SOLID WASTE MANAGEMENT IN THE
HOUSEHOLD APPLIANCE INDUSTRY
U.S. ENVIRONMENTAL PROTECTION AGENCY
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SOLID WASTE MANAGEMENT IN THE HOUSEHOLD APPLIANCE INDUSTRY
This open-file report (SW-47o.of) on work performed
under Federal solid waste management contract No. CPE 69-4
was prepared by LOUIS KOENIG RESEARCH, San Antonio, Texas,
and except for minimal editing, is reproduced
as received from the contractor
U.S. ENVIRONMENTAL PROTECTION AGENCY
1973
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ABSTRACT
Case studies ware made of solid waste management in nine establishments
with more than one thousand employees in the household appliance manufacturing
industry which covers ranges, refrigerators, laundry, housewares, vacuum cleaners,
sewing machines and other household appliances. Ihe industry is contained in
Standard Industrial Classification 363 with its seven four-digit subcodes. Ihe
industry, concentrated largely in the northeast, has about 670 establishments,
and 170,000 employees and has a total materials input of about 2.4 million tons
per year. This averages a material input of about fourteen tons per year per
employee but this figure varies widely among the four-digit codes from two to
twenty-five tons per year per employee.
In the nine case studies the waste quantity ranged from 0.72 to 2.92
tons per year per employee, and it is not demonstrable from the data that the
waste quantity depends upon the materials input quantity. Of the total scrap
and waste generated^the plants studied found a commercial scrap outlet for 40
to 84 percent, but this scrap quantity does not include the scrap recycled within
the plant itself. Most plants( seven out of the nine) use an outside agency for
disposition of the waste.
The investment (1970 estimated replacement value) for equipment
associated with solid waste handling ranged from $38 to $102 par annual ton. The
total cost of solid waste handling per ton handled ranged from $50 to $139 per
ton, and the total annual cost of solid waste handling per employee ranged from
$93 to $211 per year. Most of the cost was in-plant own-force labor typically
making up seventy-five percent of the total cost. That portion of the janitors'
time spent on solid waste handling contributed typically forty-two out of this
4/tt_
seventy-five percent. External costs for contracts and fees is- typically only
thirteen percent of the total cost. Amortization of equipment and operation
and maintenance of equipment make only minor contributions.
ill
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The impact of solid waste from these plants in the oonrounities in
which they are located is nil. The wastes themselves are not offensive, less so
than municipal refuse itself, and nationally the total quantity from the industry
is not more than a few tenths of a percent of the total quantity of all
municipal and industrial wastes.
The plants surveyed have presented a wide spectrum of awareness of current
importance of solid waste management^and several had active studies underway
in one or itore phases of the subject. Even in plants showing the greatest
awareness the solid waste management responsibility was quite fragmented. One
of the recommendations of the study is that it would be beneficial if solid
waste planning, management, recordkeeping and coordination were more centralized
preferably in a single individual in each plant.
iv
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TABLE OF CONTENTS
Chapter
1 Introduction 1
2 Summary and Analysis 3
3 Scope of Solid Waste Management 17
4 The Household Appliance Industry, Outline of 25
the Industry
5 Method Used in Interview Campaign 45
References 47
Appendix 1 - Case studies of nine establishments 49
%- ^ ^
Appendix 2 - To Whom It May Concern Letter 151
LIST OF TABLES
1 Materials Input 4-Digit Codes 5
2 Condensed Plant Data 7
3 Codes Per Plant by Employee Size Class 28
4 Directories Compared with County Business Patterns 29
5 Materials by Kind 37
6 Percentage of Establishments in 4-Digit Codes 39
7 Percent of Establishments and of Total Materials 40
8 Material Input Per Unit Produced, 1963 41
9 Percent of Total Employees in the North 43
LIST OF FIGURES
1 Generalized Process Flow, Household Appliance 31
Manufactures
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CHAPTER 1
INTRODUCTION
This study was one of several which had been initiated by the Office
fAana.ye yhe?ri"t
of Solid Waste JPrograms for the purpose of obtaining an understanding of the
practices and management in solid waste handling in various industries. The
main content of this report resulting from the study are nine case studies
of establishments in the household appliance industry, each with more than
one thousand employees. As shown in the descriptive chapter, this industry
like most industries is highly skewed in its distribution by number of
employees, so that these nine establishments, a little over one percent of the
total establishments, have about ten percent of the employees of the industry.
At one stage of the project it was being considered whether a larger
sample might be covered in such a way as to be able to project the total waste
generation of the industry. Some of the work here reported on the industry
characteristics, location, and the materials pattern in the industry was
developed with that aim.
The initiation date of the contract was May 1, 1969 but the
interviews were carried out in the spring of 1971 and refer in most cases to
1970 conditions and data.
Appreciation is expressed to the staff members of the establishments
surveyed who were most hospitable and cooperative in the study. As will be
mentioned several establishments undertook special studies and tallies of their
operations in order to supply information for the study.
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CHAPTER 2
SUMMARY AND ANALYSIS
This project investigated solid waste management in the household
appliance industry, Standard Industrial Classification Code 363.primarily by
two modes:
1. Characteristics and statistics of the industry, especially
as related to solid waste management, data being obtained from
statistical sources, and
2. An in-plant survey of nine establishments having more than 1,000
employees providing case histories of the in-plant and out-of-plant
management of solid wastes in these establishments.
CHARACTERISTICS OF THE INDUSTRY
The industry, SIC 363, is divided into seven 4-digit codes:
3631 Household cooking equipment
3632 Household refrigerators and freezers
3633 Household laundry equipment
3634 Electric housewares and fans
3635 Household vacuum cleaners
3636 Sewing machines (includes industrial)
3639 Household appliances not elsewhere classified
In recent years the industry has had about 670 establishments and about
170,000 total employees, most of the establishments being concentrated in the
northeastern part of the country. Over the period 1963-1967 the increase in
number of employees and in total materials input to the industry was about
3.6 percent per year.
A typical plant in this industry receives as input raw materials
metals, primarily sheet metal, paints and associated materials, enamels and
associated materials, plastic resin raw material, purchased parts and sub-assemblies,
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and packing and packaging materials, mostly corrugated kraft board. In the period
1958-1967 the percentage of paper in the input materials doubled, from four to
eight percent, and this does not include the considerable paper brought in with
the incoming materials.
The metals are fabricated in a fabrication department by operations
such as stamping, shearing, bending, and in some plants cast in iron foundries
or by die casting or investment casting. The metal work pieces produced
by these operations undergo a number of finishing operations such as tumbling,
buffing, grinding ^and polishing. After finishing, the metal work pieces may
be coated by enameling, painting or, rarely, electroplating and anodizing. Where
the plastic parts are manufactured by molding and forming from the raw material
there is little plastic waste generated because the scrap is remelted and recycled
within the plant. An important fraction of the plant waste results from the
packaging materials both incoming and outgoing, corrugated kraft, wood, etc.
This industry of course, like all industries, has the wastes from the support
functions such as cafeteria, custodial services, office work. and personal items
such as newspapers brought in by the employees. A generalized flow sheet of the
process sequence related to solid waste generation is shown as Figure 1, Chapter 4.
The various 4-digit subcodes differ in the amount of input materials,
I****
which jX' the potential for solid waste generation, and also in the tons of
input materials per employee. Condensed data of this sort are shown in Table 1
which are the data for 1967, differing little from those for 1963.
The refrigerator code has the largest materials input, about 37 percent
of the total; the sewing machine code has the lowest, about 0.5 percent of
the total. In laundry equipment manuf acture.the average employee is associated
with a material input of about 25 tons per year, while in the sewing machine
industry the average employee is associated with less than one-tenth of this
quantity.
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QUANTITATIVE DATA
Table 2 summarizes the quantitative data obtained in the in-
plant surveys described in detail in the nine case histories in Appendix 1,
including some ratios not specifically computed in the Appendix chapters.
All of the plants have a shutdown period of two to three weeks during
which they are engaged in inventoryjja^ periodic maintenance, etc. and are
not in production.
The general mode of in-plant conveyance, from the waste generation
site to the disposition dock, is by fork lift truck or other power vehicle,
sometimes hauling trains. However, three of the surveyed plants conveyed by
man-power, two of these exclusively by man-power.
The waste generation per employee, tye (tons per year per employee)
ranges from 0.7 to 2.9 tye, corresponding to cubic yards per year per employee
(cyye)^typically 2 to 7 for plants using compactors^and 12 to 26 for those
without compactors. Special measurements allowed a determination of the compaction
ratio achieved with general plant trash in two of the plants, these being 4.65
and 4.60. Measured figures for the compacted bulk density of general plant
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Since scrap paper and corrugated is an important element in the
plant waste,special attention was directed to its quantity. The scrap
paper as a percent of the total waste ranged from zero in two plants that
did not produce any paper scrap to 57 percent.
