from rnajor transportation
routes. Businesses need enough, inventory .to allow smooth operations
until the next order comes in. However, too much inventory may result
in 'waste and increased financial hardship on your business - not to
mention t\i-ngu'p all \ourspare cash. Waste reduction should be a prime
consideration when developing the inventory component of your busi-
ness plan. The following should be considered when you develop or
review such plans: ." . . ~.
: Materials Inventon: Raw material inventory presents special con-
cerns for any business.The more inventory of reactive, toxic or ignitable
materials you have 'the greater the chances for exposures to workers and
safety' problems such as spills, exposures and fires. The down-time and,
other problems associated with these losses will certainly outweigh the
costs of waiting for a resuppiy shipment.
Material Shelf-life: What is the shelf-life of the material that you
intend to purchase? Unused inventory with a limited shelf-life will have
to be disposed of or sent back to your supplier at your expense. More-
over, simply leaving out-dated stock in your inventory may overcrowd
your storage space and increase the potential for fire, worker exposures,
and regulatory violations. ...... '
Emergency Controls: Decisions on the amount of hazardous materi-
als you keep should include an evaluation of your emergency control
systems. Can your fire suppression system handle large inventories? Are
storage areas designed to han'dle spills and other mishaps associated
with large chemical inventories? Failure to consider emergency issues
may result in increased waste, and financial and even human losses.
Container Size: Packaging may have a direct bearing on the amount
of waste your company generates. Chemical inventories stored in large
containers (55-gallon drums) can result in more waste compared to-the
same chemical stored in smaller containers. For example, chemicals
stored in large containers typically have to be transferred to smaller
ones before use. This process can result in spills, material evaporation,
and contamination immaterial is returned to the drum. Purchasing
material in the appropriate sized container can save you money and
promote more efficient use and handling of chemical materials.
Storage Areas: Consider the area that you store your materials in. Is
it designed to contain spills? Are incompatible chemicals stored next
to each other? Separate locations may be necessary for reactive mate-
rials. And don't forget to consider potential damage from earthquakes.
Process Changes: As a business owner, you may leap at the chance
to buy. a huge inventon-' of materials offered by your' supplier at a
discount. It makes good financial sense to buy the most product for the
lowest rate, right? But, think a moment --' do you really need all. that
material on hand? In addition, future process changes may not require
as much or any of that material. When that happens, you must bear the
costs for disposing of the material or finding someone else who can use
it, not to mention the original.purchase outlay. ' ,
THE OPERATIONS PLAN.
CONTINUED
INVENTORY PROCEDURES'
* Materials Inventory
* Material Shelf-life
* Emergency Controls
* Container Size
* Storage Areas
* Process Changes
ALASKA HEALTH PROJECT
13
-------
THE OPERATIONS PLAN,
CO.VT1M.ED
THE FINANCIAL PLAN
THE RECORDKEEPING
PLAN
RESOURCES
For more information on
developing a business
plan and making sure it
includes wastes reduction,
refer to the following re-
sources in Chapter Seven:
1, 2-29, 35, 37, 39, 46, 48.
PERSONNEL POLICIES The success of your waste reduction efforts de-
pend, in part, on your workers. Workers must be trained to properly
handle raw materials and carry out your program. Your personnel
policies should include ample opportunity for staff development and
training in this regard. With adequate training and education workers
will handle materials properly, and reduce their exposures while at the
same time support company waste reduction efforts.
Creating a sound financial plan is an important element in any
successful business venture. Maintaining a profit can be difficult for a
small business owner. Even seemingly small losses will add up year after
year. Therefore it is essential to include waste generation and reduction
as a cost of doing business. Profit and loss statements will be inaccurate
if they do not include waste management expenses and any waste
reduction savings.
This type of planning requires a business to maintain accurate figures
on the types and the quantities of industrial wastes, along with their
associated management costs. These costs include waste disposal, trans-
portation, management overhead, regulatory compliance, insurance,
etc. What may seem like a cost-efficient waste management approach
may not be when considering it within the context of your company's
overall financial picture. Thus waste management cost information can
help you develop an accurate.profit.and loss statement and create a
realistic financial plan. In addition, this information is crucial when
evaluating the cost effectiveness of any planned or existing waste reduc-
tion measures.
14
ALASKA HEALTH PROJECT
Keeping accurate records of business operations is not an easy chore,
particularly for a small business which may not have the resources to
handle large amounts of paperwork. However, sound recordkeeping is
important in maintaining your business plan and thus is an important
step in setting up a waste reduction program.
Keeping accurate records on the types and quantities of waste is im-
portant for determining how they can be reduced. With this informa-
tion, you can calculate material losses in your process from spills, system
leaks, and other poor handling. Moreover, these records will allow you
to evaluate the economic and technical effectiveness of any waste
reduction program you implement.
In addition, attention to paperwork and records will help you docu-
ment your waste management programs, and assist you in complying
with complex federal, state, and local regulations. As we mentioned
earlier, maintaining MSDSs will help you comply with worker and
community right to know laws. Reviewing these MSDSs will also help
you identify potential hazardous waste streams. This can be a low cost
method for initially identifying wastes that can be reduced or elimi-
nated. Product manufacturers and distributors are required to provide
you with MDSDs, which in turn, need to be available to your employees.
Use the following checklist to evaluate your ability to
integrate waste reduction into your business plan.
-------
BUSINESS PLAN
The checklist, which starts on the next page, will help the audit team.
review company business plans, complete Step 2 and prepare for Step 3.
The form is divided into four parts, corresponding to the major categories
of a business which were covered in this chapter: Marketing, Operations,
Financial, and Recordkeeping. , ^ v
The audit team should work together to complete this form. A "yes"
response means that your business plans are promoting or could promote
waste reduction. A "no" response means that your, plans, are not encour-
aging waste reduction. A "not sure" response means that you need to
further evaluate your business plan related to the topic of the question.
''' . "',' t -. ' -^ -, .* - -
After completing the checklist, the audit team should save this infor-
mation and use it to periodically evaluate your business plans and
complete the remaining steps to setting up your waste reduction program.
In addition, audit teams are encouraged to contact Alaska Health Project
for help in interpreting responses to the checklist. -(-..
..turn to the next page to begin the Business Plan Evaluation...
INSTRUCTIONS
AIASKA HEAL PROJECT
15
-------
STEP 2: REVIEW BUSINESS PLANS & PROCEDURES
BUSINESS PLAN EVALUATION
* - '.*"
Company:
Date PnmplcteH; > ' .
Person Completing Form:
INSTRUCTIONS: Check the appropriate answer for each
YES means your business plans are promoting or could pi
NO means your plans are not encouraging waste reductio
NOT SURE means you need to further evaluate your plar
A, Questions specific to the Marketing Plan
1. Do you & your employees recognize the importance
of proper management of hazardous materials and
waste reduction? - :
2. Do your marketing strategies incorporate the posi-
tive public image related to waste reduction? :
3. Do you publicize your company's efforts to reduce
waste?
B. Questions specific to the Operations Plan:
*
1. Are workers and management developingjijirpgram
to promote waste reduction in your company?
i
2. Have you looked at your procedures to promote
source reduction?
