vvEPA
United States
Environmental Protection
Agency
Office of Pollution
Prevention and Toxics
7403
EPA745-K-95-009
November 1995
EPA's 33/50 Program
Company Profile
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EPA's 33/50 PROGRAM
COMPANY PROFILES
BY THE 33/50 PROGRAM ,
CHLOROFORM
'CHROMIUM & COMPOUNDS
% '
MERCURY & CWMKJUNDS
&iK)3& COMPOUNDS
- - * Aiso referred JQ as •metliytens cfioride
This Company Profile is part of a series of reports
being developed by EPA to highlight the accom-
• plishments of companies participating in the 33/50
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
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 pounds in
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 companies 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 bejnterpreted 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.
Far inf&rmdtion on the 3J/5# Program, coiitact tk&TSC£M 260-6907 yr ty, matt at Mail C6M 740$ 'O$&
'
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
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SUMMARY
etween 1988 and 1993, Eaton
Corporation reduced releases arid
transfers of 33/50 Program chemicals
by 1,791,000 pounds, an 80 percent reduction
from the 1988 level of 2,242,121 pounds.
These reductions included the complete elim-
ination of releases and transfers of methyl
ethyl ketone, tetrachloroethylene,- and xylene
(mixed isomers). Data provided by the
Company detailing 1994 releases and trans-
fers includes an additional reduction of
approximately 49,000 pounds, bringing the
1994 total for the company to 401,000 pounds.
. Of the many projects implemented at Eaton
facilities throughout the U.S., four are pre-
sented in this company profile:
• Metals reduction from grinding swarf
• Elimination of the use of chlorinated
degreasing solvents
• Establishment of a chromium waste
exchange program
• Substitution of powder coatings for, sol-
vent.based paints.
These four projects have resulted in significant
reductions in releases and transfers of
chromium, nickel, 1,1,1-trichloroethane, and
trichloroethylene.
COMPANY BACKGROUND
Eaton Corporation is an original equipment manufacturer of engineered prod-
ucts for the automotive, industrial, commercial, and military industries. The
company is divided into five business groups, each manufacturing and mar-
keting a number of products:
• Cutler Hammer: AG Drives, torque brakes and press drives, motor control
centers, safety switches and panel boards;
• Automotive Components: viscous fan'drives, hydraulic lifters, air control prod-
ucts and engine valves;
• Semiconductor Specialty Systems: military and commercial aircraft, aircraft
components, relays, switches, high performance switches and keyboards, pres-
sure and temperature transducers, navy and marine motor controls;
-T»
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
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• Controls & Hydraulics: industrial clutches, golf club' grips, molded rubber
products, electrochemical controls, thermostatic controls, load cells, hydraulic
motors, and air conditioning control components;
• Truck Components: medium and heavy truck axles, medium to large steel
forgings, medium and heavy trucjc transmissions.
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Exhibit 1 shows the Company's five business groups, including the major classes
of products manufactured, but is however, not a comprehensive list of Eaton's prod-
ucts or divisions.
Established in 1911, Eaton employs 50,000 individuals in 17 countries. The company
is headquartered in Cleveland, Ohio and has approximately 80 manufacturing facilities
across the United States, Canada, and Mexico. In addition to these manufacturing facil-
ities, Eaton has one manufacturing center and three research centers which are involved
in technical research for the company including building prototypes'and providing man-
ufacturing consulting. The research centers are: Greentree, PA, which is engaged in
heavy-duty electrical switch research; Milwaukee, WI, which is involved in medium-
duty electrical controls research; and Southfield, MI, which conducts automotive
research. The manufacturing technology center in Willoughby, OH performs hands-on
engineering technology research. The Willoughby, OH facility also has an on-site training
qenter where company-wide training programs are conducted. .
Eaton's revenues for 1994 were $6.1 billion and are expected to increase beyond $6.5
billion in 199.5. Eaton's acquisition of Westinghouse Electric Corporation's $1.1 billion
Distribution and Control .Business Unit in January 1994 resulted in an increase in
Eaton's revenues of about 25 percent.
ENVIRONMENTAL STRATEGY
In addition to participation in the 33/50 Program, Eaton Corporation is involved
in numerous other activities aimed at protecting the environment. The Eaton
Environmental Strategic Initiative (EESI), officially begun in 1993, is a waste
minimization program designed to identify technological alternatives to reduce or
eliminate releases of hazardous chemicals to the environment. By reviewing reg-
ulatory requirements and examining the large quantity of chemicals released at its
facilities, Eaton has identified specific processes which may be altered to reduce
or eliminate releases of certain chemicals. As part of this program, Eaton is funding
in-house as well as external environmental research to develop alternatives for selected
chemical processes. The budget for this program was $700,000 in 1994, and is pro-
jected to be $745,000 in 1996.