The percent of the total scrap and waste which was utilized, i.e.
which was scrap, ranged from 41 percent to 85 percent, this not including the
materials recycled within the plant. This means that of the total materials
input to the plant.of that which did not leave as finished product or the
packaging therefor, 40 to 80 percent found its way to the commercial scrap
market and 60 to 20 percent had to be handled as waste. The total scrap
and waste ranged from 1.2 to 9.5 tye.
The last column in Table 2, instead of the absolute ranges here
being mentioned, gives the penultimate ranges, that is the range excluding
the highest and lowest values. This range included seven of the nine plants
and thus covers from the 11th .to the 89th percentile. The exclusion of the
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The breakdown of these costs into cost categories as estimated by
the studies is instructive. Labor, that is own-force in-plant labor, quite
uniformly comprises the largest cost element,typically about 75 percent of the
total cost per ton. And because this element is such a high percentage the
'%*'
variations among plants in the other three elements are also quite small in
absolute terms.
A typical (i.e.(near-median) Code 363 plant in this sample will
have the following breakdown of costs:
Labor 75%
(Janitors only) (42}
Amortization of equipment 8
Operation and maintenance of equip. 4
Contracts and fees 13
Many managers may have the impression that solid waste handling costs
are only incurred for contract disposal, dump fees, hauling costs,etc.
In general-in this sample only about one-eighth of the costs of handling
solid wastes occurs in such charges. About 75 percent of the cost of
solid waste handling is own-force labor. The remaining two elements,
amortization and operation and maintenance of equipment, make only minor
contributions to the total cost of waste handling.
In this studyj own-force labor includes that portion of the janitorial
services concerned with the handling, collection^and in-plant conveyance of
solid waste, as distinct from other janitorial functions which do not involve
solid waste handling. Typically^these janitorial services are the largest
contributor to the labor cost element and the largest contributor to the
total. A row in Table 2 shows the janitor contribution to the total
cost of waste handling. In only three plants is the janitor cost less than
50 percent of the total labor cost. Of course these figures depend upon the
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management practices with respect to janitor services^as well as with respect
to other aspects of solid waste handling. If the janitors handle in-plant
conveyance as they do in some plants and if disposition and disposal operations
are handled by contract and thus do not appear as labor, then the janitor
cost will be a high percentage of labor cost. On the other hand^if special
power-vehicle operators handle the in-plant conveyance and if furthermore^
the disposition and disposal is handled by own-force labor, then the janitor
percentage will be low.
In the individual studiesjestimates for the percent of janitorial time
spent on solid waste handling activities ranged from 30 to 60 percent, and in one
plant where a quite exact determination was possible the figure was 46 percent.
Accuracy of the Data
For the investigators and authors of reports on solid waste management
in a real industry, it is difficult to convey to the reader an impression of
the accuracy of the data which does not go either in one direction toward the
extreme of trust or in the other direction toward the extreme of distrust. The
data obtained in this study, and presented in Table 2 to two decimal places are
just such data as can be expected when a competent professional investigation is
made on a survey basis in an area of plant operation which is notoriously neglected
and historically pushed back in a corner with respect to the operation itself and
much more so with respect to the maintenace of quantitative records. Indeed^it
is a judgment of the author based on numerous contacts in this and other
industries, that the data here presented are more accurate than the data
ordinarily used by plant managements in studying and carrying out their own waste
handling operations. It is gratifying to note that as described later^this
attitude is changing.at least judged by the nine plants interviewed-but the
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correctness of the judgement is attested by the number of situations in which
the data obtained were surprising to the plant management,or which caused
the plant management to revise its own prior estimates of the quantities involved.
In short, the data are believed quite accurate
for the purposes of a general survey of solid waste management in the industry and
even for the purpose of waste management planning and costing in the individual
plants.
On the other hand.. a considerable
improvement could be brought about if it were throught warranted. The survey
technique did not intend or provide for an instrumented measurement to obtain
waste and related quantities. Some measurements were made.however\by the
plants after the interview as a courtesy. In general solid wastes are handled,
in this connection tallied and paid for, on the basis of loads or volume rather
than weight. Secure weights are obtainable only if the disposal charge, for
example an incinerator charge, is based on weight^in which case the average
weight per load can be obtained from a sample. Sometimes the accounting
department can provide the total annual charge for such dump fees from which
the annual total weight can be computed via the unit price.
For the most part .however^solid waste quantity information must be
obtained by frequency counts or estimates of loadsjtogether with volume
measurements and estimated bulk densities. Frequency estimates must come from
the plant managers or the operators.and it is gratifying how generally
accurate these are based on a few opportunities given in the study to check
the operator's estimates against.for example .the actual contractor's records.
It is very rare that a plant management will have summed and codified a fiscal
f>^'°i*
"pmrieeFTwaste quantities and expenditures. To get such information in most
plants requires an audit of the accounting records and usually an adding up
of individual vouchers. Sometimes this can better be done in the waste
contractor's records than in the company's own records.
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INPUT-OUTPUT RELATIONS
This project was a case history study. The sample is not one from
which statistical inferences can be made concerning the solid waste quantities
and other measures of the industry as a whole. Nevertheless, because there
are some intriguing questions concerning input-output relations bearing on
solid waste management, some explorations are made here treating the sample
as if it was an adequate representative sample, and also making the assumption
that each plant had a tye of input materials which was close to the average
for that 4-digit code.
The questions to be explored are:
1. Is the tye of scrap and waste constant across the codes
or does it bear some relationship to the tye of input
materials, and
2. Is the tye of waste alone constant across the codes or
does it bear some relation to the tye of input materials ?
If the nine-plant sample and the plants themselves are representativej
then a plot of tye scrap and waste against materials input indicates that tye
of scrap and waste does indeed increase with the tye input. A regression line
through all the points would have a slope of about one-third, implying that
typically one-third of the weight of input materials appears as scrap and waste.
The band actually runs from one-quarter to two-thirds, but the slope of a regression
line if computed would definitely be significantly different from zero.
With the wastes alone^such a relationship is not so secure. The
general trend of the plotted points is such that a statement that waste averages
one-sixth of the input would fairly well represent them numerically. However,
the range and therefore the slope is quite small.and the highest input point
(about 25 tye) has about a median waste tye so it is likely that a statistical
computation would indicate a slope not significantly different from zero. After
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all, eight of the nine plants have tye's of waste between 1.0 and 3.0.despite
the range of input tye from 2 to 25. This is equivalent to saying that the
average employee produces about the same amount of waste regardless of whether
he is working on refrigerators or on electric shavers. The question remains
unsettled.
GENERAL OBSERVATIONS ON SOLID WASTE MANAGEMENT IN THE INDUSTRY
The following admittedly subjective observations concerning the management
aspects of solid waste management handling result from the interviews. , 4-
Dff-^e .vu^*?^"7^
Largely because of the activities of the Dm«»qu of Solid Wastej^-Programs,
there is a current wave of interest in solid waste management and it is interesting
to note that the plants in this survey lie along various portions of the wave.
Some of the establishments (used in the sense of the managers in the establishments)
had barely recognized the existence of solid waste management itself. Others
were highly advanced in current studies seeking to improve their solid waste
management. Some of the plants were stimulated in this direction by their own
interest generated by this survey and the revelations of the survey itself.
If there is one general comment that can be made on the level of
solid waste management in the pIantS surveyed^it is that at the worst it comprises
ignoring or merely tolerating solid waste management and sweeping it under
the rug; and at the best that the control, planningjand record keeping are highly
fragmented. Among the recognized management entities, solid waste management
is asking for a place on the roster. Outsiders, especially in the profession
of solid waste management, would no doubt want to recommend that this place
be a rather prominent one in view of the wide public interest in the subject
at present. However, viewed from the inside it is not at all unreasonable that
the place on the roster, if any, be well down in the priority list. After
all, this industry has a value of shipments of some $30,000 per year per employee,
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compared with a solid waste handling expense of some $150 per year per employee.
Regardless of this disparity«if solid waste management is to be made
respectable and responsive in an establishment,the following recommendations
may be helpful.
The working level cognizance over solid waste management, planningj
and record keeping should be placed with a single individual, presumably in
a staff position and with an engineering background. This solid waste coordinator
might be part of the general environmental services group already existing
and might well have other duties of an engineering, environmental or industrial
health aspect. In his solid waste role^however~he should set up a system for
record keeping on quantities and costs in the solid waste handling of the plant.
He should keep himself informed on solid waste handling technology,-from generation
to ultimate disposal-and should keep under constant consideration how technological
advances might be beneficially utilized in the plant. He should review actual
operations from the standpoint of good practice in solid waste management.
He should plan for future facilities or practice changes as they are called
for by advance of the technology or by changes in the plant's production processes.
He should review and make comparative analyses of waste handling arrangements
with outside contractors with the view to obtaining the lowest cost and the
most satisfactory ultimate disposal from the standpoint of environmental impact.
