&EPA
United States
Environmental Protection
Agency
Office of Pollution
Prevention and Toxics
7408
EPA745-K-95-007
November 1995
EPA's 33/50 Program
Company Profile
CHRYSLER
CORPORATION
Printed on Recycled Paper
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EPA's 33/50 PROGRAM
COMPANY PROFILES
CHEMICALS 3&&&E'
JKY TEE 33/50 PROGRAM ,
- BENZENE;
, " CHLQROFORM-' *'
CHftOlซmM& COMPOUNDS,
, : LEAD & COMPOUNDS,/ '
MERCURY &C6MPQIJNJDS
NICKEL & COMPOUNDS --''-
This Company Profile is part of a series of reports
being developed by EPA to highlight the accom-
plishments,of companies participating in the 33750
Program. The 33/50 Program is an EPA voluntary
pollution reduction initiative that promotes reduc-
tions in direct environmental releases and offsite
transfers of 17 high-priority toxic chemicals. The
program derives its name from its overall goals
. an interim ,goal of a 33% reduction by 1992 and
an ultimate goal of a 50% reduction by 1995. The
program uses 1988 Toxics Release Inventory (TRI) '
reporting as a baseline. In February, 1991, EPA
began contacting the parent companies of TRI
facilities that reported using 33/50 Program
chemicals since 1988 to request their participation
in the 33/50 Program. As of November, 1995,
nearly 1,300 companies had elected to participate
1 in the Program, pledging to reduce emissions of
the 17 target chemicals by more than 380 million
pounds by 1995. Companies set their own reduc-
. tion targets, which may vary from the Program's
national 33% and 50% reduction goals.
Industry exceeded the 33/50 Program's interim 33%
reduction goal by more than 100 million poundsdn
1992. National emissions of Program chemicals
were reduced by an additional 100 million pounds
in 1993, bringing total reductions since 1988 to
more than 685 million pounds (46%). Facilities' TRI projections suggest that the Program's ultimate 50%
reduction goal will be observed to have been achieved or exceeded in the 1994 TRI data, a full year ahead
of schedule. The 1,300 companies enrolled in the 33/50 Program have accounted for most of the Progra-
m's pollution reductions. Representing just 15% of eligible companies and owning only a third of the facil-
ities reporting Program chemicals to TRI, participants are responsible for 78% of the reductions'since
1988 and 98% of the 100 million pounds reduced in 1993.
EPA is committed to recognizing companies for their participation in the 33/50 Program and for the
emissions reductions they achieve. The Program issues periodic Progress Reports, in which participat-
ing companies are listed and highlighted. In addition, Company Profiles, such as this one, are being
prepared to provide more detailed information about how compqnies have achieved their emissions
reductions. Information presented in these profiles is drawn from a number of sources, including the
company's written communications to the 33/50 Program, extensive interviews with company representa-
tives, the annual TRI reports submitted by the company's facilities (including Pollution Prevention Act
data reported to TRI in Section 8 of Form R), and, in many cases, site visits to one or more of the com-
pany 's facilities. Mention of trade names, products, or services in this document does not convey, and
should not be interpreted to convey, official EPA approval, endorsement, or recommendation.
Copies of other 33/50 Program Company Profiles, as well as Reductions Highlights documents
summarizing all of these Profiles, may be obtained by contacting the. Program as specified in the box
below. In addition, all written company communications to EPA regarding the 33/50 Program are avail-
able to the public upon request.
* Aisd referred, ia as methylene ehtarfder
j
For information attthe 33/50Pr6gnttn,'c&itmet the T$ฃA
Program $e$'directly by phone <ฎ$202} 26Q~&fa7"vr b$ mail a^Mmk Code 740$, Office ef Pt>tiuti
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SUMMARY
Ghrysler Corporation reduced releases and
transfers of 33/50 Program chemicals by
74 percent from 13.5. million pounds in
1988 to under 4 million pounds in 1993. This
achievement far exceeds the Company's initial
33/50 Program goal of a 60 percent reduction in
releases and transfers by 1995. Accordingly,
Chrysler committed to additional reductions total-
ing 80 percent by 1995. Chrysler accomplished
the majority of these reductions in the vehicle coat-
ing and painting area of operations at its assembly
plants nationwide. This case study describes three
activities in the vehicle coating and painting oper-
ation thai resulted in significant reductions of
releases and transfers of 33/50 Program chemicals
and other volatile organic compounds (VOCs)
basecoat/clearcoat materials reformulation,
process control, and equipment changes.