In 1993, Eaton adopted Worldwide Environmental, Health, and Safety Guidelines
which are designed to provide environmental guidance for Eaton's facilities. The
guidelines contain a list of recommendations for improving environment, health, ,and
safety in and around Eaton facilities. The recommendations include: methods for
improving materials and industrial waste management handling, design of a strategic
plan demonstrating a proactive approach to waste minimization, and guidelines for con-
ducting industrial hygiene surveys on a regular basis. To encourage facilities to comply
with the guidelines, Eaton conducts audits of its facilities to ensure they are in compliance
with environmental regulations. Each facility is audited every three years;,the first audits.
began in 1990. These initial audits were conducted by outside consultants hired by Eaton,
but the Company is now training plant environmental managers to conduct future
audits. The facilities that did not meet compliance requirements, were required to come
into compliance as rapidly as possible. Eaton is now beginning its second round of audits,
focusing initially on those facilities with significant releases and transfers of 33/50 Program
chemicals. This second round of audits is designed to identify means by which compa-
nies can reduce or eliminate their use of 33/50 and other potentially hazardous chemicals.
Eaton Corporation is
an original equip-
ment manufacturer
of engineered prod-
ucts for the automo-
tive, industrial, com-
mercial, and military
industries.
The Eaton
Environmental
Strategic Initiative
(EESI) is a waste
minimization pro-
gram designed to
identify technological
alternatives to
reduce or eliminate
releases of haz-
ardous chemicals to
the environment.
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
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approval for
ittontofe
j'ronrrientai conference every 18 montEswEere environmental managers from Eaton's
.'.^facilities convene to obtain training and to share their ideas concerning environmental.
issues affecting the company and new technologies. Eaton staff have also developed
processes for eliminating solvent usage in the cleaning of metal parts
water in place of traditional solvents.
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sheets {MSDS) that
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Because of the Company's commitment to environmental protection, Eaton and its
facilities have received numerous awards for their efforts in pollution prevention.
Recognition that the Company has received include, Governor Awards for Pollution
Prevention in Ohio, Tennessee, North Carolina, Illinois, Nebraska, and Oklahoma, as
well Is tfie Presidential Environmental and Conservation Award in 19911
As part of its effort to meet its' 33/50 Program goals, Eaton has adopted a policy of denying
approval for the introduction of any new processes or process changes into their facil-
This policy was orig- _
jnally established to prevent processes that generate hazardous waste from
'- ..... EuTKas sine e" Been ..... grinded to include 33/50 Program" chemical releases and
transfers as well. The policy is enforced through financial controls, as a corporate envi-
ronmental manager must approve all appropriations for new equipment or other acqui-
sitions. The 'policy has been strictly enforced not only in the U.S., but also at Eaton
facilities abroad.
company has used this policy'on several occasions to prevent increases in
releases and transfers of 33/50 chemicals. For example, an Eaton facility in Mexico
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Was refusedTinancial backing for the installation of a new painting line that would
utilize solvent Based paints coritEning 33/50 chemicals. The facility was informed
that it would not receive funding for this project until it developed a process that did
not involve the use of paints containing 33/50 chemicals. In another instance, one of
Eatpn's competitors, Rockwell, began selling painted truck transmissions. Eaton, which
until this time sold unpainted truck transmissions,' decided that it was imperative to
stai^t painting Its truck transmissions to remain competitive. Because of the Company's
jjolicy of not introducing 33/50 chemicals into new processes, Eaton chose to develop
a durable water-based paint with a salt spray in excess of 500 hours. Researchers at
worked on this problem for many months and eventually developed a water-
••JIHMii|«iiiM»™|^ withstand-severe conditions. As a result of these efforts, truck
transmissions are now being coated using a water-based.paint at Eaton's Shenandoah,
Iowa; Kings Mountain, North Carolina; and Shelby, Tennessee facilities.
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Eaton has created a database containing material safety data sheets (MSDS) that will
allow the company to track chemical use at each of its facilities. Eaton feels that
"the creation oTEEe HataBase will ease reciof3k"eeping and reporting, help managers
to anticipate potential c^mpliahce probTerns^ and facilitate prompt and effective
responses to emergencies. Eaton intends to expand this database to include chem-
ical purchases as well.