He should make an annual report to management on the solid waste operations,
quantities, and costs in his plant.
ENVIRONMENTAL IMPACT
The environmental impact of solid waste from the household appliance
industry is negligible. In the first place the raw waste itself is not offensive,
indeed less offensive than raw municipal waste in general. Secondly, the quantity
is J
of waste produced in the entire industry maste^M -extremely small compared with
A
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the total solid waste production of the country. The latter is of the order
of several hundred million tons per yea^ while the Code 363 industry cannot
produce more than a few hundred thousand tons. Thus the industry's contribution
is of the order of a few tenths of a percent of the total solid waste generation of
the country.
As to the plants surveyed themselves, no instances of environmental
offense were found. Storage of wastes awaiting disposition was minimal and
the few cases of long-term storage were of materials such as oils and paints
in closed containers. The ultimate disposal of the wastes in practically all
the instances was to some municipal or contractor ultimate disposal facility
not under the control of the industry but presumably operated in accordance
with the local pollution control laws.since they were general facilities handling
much more than simply Code 363 wastes. A few strict constructionists would
possibly object to one or two of the plant dumps as surveyed on the basis that
they were not covered each day. However,the wastes being disposed of are almost
entirely inorganic or sealed in drums. Several plants had formerly used incinerators
but had shut them down because they were too difficult to keep in operation
in a pollution-free manner.
The major environmental impact observed in the survey was not the
impact of the industry on the environment but rather the impact of the environment
on the industry, namely that the increasing attention to and importance of
water pollution control is forcing the in-plant treatment of aqueous wastes
to remove the suspended solids, and these suspended solids thus become the
future responsibility of solid waste management. Several plants were preparing
for this development at the time of the interview.
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CHAPTER 3
SCOPE OF SOLID WASTE MANAGEMENT
This Chapter attempts to describe the subject matter contained in
solid waste management as token in this study and also explains some of the
organization of subject matter and terminology use.
It is not possible to give a statement which will define the scope
and coverage of solid waste management in such a way as to be simultaneously
accurate, logical, and reasonable. If any one of these desirable characteristics
is pushed to an extremejOne or both of the others must suffer. Accordingly the
scope used in this study is a compromise toward these ideals and contains some
arbitrariness. No claim of universal applicability is made for these arbitrary
decisions. They were made simply to be able to get on with the study of solid
waste management in the household appliance industry.
This study includes as solid waste handling all the activities which
have to be undertaken because solid waste is generated, and which would not have
to be undertaken if solid waste were not generated. According to this, solid
waste is generated and solid waste jbMftdU«g**e management begins when a solid
waste particle is generated in connection with a production or support operation.
Thus the dust generated in a buffing or polishing operation becomes solid waste
when it leaves the work. It may be conveyed with a pneumatic conveyer to a cyclone
collector. The pneumatic system and the cyclone conveyor are part
of the solid waste management facility. And the occasional cleaning out of
the collector and the conveyance of the collected solids to a disposal point
a. *>A,i~~t o"f yrtd7iltt,«jrw eVlt*
are ..[solid waste 4i«MNhbikgjk In some cases the solid waste is not entirely picked up
by the pneumatic system. It may be heavy or sticky and thus collect in the
polishing machine itself. The cleaning out of this waste from the production
machine is taken as solid waste. handling. It is an operation which would not
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have to be conducted if solid waste were not generated, and the solid waste
begins its existence when it leaves the work.
Some solid waste is collected as a slurry. For example, a rake
classifier may separate the solid waste particles from the larger pebbles used
in a rumbling operation for deburring. The rake classifier is taken as solid
waste handling equipment.since its purpose is to collect solid waste and
separate it from the working operation. This solid waste is actually on the
borderline of being "solid" since it exists as a solid suspension in
a slurry and the entire slurry is sent to waste as a convenient means of
handling it. Similar slurries occur in the wet scrubber and in sludges from
sedimentation basins. They are usually conveyed by being shovelled into drums
and other discrete conveyance containers. If they are pumpable and are
conveyed by pumping when the pumping operation has the primary purpose of
conveying the solids they are still considered solid wastes unless the pumping
merely carries the slurry to a sewer. Solids disposed as slurries in sewers
*-*
Equipment for separating.solids from liquid streams is not necessarily
yvx VOL 3.->v\ e "n. t.
classified as solid wastew-haiialing> Where aqueous wastes are treated to remove
solids or remove chemicals prior to discharge^ such operation produces a sludge
are not taken as part of solid was teAhandliftg.
which itself is classed as a solid waste. However, the liquid treating operation,
yyt CL"V\
which may be expensive, is not considered in solid iTi~tr 1inniiiiliin|r tirnn~r its
primary purpose is to treat the liquors and make them acceptable for discharge
or reuse.
' 'Solid waste" may even include materials that are not solids at
all, for example waste oils and solvents from machining operations. However,
these are classified with solid wastes because they are handled in discrete
containers like solid wastes and are not conveyed by piping like liquid wastes.
Also they usually have the same ultimate disposal fate as the solid wastes,
18
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and their disposal is contracted for in the same manner and by the same
contractors .
This stpdy includes some janitorial and custorial activites in solid
"> 1 \ (X 11 a C< c -
waste handling. Some custodial services would be excluded from solid waste
management, these including cleaning lavatories, mopping floors, handling
lavatory supplies, polishing door knobs, cleaning windows and the like, but a
considerable portion of the janitorial service consists of operations involving
the movement and handling of solid waste, these including emptying waste-baskets,
sweeping floors and aisles, in-plant conveying of wastes. In the study an
attempt has been made to estimate that portion of the janitorial time involved
in solid waste handling of this nature. The estimates vary from 30% to 60%,
and one plant provided a quite accurate and objective job -by- job estimate of
46%. A large fraction of the labor cost and a large portion of the total cost
vnO-vv.^ t TH t X-L
of solid waste,.kaniliino in the study lies in the janitor cost. A philosophy
which excluded the janitorial services from solid wastejJ*ws*i*»g would arrive
at low cost. However, since one of the aims of this study is to call attention
to what it costs to handle solid waste, it is believed that the purpose is
better served by including the solid waste* handling activities of the janitorial
function.
In earlier studies, e.g. (1), the concept was created of "scrap-
and -waste''. This was defined as all the materials entering the plant which
did not leave as the finished product or the packaging therefor. It was divided
into two categories, "scrap" and "waste".
The scrap was that portion of the scrap -and -waste that found some
utilization. Reference 1 explored the various means of utilization. For the
household appliance industry it is sufficient to have two categories : (l^f scrap
which is recycled for use within the plant itself, and(?) scrap which is sold
and given to an outside agency such that it enters the commercial market. Typical
scrap items are:
19
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Plastic recycled within the plant
Steel and nonferrous metal scrap either returned to
the vendor for credit or sold to a conmercial scrap
operator.
Paper and corrugated sold in the commercial market
or given away, in the latter case also finding its way
into the commercial scrap market.
This study did not determine the quantity when the scrap was
recycled in the plant. Scrap paper is given special treatment in the
study because paper is a prominent component of the general plant waste
(even when paper is salvaged).
The purpose was not only to point out the importance of and the salvage
possibilities for paper and cardboard but also to allow projection of what the
total waste would be if paper was not salvaged.
This study was directed to the waste and not to the scrap. Therefore.
mention of scrap handling operations is only incidental. The primary purpose
for collecting scrap quantity data was to assess the fraction of scrap and
waste which was utilized.
MATERIAL FLOW TERMINOLOGY
The path of solid waste from the time of generation to the time of
ultimate disposal can be broken down into seven sequential stages:
Generation Preparatory processing
Collection Storage
In-plant conveyance Disposition
Disposal
Generation comprises the production or support functions which
produce the solid waste in the first place. Examples are grinding and office
operations such as mail handling. These are operations in which solid waste
first makes its appearance.
20
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Collection refers to the activities of gathering together the solid
waste from the generating points in a form preparatory to conveyance.
Collection includes the janitor emptying wastebaskets into a larger container,
a fork lift truck operator dumping waste from containers at the work site into
mobile conveyance containers, pneumatic systems conveying waste to separators
such as cyclones and the cyclones themselves.
In-plant conveyance signifies the conveyance of the collected waste
through the plant to a waste dock where it awaits disposition. Storage refers
to the period during which the conveyed waste is awaiting disposition.
Preparatory processing or reduction refers to operations which may
actually occur immediately before or immediately after storage which reduce
the volume or weight of the waste preparatory to disposition. Compacting
and incineration are two typical processing operations, of which only compacting
was encountered in the study. Some of the wastes were incinerated but the
incineration occurred after the disposition stage and at the ultimate disposal
site and in this study it is lumped with the ultimate disposal operations.