# ' -:
3. Are you recycling every waste that you can?
4. Do you know the quantity of waste (liquid, solid and
gaseous) produced by each process in your business?
i;
5. Do you keep your shop clean and orderly to enable _
you to keep track of chemical handling and process
operations?
6. Do you regularly use paper and can recycling centers
available in your community?
question.
omote waste reduction;
n.
i in that area.
YES
-
*4r ' ' ' P
^-:
:
i f
NO
. ~> . ' -s '. '
NOT SURE
^ '. " . . '' '' '""-' 7 ' .'
: 'i?1'' ;''. ^. ,%'
V'il ,;L4IS ,r'VUi<
-ji~] -. .-?!ซ
' .- '
.- -'';-><
'
- .
. ->''* v>,..
. ' J. 6 ,
' - t-f '-,
i?ป ' &f', -*t,
-'&: "tv . v<
.t"-'>-3SM&i ' ",
; .
1 :
-------
STEP 2: REVIEW BUSINESS PLANS & PROCEDURES
C. Questions specific to the Financial Plan:
1, Do you consider the cost of waste disposal when
developing profit and loss statements?
2. Do you know the waste production costs associated
with the various processes in your business?
If yes, do you 'charge' the cost directly to the process
when figuring prices?
D. Questions specific to the Recordkeeping Plan:
1. Do you keep records on the amount of raw materials
used per process to monitor process efficency?
2. Do you maintain logs on the types and quantities of
waste produced by your company so that you can
target certain waste for waste reduction opportuni-
ties? ,
3. Do you maintain MSDSs on the materials used in
your company to help you identify possible waste'..
' streams? : , ? : i-&-,c
4. Do you keep written policies to document standard
plant operation procedures?
YES
NO
NOT SURE
ADDITIONAL COMMENTS
-------
STEP 2: REVIEW BUSINESS PLANS & PROCEDURES
OPERATIONS PLAN, continued
7. If you produce waste air emissions, have you detir-
mined if the raw materials in them can be reclaimed?
8. Do you segregate process waste streams?
9. Do your workers know which processes produce
wastes?
10. Does your operations plan include periodic waste
reduction audits?
11. Do you ask for MSDSs to evaluate raw materials
prior to purchase to ensure you are using the least
toxic materials possible?
12. Do you limit your inventory stock to prevent possible
spills, avoid overpurchasing, and other waste?
13. Do you request information regarding the types and
quantities of waste generated by equipment you plan
to purchase?
14. Do your purchasing agreements include provisions
for inspecting shipments prior to acceptance to
ensure they are not leaking or otherwise damaged?
15. Do you attempt to exchange those wastes that can't
be reduced with other companies?
16. Can your fire suppression system handle a major
emergency involving the chemical and hazardous
materials you have?
17. Are your storage areas designed to minimize earth-
quake damage, control spills and other mishaps?
18. Are all of your workers trained on what to do in the
event of a hazardous materials incident?
19. Does company policy promote employee training and
development in the area of waste'reduction?
YES ' NO
NOT SURE
-------
STEP 2: REVIEW BUSINESS PLANS & PROCEDURES
C. Questions specific to the Financial Plan;
1. Do you consider the cost of waste disposal when
developing profit and loss statements?
2. Do you know the waste production costs associated
. with the various processes in your business?
If yes, dp you 'charge' the cost directly to the process
when figuring prices?
D. Questions specific to the Recordkeeping Plan:
1. Do you keep records on the amount of raw materials
. used per process to monitor process efficency?
2. Do you maintain logs on the types and quantities of
waste produced by your company so that you can
target certain waste for waste reduction opportuni-
ties?
3. Do you maintain MSDSs on the materials used in
your company to help you identify possible waste
streams?
4. Do you keep written policies to document standard
plant operation procedures?
YES
NO
NOT SURE
ADDITIONAL COMMENTS
-------
CHAPTER 4
STEP 3: TAKE A LOOK
CONDUCT A WASTE REDUCTION AUDIT
__ he previous chapter provided a broad overview of the range of waste
reduction opportunities within the various parts of a business plan. This
chapter will help the audit team complete a waste reduction audit. By
directly observing the waste generating processes in your business, you
can better analyze and select methods to reduce waste production. The
goal of your audit will be to identify the types of wastes produced, the
processes that create them, and opportunities to reduce waste produc-
tion. Easy to use checklists^! the end of this chapter will help you with
your waste reduction audit.
THE WASTE REDUCTION AUDIT
A waste reduction audit can be a simple walkthrough survey of your
business to visually identify opportunities for waste reduction. It can
also be a highly technical process involving waste stream sampling and
extensive engineering analysis. The evaluation can focus on only one
waste stream and process, or it can become an extensive business-wide
analysis.
A TYPICAL AUDIT CONSISTS OF THE FOLLOWING TASKS:
Task I: Perform a preliminary investigation to identify the types and
quantities of waste generated and waste generating proc-
esses.
Task II: Conduct a facility walkthrough to verify the information
collected in previously, to collect additional information,
and to actually observe the processes and associated waste
streams.
Task III: Review the information collected in Tasks I & II and the
Business Plan review (Chapter 3) to identify waste reduc-
tion options and priorities.
Task IV: Document your findings.
Chapter 5 will then show you how to evaluate waste reduction
options from a technical and economic view, and help you choose
which options to implement. :
CASE STUDY
When Gary Westoby operated his
garage in Anchorage he became a
champion of waste reduction in an
effort to reduce solvent contamina-
tion of used oil. This contamination
had significantly increased his used
oil disposal costs. Mr. Westoby de-
veloped a program for the specific
needs of his business, which in-
cluded:
* segregating wastes to prevent mix-
ing used oils and solvents.
* educating employees about.the
importance of the segregation proc-
ess.
* obtaining an independent waste
reduction audit of his facility to de-
termine other opportunities for his
business.
Mr. Westoby also designed a
high-pressure washer which uses
soap and water to clean. engine
parts. Use of this washer reduced his
consumption of expensive solvent
cleaners and decrease employees'
exposure to toxic solvent materials.
ALASKA HEALTH PROJECT
19
-------
TASK!:
CONDUCT A PRELIMINARY
INVESTIGATION
COMPANY INFORMATION
Your company may already have
several sources of information
available to help your audit team
complete Task I. They include:
* Annual records
* Available lab analyses
* Employee interviews
* Equipment specs
* Inventory records
MSDSs
* Operating manuals
* Operating logs
* Past inspection reports
* Permits
* Shipping papers
* Vendor information
* Waste manifests
TASK I FORMS
A: Process Identification
B: Material Identification
C: Waste Identification
D: Cost Identification
20
ALASKA HEALTH PROJECT
Task I involves identifying the type, quantities, and rates of production
of waste produced by various business operations. Your first step should
be to gather, and analyze as much of this information as is available.
Some of this information you may already have. Other pieces can be
collected from your suppliers and vendors,. You may also want to
contact equipment manufacturers for operating manuals, which will
have specs and operating efficiency levels.
When conducting an audit, remember that wastes can be in may
different forms including gaseous, liquid, vapor, solid, and mixed. One
process may produced several types of of wastes in a variety of forms.
For example, the parts cleaning process can produce vapor wastes,
t 'liquid wastes, and solid waste (tank bottom sludges). There may also be
many reasons why a waste is created such as poor maintenance, im-
proper operation, system leaks, process design, etc.