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33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
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EATON'S RELEASES AND TRANSFERS. \ . ' ,. ;
OF TRI
33/50 Chemicals (1, 000 Ibs.) 1988
Chromium & Compounds . v 536
Dichloromethane 76
Lead & Compounds . 1
Methyl ethyl ketone** . NR
Nickel & Compounds 239
Tetrachloroethylene 106
Toluene 159
1,1,1-Trichloroethane 669
Trichloroethylene 402
Xylene , 54
33/50 Subtotal"* 2,242
Other TRI Chemicals 1,117
' Total*" 3.359
NR = Not reported
NA= Not Available
CJHEMICALS
-1993
'.- : , ,-- 183
32
8 ' .
NR
68
NR
• 20 . .
: - • 99 ,
28
11
450
. 232
682
1994*
.,,. 212
NR
22 '
NR '
49 .
NR
13 x
69 . • .
, 20
16
401
NA
NA
' 1994 Data was supplied by the company and is considered unofficial. . ', •
"Approximately 59,000 Ibs. & 14,000 Ibs. of methyl ethyl ketone were reported as
respectively. ' .. •
*" Columns may hot sum to total due to rounding.
"Air Emissions" in 1989 and 1991,
m—^^^—
Exhibit 2
•
Releases and Transfers
of TRI Chemicals
(1,000 Pounds) '
OVERVIEW OF 33/5O A^ND TRI CHEMICAL
RELEASES AND TRANSFERS
:
Iince 1988, Eaton has reported releases and transfers of 10 of the 17 33/50 chem-
icals. Exhibit 2 presents company data on releases and transfers of TRI
chemicals for 1988, 1993, and 1994. Exhibits 3 and 4 provide a breakdown
of the company's 1988 TRI data by release media and by chemical. Additional data
are provided in Appendices A through D at the end of this Profile.
1,1,1-Trichloroethane
29.84%
Trichloroethylene
17.92%
Tetrachloroethylene
4.72%
Nickel/Nickel Compounds
10.64%
Xylene (mixed isomers) p-Xylene
2.41%
Dichloromethane
3,40%
:hromium/Chrornium Compounds
23.92%
I/Lead Compounds
0.06%
Exhibit 3
Percentage Breakdown
of 33/50 Program
Chemical Releases and
Transfers for 1988
(by Chemical)
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
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33/50 PROGRAM GOALS AND REDUCTION
PROJECTS
When Eaton Corporation joined the 33/50 Program in May 1991, .the
Company established a goal of a-50% reduction in releases and transfers
of 33/50 chemicals by 1995 using 1988 levels as the baseline. This
translates to a reduction of 1,121,060 pounds. The Company stated an intention to
rely on source reduction measures rather than treatment methods to the maximum
extent possible to achieve these reductions. Implementation of the 33/50 Program
at Eaton is conducted in a decentralized manner. The Manager of Corporate
Environmental Engineering works with the environmental managers of each facility
to assist in making decisions regarding target chemicals.and the means by which
reductions in releases and transfers should be achieved.
The remainder of this section describes four projects that resulted in significant decreases
in releases and transfers of 33/50 chemicals at Eaton facilities, the first two projects
focus on implementation of new technologies at Eaton's facilities in Kearney, Nebraska,
and Spencer, Iowa, respectively. The remaining two projects describe smaller changes
made at several Eaton facilities. Specifically, the projects discussed in this case study are:
• Metals reduction from grinding swarf
••• Elimination of the use of chlorinated degreasing solvents ,
• Other reduction projects.
Project #1: Metals reduction from grinding swarf
In early 1993, as a result of both the 33/50 Program and Eaton's Environmental Strategic
Initiative, the Company identified the need to develop a means of reducing off-site trans-
fers of metal-containing waste generated from the grinding of intake and exhaust valves
at its facility in Kearney, Nebraska. At the time, 10,000 pounds of grinding swarf (metallic
waste) were being shipped to a landfill each day from this facility. The grinding swarf
was comprised of metal, filter aid paper (on which the swarf collected), oil, and water.
The metal, composed of fine particles ranging from less than 200 micrometers to
approximately 300 micrometers in diameter, made up 30 percent of the total waste stream.
Of the metal in the waste, between one and seven percent was nickel and less than one
percent was chromium. Because of the valuable metals contained in the waste, and in
an effort to reduce transfers of these 33/50 chemicals to landfills, Eaton began an
investigation of methods to remove the metal from the grinding swarf prior to disposal.