Disposition refers to the transfer of the waste, after conveyance
and after storage.if any* and preparatory processing, from the disposal dock to
the ultimate disposal or reduction facility.
The disposition agent is the agent immediately responsible for the
disposition. Possible categories are municipal or sanitary district,
contractor, the company itself at the the site^or the company itself to a
remote disposal point.
Ultimate disposal refers to the ultimate and penultimate actions
of permanent disposal of the waste. Included are rirnnpjmQ, sanitary landfilling,
incineration with disposal of the residue, etc.
21
-------
The ultimate disposal or reduction facility may have various
categories of owners. Included are municipal, the contractor, the company
itself, or merchant. A merchant facility is one that is available for
use by a restricted or non-restricted group of ''customers". A contractor
facility is one maintained by the disposition contractor for his own
exclusive use for disposal of the wastes for which he contracts. It is
possible that a merchant facility might be owned by the contractor.
CONTAINER TERMINOLOGY
Terminology and definition in this study for the various waste
containers is as follows.
There are three general types of containers involved:
1. Containers at the work site which are not used for
in-plant conveyance but which are typically dumped into
some other container for in-plant conveyance. Included
are fibre drums, trash cans, wastebaskets, and the like.
(Wastebaskets are so common and obvious that they are
taken for granted in the report.)
2. Containers primarily used for hauling waste from the
-production points to some central disposition point,
waste dock, etc. These containers are typically larger
than containers of Type 1 and typically are filled by
being hauled from one work site to another and there
receiving the content of the Type 1 containers. Such
containers have various ill-defined names and forms in
the various plants^including gondolas, trash tanks, cages,
carts, and a special container manufactured by Roura
Ironworks, 1401 Woodland Avenue, Detroit, Michigan,
called a Roura hopper, or in this report a Roura. One
side of this container has something of a "S" shape.
When the container is lifted on a fork lift and rolled
forward, it automatically upends itself on this curve and
dumps clean. In some cases-these Type 2 containers are
spotted at the work site and are filled directly at the
worksites, being hauled directly without transfer to the
disposition dock when full.
3. Containers into which the waste, after in-plant
conveyance, is dumped and in which the waste is conveyed
to the disposal site. Typically these are detachable
22
-------
packers, trailers, dump trucks, large tanks particularly for
liquid wastes, etc. Some of these disposal containers are
being hauled away at frequent intervals such as daily so that
the amount of ''storage'* in these disposal containers is
minimal. In a few situations, the disposal containers are
hauled infrequently, such as once a month in the case of the
closed containers for waste oils in some plants. Such
containers become storage vessels, pending the collection of
a full load, but no problems incident to storage were
evident^ since the containers in this study of that type were
all closed.
In this report containers of Type 1 and Type 2 above are called
"collection containers", the distinction between the stationary type and
the movable type usually being clear from the context. Containers of Type 3
are called disposal containers.
23
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CHAPTER 4
THE HOUSEHOLD APPLIANCE INDUSTRY,
OUTLINE OF THE INDUSTRY
The household appliance industry comprises standard industrial
classification Code 363 (2) comprising seven four-digit codes as follows:
3631 Household cooking equipment
3632 Household refrigerators and freezers
3633 Household laundry equipment
3634 Electric housewares and fans
3635 Household vacuum cleaners
3636 Sewing machines (includes industrial)
3639 Household appliances not elsewhere classified.
In Code 3634 a wide variety of small articles is included, for
illustration: bed coverings, cigar lighters, food mixers, tooth brushes.
In Code 3639 there are included water heaters, dishwashers, floor waxers^and
garbage disposal units.
In the period 1967 to 1969 the industry had about 670 establishments
and 170,000 employees. Over the period 1963 to 1967*the increase in number
of employees and in materials input was about 15 percent, about 3.6 percent
per year.
The major trade associations covering the industry are the Association
of Home Appliance Manufacturers (AHAM), The Gas Appliance Manufacturers Association
(GAMA), and the Vacuum Cleaner Manufacturers Association. All three of these
Associations were contacted and informed of the study immediately upon its
25
-------
inception. Coverage of ARAM includes room air conditioners which based on
their manufacturing and selling patterns could well be classified in this
code. However, room air conditioners appear in another SIC Code associated
with central air conditioning and refrigeration equipment. The coverage
of GAMA includes a number of items not in Code 363 largely having to do with
central heating.
The remainder of this Chapter describes the Code 363 industry,
particularly in matters that have some bearing on solid waste management.
THE PURITY OF CODE 363
Establishments are classified in Code 363 if the dollar value of their
Code 363 output is greater than the dollar value of their product output in any
other code. In such cases the Code 363 products are termed primary products
and the other products manufactured are termed secondary products. The
degree to which this occurs is measured by the primary products specialization
ratio (%) which is:
Dollar value of primary products
Dollar value of primary products + secondary products
(100)
It would be ideal for the present study if Code 363 establishments
manufactured only Code 363 products, that is had a primary product
specialization ratio of 100%.
However, even if that ideal condition were reachedjthls study, confined
to the manufacturing establishments in Code 363, would not correctly assess the
waste management situation arising from the manufacture of Code 363 products.
For in addition to the establishments in Code 363.there are also other
establishments not classified in Code 363 but which manufacture Code 363
products. The degree to which this occurs is measured by the coverage ratio
(percent)^which is:
26
-------
Dollar value of primary products manufactured by Code 363 estab.
-- - - -- (100)
Dollar value of Code 363 products manufactured by all industries
It would again be ideal for this project if the coverage ratio of 363
establishments were 100%, that is if all Code 363 products were manufactured in
Code 363 establishments. To the extent that they are not this study, confined
to Code 363 manufacturers , would not cover all of the manufactures of Code 363
products .
However^it develops that the primary product specialization ratios and
coverage ratios in Code 363 are not very far from 100%. Data from 1963 and 1958
Census of Manufactures (3) indicate that both the specialization and coverage
ratios for Code 363 for 1963 are 85 percent. This means that in studying Code 363
we will be missing about 15 percent of the nation's total manufacture of Code
363 products, and also we will be including in our study to the extent of about
15 per cent 'products which are not Code 363 products.
A
The specialization and coverage ratios are tending to decrease from
1958 to 1963, indicating a tendency toward less specialization in Code 363
manufacturers and also more manufacture of Code 363 products by non-363 manufacturers,
EFFECT OF PLANT SIZE
Since the logic of sample selection involved the possibility that the
sample be skewed toward the larger size establishments which produce most of
the product, and presumably have most of the waste, it became important to check
the possibility that the larger plants may have significantly lower specialization
ratios , that is that the larger plants might manufacture a broad spectrum of
products such that a sample of these plants would include significantly more
non-Code 363 products than do all plants. To check this possibility^ use was
27
-------
made of the state manufacturers directories from 14 states which happen to present
data adequate for such an analysis. Products specified for Code 363
establishments were classified by SIC codes and the number of such codes for each
plant tallied. The establishments were then divided into employee size classes
and the number of codes per plant in each size class computed, the results being
in Table 3.
TABLE 3
CODES PER PLANT BY EMPLOYEE SIZE CLASS
Employee Size Class Codes Per Plant
1-10 1.43
11-25 1.19
26-50 1.83
51-100 1.54
101-200 1.33
201-500 1.50
501-1000 2.00
Greater than 1000 1.50
That there is no trend in codes per plant with upper class boundary was
determined by regression analysis of codes per plant versus log of upper class
boundary. The mean for the entire sample was 1.8 codes per plant.
The conclusion is that we are not likely to depart greatly from the
over-all Code 363 specialization ratio by selecting a sample weighted toward the
larger establishments.
DIRECTORY COVERAGE RATIO
Since AHAM had expressed surprise that the number of Code 363
establishments was as great as 664 reported in County Business Patterns (4),
it became of interest to determine just how many of these CBP (County Business
Patterns) establishments could be found in the manufacturers directories (which
28
-------
at that time were the entries to the individual establishments). To do this
the available directories supplying such information were searched for Code
363 plants^ and these also were classified as 363 only, 363 plus related
products, and 363 plus unrelated products. All the establishments were
classifiable by the directory as true Code 363 establishments. Table 4 compares
the number of 363 establaishments in the directory as compared with the number
given in the 1967 County Business Patterns.
TABLE 4
DIRECTORIES COMPARED WITH COUNTY BUSINESS PATTERNS
State No. of GBP Establishments No. of Directory Estabs.
Washington 7 9
Vermont 0 1
Texas 14 11
Ohio 49 29
Louisiana 3 6
Georgia 6 4
Arkansas 7 6
Missouri 11 14
Mississippi 9 5
Massachusetts 24 10
Maryland 4 2
Kentucky 13 5
Tennessee 30 26
Oregon 5 5
New Mexico 0 1
Considering that some of the directories were not current with the
CBP date, this indicates that in general the state manufacturers directories
achieve a rather high coverage of the CPB universe.