The following is a list presenting the range of waste types that may
be associated with business processes. The intent of this list is tti provide
the audit teani with clues on what form your wastes may take. They
include:
Air emissions
Evaporative wastes
Hazardous wastes (reactive, ignitable, corrosive, toxic)
Heat and/or energy loss
Maintenance and cleanup waste
Obsolete, out-dated stock
Overspray
Solid wastes (paper, boxes, trash)
container
>*
Spoiledproduction
System leaks (pipes, joints, etc.)
Wastewater
Remember that your efforts should focus on all wastes, not just
regulated ones. Considering all wastes -- the unclaimed materials that
go into the land, air (inside and out), and water --will ensure you get
the most out of your waste reduction program.
Four forms are provided at the end of this chapter to assist the audit
team in recording the information required under Task I. Once the in-
formation is recorded, the audit team should have a profile linking
specific wastes to specific processes and the associated costs. This
information will be necessary to evaluate costs and benefits of any
future waste reduction measures. .. '
-------
Task II involves walking through your facility to observe your business
operations. By conducting a walkthrough, the audit team will be able to
verify the information obtained during Task I, as well as collect collect
additional information, and to get a clear profile of the waste generating
processes and operations in the business.
It is essential that the audit team actually complete Task II. Team
members may think that they are familiar enough with the facility to
eliminate this process. But familiarity can be as much a hindrance as a
help. A walkthrough gives the audit team a chance to objectively look
at their facility. The basic observations made during the walkthrough
will provide invaluable information on waste production and reduction.
It is important to record your visual observations and discussion held
during the walkthrough. The end of this chapter are .forms and a space
to sketch a schematic diagram of the business. Drawing a simple dia-
gram will sometimes provide you with ideas on how to modify your
business operations to reduce waste.
The Walkthrough Questionnaire, also at the end of this chapter, will
help you pinpoint your wastes and their causes. If you need additional
help with Task II, contact Alaska Health Project at (907)276-2864.
Task III involves identifying methods to reduce waste generation in
your business. The audit team should consider all possible opportunities
no matter how unworkable or costly they may initially seem. The
important point is to be innovative, creative and to develop a laundry
list of ideas. Chapter 6 contains a list of common processes and possible
waste reduction techniques which may help you get started.
When generating at ideas, it is important to focus on measures that
reduce waste at the source or promote on-site recycling. Failure to
reduce the volume of wastes that you produce defeats the ultimate goal
of waste reduction efforts. You may be tempted by waste treatment
alternatives. However, such methods are not considered waste^reduc-
tion as they do not eliminate waste with in the process.
The number and types of options that you identify is in large part
dependent on the amount of effort you put in. This requires effort on
your part to do research, to talk amongst yourselves, and to seek out
additional information from knowledgeable individuals and groups.
When creating this preliminary list of options you may want to contact
some of these resources:
ซ AJaska Health Project
* Vendors and Suppliers
* Trade Journals
* Business Associations and Professional Organizations
* State and Local Environmental Agencies
* Small Business Development Center of Alaska
* Other state waste reduction programs
(See Chapter 7 for information on how to contact these resources.)
TASK II:
CONDUCT A FACILITY
WALKTHROUGH
TASK III:
IDENTIFY WASTE REDUC-
TION OPPORTUNITIES
ALASKA HEALTH PROJECT
21
-------
DOCUMENT YOUR
FINDINGS
POINTS TO KEEP
IN MIND
SOURCE REDUCTION
Source reduction options include:
* Improved operations
* Material substitution
* In-Process recycling
* Process modification
* Improved efficiency
22
ALASKA HEALTH PROJECT
The information you collect should be documented and filed with other
business records. This document will serve a variety of functions includ-
ing: -
* Documenting the activities of the audit team.
* Serving as a record of the good faith efforts of your company to
. control pollution and protect workers and the community.
* Providing baseline data to allow the audit team to determine if
selected waste reduction efforts actually reduce waste and save
money.
* Providing the foundation for your developing waste reduction pro-
gram. '
The audit team should be sensitive to the following issues when con-
ducting a waste reduction audit:
* Conduct the audit during normal business hours so that the audit team
can actually observe processes in operation; In addition, the audit
team can talk to employees about the processes they operate and
any other issues that may arise.
* Avoid alienating employees who may not be directly involved with the
audit. Everyone involved in the business has a role in implementing
your waste reduction program. They may also have a lot of good
ideas about what options might work" the best.
* Follow the life cycle of your raw materials from their entry into your
business to the point that they become a waste product. There may-
be many opportunities to reduce waste generation as materials are
being handled and used. .
* Establish a timeline for the audit and stick to it. Work together to
determine if you need additional time to complete the audit
* Record your observations on the forms provided at the end of this
chapter. This will help document your findings arid allow you to
compare this information to any future audits. Use a clipboard or
an easy note-taking surface during your walkthrough to make
recording easier.
* Wear protective equipment when conducting the audit to prevent
exposures or injuries and guard against unknown situations. At a
minimum, standard safety procedures should be followed such as
use of safety boots, glasses, hard hats, and disposable work clothes.
The audit team should discuss potential exposures prior to con-
ducting the audit and take necessary precautions. If you need
assistance, call Alaska Health Project at (907)276-2864.
* Establish the audit format prior to walking through the business.
Outline which area of the business you want to look at first, second,
third, etc. You might start at the receiving area, move to the storage
area, then the operations area, etc. You can also woi"k on a process-
by-process basis, For example, an -automotive business have many
processes such as painting, degreasing, engine, servicing, etc. The
audit team can also choose to audit each process, one at a time. '
-------
* Review information collected in Task I will help you during the
walkthrough. . ' t,
* Work as a group when conducting the walkthrough. By doing so, the
team members can assist each other with recordkeeping/ and
improve observations. Team members can also help each other
maintain safety and health.
The time required to complete an audit will vary depending on the size
of the business, the amount of waste, the number of processes, and the
audit team's level of involvement in this process. The core of the audit
.- the facility walkthrough - can be done in about a day. After that, the
audit team can often identify a number of low-cost, common sense waste
reduction options such as improved housekeeping and repairing system
leaks, or monitoring material use. These options can be implemented
almost immediately and with little cost. Detailed analysis and implemen-
tation of more high tech options will, of course, take more lime.
The procedure may require less time for those businesses which
already have much of the information needed to complete Tasks I and II.
Others' may feel that they do not need to complete all the tasks outlined
above. Moreover, Alaska Health Project's Hazardous Materials Man-
agement Project and Waste Reduction Assistance Program is available
to help audit teams complete their tasks.
Regardless of the time spent, businesses should consider a waste reduc-
tion audit an on-going-procedure -- a part of and a cost of doing business
- in order to achieve maximum returns on waste reduction efforts.
Remember that completion of any of the tasks in a waste reduction audit
will be beneficial and should be encouraged. ' . - :
Once you have brainstormed all possible options, it's time to
take a close look at each idea individually. Chapter 5 is designed
to help you analyze your ideas and develop a feasible waste
reduction program.
...turn to the next page to begin your waste reduction audit...
How LONG DOES
AN AUDIT TAKE?
RESOURCES
For more information
about identifying waste
reduction opportunities
refer to the following re-
sources listed in Chapter
Seven: 1,17,20,30,37,39,
42,43. .