The company investigated several different alternatives for processing the grinding swarf,
including: washing the swarf to remove the metal from the filter aid paper, using vacuum
distillation to remove the oil. and water from the swarf, and incinerating the waste to burn
the oil and filter aid paper. Each of these alternatives had drawbacks that prevented them
from being adopted: washing the swarf produced additional wastewater treatment
needs, vacuum distillation failed to sufficiently separate the metal and the filter aid paper,
and incineration produced hazardous air emissions. As a result, Eaton ruled out each
of these techniques as options for removing metal from the grinding swarf.
Eaton next began investigating compression technologies to reduce the volume of the
waste sent to the landfill. Specifically, the company considered an ultra-high-compression
device to compact the grinding swarf into briquettes approximately two inches in diameter.
During the investigation of this technology, Eaton learned, through discussions with other
The major environ-
mental benefit asso-
ciated with Eaton's
. guiding swarf metals
reduction project is
the avoidance of
landfilling large
quantities of toxic
metals, thereby
reducing releases
and transfers of
33/50 chemicals.
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
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| individuals in the industry, of a smelter that was interested in purchasing the grinding swarf
generated by Eaton. The smelter planned to process the swarf into low grade stainless steel
"pigs" that would be sold to premium stainless steel smelters for use as raw material.
Before purchasing the grinding swarf from Eaton, the smelter required that the grinding
sWarf be formed into seven-inch cubes using low-pressure briquetting. Producing the
briquettes was relatively simple for Eaton, since the Kearney facility already had low-
pressure briquetting equipment on-site. In addition, briquetting the grinding swarf elim-
inated the need to separate the metal materials from the filter paper, since the smelter
I accepts the material as a mixture. • '
' To test the process, the smelter asked that Eaton ship 156 tons' 6f"tnegYmcling swarf
by rail car in August 1994 to be processed^ The test proved successful and Eaton con-
tinued to send the briquettes to the smelter. Following this successful trial at the Kearney
.feality, two of Eaton's other plants (those in Belmorid, Iowa and "Westminster, South
pijro}ina) began shipping their grinding swarf to the smelter as well. As a result, in
j\pril 1995, the smelter was receiving more than 15,000 pounds of briquettes per day
from the three Eaton facilities. Due to these efforts, approximately 450 pounds of nickel
and 150 pounds of chromium per day from the three facilities combined are now pro-
ductively used as product inputs rather than being landfilled.
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According to Eaton, there are no significant environmental, health, or sarety concerns
associated with the implementation of this metal recycling program. Because the
grinding swarf is formed into briquettes using a wet process that is fully automated, worker
exposure is mipiiriizedl The major environmental benefit associated with the project
ls the avo|dance of landfillingtfiese large quantities of toxic metals, thereby reducing
rwMIlIIi£2^§2Li!§!l?' ^H ^eir primary
reason For briquetting the grinding sw:
Briquetting the'grinding swarf and sending it to the smelter increased Eaton's costs for
managing the waste stream by $150,000 per year. This increase resulted primarily from
transportation costs to the smelter, which is located much farther from the facilities than
the landfills used by each facility. The company is willing to incur this expense,
however^ because jtforesees a trend in landfill closure£and ajrefasalby_ other landfills _
IJ! "fp cSptmue to Sept grinding swarf. Such" closures wit! result in mcreaseS trans-
portation and dumping costs. Thus, Eaton believes that, in the long run, it will be less
expensive to send the grinding swarf to the smelter than to landfill the waste.
Project #2: Elimination of the use of chlorinated dTefeasmj^solvents
Eaton's Spencer, Iowa facility, which manufactures light and heavy duty hydrostatic trans-
missions, has traditionally used 1,1,1 -trichloroethane in dip tanks and in vapor degreasing
to remove residual lapping grit (oil and silica carbide/silica oxide) from metal surfaces
pnorto transmission assembly. The lapping compound is used to grind the surface of
the swash plates, end covers, valve plates, bearing plates, and bronze seals to produce
a perfectly flat surface, so that the two metal surfaces can be fit together precisely during
final assembly of the transmissions. Failure to achieve a precise fit would require that
both parts be discarded, resulting in significant costs to the company. Use of 1,1,1-
trichloroethane in this application at the facility resulted in approximately 14,760
"pounds of'air emissions in" 1988. '
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i PROGRAM COMPANY PROFILE: KATON CORPORATION"
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In the late 1980's, an accidental release of trichloroethylene occurred at the Kearney,
Nebraska facility. Because of the awareness of the risks of solvent releases raised by
this accident, the plant manager and environmental, health, and safety managers at the
.Spencer, Iowa facility decided to pursue the elimination of the use of 1,1,1-trichloroethane
at their facility. ' . '"••;"..