A GENERALIZED CODE 363 PLANT
Despite the wide range of products in Code 363, all the way from
electric shavers to refrigerators and washing machines, the unit operations
carried out in Code 363 establishments are largely the same and differ only in
29
-------
scale and emphasis. Rather than describing the detailed operations and flow
pattern in each plant interviewed an attempt is made in this section to
describe a generalized Code 363 plant which will embody most of the operations
involved in waste generation and in a particular flow pattern. This may
be thought of as similar to a composite photograph of the human face obtained
by overlaying the photographs of numerous individuals such that the result
brings out the main features of the human face. In the same way the
generalized flow chart, Figure 1, brings out the common pattern of Code 363
plants in a way such that by emphasis here, addition there, or omission
elsewhere the pattern can be made to represent almost any existing plant.
At the top of the chart are shown the material inputs to a Code 363
plant, divided of course in a way that emphasizes their contribution to the
waste stream.
The portion in the upper left describes the metal working operations
which are frequently called the "fabrication department''. In some plants.
"fabrication*' is confined to the major metal forming operations such as
stamping, shearing, bending, etc.. and the large machines that do this are
termed "presses'' and the area the "press room''.
Metals .if in large quantitiesAare typically received in rail cars
& ^
from which there is generated shoring and strapping waste. The press department^
of course.generates considerable quantities of cutoffs, punch-outs, and the
like-as well as reject pieces. The oils and lubricants used in these operations^,
as well as the solvents used in cleaning before or after the operations^
become " waste oil and solvents'' and these are sometimes sold for reclaiming.
Other incoming metals may go to the iron foundry or die casting
departments .where a considerable amount of the scrap is reycled and remelted.
Sand and investment material used in the casting eventually end up as waste.
although in an iron foundry a large part of the sand is recycled.
30
-------
H
ix,
-------
The metal work pieces produced by these operations may undergo a
number of finishing operations. Small parts such as used in shavers, sewing
machines, etc. may be deburred by tumbling with pebbles. The wear from the
pebbles and the burr material arefseparatedtjspmetimesiwith a classifier
and the waste solids removed from the recycling water by sedimentation. Other
work pieces may be finished by buffing, grinding, sand blasting, etc. These
operations generate fine-particle solid waste which usually requires considerable
investment in equipment for pneumatic conveying and air cleaning. Before or
after buffing and polishing the work pieces may be plated or anodized-but
such solid wastes as are generated by these two operations are typically sent
to the sewer. However.if there should be a large metal treating operation
such as bonderizing and if this requires treatment of the aqueous wastes for
discharge, then plating wastes may be sent to the waste water treating plant.
A considerable amount of plastic parts a«- used ranging in size all
the way from refrigerator liners down to small injection molded parts. Most
of the scrap plastic is remelted, i.e.-recyled, but some of it appears in the
waste, none in the scrap.
After the metal work pieces have been formed and finished^, they may
pass through operations which can be called "coating" i.e^ enamelling or
painting. In enamelling.the incoming material is enamel frit which is milled
in ball mills, the waste being removed by sedimentation in pits usually under
the floor of the mill room. The enamel then goes to a blending process to
achieve the proper color and composition and recycled
material.if any.is worked in at this point. Enameling may be done by
dipping, by flow coating, or by spraying. The first two generate waste
only to the extent that the reservoir containers are cleaned out
33
-------
occasionally. In a water curtain spray booth^the overspray is caught in a
curtain of water and collects in a sump or is run to a pit. In air booths the
air passes through scrubbers or filters to remove these solid particles.
In painting, the incoming materials are paints, thinners^and
solvents. They pass through a preparation room where the paints are mixed,
blended and compounded* some waste paints and solids are generated here.
Painting may be by dipping or by spraying, the latter with a water curtain,
with air flow, or electrostatically. The air for the booths is cleaned in
filters or scrubbers. Most plants apply a release compound to the booth walls
so that occasionally the paint film that builds up there can be stripped off.
In the water curtain booths the slushy waste paint is skimmed off the water.
Painting is done on a moving line and the work is usually carried along
the conveyor line on metal paint hangers. The overspray of course, builds up
on these paint hangers and eventually they have to be cleaned. This is a rather
tedious operation everywhere, involving transporting the paint hangers to some
stripping device and then returning the cleaned hangers. The stripper may be
a hot aqueous salt and caustic or even molten salts and caustic. The paint
sludge and also the waste salts and caustic are a special form of waste
associated with painting.
Plants differ in the degree to which they completely manufacture their
products. Some plants make extensive use of purchased parts and sub-assemblies.
Typical purchased parts are electric motors, refrigerator compressors, electric
wire pig tails and also such things as light bulbs, thermostats, switches. The
unpacking of these purchased parts is a major source of cardboard and paper
waste.
34
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Sometimes the unpacking is done in the receiving departments. More
often it is done at the work site. In the former case.the packaging waste is
generated in one place. In the latter .it has then to be collected and brought
back to the disposal point. Some plants make extensive use of cardboard
separators in the in-plant handling of parts, especially painted and enameled
parts. Universally, corrugated cardboard from the incoming packaging or
packaging materials is utilized for this purpose, but eventually ,of course, all
the corrugated that comes in with the purchased parts must go out as scrap or
waste.
Some large heat-transfer items such as ranges, refrigerators and
dryers require insulation, normally fiberglass bats, which are purchased.
The paper wrapping on this is a typical paper scrap or waste. In addition.on
the assembly line where the fibrous insulation is installed special air cleaning
precautions are taken to free the ambient air of particulate waste.
These operations provide the work pieces which are assembled in the
assembly line into the finished product. Reject materials discovered during
assembly are discarded to the scrap or waste streams. The assembled product
is then ready for packaging and shipping.
Most establishments purchase pre-formed corrugated and assemble the
package. Wooden bases as for refrigerators, may also be purchased. This
assembly generates scrap and waste from punchouts and rejects. In plants
employing separators .such rejects are also a source for the cardboard cutter.
In addition to the process materials, raw materials generating waste
also enter the plant in support functions. Food and food containers supply the
cafeteria and of course, generate cafeteria waste. Janitor supplies such as
*r *
paper towels, sweeping compounds, etc. accumulate in the waste stream. Some
food, containers, and personal items such as newspapers brought in by the
employees also contribute to the waste stream. Office paper work generates
waste paper, punch cardsj and the like which may appear either as scrap or waste.
35
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MATERIALS PATTERN IN THE A-DIGIT CODES
d
The Mfftpil wastes generated by an industry arise from the materials
brought into the plants. The process wastes from similar types of manufacturing
operations might be thought to bear something like a proportional relation to the
materials used. For example, of two codes with similar manufacturing operations,
one would expect that the code consuming a hundred thousand tons of
materials per year would have something of the order of ten times the waste of
a code consuming only ten thousand tons. As will be shown.the data from the
case histories do not support this hypothesis. Nevertheless, from a materials
handling standpoint,it is instructive to consider the actual materials consumption
pattern in the seven 4-digit codes in SIC 363.
MATERIALS USAGE
The materials consumption is taken from the 1958, 1963jand 1967 (Prelim)
Census of Manufactures (3, 5). The important categories are summarized in
Table 5 . Not all of the items tabulated are directly available in the census
data. However, they have been supplied by various means. In some cases
missing items were supplied by a proportionality involving the total tonnage
>^r\
in the code (ex.the missing item) and the total tonnage in the other codes for
which the item was not missing. The tonnage of paper and paperboard containers
is not available but the delivered cost is. This was converted to tonnage
by an average figure for the value of shipments in the paper industry, 1967,
where the tonnage of paper and paperboard was 43,049 kilotons and the value
^Ao^
of shipments, ex.pulpmills and building paper, 19,811 m$ (thousand dollars).
F>
This is an average of $460/ton for the product mix of the paper and paperboard
industry and approximates the wholesale value. This was increased by about
10 percent to $500/ton for the approximate delivered cost to Code 363
establishments.
36
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Ranges
1967
Mill shapes 4 forms (except castings)
Carbon steel
Alloy steel
Copper & copper base alloy
Alum. 4 Alum. -base alloy
Castings
Iron
Alum. & Alum. -base alloy
Paper & paperboard containers
at $500/ton
GRAND TOTAL TONS
All Employees
1967 tons/employee
1963
Mill shapes & forms (except castings)
Carbon steel
Alloy steel
Copper 4 copper base alloy
Alum.S Alum. -base alloy
Castings
Iron
Alum.& Alum. -base alloy
Paper 4 paperboard containers
at $500/ton
GRAND TOTAL TONS
All Employees
1963 tons/employees
1958
Mill shapes 4 forms (except castings)
Carbon steel
Alloy steel
Copper 4 copper base alloy
Alum. SAlum.base alloy
Castings
Iron
Alum. 4 Alum. -base alloy
Paper 4 paperboard containers
at 5500/ton
GRAND TOTAL TONS
All Employees
1958 tons/employees
286
6
1
2
7
2
21
325
20
16
252
6
1
1
7
,300
,900**
,300
,000
,600
,150
,200
,819
,200
.291
,922
,870
,024
,546 .