ALASKA HEALTH PROJECT
23
-------
12 QUESTIONS
TO CONSIDER
DURING YOUR
WALKTHROUGH
These, general questions will help
you focus your attention on possible
waste sources in your company.
Your initial impressions can pro-
vide vital clues about how your
wastes are generated, and how they
might be controlled. Keep this list of
questions with you as you do the
walkthrough, and when you com-
plete the rest of ihe forms in this
chapter.'
24
AIASKA HEALTH PROJECT
1. Does your facility show signs of poor housekeeping (cluttered
walkways, iinswept floors, uncovered material drums, etc.)?
2. Are there noticeable spills, leaking containers, or water dripping
or running?
3. Is there discoloration or corrosion on walls, work surfaces, ceil-
ings and walls, or pipes? This may indicate system leaks or
poorly maintained equipment.
4. Do you see smoke, dirt or fumes to indicate material losses?
5. Do you smell strange odors, or experience eye, nose or throat
irritation when you first enter the workplace? These symptoms
might indicate system leaks, etc. ,
6. Are there open containers, stacked drums, shelving too small to
1 properly handle inventory, or other indicators or" poor storage
procedures?
7. Are all containers labeled as to their contents and hazards?
, .
8. Is emergency equipment (fire extinguishers, etc.) available and
visible to ensure rapid response to a fire, spill of other incident?
9. Do you notice waste being generated from processes in your
facility (dripping water or steam, evaporation, drag-out, etc.)?
1.0. Check your inventory. Is there any out-dated stock, or materials
that you no longer use still in storage?
11. Do employees have any comments about the sources of waste in
the facility?
.12. Is there a history of spills, leaks, accidents or fires in your facil-
ity? Which processes were involved?
-------
STEP 3: WASTE REDUCTION AUDIT
FORM A: PROCESS IDENTIFICATION
Instructions: Use this form to list the types of processes in your business. This information is
vital for identifying waste reduction opportunities. To complete the form, the audit team
should review the list of processes and check "yes" for those that you do, and "no" for those you
don't do. Extra spaces are provided for processes not listed.
'rocess
Degreasing
Dry Cleaning
Electroplating
Engine repair
Equipment repair
Food preparation
Glazing
Janitorial
Laundering
Metal Finishing
Painting
Photofinishing
Plate making
Plumbing
Printing
Chemical/Waste Receiving
Rinse baths
Roofing
Chemical/Waste Shipping
Stripping (paint, etc.)
Tank/Vessel cleaning
Tanning skins or hides
Taxidermy
Welding/Brazing
Woodworking
Yes
No
Comments
ซ
-------
STEP 3: WASTE REDUCTION AUDIT '
FORM B: MATERIALS IDENTIFICATION
Instructions: List the raw materials that you use for each process identified on Form A, Prod-
, uct labels, suppliers, material safety data sheets (MSDSs) and purchase order records should
provide the information you need to complete this form. Copy this" form for each process
identified on Form A. ,
Process ; (fill in from Form A)
1st Material used:
Product Name: '"
Chemical Name: '_ . ~. - /
Amount used:
.(gallons/ IDS / drums) used per (day / month / year) circle 1 in each ()
2nd Material used:
Product Name:
Chemical Name:
Amount used:
(gallons/ Ibs / drums) used per (day / month / year) circle i in each ( )
3rd Material used:
Product Name:
Chemical Name:_
Amount used:
(gallons/ Ibs / drums) used per (day / month / year) circle 1 in each ()
4th Material used:
Product Name:
Chemical Name:_
Amount used:
(gallons/ Ibs / drums) used per (day / month / year) circle 1 in each ()
5th Material used:
Product Name:
Chemical Name:_
Amount used:
(gallons/ Ibs / drums) used per (day / month / year) circle 1 in each ( )
-------
STEP 3: WASTE REDUCTION AUDIT
FORM C: WASTE IDENTIFICATION
Instructions: Check the types of wastes generated by the processes identified on Form A.
Record the estimated amount of waste generated by each waste type associated with each
process. Copy this if you need more space. ^ .
Process: ;
(fill in from Form A)
Waste Type
Air emissions
Evaporation losses
Maintenance losses
Solid wastes (paper, boxes)
Out-dated stock
Overspray (paint, etc.)
Spills
Spoiled batches
Wastewater discharges
Corrosive waste
Reactive waste
Ignitable waste
Toxic waste
Other
Quantity per month
Process:
(fill in from Form A)
Waste Type
Air emissions
Evaporation losses
Maintenance losses
Solid wastes (paper, boxes).
Out-dated stock
__ Overspray (paint, etc.)
Spills
Spoiled batches
~~_ Wastewater discharges
' Corrosive waste , -
Reactive waste
Ignitable waste
Toxic waste
Other .
Quantity per month
Process:
(fill in from Form A)
Waste Type
Air emissions
~ Evaporation losses
" Maintenance losses
Solid wastes (paper, boxes)
Out-dated stock
Overspray (paint, etc.)
Spills
Spoiled batches
Wastewater discharges
Corrosive waste
Reactive waste
Ignitable waste
Toxic waste
Other
Quantity per month
Process: .....
(fill in from Form A)
Waste Type
Air emissions
Evaporation losses
Maintenance losses
Quantity per month
Solid wastes (paper, boxesX
' Out-dated stock
Overspray (paint, etc.)
Spills
Spoiled batches
' Wastewater discharges
' " Corrosive waste
Reactive waste
Ignitable waste
Toxic waste
Other
-------
STEP 3: WASTE REDUCTION AUDIT
FORM D: COST IDENTIFICATION
Instructions:.Record the estimated annual capital, operational, and disposal costs associated with
each process you identified on Form A. This information will help when evaluating the cost effec-
tiveness of possible waste reduction options. Copy this form to make enough spaces to evaluate
each process on Form A. '
Process:
1. Annual Operating Cost
(include utilities, labor, maintenance, materials, etc.)
2. Annual Capital Costs
(include equipment, planning, installation, etc.)
3. Annual Disposal Costs
total Annual Costs =
(fill in from Form A)
Process:
1. Annual Operating Cost.
(include utilities, labor, maintenance, materials, etc.)
2. Annual Capital Costs
(include equipment, planning, installation, etc.)
3. Annual Disposal Costs
Total Annual Costs =
(fill in from Form A)
i Process:
1. Annual Operating Cost
(include utilities/labor, maintenance, materials, etc.)
2. Annual Capital Costs
(include equipment, planning, installation, etc.)
3. Annual Disposal Costs
Total Annual Costs =
(fill in from Form A)
-------
STEP 3: WASTE REDUCTION AUDIT
WALKTHROUGH SCHEMATIC DRAWING
Instructions: Draw.a diagram of your facility, highlighting waste generating processes.
.
-------
-------
^____ CHAPTER 5
- '"' " '-' ' - ~
STEP 4: YOU'RE ALMOST DONE
EVALUATE & IMPLEMENT YOUR OPTIONS
After completing the steps outlined in Chapters 3 and 4, an audit team
should have a reasonably clear picture of the possible options to reduce
waste This chapter will help the audit team complete Step 4 - evalu-
ating the technical and economic feasibility of possible waste reduction
stra^eies and working toward their implementation.