Eaton began testing a number of different detergents that might clean the transmission
parts in an aqueous (water-based) process.1 The facility sent the transmission parts to
the Manufacturing Technology Center in Willoughby, Ohio where researchers tested 30
to "35 detergents to clean the metal parts. After extensive testing however, it was
evident that none of the detergents were successful in adequately removing the lapping
compound from the transmission parts.
During this testing the researchers concluded that the time delay in, sending the parts
from Spencer, Iowa to Willoughby,.Ohio may be contributing to the difficulty in
removing the lapping compound from the parts, believing that the longer the parts sat
before cleaning, the harder they.were to clean. To address this problem, Eaton began
transporting the transmission parts by overnight air from Spencer, Iowa to Willoughby,
Ohio to reduce the time that the lapping compound remained on the parts. The water-
based cleaning system cleaned more effectively under these circumstances, but the
researche'rs felt that the cleaning still was not adequate.
In 1988, after numerous failures with the water-based detergents, the researchers at the
Manufacturing Technology Center experimented with adding the detergent to the
lapping compound prior to lapping. When the researchers blended a detergent mixture
consisting of petroleum sulfonate and deodorized kerosene with the lapping com-
pound, it was discovered that the lapping compound could be easily removed using an
aqueous process. The addition of the detergent to the lapping compound also improved
the quality of the lapping since the petroleum sulfonate in the detergent acted as a rust
inhibitor to protect the metal surfaces. .,:.,..
In late 1989, the Spencer, Iowa facility installed two large aqueous washers to clean trans-
mission parts following application of the detergent/lapping compound mixture. These
in-line conveyorized washers operate on a five-stage cycle — two washes, two rinses,
and hot air drying. The process uses DuBois Chemical's ISW 29 at a 3% concentration
in the wash baths, and DuBois 200 in the rinse baths. The active ingredient in ISW 29
is potassium hydroxide (<25 percent) and DuBois 200 is a rust preventive based on borate
complex salts (<20 percent). The rinse leaves a slight amine residue on the parts following
the cleaning process that facilitates painting as the amine residue binds with the paint as
.a compatible material, thereby increasing paint adhesion to the metal .surface.
The major environmental issue associated with the change from 1,1,1-trichloroethane
cleaning to aqueous cleaning was the impact on the facility's wastewater stream and
resulting wastewater treatment needs. While many facilities had on-site wastewater treat-
ment capabilities, the nature of the treatment associated with aqueous cleaning required
that a number of facilities upgrade their treatment processes from chemical treatment
to ultrafiltration. Making this switch in treatment methods where needed has ensured
that Eaton's change to aqueous cleaning has not resulted in additional water pollution.
Although the impetus for eliminating 1,1,1-trichloroethane at the Spencer, Iowa facility
was reducing the risk of exposure to the chemical, implementation of the detergent
In 1988, after
numerous failures
with the water-based
detergents, the
researchers at the
Manufacturing
Technology Center
experimented with
adding the detergent
to the lapping
compound prior
to lapping.
In late 1989, the
Spencer, Iowa facility
installed two large
aqueous washers to
clean transmission
parts following appli-
cation of the deter-
gent/lapping
compound mixture.
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
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,j'. "figi! , -"' II1 ^IliiHJ taiii. '• TIT I, I,
jwed the Spencer,
F-VlT'* '• :--'^'SS •
facturing plant owned and operated by Monroe Shock Absorbers! Through discussions
with employees "at the Monroe plaht^ it was discovered that Eaton's waste chromium
was a more valuable solution, having more usable chromium than the chromium used
at Monroe as raw materials. A program was devised that would allow Eaton to ship its
waste chromium to Monroe, thereby eliminating both waste disposal costs for Eaton and
chromium purchases for Monroe.