COMPANY BACKGROUND
Chrysler produces passenger cars, minivans, sport-utility vehicles, and light-duty
trucks for sale to customers worldwide. It produces about 2.8 million vehicles
a year. The Company is headquartered in Highland Park, Michigan and oper-
ates about 50 facilities in North America, and additional manufacturing operations in
at least 10 other countries. Chrysler employs about 112,000 individuals worldwide. In
1994, the Company reported worldwide consolidated revenues of $52.2 billion.
ENVIRONMENTAL STRATEGY
Chrysler Corporation has committed itself to becoming the world's premier auto-
motive company by the year 2000. With respect to environmental issues, this ded-
ication reaches further than compliance with the law to encompass the integration
' of sound environmental practices into all business decisions. To reinforce that commitment,
Chrysler has adopted five Environmental Principles shown in Exhibit 1 to guide its
employees worldwide.. Part of the Company's strategy for achieving this goal is a
proactive approach for dealing with environmental issues facing the automotive industry.
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
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CHRYSLER CORPORATION'S
ENVIRONMENTAL PRINCIPLES
It is a policy of Chrysler Corporation:
To be committed to the integration of sound environmental practices, materials and technology
into the development, design and manufacture of its products and its manufacturing and
assembly processes. The objective is to:
* Conserve resources, prevent pollution and recycle materials where practical at every
stage of manufacture and the product life style.
ป Promote the efficient use of energy in its operations and products.
* Operate with a goal of continuously improving the impact of its operations and products
on the environment.
To strongly support product and operational actions to preserve and protect the environment,
Chrysler will: '
ป Advise and educate its dealers and the public regarding the use of its products in a safe,
energy efficient and environmentally-responsible manner.
-ป Enlist the support of all employees and suppliers in minimizing the potential hazards and
impacts of its operations. '
To pursue vigorous development of environmentally superior technology and management
methods throughout the industry and the public sector.
:i
To continue to cooperate and work with government to develop technically and financially
sound, environmentally responsible laws and regulations.
To assess its environmental performance and periodically provide information of interest to its
Board of Directors, shareholders, employees, authorities and, where appropriate, the public.
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One of the Company's environmental policy objectives is to conserve resources, prevent
pollution, and recycle materials where practical at every stage of manufacture and
ScJ^Ss IB If I product life. Chrysler believes that pollution prevention principles lie at the heart of making
a^"^iiiiB I cost-effective decisions to avoid long-term liabilities and increase operational flexi-
ซ piSll i bility. Therefore, the Company has adopted the Life Cycle Management (LCM) approach
ij j s i Siii^SliiilgSit | as a basis for its Environmental and Pollution Prevention strategy. In LCM, tracking of
!'! ฎn?!!i i s i ; i * j liij iriaterials starts in the product development cycle and ends when waste is recycled, treated,
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;" Therefore,
or disposed. Exhibit 2 shows Chrysler's LCM decision making process.
opted the Life
as a
r Environmental and
long tefmgoal is to completely incorporate pollution prevention along with
integrated product development into its corporate culture. Reformulating existing
materials to remove toxics and regulated substances is one of Chrysler's basic strate-
to reduce risk to employees and protect the environment. To effect this change,
Chrysler is involving the United Auto Workers Union in its environmental protection
efforts as well as educating management and salaried employees. In order to demon-
strate its commitment to the environment, the Company has set an internal goal of elim-
inating all reportable TRI chemicals releases and transfers by the year 2000.
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
I ! I i
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In addition to the 33/50 Program, the Company participates in the Automotive Industry
Pollution Prevention Project, a voluntary initiative between the Government and the Big
Three automakers, designed to reduce the releases of 65 persistent toxic substances that
adversely affect water quality in the Great Lakes.