,385
TABLE 5
MATERIALS BY KIND
Refrig. Laundry Housewares
and fans
691 ,400
4,900
15,800
23,600
28,100**
2,700
63,600
829,550
50,000
16.591
672,465
4,271
9,833
18,148
28,144
519** 1,716
8
278
19
14
244
3
7
6
262
,548
,815
,191
.528
,424
,308
487
600
,351
519
,000
,690
18,152
14.472
35,041
769,620
43,065
17.871
483,000
5,414
5,059
15,951
14,831
1,300*
19,444*
545,000
41,493
13.135
482,600
2,400
1,200
3,050
46,600
9,800
27,800
566,350
22,200
25.511
429,699
1,243
1 ,069**
986
34,228
5,271
22,674
495,171
18,343
26,995
361,258
1,548
1,807
1,892
28,948
5,066
18,530*
419,050
24,597
17.037
146,100
16,600
10,350
22,700
600
4,450
45,400
251,550
45,000
5.590
116,468
16.623
6,385
8,862
571
3,877
28,914
181,700
38,801
4.683
50,551
4,400
4,520
6,231
571*
4,552
11 ,522
82,348
29,150
2.825
Vacuum Sewing
34,900 10
700
1,450
1,650
1,691* 2
112*
12,800
57,641 14
10,000 6
5.764 2
22,504 8
728
962
1,313
998* 2
975
6,230
33,711 11
5,682 7
5.933 1
18,238 7
230
788
1,074
785* 1
2,050
3,100*
26,265 9,
5,871 9,
4.474 0.
,000
200
168*
278*
,300
972
,030
,400
.192
,023
184
98*
146*
,346
63*
513*
,372
,646
.487
,003
87
74*
134
,896
70*
329*
593
607
999
N.E.C.
323,200
4,300
2,850
1,700
8,800
2,300
20,200
363,350
14,400
25.233
297,334
2,088
2,595
1,845
6,118
1,807"
13,354
325,051
13,296
24.447
302,732
1,181
2,744
2,347
8,781
1,101
10,000
328,887
14,622
22.493
TOTAL
1,974
36
33
54
95
22
191
2,408
168
14
1,799
32
21
32
79
14
115
2,095
146
14
1,467
16
15
,500
,000
,118
,978
,691
,031
,972
,290
,200
.318
,415
,007
,967
,857
,789
,230
,175
,440
,025
.350
,206
,168
,481
28,232
63
14
68
1,673
143
11
,162
,659
,925
,834
,492
.665
Z
82.0
1.5
1.4
2.3
4.0
0.9
8.0
100.2
85.9
1.5
1.0
1.6
3.8
0.7
5.5
100.0
87.7
1.0
.0
1.7
3.8
.9
4.1
100.1
* Estimated
** Taken from previous 4 or 5 years data
37
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In total tonnage it is seen that there has been an increase of about
44 percent from 1958 to 1967, reaching approximately 2.4 million tons/year
in 1967. The major single item is carbon steel mill shapes and forms (except
castings), the percentage of which has been declining somewhat over the nine-
year period and now stands at about 82 percent. However, this percentage
decline is solely a result of the increasing importance of paper and paperboard
containers. Of the metal materials only, carbon steel mill shapes and forms
comprises a constant 90-91 percent over the nine-year period.
The tonnage of paper used has increased by 180 percent in the period,
the percentage role doubling from about four percent of the total materials in
1958 to about eight percent in 1967.
Of the total 1967 tonnage of Table 5jthe percentage usage for the
separate codes is as follows.
Code Product Percent of Total
363 Usage
3631 Ranges 13.5
3632 Refrigerators 34.4
3633 Laundry 23.5
3634 Housewares 10.4
3635 Vacuum cleaners 2.4
3636 Sewing machines .6
3639 n.e.c. (not elsewhere
classified 15.1
Shown also in Table 5 is the tye (tons per year per employee). Over
all codes this averages about 14.3 tye and has not changed since 1963. This
measure varies greatly among the 4-digit codes, over more than a ten-fold range,
being about two tye for 3636, sewing machines and 25 tye for 3633, laundry
equipment. This means that each employee is associated with about two tons/year
of materials in the manufacture of sewing machines and about 25 tons/year in the
manufacture of laundry equipment.
38
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During the course of the project an intensive study (6) was made of the
statistics of the establishments in Code 363 with respect to geographical
iAe
location, the number of employees and \rith »a»of»»fc to tons of input materials
based on the tye's for each code from Table 5. The material presented
here is a condensed version of that study, based on plots for each of the
seven 4-digit codes showing the distributions of establishments and of
tons/year of materials used, by employee size class. In Code 363.the
establishments of less than 100 employees contributed only five percent of the
tons/year of materials used. Those over 5000 employees contributed 22 percent
of the total. The thirteen establishments in size classes greater than
2500 use over 40 percent of the total materials used. The extreme
concentration of the materials usage in the large size establishments is shown
in Table 6.
About 82 percent of the total materials are used in the four highest
size classes from establishments with 500 employees and up. About 22 percent
of the total materials, 530 kilotons per year* are used by the 5000 and up
class .and this incidentally comprises only three establishments, all in Code
3632.
TABLE 6
Percentage of the Establishments in 4-Digit Code
Which Use 50% of the Total Materials Used in the Code
Code Percentage of Establishments
363 3
3631 16
3632 3
3633 10
3634 7
3635 6
3636 3
3639 8
39
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Table 7 shows the importance of the establishments with more than
1000 employees, from which the case history sample was drawn. For example,
in Code 3635 the approximately eight percent of the establishments over 1000
use 65 percent of the materials. In Code 363 as a whole the establishments
over 1000 comprise about six percent of the establishments and use 62 percent
of the materials.
TABLE 7
Percent of Establishments and of Total Materials
Used in Establishments with 1000 and More Employees
Code Establishments with
greater than 1000
% of estab. % of materials in Code
3632 6.1 34.7
3632 23.8 91.7
3633 14.9 69;.1
3634 5.9 37.6
3635 7.9 65.4
3636 2.4 46.7
3639 1.9 27.2
363 Code 5.9 62.5
MATERIAL INPUT PER UNIT PRODUCT
It is also instructive to consider the materials usage per unit of
product, i.e. per refrigerator, per sewing maching, etc. The 1958 and 1963
Censuses (3) provide the tonnage of major materials used in each 4-digit
code together with the number of units produced. Table 8 shows the
conversion to pounds per unit. This cannot be a precise computation, since
either the number of pounds cannot be tied down to a specific number of units,
or else the "number of units" in an establishments must be allowed to be a
quite heterogeneous definition. A range plant.for example^may manufacture
ranges and also thermostatap for ranges. The total nyrterials input goes to
produce both the ranges and the thermostats. But obviously the amount of
materials required for a thermostat is very much less than the amount
40
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41
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required for a range. Accordingly the statistics must either ignore the
number of thermostats in which case the pounds per unit will be too high
to a degree depending upon the ratio of ranges to thermostats, or else they
must include the thermostats as unitSj in which case the pounds per unit for
ranges, which would be the assigned four-digit code would be too low. With
these reservations^Table 8 shows the expected relations that ranges, refrigerators^
Witft
and laundry units are heavy and general housewares, vacuum cleaners and sewing
J J
machines are relatively light. The n.e.c. (not elsewhere classified) category,
Code 3639 includes such heavy items as water heaters and dishwashers.as well
as presumably smaller items and thus the average is rather high. Because
of the uncertain product mix in Code 3639. nothing much can be determined as to
the cause of the significant decrease in pounds per unit from 218 in 1958 to
130 in 1963. A large increase for example in floor waxers which are relatively
light, might have brought about the decrease in the ratio. For regrigerators the
change in pounds per unit over the five-year period is ^appreciable. However,
for ranges and for laundry equipment,.there has been appreciable decrease in
the average pounds per unit, strikingly so in ranges. Housewares and vacuum
cleaners remained about the same over the five-year period. Despite any
tendency toward lighter weights the total major materials used in the seven-
code industry increased by a little over 20 percent in the five-year interval.
Note that the major materials listed in Table 8 do not include the paper and
paperboard containers which had been included in Table 5.
REGIONALIZATION OF CODES
It is noted that the great preponderance of activity in Code 363
l& j- _.^
is in the North, and indeed the great part of that*in the Jforth east of the
* l i ,X""7 l
tlsippt and north of the Ohio and the Mason-Dixon Line. Table 9 shows for
each code the percentage of the total employees in establishments in the North.