Jhe transfer of chromium takes place four times each year, with each transfer consisting
; fSpiA ;::;: —r; ^ ip; ^approximately 14,000 gallons' of chromic acid solution. Prior to each transfer, Eaton
|||^ : i-i" ji.>T |!'i|i |fi-i;!^|ads_a. Jg^rtoj^.E^ inforrning them of the impending transfer. A dedicated truck
i;; r^i|i//remems
i.'fl
1 ll !"
iiil"jji' • | 'IN • i i- i j- j ,1 jj i , j ,
cleaning system resulted in a cost savings for the facility as well. In addition, the elim-
ination of 1,1,1-trichloroethane allowed the facility to be reclassified from a large
quantity generator of 1,1,1-trichloroethane to a conditionally exempt generator (CESQG),
thereby making the facility exempt from RCRA filing requirements.
Project $3: Other Reduction Projects
This section includes a discussion of two projects implemented by Eaton that,
together, substantially reduced the company's releases and transfers of 33/50
Program chemicals, most importantly chromium, 1,1,1-trichloroethane, and
trichloroethylene. The two projects presented are: establishment of a chromium
program and guksgfuj;iori Qf solvent-based "paints with powder
coatings at Eaton's Lincoln, IL facility.
Establishment of a Chromium Waste Exchange Program
••1:.
T,he Eaton facility in Kearney, Nebraska uses large amounts of chromic acid annually
'. "In 1988, ..... the use of chromic acid in this application
"re|ulted' in off-site ....... transfers ........ of ...... 335J2§? ....... P£un3s ........ oF ...... chToliniurn ........ compounds from the
facility! ............ Tn'e ..... quantrty"oFoff^site" transfers "at Kearney ...... is ...... very ...... High Because the
'requires an extremely clean plating bath to achieve the necessary adhesion, appearance,
and thickness criteria required by the Company. Traditionally, the Kearney facility treated
its waste chromic acid bath in its on-site wastewater treatment system prior to shipping
t;he material to a recycler in Texas.
^ME Ban 'S'aatHoff, the Environmental, Health, ancl Safety Manager for
Eaton's Kearney TahX' develoed the idea of a waste exchange" with a nearby manu-
'
environmental staff follows the truck until the waste is
:fc a'F'Monroe. In total, thecTiroirauH^a^teexcharigeprogram
glirninates approximately $25,000 per year in waste disposal costs for Eaton.
1 , ; ' '[; ' '; ' • '"
Paints with Powder Coatings at Eaton's Lincoln,
Facility
The Eaton facility in Lincoln, Illinois is a manufacturer of electrical breakers and
enclosures for residential and industrial use. In its traditional painting operations, the
facility used a high-solids solvent-based paint in a liquid dip system. Due to the rela-
tively low surface protection capabilities of the liquid paint used in the dip system, a
" '' ' "
;;; hrorrie " seal'' 'anH^zinc^ phosphate pretreat stage had "to be used during the painting
BF5cesi; This pretreat stage resulted in the generation o
icant quantities of haz-
,;„:;? ,• :,':
:!£ i
i
=*t m ~
PROGRAM, "COMPANY PRpFiLiEi/'
-------
COMPARISON OF WASTE FROM LIQUID
PAINTING AND POWDER COATING
Liquid Dip
Powder Coating
Hazardous
35 drums flammable liquids
2 drums 1,1,1-trichloroethane waste
, 4 drums chrome sludge
4 drums wet spray booth water waste
Non-Hazardous
20 sacks paint cleaning waste
85 drums paint drip papers
3 drums oven ash
None
18 drums waste powder
6 drums oven ash
ardous waste, although chromium and zinc quantities were below TRI reporting thresh-
olds. Iri the liquid dip process, the part to be painted was dipped into the liquid using an over-
head hoist, after which it was removed and transported to a cure oven. During this transport,
excess paint would drip off the part and gather on paint drip papers placed on the floor beneath
the overhead conveyor. These papers were also a significant source of painting-related waste.
To reduce hazardous waste containing chromium and zinc, the Lincoln facility converted
in late 1991 to electrostatic powder coating. Electrostatic powder coating applies a dry
powder film to the product through a spray process, with overspray being collected and
recycled through the powder booth system for reuse. Use of the powder coating system
results in no waste paint and the elimination of.paint drip papers. Perhaps most impor-
tant, however, is the fact that the powder paint provides a much better protective coating
than the liquid paint. As a res.ult, the chrome seal and zinc phosphate pretreat stages are
no longer needed. Instead, an iron phosphate and non-chrome seal with a deionized water
rinse is ^used, but the new phosphate and ,npn-chrqrne seal are both classified as non-
hazardous wastes. Furthermore, as use of the solvent-based paint resulted in significant
emissions of solvent, the switch to powder coatings virtually eliminated these emissions.