Am decisions designed to encourage waste reduction are of course
dependent upon the unique conditions of each business. For example,
a business with a substantial capital budget could invest in the latest
waste reduction technology to automate a particular operation. A
smaller company doing the same business may continue to use manual
operation, but ma\ find other less expensive methods to cut down waste.
Just because a wa>te reduction method is complicated and expensive
doesn't mean it is better. In fact, some of the best methods are simple
and may not cost a penny to implement.
The important point is to consider all options in balance with your
available resources and business priorities, and then do everything you
can to control your waste generation. As a general rule, the audit team
should tn to "select options that reduce waste at the source in the
production process.
After source reduction, the audit team should try to recover and
recycle remaining wastes for reuse, first within your own industrial
process, and then off-site. Waste exchanges -- giving or selling your
waste to another company for its use -- is the next best approach.
Finalh. those wastes that cannot be reduced at the source or recycled
Should be treated to promote recycling. If this is not possible, wastes
should be treated to reduce their toxicity and hazards in order to protect
public health from future releases and reduce pressures on our waste
disposal facilities. Waste treatment is not generally considered waste
reduction, since it does not reduce waste at the source.
QUICK REFERENCE TO WASTE REDUCTION PRIORITIES
When deciding on waste reduction options always consider, in order of priority:
1. Use good*planning when purchasing materials and equipment to
eliminate waste before it enters your business.
2. Eliminate waste at the source during your production process.
3. Reuse or recycle the waste within your own business.
4. Conduct off-site recycling for your own reuse.
5. Exchange, give or sell your waste to another business.
CASE STUDY
A local sign painting company in
Anchorage has been actively work-
ing toward waste reduction. Careful
consideration and planning-of each
cut allows maximum use of vinyl
lettering material. As one manager
said, "the only scraps we throw-
away are the spaces between a letter
'i' and its. dot." Employee training
rigid inventory control and careful
project management ensure frugal
use of raw material and lower waste
production.
SOURCE REDUCTION
* Reduces operation costs.
* Reduces disposal costs.
* Improves safety & health
* Shrinks compliance costs
* Saves money.
ALASKA HEALTH PROJECT
33
-------
SOME INITIAL POINTS
TO CONSIDER WHEN
ANALYZING OPTIONS
OPTION EVALUATION
FORMS
IMPLEMENT YOUR
OPTIONS
32
ALASKA HSIAITH PROJECT
* Be skeptical of technologies with'no track record.
* Try to find case studies describing the application of the option to
your industry. The State Waste Reduction Programs listed ; T
Chapter 7 are good sources for case study information.
* Determine how much waste the option itself produces and how much
raw material it requires." - , .
* Determine the annual operating and capital costs.of the option(s;.
* Is the option eas>; to implement?
*. Don't exclude any option until it has been analyzed completely.
*, High tech options are not always the best. Many businesses reduce
waste through simple changes in business procedures as improved
. housekeeping and waste segregation.'
* Be sure the option does hot simply shift waste to a different form
(liquid to gas, for example) or different part of your operation,
Tw:o forms are provided at the end of this chapter'to help the a lit
team select waste reduction options. Both forms.-the Technical Ev,.!u-
ation Form'and the Economic Evaluation. Form, should be complc'. ;
-------
Employee education about waste reduction and hazardous materi-
als control.
Find another business to use your waste as an energy source
Use old solvent for a first rinse to extend the life of the fresh solvent.
For additional examples of low tech waste reduction options refer
ack to the discussion of business planning in Chapter 3 and review the
aste reduction examples in Chapter 6. Finally, contact any one of the
sources referred to at the etid of this chapter.
It is important to document your waste reduction efforts and keep
rack of the costs of various options (raw material consumption, waste
eneration decreases, etc.) This information will be useful when evalu-
uing the success of your program.
Efforts to reduce waste at the source go against the gram ot tradi-
ional pollution control practice, which emphasizes "end-of-the-pipe"
ontrol. It may take time for employees and business owners to get used
o this new way of thinking. Waste reduction options, even low-tech
rn.es should be implemented slowly, and one at a time to allow man-
igement and workers to get comfortable with the changes. Moreover,
he option may result in procedural changes within the business which
nay require an orientation period.
It is extremely important to include everyone in your waste reduction
jrogram.Waste'reduction can work only if both workers and manage-
ment are committed to the task.
A waste reduction program is dynamic. Like an engine that needs
linkering and attention, your program will need periodic review and
apdating as new options are developed or identified. Any cost savings
associated with a particular option will go unaccounted if an evaluation
is not performed.
Data (waste generation rate, material use, etc.) previously identified
during the business plan review in Chapter 3 and the audit in Chapter
4 will serve as baseline information for evaluation. Compare this infor-
mation to similar information collected after you implement each
option. This comparison will provide a meaningful profile of the option's
success and areas where improvement or more information is needed.
An evaluation checklist is provided at the end of this chapter.
1. DEVELOP PRJORrriES
2. DOCUMENT PROGRESS
3. Go SLOWLY
4. TAKE A COMPANY-WIDE
APPROACH
5. MONITOR.SUCCESS
RESOURCES
For more information on
the points and issues de-
scribed above, refer to the
following resources in
Chapter Seven: 1,5, .17,20,
23, 30, 35, 39, 42, 43, 47,
49.
HEALTH PROJECT
33
-------
1 STEP 4: EVALUATE & IMPLEMENT OPTIONS
ECONOMIC EVALUATION FORM
i
i Company:
i Date Completed::
| .Person Completing Form:
INSTRUCTIONS: Check the .appropriate response. Skip over questions that do not apply.
Copy this form so that you have one form for each option you are evaluating. ,
Waste Reduction Option:
1. Is this option within your price range (consider both
capital and ongoing operations co'sts)?
2. Does this-option have an acceptable payback period
(under one year is considered excellent)?
3. Does this option reduce your raw,material costs?
4. Does this option reduce your utilities costs?
5. Does this option reduce material and waste storage,
costs? . ,- . ' -.
6. Does this option reduce regulatory compliance costs?
7. 'Will this option reduce the costs associated with
worker injury or illness?
8. Will this option reduce your insurance premiums?
9. Will this option reduce your waste'disposal costs? .-
YES
NO
NOT SURE
-------
STEP 4: EVALUATE & IMPLEMENT OPTIONS
TECHNICAL EVALUATION FORM
Company:
Date Completed:
Person Completing Form:
INSTRUCTIONS: Check the appropriate response. Skip over questions that do not apply.
Copy this form so that you have one form for each option you are evaluating.
Waste Reduction Option:
1. Have you determined that this option has a proven
track record?
2. Will this option maintain product quality?
3. Will this option adversly affect productivity?
4. Will this option require additional staff?
5. Are you certain that this option will create less waste?
6. Are you certain that this option will not simply move
waste problems from one form to another (e.g. from
solid wastes to air emissions)?
7. Is your plant layout and design capable of incorpo-
rating this option?
8. Will the vendor quarentee this option?
9. Have you determined that this option will improve or
maintain worker safety and health?