42
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TABLE 9
Percent of Total Employees in the North
% of Employees
in North
3632 Refrigerators 99.2
3633 Laundry 90.9
3634 Housewares 68.5
3635 Vacuum cleaners 91.0
3636 Sewing machines 98.9
3639 N.E.C. 50.5
363 Total Code 82.7
It is seen that in some Codes over 90 percent of the total employees are
in the North, even up to 98 and 99 percent. For the Code as a whole about 83
percent of the employees are in the North.
43
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CHAPTER 5
METHOD USED IN INTERVIEW CAMPAIGN
At the request of the Office of Solid Waste Management Programs,
preliminary contacts were made with the major trade associations in the industry,
which are the Association of Home Appliance Manufacturers, the Gas Appliance
Manufacturers Association and the Vacuum Cleaners Manufacturers Association.
These contacts were helpful in obtaining an overall view of the industry, in
obtaining preliminary statistical material about the industry, and in paving
the way for contacts with the establishments to be surveyed.
Various state manufacturers directories furnished identification of
individual establishments for the sample. However, this source was replaced by
a Dun & Bradstreet listing on computer cards of establishments in Code 363
giving addressess, phone numbers and contacts, as well as other statistical
information on each plant (7). The final specification of the sample issued by
the staff of the Office of Solid Waste Management Programs specified that
only establishments with more than 1000 employees were to be included in the
interviews.
After the establishments to be interviewed had been selected, letters
describing the project and asking permission to interview were directed to
a high corporate executive of the firm, usually the president or the firm's
representative to the Trade Association. In some cases the letters were
followed up by telephone.and referral was made to a plant manager who would be
the main contact for the actual interview. All initial correspondence contained
a "To Whom It May Concern" letter from the OSWMP (Office of Solid Waste
Management Programs) officially describing the projectreproduced in Appendix 2.
45
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Contact with the plant manager was made mostly by telephone and
arrangements made for an interview date. In some cases.the checklist to be
used was sent so that the plant manager could obtain and fill out some of the
information beforehand . The checklist had been approved by the Office of
Management and Budget (No. 85S 68013, exp. 30 Sept. 1971). Plant managers
differed in the degree to which they wished to have and fill out the appropriate
pfrotions of the checklist beforehand, and also the degree to which they wished
to supply the information at the time of the interview.
The interview itself was accomplished in one full day. In some cases_^
portions of a second day could have been used.but because of the appointment
method of scheduling it was not possible to carry over into the second day.
However, the interviews were followed up with extensive correspondence and
telephone calls both with the persons who had been interviewed in the
establishment and also with new persons who had not originally been interviewed.
Persons interviewed included not only the establishment's employees but also
the contractors, local officials, and other outside parties who might provide
information.
A rough draft of the Appendix Section on each establishment was sent
back to the establishment for review and checking. All of the establishment
sections have been thus reviewed.
46
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REFERENCES
1. Koenig, Louis and Wensley Barker, Jr. Technical" economic study of
(olid waste disposal needs and practices. Volume'II. Industrial
nventory (PtfS Contract PH 86-6&-163). Sw^iilniim Engineering, Inc.
Windsor, Connecticut. Nov. 1967. Cc'Mb
2. Standard Industrial Classification Manual 1967. Office of statistical
jjtandards^USGPO.
3. U. S. Bureau of the Census. Census of Manufactures 1963. Industry
statistics :household appliances, MC 63(2)-36B. USGPO. Mar. 1966.
4. U. S. Bureau of the Census. County business Patterns 1967. U. S.
summary CBP-67-1 ,USGPO. 1968. -
il-S'
5. **\Bureau of the Census»1967 Census of Manufactures. Industry series
Preliminary Report MC 67(P)-36B-1 through 7. Sept. 1969 (7 reports
one for each of the 4-digit codes) .
6. Koenig, Louis. Materials Patterns in the 4-Digit Codes. Portion of
rough draft intended for this report. Submitted to ^BSWM. April 1970.
39 pt"
7. Dun and Bradstreet. Punched card listing of establishments in Code
363. 1969.
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APPENDIX 1
CASE STUDIES OF NINE ESTABLISHMENTS
These case studies are organized roughly in the following sequence:
SIC classification and product mix
Plant surroundings
Operating schedule
Number of employees, seasonal!ty
Waste management and operation responsibility
Scrap-and waste-generating operations in this plant
Primary collection containers
In-plant conveyance operation, organization and equipment
Modes of waste disposition, leaving plant
Storage
Disposition agent
Ultimate disposal facilities and distances
Disposition quantities, frequencies
Waste composition and paths from individual generating operations
Total waste quantity computations and basis
Total scrap quantity and fraction utilized
Waste handling equipment, cost
Waste handling labor, cost
Waste handling equipment operation, cost
Waste handling contractor and fee cost
Total handling costs
Future trends seen for this plant
SYMBOLS
tye tons per year per employee
type tons per year per production employee
cy cubic yards
cyye cubic yards per year per employee
49
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PLANT 1
This plant produces electric ranges and range tops, ninety-seven percent
of its value of output falling in SIC Code 3631. It also produces components
for dishwashers and thermostats, this two percent of its output being classified
in Code 3639. Scrap sales and work for other company plants comprise the
remaining one percent of its value of output.
The surroundings are 90 percent light industrial and ten percent
residential. It is located within a municipality and within a half-mile of
the nearest builtup residential area.
/<;
It operates five days a week, most departments one shift, but some two
and three shifts. There are nine holidays and a three-week shutdown in
£Vv*i
August, 237 operating days,, 49 operating weeks in a normal year.
For the quarters of 1969 there was not more than a 1.5 percent
seasonality in the number of production workers, which averaged 1,480.
Nonproduction workers numbered 100 . The number of employees in 1970 and in
the first quarter of 1971 has not changed appreciably from these figures.
However, the plant was down on strike for the fourth quarter.
In the computations that follow quantity data obtained from actual
1969 performance have been adjusted to the full year by assuming that
production occurred during 37 weeks, i.e..that no increase in quantities
occurred during a 15-week strike and shutdown period.
The waste management responsibility is with the Manager of Materials
and the Manager of Manufacturing Engineering .who report to the Plant Manager.
Operations in the Materials Section are handled by a foreman of materials
handling, whose jurisdiction includes plantwide trucking, scrap handling
and shipping and receiving. In the Manufacturing Engineering Section,
operations are handled by a Supervisor of Maintenance .whose jurisdiction
included janitors and cleanup men and waste disposal.
51
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The scrap-and waste-generating operations in this plant are:
Stamping Shearing
Welding and brazing Polishing and buffing
Electroplating Porcelain enameling
flowcoat dip and spray
Painting, dip Rod filling
Shipping and receiving , Air cleaning and dust collection
Offices Cafeteria
Assembly
The primary collection containers are:
No. 3 tote boxes 0.8 cy Roura hoppers 1.4 cy
Wire-sided carts 3.2 cy
In-plant conveyance to the disposal areas is by fork lift truck, various
areas being assigned to various truck drivers. Containers are emptied at
least once a day by the assigned drivers and more frequently by request when
necessary.
The waste proper leaves the plant in three modes, a 32 cy detachable
packer from a compactor, an 8 cy detachable gondola for enamel sludge^ and a
26 cy detachable open container for noncompactable rubbish. Pending disposition
the materials are stored in these containers, which are at four separarate
locations in the plant. Rare contractor construction jobs generate some waste
(*vJi it
not measured here, which is picked up from another docky^the responsibility of
the construction contractor. The compactor is shared with an adjacent plant,
which contributes about 25 percent of the waste load going to the compactor.
Adjustments have been made in the corresponding computations.
The disposition agent is a contractor. One compactor load per day is
hauled ten miles to a merchant incinerator and sometimes the same distance
to a merchant sanitary landfill. The open detachablec once a week at the
main plant and once a month at another building, are hauled to the same facilities.
The sludge gondola is hauled four times a week to a landfill seventeen miles
distant. This plant also sells as scrap baled corrugated which leaves in trailers
about once each three weeks.
52
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The streams from the various scrap and waste generating operations
are handled as follows.
From the stamping of steel and aluminum and the shearing of steel the scrap
is handled in No. 3 tote boxes and sold baled or loose. The very small amount
of contaminated non-saleable waste from these operations is collected in Rouras
and goes to the open detachable container.
In brazing there is a sandblasting unit (Vac-U-Blast) for cleaning the
metal free of scale before brazing. The waste sand and scale is collected
in Rouras and goes to the open detachable container.
The polishing is done on steel and chrome. A pneumatic collection system
takes the dusts to cyclones where the solids are collected in Rouras and taken
to the open detachable container.
The electroplating operation is small and the rare cleanout is handled in
the sewer.