While the switch'to the powder coating system has generally reduced waste generation,
there have been increases in certain types of waste. For example, with continuous recy-
cling of the powder, the material will eventually break down to a level where the
powder particles are too small for proper operation in the system. When this occurs,
the booth must be cleaned and the excess fine powder disposed of. In addition, the hooks
and hangers used to transport the parts being painted are themselves coated with
powder each time they pass through the spray booth, thereby reducing the effectiveness
of the electrostatic system. Therefore, they must be cleaned much more frequently than
in the liquid dip system. The old system was cleaned quarterly, while the powder
coating system requires daily cleaning. One option has been a "burn-off" process that gen-
erated ash residue that is collected, placed in drums, and disposed of. Both the excess powder
and the oven ash are classified as nonhazardous materials. A comparison of the waste gen-
erated by the liquid dip and the powder coating processes is shown in Exhibit 5.
Due to the success of the powder coating process at the Lincoln, Illinois facility, Eaton
elected to switch to the same technology at a number of its other facilities. Currently,
the other major Eaton facilities using this type of powder coating system are located in
Grand Prairie, TX, Fayetteville, NC, Arden, NC, and Greenwood, SC. • '
Exhibit 5
Comparison of Waste
from Liquid Painting
and Powder Coating
Due to the success
of the powder coat-
ing process at the
Lincoln, Illinois facil-
ity, Eaton elected to
switch to the same
technology at a
number of its other
facilities.
11
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
-------
; '"I'll ins1'!'11!*1 ', i]]1 "I"1!'•" jfi' Iff I'!!!111! '"ffi!1' iiliiiii1 ll!l"' "i1 "i fll"!!:!' T 'v I'!'! i" liiiil 'HI Ilillillll" "li Hi" -I V'i if JI|P ""j "ill 'IV'' 'I lf I \ wftiSlm 1} "I'Biiili'! i1''iil'lfiii i Si" ;i' »i'L'!' iillliiill1" flifi1 n!i" i" •« "I1" 'ill1 I ''llii'i'1!!! I1 '1 if' i'"ntltt'n 'illii"'iiiii 'i iii"n ii'l i1' i ''ii!i lllliiil'iiiliiiiiil1 ii i r'l II1" 1I1''"'li1 lii i 'iEI'li'Fi1«'IKIB!1 T
:!; il! i: : ! ;;;;; i ii;;;;;! ;;; i S i ii: S&* : a I : : i i! i Is ills Ill: ; i;isi ::ll;:i ME ;i;s ! ;;: : ;;;
i i i i i! i ii
:•' d
of33/SO cti&mtcals py
i,79ii()00 pounds
from 1&8S to
IniiL; ;IM; i
^ M
i ! i : l| ;!:;;
'ijljv, I ' ; ;| jij;1'^
Rrcentfise "Breakdown^
>•• :--'f..1!r:
,': I,' .'•"' '• s.r . • i - ;,-'
Non-33/50 Chemicals
33/50 Chemicals
1988 1989 1990 1991 1992 1993
33/50 Goal: 50% Reduction in releases and transfers of 33/50 chemicals by 1995
33/5Q PROGRESS
Eaton has been successful in reducing releases and transfers of 33/50 chemicals
by over 1,791,000 pounds between 1988 and 1993 - an 80% reduction from
2,242,121 pounds to 450,211 pounds. As shown in Exhibit 6, the company has
surpassed its 33/50 goal of a 50% reduction in releases and transfers of 33/50 chem-
teals,. This reduction included a complete elimination or" releases and transfers of
methyl ethyl ketone, tetrachloroethylene^ and xylene (mixed isomers only). Other
major reductions in releases and transfers of 33/50 chemicals through 1993 included
the following:
Chromium & chromium compounds
Dichloromethane
Nickel & nickel compounds
Toluene
1,1,1-frichloroethane
Trichlorpethylene
352,969 pounds (66 percent reduction)
44,650 pounds (59 percent reduction)
17d,05i3 pduri9s(7T percent reduction)
139'250 pounds (8_8 percent reduction)
569^783 pounds ^SSpercenTreduction)
373,375 pounds (93 percent reduction)
II Ilillillll II III I III IIIIIII I III IIII
J I. Ill
1,1,1-Trichloroethane
' 22.06%
Nickel/Nickel Compounds
15.21%
Chromium/Chromium Compounds
40.75%
Trichloroethylene
6.33%
Dichloromethane
7.02%
Xylene/p-Xylene
2.40°/<
Lead/Lead Compounds
1.88%
- 12
iiiiiiiiiiii 111 in iiiiiiiiii i ipn 11 <| iji i|i ii||i|ii i i i||iiii|i
!'! I
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
-------
Transfers Off-Site
for Treatment/
Disposal/Other
61.29%
Surface Water Discharge:
0.06%
Transfers to POTW
0.37%
Exhibits 7 and 8 show the percentage breakdown of 1994 releases and transfers of 33/50 chem-
icals by chemical and by'release media, respectively. In addition, Exhibits 9 and 10 illustrate
the Company's 33/50 Chemical reductions from 1988-1993, by chemical and release media,
respectively. According to data provided by the company, Eaton achieved nearly 50,000 pounds
of additional reductions in 1994, primarily due to the complete elimination of dichloromethane
and further reductions in 1,1,1-tricriloroethane releases and transfers.