Chrysler's efforts in* the environmental area have won the Company various awards,
among them the U.S. EPA Stratospheric Ozone Protection Award for the Company's
efforts to eliminate CFCs from automobiles, the Presidents Environment'and
Conservation Challenge Award for the "Jefferson North Project," and the U.S. EPA
Administrators Award for environmental improvement through pollution prevention for
the "Design of the Jefferson North Assembly Plant." The last two awards recognized
Chrysler's efforts to implement innovative solutions and environmental improvements
through pollution prevention at its Jefferson North Assembly plant. Many of these envi-
ronmental improvements have been incorporated in other Chrysler plants worldwide.
OVERVIEW OF 33/50 AND TRI CHEMICAL
RELEASES AND TRANSFERS
Vehicle manufacturing is a complex process involving people, machinery, parts,
and chemicals. Although Chrysler manufactures the key components of its vehi-
cles, suppliers provide about 70 percent of the parts. The Company does the
final assembly of the cars at its assembly plants prior to introducing them to the
market. The largest manufacturing operation associated with TRI chemical .use is the
vehicle coating and painting process.
Chrysler's facilities in the United States reported the use of twelve 33/50 Program chem-
icals during the years 1988-1993. The primary uses of each of these chemicals are as follows:
Benzene is a constituent of gasoline.
Chromium is used in the rinse solution of the phosphate pretreatment process and
in the primer surface coating solutions.
Exhibit 2
Chrysler's LCM
Decision Making'
Process
Although Chrysler
manufactures the
key components of
its vehicles, suppli-
ers provide about 70
percent of the parts.
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
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Dichtoromeihane is used primarily as a solvent to -strip pairit build up inside the paint H
process lines and as an aid in the injection molding process of manufacturing operations. I
fLead is used in electrodeposition primer coatings solutions and in solder compounds,
including metal gas tank manufacturing operations.
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are usea as equipment cleaners and degreasers.
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t^liW clean equipment between color changes, and as a solvent to strip paint build-up
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CHRYSLER'S RELEASES AND TRANSFERS
OF TRI CHEMICALS
33/50 Chemicals (1.000 Ibs) 1988 1993
Benzene 28 2
Chromium & Compounds 45 23
Dichloromethane 140 1
Lead & Compounds 28 , 12
Methyl Ethyl Ketone 1,434 210
Methyl Isobutyl Ketone 1,358 693
Nickel & Compounds . - 3 30
Tetrachloroethylene 1 NR
Toluene ' 1,689 194
1,1,1-Trichloroethane 831 290
Tnchloroethylene 1 NR
1 Xylene 7,908 ' 2,040
33/50 Subtotal* 13,467 ' M94
Other TRI Chemicals ' 7,248 3,711
Total* 20.715 L2Q4'
NFI-Not reported, use below reporting threshold
' Columns may not sum to total due to rounding
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I i i i 33/50 PROGRAM- COMPANY PROFILE: CHRYSLER CORPORATION _
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In 1988, Chrysler reported a total of 20.7 million pounds of releases and transfers of
TRI chemicals. Of this total, 13.5 million pounds were 33/50 chemicals. The data used
in this report were obtained from TRIdata released to the public by EPA in March of
1995. Exhibit 3 presents the Company's summary data for 1988 and 1993. Additional
detail is provided in Appendices A through D. ..,.-..
Chrysler's waste containing metals, namely chromium, lead, and nickel, are primarily
transferred off-site for treatment or disposal. The remainder of the 33/50 Program chem-
icals are released primarily as air emissions. .
33/50 PROGRAM GOALS AND REDUCTION
PROJECTS
Chrysler Corporation joined the 33/50 Program in 1991 with a commitment to
achieve a 60 percent reduction in releases and transfers of 33/50 Program chem-
icals by 1995, using 1988 TRI data as a baseline. This translates to a pledged
reduction of over 8 million pounds. In 1993,.the Company realized that it had achieved
it's initial commitment to the Program several years ahead of schedule. Based'on the
Company's success to this point and continued aggressive reduction strategies planned
. for the future, Chrysler increased its 33/50 Program goal to an 80 percent reduction in
releases and transfers of 33/50 Program chemicals by 1995, for a total pledged reduc-
tion of nearly 11 million pounds.