10. Does this option reduce wastes at their source?
11. Are materials and parts readily available?
12. Can this option be easiK serviced?
13. Are other businesses using this option?
14. Does this option promote recycling?
YES
NO
NOT SURE
-------
WASTE REDUCTION PROGRAM REVIEW
Company: : : - :-. '
.Date: ' ." Date of Last Audit:
Person Completing Form: _ . ; _ ._
INSTRUCTIONS: Check the appropriate response. Keep this form to compare with future
annual evaluations. Use the-forms provided in Chapters 3 and 4 for process-specific annual
review, ; . . ' - '
1. Have you implemented all of the previously identified options? . YES NO
Describe: , '
2. Does waste reduction remain a priority for workers and management? _YES NO
Describe: . '. . . .
3. Have your waste reduction efforts reduced costs through:
. ' Reduction of raw materials costs YES (estimate S . ) NO
Savings on pollution control equipment YES (estimate S -'"')' NO
Reduced compliance costs YES (estimate S ., ) NO
Reduced disposal'costs . ___YES (estimate'$_ ) NO
Improved safety and health ' .YES (estimate.$. ) NO
.;' Other ' __YES (estimate $ __) , NO
4. How effective have your efforts been at reducing the following types of wastes:
Type of Waste ' Amount reduced per year
Air .emissions ' - ' .' . '
Evaporative waste
Hazardous wastes
(reactive, ignitable, corrosive, toxic) ' .
Heat or energy losses " '
Mainenance and clean-up waste ' .' '
Obsolete or put-dated stock .
_Overspray '. \ ; '
Solid wastes (paper, boxes, trash) - . . '
>_ SpiHs and container leaks
Spoiled production runs
System leaks (pipes, joints, etc.) .' . .
Wastewater . . .
Other " ' . '
-------
CHAPTER 6
SOME COMMON BUSINESS PROCESSES
AND WASTE REDUCTION OPTIONS
.his chapter highlights nine common business processes and associ-
ated waste reduction opportunities. A chart outlining these opportuni-
ties follows. It is limited in scope and covers only a few common options.
The primary role of the chart is to heighten awareness by providing
specific examples and techniques. This information demonstrates that
waste reduction does not have to be expensive or high-tech. Companies
can make major strides in reducing waste by simple improvements in
purchasing, materials handling and storage, regular equipment mainte-
nance, and other standard procedures. Major capital expenditures are
not always necessary. You can put waste reduction to work in your
business immediately.
Remember that wastes are best controlled and reduced at the source,,
in the production process. Efforts should always focus on source reduc-
tion first -- then consider other options such as in-process recycling and
waste exchange. Treating your wastes prior tq disposal is helpful, but is
not waste reduction. See Chapter 5 for more information on implement-
ing waste reduction alternatives.
And finally, make certain that your waste reduction efforts do not
result in other problems for your business. For example, you may
decrease the volume of waste you produce by choosing an alternative
process. But if tha: process uses a more toxic material, your efforts may
produce greater expenses from worker health problems, regulatory
pressure and expensive storage requirements. In short, be sure to look
at all the ramifications prior to implementing an option.
RESOURCES
For additional informa-
tion on waste reduction
opportunities refer to
the following resources
in Chapter Seven: 1,5,8,
19, 20..23, 28,30, 33,34,
35, 39. 42, 43, 46, 48, 49.
ALASKA HEALTH PROJECT
37
-------
BUSINESS PROCESS
TYPE OF BUSINESS
TYPE OF WASTE GENERATED
Dry Cleaning
Laundry. Services
Military
Taxidermy
Educational Institutions
Still residues from solvent distilla-
tion
Spent filter cartridges
Cooked powder residues
Air emis'sions '
Evaporative losses
Degreasing
(solvent-based)
Aviation facilities
Auto shops
Machine shops
Electroplators
Contractors
Railroads
Government facilities
Sludges with heavy metals
Overspray
Evaporative losses
Drag-out
Spills
Wastewater discharges
Equipment Maintenance
Tune-ups
Transmissions
Brake Jobs
Electrical ,
. Engine overhaul
All businesses and agencies
Same as decreasing (see above)
Acid . waste
Used oil
Lead-acid batteries
Paints
Clean-up wastes
Materials handling &
storage
All businesses and agencies
Spills
Overflow of liquid materials
Valve & pipe leaks (air emis-
sions)
Evaporation '
Unused stock or outdated inven-
tory
Painting & stripping
Contractors
Sign shops
Autobody shops
Aviation repair* facilities
Woodworkers
Sludge
Waste paint thinner
Solvent waste
Paints .
Evaporative losses
Clean up wastes
Overspray
Air emissions
Bad batches
-------
SELECTED WASTE REDUCTION OPPORTUNITIES
Low COST OPTIONS HIGHER COST OPTIONS
Eliminate system leaks (both liquid & vapor)
Replace door gasket on button trap
Masntam hose couplings and exhaust ducts
Monitor vapor losses
Check air relief valves for proper closures
Educate employees
Install carbon adsorption unit to reclaim solvent
from air emissions
Install solvent distillation unit
Install filter recovery unit
Utilize aziotropic conditioning to recover cleaning
solvent
Educate employees
Segregate solvent wastes to enhance recycling
Use old solvent for pre-soak to extend life of fresh
solvent
Increase freeboard height on solvent tank to reduce
air emissions
Control overspray & drag-out to reduce evaporative
losses & spills
Keep lids on tanks & containers to reduce spills and
air emissions
Install solvent recovery system
Use pressure water wash system to clean parts
without solvent
Change to mechanical cleaning process
Substitute materials (maybe low cost)
Same as degreasing (see above)
Recycle lead-acid batteries
Use water-based paints instead of oil-based
Keep used oils & solvents seperate to enhance
recycling
Educate employees
Promote rigid inventory control
Purchase only what you need
Same as degreasing (see above)
Use filtration technology to re-use used oil
Establish policies for materials storage & handling
Use pumps & funnels to transfer liquids
Order in appropriate-sized units to eliminate transfer-
ing materials
Don't overpurchase
Keep lids & covers on containers to control spills
and evaporation
Educate employees
Monitor inventory storage site
Segregate materials to avoid cross contamination
Obtain MSDSs from suppliers for all materials
Equip containers with overflow alarms
Install leak detection devices
Install float valves and drip guards
Redesign workspace to improve materials handling
& storage
Construct seperate .containment zones for materi-
als storage
Promote work practices that conserve raw materials
Reduce overspray by controlling nozzle adjustment
& pressure in spray gun
Use water-based paints
Mix only what materials you need
Institute rigid inventory control policies
Educate.. employees
Use plastic beads to strip paints
Purchase solvent recovery unit
Install spray booth
Use non-phenolic strippers to control waste produc-
tion
Install on-site paint mixers to control material usage
Use electrostatic sprayguns to control overspray
-------
BUSINESS PROCESS
TYPE-OF BUSINESS
TYPE OF WASTE GENERATED
Printing
Commercial facilities
Newspapers '
Cooperatives
Nonprofit groups
Government agencies
Publishing houses
Solvent evaporation
Materials spills
Wastewater discharges
Waste-inks
Clean up wastes
Spills
Bad batches
Purchasing
All businesses & agencies
Obsolete inventory stock
Unused materials '
Over-purchase
Delivery & receiving spills
Spills from improper storage
Photofinishing
Commercial facilities
Newspapers
Government agencies
Publishing houses
Heavy metals in wastewater dis-
charges ' ' .