Although not part of the 33/50 Program, Eaton has also made progress in reducing releases
and transfers of TRI chemicals not targeted by the 33/50 Program. Releases and transfers
, of non-33/50 TRI chemicals have decreased 79% from 1-,116,731 pounds in" 1988 to 232,015
pounds in 1993. The largest reductions in releases and transfers at Eaton occurred for acetone,
copper, nitric acid, Freon-113, hydrochloric acid, and propylene, each of which decreased
by more than 85%.
FUTURE EFFORTS
Despite Eaton's success in reducing the use of 33/50 chemicals, the Company
continues to investigate other means of reducing its use of TRI chemicals.
Eaton believes that since it has been successful in virtually eliminating the
use of solvents in vapor degreasing and in paints, a remaining obstacle is the
recovery of waste oil. Recently, Eaton established,a closed loop oil recovery
system at its Glascow, Kentucky facility which removes the water from the waste
, oil and purifies the oil. Additional projects in which the company is involved include:
1,1,1-Trichlor.oethane
31.67%.
Trichloroethylene
20.78% ^
Xylene
2.39%
Tetrachloroethylene
. 5.89%
Nickel/Nickel Compounds
9.50%
Dichloromethane 2.44%
.Chromium/Chromium
Compounds
19.61%
Exhibit 8
Percentage Breakdown
0/33/50 Program '
Chemical Releases and
Transfers for 1993
(by Media)
Despite Eaton's
success in reducing
the use of 33/50
chemicals, the
Company continues
to investigate
other means of
reducing its use of
TRI chemicals.
Exhibit 9
Contribution of
Reductions of each
Chemical to Total
Reductions
13
33/50 PROGRAM COMPANY PROFILE: EATON CORPORATION
-------
1^^
I « 1 » II i! i'i "
! !! I! ! I \ ! I ! l II 1
'•" !•'(•'•" ! •• • ' (ft1 "-'"',:'-% "
!ii"S l.'H !' I'"' • "f!y ': •'•'>>• • 'I,?!?'!"
• Total industrial water (non sanitary) reuse through reverse osmosis.
ft Development of advanced oxidative techniques for the reduction of biological oxygen
jjj-ja-jj demand (BOD) and'cliemical oxygen 3eman3 (COD) in waste WafeE For example,
^Z gfjjh^ggmpany's Henderson, Kentucky facility, a nanofiltration system (with a 250
molecular weight cutoff) to purify th"e water will Be operational by July 1995.
Emulsion failure study to investigate the emulsion degradation by contact by zinc
dialkyl dithiophosphate (ZDDP). (2DBP is a common ingredient in hydraulic
oils, used in industrial manufacturing operations.)
• Elimination of lead in brass compounds through the use of different alloying
II , | ,J| , I L I ,'
compounds.
i i 11 i | |
CJONTACT FOR FURTHER INFORMATION
For additional information on this case study please contact:
Steve Schachameyer
Senior Technology Leader [
Eaton Corporation
Corporate Research and Development
4201 North 27th Street
Milwaukee, WI53216
Tel: (414) 449-6917
Fax:(414)449-7519
Chris Teeley
Chemical Engineer
Corporate Environmental Engineering
Eaton Corporation
32500 Chardon Road
Willoughby Hills, OH 44094
Tel: (216) 523-6785
Fax: (216) 523-6784
John Burke
Manager,
Corporate Environmental
Engineering
Eaton Corporation
32500 Chardon Road
Willoughby Hills, OH 44094
Tel: (216) 523-6775
Fax:(216)523-6784
33/50 PROGRAM COMPANY PROFILE: EATON
, ,
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