A proactive environmental and pollution prevention approach is part of Chrysler's
overall long term business strategy. The Company developed this strategy in response
to various challenges that faced the automotive industry in the 1980s. At the time, Clean
Air Act regulations required automobile manufacturers to reduce their emissions of VOCs,
while foreign competitipn and customer demands required the industry to reduce cost
and improve quality in order to remain competitive.
Internal Company studies indicated that the paint shops-within the assembly plants
accounted for approximately 80 percent of the Company's emissions of concern. The
painting and coating process was also one of the most costly components of the auto-
mobile manufacturing process. In addition, end-of-the-pipe controls had reached a point
of increasing costs and decreasing effectiveness. In other words, the controls provided
no added value to the product or process. As such, the Company placed an increased
focus on activities in the paint shop area that would minimize material use, reduce emis-
sions and waste, minimize environmental compliance issues and health and safety
concerns, which reduce the cost of the coating manufacturing operations.
The purpose of automobile painting is to provide a protective and attractive finish to the
final product. The most common coating system found in a typical automotive paint shop
consists of five key steps, shown schematically in Exhibit 4 and discussed below. Solvents,
usually volatile organic compounds (VOCs), are used as carriers to apply the coating solids
to the vehicle. .These solvents dissolve and disperse the pigments and resins that provide
the color, appearance, and protective and mechanical properties of the coating finish.
A proactive
environmental and
pollution prevention
approach is part of
Chrysler's overall
long term business
strategy. The
Company developed
this strategy in
response to various
challenges that
faced the automotive
Industry in the 1980s.
5
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
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4) Primer surface. This step of the process provides a.coating film on all exterior
vehicle surfaces that lends "forgiveness" to the overall coating system. It adds chip
protection, fills surface imperfections, and strengthens intercoat adhesion. The appli-
cation of primer surface coatings uses similar equipment and processes as the appli-
cation of chip-resistant coatings. Some manufacturers, including Chrysler, have
successfully eliminated the primer surface process through the use of thicker e'lec-
trodeposition primer coatings (step 2).
5) Topcoat. This final coating consists of a base color coat and clear coat film. The
most common system uses the high solids, solvent-borne basecoat/clearcoat technology.
Basecoat materials provide the color aspect of the topcoat appearance. Color is
determined by selection of pigments and metallic or mica-metallic flake additives.
Resins provide the,general mechanical properties, durability, and chemical resistance.
After the exterior body surface is cleaned with a solvent wipe, the interior surfaces (e.g.
engine compartment, luggage compartment) are painted with an initial spray of the
basecpat paints using manual sprayers or robots. Then the first exterior spray zone builds
most of the color film with either a set of nine or ten high voltage,,high speed rotary
atomizer spray guns, called turbobells, or a set of three reciprocating spray machines.
Since metallic colors will lose their brilliance and "go dark" when sprayed electrosta-
tically, robots or reciprocators apply a "dress coat" to bring the color match to an approved
styling color. With each color change, paint lines and applicators must be purged of any
excels paint. A typical basecoat spray bootlvzone consists of 18 or more spray guns that
must be purged. The mixture of purge solvent and waste paint can be collected for recovery
of purge solvent. The clearcoat film thickness determines the "distinctness of image" of
the basecolor, including the gloss level, reflectiveness and final finish. High speed rotary
atomizers apply the appropriate coating thickness of solvent-borne clearcoat materials which
contain no pigments. Some interior surfaces, such as door jambs, are clearcoated with
manual dress up spray. Clearcoat equipment requires only preventive purging.
Topcoat spray booths are designed with downdraft airflow and the paint particles
from any overspray are collected in high efficiency water wash curtains. At most facil-
ities, sludge is dried to a fipe powder which is then recycled into fillers for sealers,
asphaltic coatings, and concrete. Paint overspray remaining on the booth interior and
equipment must be cleaned using solvents. Thermal incinerators reduce both solvent
emissions and odor. .