Evaporation losses
Bleach-fix waste
Spills '
.Drag-out . '
Allprocesses
All businesses
All ^wastes
-------
SELECTED WASTE REDUCTION OPPORTUNITIES
Low COST OPTIONS HIGHER COST OPTIONS
Keep lids on containers to prevent evaporation
Squeegee and reuse excess ink from presses and
silk screens before cleaning
Dedicate one press for toxic pigments and inks
Use water-based inks where possible
recycle dirty ink rags
Install an electrolytic silver recovery unit & a metalic
replacement unit to capture silver from wastewater
Use solvent recovery unit
Install hoods to capture solvent emissions
Convert to UV-curable inks
Institute purchase order policy to control inventory
Keep accurate records on material usage
Order materials in appropriately sized containers
Monitor materials for losses .during handling and
storage
Request information on waste reduction from vendors
Educate employees
Conduct annual comprehensive purchasing audrts to
determine other waste reduction opportunities
Use non-absorbing "twin checks" to control drag-out
Use floating lids on fixer & bleach to control evapo-
ration
Ensure proper chemical make-up in process baths
Monitor silver content in wastewater
Educate employees
Install electrolytic silver recovery unit
Install metalic replacement unit
(units can work together)
Improve housekeeping, maintenance and education
to control waste production
Keep good records to identify types & amounts of
waste, and to help control inventory
Substitute non-toxic materials for hazardous and
toxic materials
Recycle whenever possible
Modify business equipment to control wastes at the
source, during the production process
Use new technology to recycle wastes
Exchange wastes whenever possible
-------
CHAPTER 7
WASTE REDUCTION RESOURCES
FOR SMALL BUSINESSES
These resources are presented nu-
merically, and correspond to refer-
ence numbers listed at the end of
each chapter: .
A. Alaska Health Project
B. State Programs
C. Reports & Documents
D. Other Resources
A. ALASKA HEALTH
PROJECT
B. STATE WASTE
REDUCTION
PROGRAMS
Programs offering waste reduction
assistance are svide-spread across
the country. Following is a.listlng of
some of the programs located in
various states. Other state pro-
grams may have been created after
the printing of this manual'. Contact
individual programs for more Infor-
.mation.
JL here are a wide variety of resources available to assist the small
business community with waste reduction. This chapter presents some of
those resources. Where applicable, a short description of each resource
is provided. Businesses should call or write for more detailed informa-
tion. This chapter does not present all possible resources, but provides a,
good initial listing for people needing additional information about waste
reduction opportunities.
1. Alaska Health Project, 431 West 7th Avenue, Suite 101, Anchorage,
Alaska 99501. phone (907)276-2864. ,
Alaska Health Project is a private non-profit organization,providing
information and education about hazardous materials on the job and in
the community. AHP currently offers two programs promoting waste
reduction in Alaska: The/Waste Reduction Assistance Program (WRAP)
and the Small Business Hazardous Materials Management Project
(HMMP). . .
The focus of these programs is technical assistance and education
outreach. On-site consultation audits are conducted under the WRAP
program in cooperation with the University of Alaska-Anchorage School
of Engineering. The Small Business,Development Center of Alaska is,
also keyed into AHP's waste -reduction services. Funding .for these
' services has been received in part from the Charles Stewart Mott
Foundation and the United States Environmental Protection Agency.
2. ALABAMA: Hazardous Material Management & Resource Recovery
Program, University of AL, P.O. Box b373 Tuscaloosa, AL 35487-6373
phone (205) 348-8401. , .";.."'
3. ALASKA: Alaska Health Project, Waste Reduction Assistance Pro-
gram & Small Business Hazardous Materials Management Project; 431
W. 7th Ave., Suite 101, Anchorage, AK 99501. phone (907)276-2864.
1 **! ',
4. ARKANSAS: AR Industrial-Development Commission, One State,
Capitol Mall Little Rock, AR 72201. phone (501)371-1370.
5. CALIFORNIA: Alternative Technology Toxic Substances Control
Division, CA Dept. of Health Services, 714/744 P Street, Sacramento,
CA 94234-7320. .phone (916)322-5347.
42
ALASKA HEALTH PROJECT
-------
T: CT HazaTdouV" Waste 'Management Se~rv'ice';"900
A>>:urr Ave..' Su,:e 3t*0 Hartford, CT Oo'lOS. phone (203)244-2007.
7. GEORGIA: Hazardous Waste Technical Assistance Program, GA
Institute of Technology GA Technical Research Institute, Environ-
mental Health & Safety Div., O'Keefe Building, Rm. 027, Atlanta, GA
30332, phone (404)894-3806.
8. IDAHO: IDHW-DEQ. Hazardous Materials Bureau, 450 W. State
Street, 3rd Floor, Boise, ID 83720. phone (208)334-5879.
9. ILLINOIS: Hazardous Waste- Research & Information Center, IL
Dept. of Energy- & Natural Resources, 1808 Woodfield Drive, Savoy, IL
61874. phone (217)333-8940.
10. INDIANA: Environmental Management & Education Program,
Young Graduate House, Rm. 120, Purdue University, West Lafayete, IN
.47907. phone (317)494-5036.
11. IOWA: IA Dept. of Natural Resources, Air Quality & Solid Waste
Protection Bureau, Wallace State Office Building, 900 East Grand Ave,
Des Moines, IA 50319-0034. phone (515)281-8690.
12. KANSAS: Bureau of Waste Management, Dept. of Health & Envi-
ronment, Forbes Field, Building 730, Topeka, KS 66620. phone (913)296-
1607. .
13. KENTUCKY: Division of Waste Management, Natural Resources &
Environmental Protection Cabinet, 18 Reilly Road, Frankfort, KY
40601. phone (502)564-6716.
14. MARYLAND: MD Hazardous Waste Facilities Siting Board, 60 West
Street, Suite 200A, Annapolis, MD 21401. phone (301)974-3432.
15. MASSACHUSETTS: Office of Safe Waste Management, Dept. of
Environmental Management, 100 Cambridge Street, "Rm. 1904, MA
02202. phone (617)727-3260.
Source Reduction Program, Massachusetts Dept. of Environmental
Quality Engineering. 1 Winter Streei, Boston, MA 02108.
16. MICHIGAN: Resource Recovery System, Dept. of Natural Re-
sources, P.O. Box 30028, Lansing, Ml'48909. phone (517)373-0540.
17. MINNESOTA: MS Pollution Control Agency, Solid & Hazardous
Waste Div., 520 Lafayette Rd., St. Paul, MN 55155. phone (612)296-6300.
Minnesota Technical Assistance Program, W-140 Boynton Health Serv-
ice, University of MN, Minneapolis, MN 55455. phone (612)625-9677,
(800)247-0015 in Minnesota.
FOR MORE INFORMATION
REGARDING RESOURCES,
CONTACT ALASKA HEALTH
PROJECT.
ALASKA HEALTH PROJECT
43
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44
HEALTH PROJECT
18. MISSOURI: State Environmental Improvement & Energy Re-
sou-rces Authority, P.O. Box, 744, Jefferson City, MO 65102, phone
(314)751-4919.