The electrocoat, chip-resistant primer, primer surface, and topcoat all must be cured in
an oven. Paint curing is a function of time and temperature and varies by coating type.
With high temperatures and low volume air changes, the VOC concentration of bake-
oven emissions is high enough to justify economical control. Incineration is the
primary method used to control these emissions. .
The remainder pf this section discusses Chrysler's source reduction activities including
material reformulation, process control, and equipment changes associated with the-
coating process. Chrysler worked very closely with paint suppliers and equipment man-
ufacturers on these projects. The Company implemented the source reduction projects
at the assembly plant level. Each assembly plant had one person responsible for
program implementation who worked closely with each plant paint supplier, equipment
Solvents, usually
volatile organic
compounds (VOCs),
are used as carriers
to apply the coating
solids to the vehicle.
These solvents dis-
solve and disperse
the pigments and
resins that provide
the color, appear-
ance, and protective
and mechanical
properties of the
coating finish.
Each assembly plant
had one person
responsible for
program implemen-
tation who worked
closely with each
plant paint supplier,
equipment vendors,
and Chrysler's
Paint & Energy
Management Group
to implement the
program in such a
way that it would
meet the plant's pro-
duction and financial
commitments.
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
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!w^orsilan3jChrysier's Paint &'Energy Management 'Group to implement trie program
: is ii:
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Si :,!
Reformulating the basecoat/clearcoat composition was a two-phase project. In the first
stage of the program, reducing the amount of existing solvents in the basecoat appli-
cations was the primary goal. A typical coating at the time of the investigation contained
;!!4f) percent ป0'||g-"jj"ijj= percent | g~ --|ume Xylene, toluene, methanol,
^^^^ฃ^._,^^ methyl ethyl ketone ai-e some of the solvents typically used
:|itco|tings. Chrysler's Paint &" Energy MSna^rrient Group worked very closely, with
pamt suppliers to develop the "highI solids/low solvent coating compositions. Each sup-
plier had the responsibility of reformulating and testing its paint composition to meet
CJvysler's requirements for quality and VOC emissions. Development work in this area
lasted aEout two years and resulted in coating compositions of ab'ouf 50 percent solids
knd SO percent solvents by volume.
In the flrsi sfage 3^
kL III
-------
PPG
SOLVENT EVOLUTION
SOLVENT-BORNE BASECOATS As
SUPPLIED To CHRYSLER
Solvent % Evolution
Solvent Baseline Slept
DISK (diisobutyi ketone)
Xylene
Isopar E
Heptane
Naptha
Toluene
n-butyl acetate
Isopropanol
Methyl isobutyl ketone
Methanol
Methyl ethyl ketone ,
Ethanol
DP.M glycol ether
Water
PGMDE (propylene glycol
glycol mono butyl ether)
Mineral spirits
%HAPs . - '
5
50
6
12
10
1
8
2
1
4
.1
57
15
20
' 6
12
10
1
-29 .
2
1
'4 .
'
.
. - 26
Step 2
22
10"
. 6
12
10
1
.33 -
2
.
4
.
' 11
StepS Step 4
23 . . .
2
6 -
12 -
10
1 - -
35 .
2
': ' _
,
' '.. '"'
4
5 . 5
- 75
. .18
- .. 2 '
3
Notes: . . :
Solvent percentages are expressed as percent of total solvent. .
Data presented is for generic basecoat arid does not represent any specific PPG coating at any Chrysler plant.
Baseline is from 1 987 calendar year. Steps 1 , 2 and 3 occurred between 1 988 and 1 995 for solvent-borne basecoats.
Step 4 represents levels attained with waterbome basecoats.
Exhibits
Reformulations of
Solvent-Borne
Basecoat
/
Project #2: Process Control of Basecoat Application
Internal company studies of assembly plant operations identified significant opportunities
to reduce paint use and cost. Methyl ethyl ketone, methyl isobutyl ketone, toluene, and xylene
are some of the 33/50 Program chemicals typically used as solvents in the coating solu-
tions. Pigments and metallic or mica-metallic flake additives provide the color in the basecoat.