19. NEW JERSEY: New Jersey Hazardous Waste Facilities Siting Com-
mission, 28 West State Street, RrrO614,. Trenton, NJ 08608, phone
(609)292-1459 or 292-1026;
Hazardous Waste. Advisement Program, Bureau of Regulation & Clas-
sification, New Jersey Dept:. of Environmental Protection, 401 East State
Street, Trenton, NJ 08625. phone (609)292-8341. ;
20.'NORTH CAROLINA: Pollution Prevention Pays Program, Dept. of
Natural Resources & Community Development. P.O. Box 27687, 512
North Salisbury St., Raleigh, NC 27611. phone (919)733-7015.
21. OHIO: Division of Solid & Hazardous Waste Management, OH En-
vironmental Protection Agency, P.O. Box 1049,1800 Watermark Dr., Co-
.lumbus, OH 43266-1049. phone (614)481-7200.
22. OKLAHOMA: Industrial Waste Elimination Program, P.O. Box
53551, Oklahoma City, OK 73152. phone (405)271-7353.
23. OREGON: OR Hazardous Waste Reduction Program, Dept. of En-
vironmental Quality, 811 Southwest Sixth Avenue, Portland/OR 97204.
phone (503)229-5913.
24. PENNSYLVANIA: PA Technical Assistance Program, 501 F. Orvis
Keller Building, University Park, PA 16802. phone (814)865-0427.
25. RHODE ISLAND: Ocean State Cleanup &. Recycling Program, RI,
Dept. of Environmental.Management, 9 Hayes Street, Providence, RI
02908. phone (401)277-3434, (800)253-2674 in Rhode Island.
26. TENNESSEE: Center for Industrial Services, 226 Capitol Blvd. Bldg,
#401, University of TN, Nashville, TN 37219-1804. phone (615)242-
2456. . "''
27. VIRGINIA: Office of Policy & Planning, VA Dept. of Waste Manage-
, ment, llth Floor, Monroe Building, 101 North 14th Street, Richmond,
VA 23219. phone (804)225-2667.
28. WASHINGTON: Hazardous Waste Section, Mail Stop PV-li, WA
Dept. of Ecology, Olympia, WA 98504-8711. phone (206)459-6322,
29. WYOMING: Solid Waste Management Program, Wyoming Dept. of
Environmental Quality, Herschler Building, 4th Fl., West Wing, 122
West 25th Street, Cheyenne, WY 82002. phone (307)777-7752.
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30. Waste Reduction Audit Reports: Audit reports identifying waste
reduction opportunities in a wide variety of industries are available
through various state programs. Typical industries covered include:
automotive repair shops, printers, dry cleaners, photofinishing, and
more.
Alaska Health Project has audit reports available on the following
industries in Alaska: dry cleaner, print shop, photofinishing business,
aviation repair, auto body repair, vehicle maintenance. The other audit
reports are too numerous to list here. Contact Alaska Health Project for
additional information and contacts.
31. "Economic Incentives for the Reduction of Hazardous Wastes: Appen-
dices to Final Report." Prepared by ICF Consulting Associates, Inc.
Prepared for Alternative Technology and Policy Development Section,
Toxic Substances Control Division, California Department of Health
Services. December 18, 1985.
32. "Hazardous and Solid Waste Minimization." Arthur H. Purcell and
others. Government Institutes, Inc., Rockville, MD June 1986.
33. "Pollution Prevention Pays: Bibliography by Industrial Category." NC
Dept. of Natural Resources & Community Development, Division of
Environmental Management. January 1986,
(
34. "Pollution Prevention Challenge Grants: Project Summaries."
Pollution Prevention Pays Program. NCDept. of Natural Resources and
Community Development. Division of Environmental Management.
May 1986.
35. "Proven Profits for Pollution Prevention: Case Studies in Resource
Conservation and Waste Reduction." Donald Huisingh, et al. Institute for
Local Self Reliance, Washington, D.C. 20009.
36. "Accomplishments of North Carolina Industries: Case Summaries."
Pollution Prevention Pays Program. North Carolina Dept. of Natural
Resources and Community Development, Division of Environmental
Management. January 1986.
37. "Hazardous Waste Minimization Manual for Small Quantity Genera-
tors." Center for Hazardous Materials Research, University of Pittsburgh
Applied Research Center. Prepared for U.S. Environmental Protection
Agency, Region III, Philadelphia, PN. April 1987.
38. "From Pollution to Prevention: Progress Report on Waste Reduction."
U.S. Congress, Office of Technology Assessment, U.S. Government
Printing Office, Washington, D.C. June 1987.
39. "Profit from Pollution Prevention: A Guide to Industrial Waste
Reduction and Recycling." Monica E. Campbell and William M. Glenn.
Pollution Probe Foundation, Toronto, Ontario. 1982.
C. REPORTS AND
DOCUMENTS
This section provides a list of re-
ports and documents relating to
waste reduction. This information
can help you identify waste reduc-
tion opportunities for your busi-
ness, conduct waste reduction au-
dits and become more familiar with
waste reduction issues and policy
matters. Except where noted, all
listed reports and documents are
part of AHP's Small Business
Resource Library. The library is
open to the public from 8:30 to 5:30
Monday through Friday at the of-
ALASXA HEALTH PROJECT
45
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D. OTHER
RESOURCES
This section lists useful resources
for technical and policy Information
on waste reduction at the local state
and federal levels.
ALASKA HEALTH 'PROJECT
40. "Serious Reduction of Hazardous Waste: For Pollution Prevention
and Industrial Efficiency." U.S. Congress, Office of Technology Assess-
.menL U.S. Printing Office,'Washington, D.C. September 1986.
41. ."Report to Congress: Minimization of Hazardous Waste." Office of
Solid Waste and Emergency Response. Environmental Protection
Agency, Washington, D.C..October 1986.. -',".
42. Environmental Protection Agency: Hazardous Waste Branch,
Region X, 1200 Sixth Ave.,'Seattle, W A 98101/phone (206)442-8283-.
Office of Solid Waste, 401 M Street, SW, Washington, D.C. 20460.
phone (202)475-7276 Contact: Elaine Eby.
43. Alaska Department of Environmental Conservation, Hazardous
Waste, Management" Division, Pouch O, Juneau, AK 99811. phone
(907)465-2666. Contact: David Ditraglia.
44. GRCDA, Small Quantity Hazardous Waste Generator Information
and Technical Assistance Clearinghouse, P.O. Box 7219, Silver Spring,
MD 20910. phone (800)458-5886. '' .
45. Local Government Commission, Inc., 909 12th Street, Suite 203,
Sacramento, CA 95814. phone (916)448-1198. Contact: Susan Sherry.
46. Municipality of Anchorage, Hazardous Materials Advisory Commis-
sion, P.O. Box 196650, Anchorage, AK 99519-6650. phone (907)561-
1906. Contact: Jim Sweeney.
47. Trade Associations that you may be affiliated with may offer some
useful information about waste reduction technologies specific to your
business.
48. Small Business Development Center, Statewide Administrative Of-
fice, Janet Nye, State Director, 430 W. 7th, Suite 115, Anchorage AK
99501. phone (907) 274-7232 or (800)4,78-7232 outside Anchorage.
49. University of Alaska, School of Engineering, Robert Miller, Ph.D.,
Professor and Head of Civil Engineering, 3211 Providence Dr., Anchor-
age, AK 99508. phone (907)786-1861.
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