Waste in this application was primarily associated with inefficient spray processes and
basecoat manufacturing operations'. Consequently, Chrysler launched a program designed
to reduce the amount of basecoat paint and solvents used per vehicle produced in the paint
shop of the assembly plant. Efforts were concentrated on two areas within the assembly
plant paint shop: spray process parameters and manufacturing operations.
In the past, the paint shop had set process parameters empirically and parameter toler-
ances were broad in order to achieve the desired engineering specifications for coating
thickness. Therefore, coating thickness was not consistent from job to job and oper-
ator to operator, even though it met the required specifications. Fixed parameters were
set for each type of basecoat application and equipment used. The Company studied
the optimum relationship of atomizing air, fluid delivery rate, and distance between the
spray gun and the target for each application. By optimizing these three parameters,
as well as enhancing and improving personnel training programs associated with the paint
To minimize color
changes, Chrysler
instituted the con-
cept of block paint-
ing in which blocks
or groups of vehi-
cles are coated with
the same color.
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
-------
bell-type equipment, substantial emissions reductions, and material cost savings could
be achieved. For example, in painting the interior vehicle surfaces, the Company
emphasized conversion to manual or robotic low voltage electrostatic applicators from
conventional air atomized guns. In addition using the high transfer efficiency bells in
basecoat applications instead of reciprocators has cut the amount of paint usage by half
income application processes.
Chrysler estimates that this project reduced 33/50 Program chemicals releases and
transfers by approximately 300,000 pounds annually between 1988 and 1993 at SHAP.
There was an initial capital investment of about $1 million for the purchase and instal-
lation of electrostatic spray guns, with an estimated payback period of one year. The
initial capital investment for the bell equipment was approximately $4 million, with a
payback period of about 6 months. The cost savings for the project were associated with
material cost, labor cost, and productivity improvements.
33/5O PROGRESS
Chrysler Corporation has reduced annual releases and transfers of 33/50 Program
chemicals by nearly 10 million pounds or 74 percent between 1988 and 1993.
In addition, the Company has achieved significant reductions in releases and trans-
fers of non-33/50 TRI chemicals. The Company has reduced non-33/50 TRI chemical
releases and transfers by 3.5 million pounds or 49 percent, from 7,248,208 pounds in
1988 to 3.7 million pounds in 1993. These reductions are illustrated in Exhibit 6. Releases
and transfers for 1993 are illustrated by chemical and by release media in Exhibits 7 and
8, respectively. In addition, Exhibits 9 and 10 illustrate the Company's 33/50 Chemical
reductions from 1988-1993, by chemical and release media respectively. The Company
achieved its initial goal of a 60 percent reduction in releases and transfers of 33/50 Program
chemicals several years ahead of schedule and was very close to achieving its revised
goal of 80 percent at the end of 1993.
_ 25,000
O
ง 20,000
2
ปฃ
*w
| 15,000
o
c,
CD
W
1 10,000
DC
E
5,000
H Non-33/50 Chemicals
33/50 Chemicals
0 1988 1989 1990 1991 1992 1993
33/50 Goal: 50% Reduction in releases and transfers of 33/50 Chemicals by 1995
11
Exhibit B
Chrysler's Progress
Towards Meeting
33/50 Goals
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
-------
Other: "Benzene (0.06%), Dfchtoromethane (0.02%), Lead Compounds (0.33%)
Major contributors to Chrysler's reductions in releases and transfers of 33/50 Program
chemicals include the following:
Methyl ethyl ketone
Methyl isobutyl ketone
Toluene
1,1,1-Trichloroethane
Xylenes
1,224,042 pounds (85 percent reduction)
665,302 pounds (49 percent reduction)
,, ^j_^ --~g-g ^^percent'reduclion)
541,297 pounds (65 percent reduction)
5,867,886 pounds (74 percent reduction)
To measure its progress, Chrysler tracks "paint use per vehicle produced" at its assembly
plants. Implementation of the activities discussed in this case study reduced basecoat
paint use at SHAP from 1.16 gallons per vehicle in 1988 to 0.58 gallons per vehicle in
1993. This is equivalent to a 50 percent reduction in basecoat paint use on a produc-
tion-normalized basis.
.,
Chrysler estimates that the activities discussed in this case study have reduced
company-wide releases and transfers of 33/50 Program chemicals by approximately
6,500,000 pounds between 1988 and 19^3; Additional acSvltfes that resulted in
unqualified reductions of 33/50 Program chemical releases and transfers include:
1 ' II
, i i
reducing lead concentration by reformulating the electrodeposition primer
coating solutions;
eliminating lead and chromium from topcoat paints and other paint applications;
substituting less hazardous trivaient chromium solutions for hexavalent chromium
solutions hi the rinse step of the phosphate pretreatment process;
substituting a chromium- and lead-free corrosion-resistant coating solution used
in radiator manufacturing operations;
eliminating the use of a toluene-based adhesive by switching to a mechanical
Fastener; and
substituting water-based solutions for chlorinated solvents in degreasing and
..... : cleaning"bperations.
During the same time frame, the Company has divested and consolidated some of its
facilities in^ order to accommodate the market changes that faced the automotive
industry. Consequently, Chrysler measures its 33/5*6 Program progress on aproduction-
-12
COMPANV PROFILE: CiiysLS'" CORPORATION
' ,' " ,' ,!' /..' i,1''".';1,!-;, --. ' ,"' '",; i i'Vr'r; jj '. V';;" J .'''':', :;':::,; ',-'(,' -^'iv'sii''!'!;;'!'.1''''11' '."', '"' 'i';1',
:jt^^
;!!' :
-------
Air Emissions
97.46%"
Transfers to POTW
0.08%
Transfers Off-site
2.45%
normalized basis. Based on normalized production, the Company has reduced releases
and transfers of 33/50 Program chemicals by 5.7 pounds per vehicle produced, from
approximately 8.0 pounds in 1988, to 2.3 pounds in 1993, a 71 percent reduction.
Chrysler's participation in the 33/50 Program has been positive. The 33/50 Program
fits well with the overall Company strategy to address environmental issues in the most
cost-effective and innovative way that suits its needs. The Company's pollution pre-
vention activities have resulted not only in reductions of releases and transfers of toxic
chemicals, ,but also in significant cost savings to the Company. One facility of partic-
ular note, Chrysler's St. Louis, assembly plant, went through a New Source Review
Process as defined in the Clear Air Act and met Lowest Achievable Emission Rate levels
for an ozone non-attainment area as a result of source reduction measures and imple-
mentation of waterborne technology. The Company estimates that the St. Louis, plant
saved approximately $20 million in capital costs and over $1.0 million in annual oper-
ating costs associated with end-of-pipe spray booth controls.
FUTURE EFFORTS
Chrysler indicated that its environmental efforts to date have picked most of the
"low hanging fruit" in the pollution prevention area and that further improvements
will require more innovative efforts. The Company believes that the "Design for
the Environment" approach incorporated into the LCM approach will provide the frame-
work for further source reduction opportunities while maintaining its competitive posi-
tion in tfre business world. The Company has implemented LCM in a program designed
to eliminate at least 26 toxic substances from over 100,000 materials currently entering
into its plants. Chrysler determined that there are approximately 1,700 federal, state, and
local regulated substances in geographic regions where its main manufacturing opera-
tions are located. Of these 1,700, approximately 760 regulated substances are used at
Chrysler plants. The Company has identified 103 of these 760 chemicals that account
for 80 percent of the Company's emissions. Of these 103, the Company identified 26
that were restricted for production, and stipulated that substitutes should not include any
of the 77 remaining chemicals on the list. Using non-regulated substances also allows
the Company greater operational flexibility and reduces regulatory burden and time asso-
ciated with requirements to obtain operating permits that may interfere with Company
plans to introduce a product to the market. Chrysler indicated that the greatest impact
of this program will be observed after 1998, since production part numbers for the 1997
Exhibit 8
Percentage Breakdown
of 33/50 Program
Chemical Releases and
Transfers for 1993
(by Media)
The 33/50 Program
fits well with the
overall Company
strategy to address
environmental
issues in the most
cost-effective and
innovative way that
suits its needs.
G)
13
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
-------
|l. I fin, Ii i !|'!|
I I i lull i I ป i ill | fill , l|
i'lf ;
nil i mi i i i i
' "f1 "Jli i'l"."""!'"1, '"I!1
" i "i
T-rf^ i" i" ^e^^0i'^0feac^,
" Chemical to Total
, ,., M !''; Reductions from {i
'", ;:; "''l!':j: eafh^elease jfedtia^
'"" ''''"' 'i:::' to Total Reductions
,
I ill
ill";11;
!>.'
ki
I!!:;
,,,,,,1,1,,,;,,
IfHT-*
,, ,
ii iiii ii
'f If,
1,1,1-Trichloroethane
5.41%
Methyl Ethyl Ketone
12.24%
'Other
0.66%
Methyl Isobutyl Ketone
6.65% '
'Other: TCE (0.01%), Tetrachtoroethytene (0.01%), Benzene (0.26%), Lead Compounds (0.16%), Chromium Compounds (0.22%)
Note: There was a 27,000 Ibs. increase in the releases and transfers of Nickel Compounds
model year have already been released since the Company's Business relies heavily on
suppliers, working with suppliers is integral for the Company to achieve its goals.
In addition, Chrysler is continuing its efforts to implement advancements in the coat-
ings and paint technology areas. The Company expects to continue implementing water-
borne basecoat systems at its assembly plants nationwide a substitution that will further
reduce releases and transfers of 33/50 and other TRI chemicals. In 1993, the United
States Council for Automotive Research (USCAR) and the Big Three automakers
formed the Low Emissions Paint Consortium (LEPC). One of the goals of the LEPC
is to develop coating technologies that will reduce compact vehicle VOC coating emis-
sions from the best current industry performance of 3.1 pounds per vehicle with end-
of-pipe controls to 1.5 pounds per vehicle without any end-of-pipe controls.
i 'i i '''.".":,r::"v:';;::;::,::,:::";;:',',r ,;"::';.^vv.1::::1^1,1:1 :.r,,:" ::,:l;l.t;": ; -v. ".:,'
Chrysler believes that its source reduction programs and the life cycle management
approach incorporated Into its environmental strategy will allow the Company to achieve
its environmental goals, and it fully expects to meet its revised goal of an 80 percent reduc-
tion in releases and transfers of 33/50 Program chemicals by the end of 1995.
i -
Transfers Off-site
3.39%
insfers to POTW
0.17%
Note: There was a 100% reduction (480 Ibs.) in Surface Water Discharges.
*
_ .
;:viHii
111
33/50 PROGRAM COMPANY PRO'EILE: CHRYSLER CORPORATION
t hjij jiii jy^J ; LrJliSiiiii * iiiii'iliii'il i ii iiiSiii iiiiilli! iiiiiii iiliiiiJlii1ซ i1 1 nil liililliii'li in iiiiii iliiiiiii 'Iliiiliiliiil!
-------
CONTACT FOR FURTHER INFORMATION
For additional information on this case study, please contact- ,
Mark A. Bindbeutel
Manager, Pollution Prevention
Chrysler Corporation
CIMS# 482-00-51
800 Chrysler. Drive East "
Auburn Hills, MI 48326-2757
Tel: (810) 576-7349
Fax:(810)576-7369
Marvin M. Floer, Manager
Paint & Energy Mgt.
Chrysler Corporation
CIMS# 482-22-27 .
800 Chrysler Drive East
Auburn Hills, MI 48326
Tel: (810) 576-1599
Fax: (810) 576-2009
Linda M.Plate
'Pollution Prevention Specialist
Chrysler Corporation
CIMS# 482-00-51
800 Chrysler Drive East
Auburn Hills, MI 48326-2757
Tel: (810) 576-7361
Fax:(810)576-7369
15
33/50 PROGRAM COMPANY PROFILE: CHRYSLER CORPORATION
-------
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Appendix C
pysler Corpora'
ing, 1991-1993
6|
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