The pjBocelain enameling operation generates solid wastes in a multiplicity
of locations. In the mill room the bags in which the enamel is received are
stacked on pallets and go to the compactor. The mill room is underlain with a
sewer system which feeds two pits. Sewers and pits are cleaned once a month,
the material going to the enamel sludge gondola via Roura. The enamel dip tanks
are cleaned daily of sludge.which goes to the gondola via Roura. In a ''grey
spray booth'' a base coat of enamel is applied to the metal. The wastes and
residues from this booth are reused. In the spray booths for white and colored
enamels the scrapings from the walls and floor are collected nightly in Rouras
and go to the gondola. In addition.each time there is a color change the booths
must be washed down to remove the prior color enamel. The wash water from this
is collected in five catch basins which are cleaned once a week, the sludge
going to the gondola via Roura. Finally there are air scrubbers on the enamel
booths which are dumped and cleaned once a week, the material also going to the
five catch basins. While not producing the greatest quantity of solid wastes,
53
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the waste handling in connection with porcelain enamelling is considered the
most difficult and messy of the waste handling operations.
Most painting except for a minor amount of touchup is done by dipping. The
paint drippings that drip from the drying line are washed down and used for
makeup in the dip tank. About twice a year the dip tank is cleaned of sludge,
which goes to the open detachable via Roura.
The electric heating rods (Calrods) comprise a heating wire concentric with
a metal tube. The annular space is filled with MgO powder which is put in a
vibrator hopper. The MgO spills from this operation are cleaned out once a
week and taken via Roura to the open detachable container.
In addition to the cyclones and scrubbers for polishing and enameling
there are Rotoclones for other air cleaning operations, particularly those
for collecting the glass or mineral wool fines from insulation in the assembly
area.
Shipping and receiving does not unpackage the incoming material but
delivers them directly to the using departments in the incoming containers.
Therefore.very little waste is generated by shipping and receiving. On the
other hand.assembly in this plant uses many purchased parts. The cardboard
packaging from these, unpackaged at the assembly site, are placed in the wire
sided carts (20%) or skids (80%) and taken to the paper baler. Cardboard for
baling must be corrugated and free from any metal contaminant or coating.
Therefore, considerable cardboard packaging from incoming material finds its
way to the compactor in Rouras and in carts.
Office and washroom trash is of course collected in wastebaskets
and transported in drums or Rouras to the compactor.
The cafeteria and the one snack area collect garbage and rubbish
in drums which are dumped into Rouras and taken to the compactor.
54
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QUANTITY COMPUTATION
The estimated quantities of wastes leaving the plant in the full year 1970
are as follows:
Per Year
Loads Cy Tons
Enamel sludge 196 1,660 1,660
Compactor 177 5,660 1,420
Open gondola 64 1,660 250
Total 437 8,980 3,330
tye 2.11
type 2.25
Scrap corrugated as % of waste 2.09
The scavenger indicated that the average net weight of a compactor
load was 16,000 pounds. The computation is based on 32 cy capacity and 237
loads per year, 75 percent of the loads assignable to this plant. The open
gondola quantity is computed at 64 loads per year, 26 cy, and a bulk density
estimated at 300 Ib per cy on the basis that the observed loads appeared
a bit heavy with metal and sludge. The enamel gondola has approximately
eight inches of freeboard, the sludge is about 40 percent water and the
density is taken as 2000 Ib per cy.
In the adjusted year 1969 there would have been sold as scrap aluminum,
steel, alloy, etc. 5600 tons. The corrugated cardboard is baled in 1.11
cy bales averaging 475 Ibs, 429 Ib per cy. A trailer load averaging 18 bales
and 8500 Ibs is shipped about once every three weeks. Data from a seven
month tally in 1971 compute to 77 tons sold as scrap for a 49-week year.
The total scrap is 3.6 tye and 3.9 type for the average employees
in that period. These figures indicated that 63.0 percent of the scrap and
waste was utilized. The only recycled material was the enamel from the
spray booth.
55
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As a courtesy to this investigation^this plant made a special
statistical study of the refuse going to the compactor over a ten-day period.
The results were:
Rouras 552 No. 3 boxes 184
Skids 36 Wire baskets 166
At the cubic yard volume each container type.this computes to a compaction
ratio of 4.65:1. The total cubic yards of refuse in the collection containers
is 149 cy per day. It has already been determined that the bulk density in the
compactor is 500 Ibs per cy, so the bulk density in the collection containers
is 107 Ibs per cy. Each compactor leaving the plant represents 94 fork lift
loads.
EQUIPMENT
The equipment and estimated 1970 investment involved in waste handling is
as follows.
1 Compactor 7,500
3 Fork lift trucks 36,000
50"Rouras 10,000
100 Tote bins 7,500
6 Enamel scrubbers 120,000
2 Cyclones at polishing 40,000
150 Drums 300
Rotoclone at trim rings 12,000
2 Rotoclones in components 8,000
3 Rotoclones for wool fines
over assembly 36,000
Wet rotoclones at automatic
sandblast 12,000
Enamel sump pits not considered
Total $289,300
This amounts to about $87 investment per annual ton of waste. In
contrastjit was estimated that the equipment for handling scrap and paper
used jointly with another plant had a replacement investment of about $9.5
56
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per annual ton of scrap. Most of this investment was in the metal press
for scrap metal.
The amortization of the waste handling equipment at 25 years and ten
percent would be about $31,800.
LABOR
Estimated labor hours and costs for waste handling are as follows:
Hours Per Year
3 Fork lift drivers 6,000
3 Cleanup men, pits and sumps 6,000
2 Cleanup men, enameling '4,000
Subtotal 16,000
20 Janitors, estimated one-half time 20,000
Total 36,000
Cost at $3.14 per hour @ 125% burden $254,000 per year
The janitor estimate is based on the judgment that there seemed to be
more floor dirt being generated in this plant than in a plant of another
type where the janitor percentage estimate was 33 percent.
EQUIPMENT OPERATION AND MAINTENANCE
The cost of equipment operation and maintenance is estimated as:
$ Per Year
Energy for compactor, 500 operations per
week, (the 75% ignored) 50
Maintenance at 4% of investment 11,600
Energy for Rotoclones and scrubbers 1,970
Energy and supplies for fork lifts 350
Janitor supplies not est.
Total $13,970
The computation of Rotoclone energy is based on 14 units averaging
10 horsepower operated eight hours per day at an energy price of one cent
per KWH.
57
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CONTRACT DISPOSAL
The costs for contract disposal are as follows:
$ Per Year
Compactor at $100 each (75 percent) 17,700
Enamel gondola, 1,600 cy per yr
<§ $6.60 per cy 11,000
Open gondola, 64 per year, 26 cy
@ $2.80 per cy 4,700
Total $33,400
Tho contractor rate on the compactor is $3.12 per cy.
TOTAL COST
The total of the foregoing cost elements is as follows:
$ Per Yr Percent of Total
Labor 254,000 76.3
Equipment amortization 31,800 9.6
Contractor 33,400 9.9
Equipment operation
and maintenance 13,970 4.2
Total $333,170 100.0
Per ton of waste $100.
By the time the waste passes off the plant property, $100 per ton has
been spent on it.
TRENDS
The management forsees major changes in equipment and operations necessary
711
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PLANT 2
This plant produces ranges and cook tops and the door and knob
sets for them in the form of kits which are used to assemble a variety of
finished models by the local sales distributors. In 1970 they produced about
half as many kits as complete ranges and tops, about 95 percent of the output
being in the range code (3631) and about five percent of the output in
dishwashers.
The surroundings are light industrial, the plant being located
inside a municipality and within two hundred feet of the nearest builtup
residential area. It operates five days a week, two shifts and with a few
people in the paint department and in housekeeping and maintenance on the
third shift. There are seven holidays and a two-week shutown, thus 244
operating days, 50 operating weeks in a normal year.
For the quarters of 1970 the number of production workers was practically
constant, deviating at the most only about three percent from the average
which was 935 production workers. There were 258 office employees in
addition for a total of y93 employees.
Solid waste management responsibility in this plant is very simple.
It is in the hands of a single individual who also handles plant safety and
bears the title " Safety Director.'' All waste and cleanup operations report
to him.
The scrap and waste generating operations in this plant are:
Stamping and shearing
Milling (only in the tool and die room, negligible)
Welding and brazing (only for maintenance, negligible)
Polishing and buffing
Porcelain, spray and dip
Painting, electrostatic dip and spray
Material handling
Shipping and receiving
Offices, cafeteria.and snack areas
59
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The primary collection containers are:
55-galIon drums
Wooden flatbed carts
Wheeled "tanks", 1 cy and 2.5 cy, "trash tanks'* or
"trash carts"
Also fibre drums and trash cans
In-plant conveyance to the disposal areas is by man-power, no
powered vehicles being used. The conveyance schedule is random as the
vehicles are filled. However, the janitorial function is highly organized.
This plant is remarkable in the extremely high degree of organization of work
tasks, approaching regimentation, and yet an equally high degree of personnel
involvement and motivation at all levels. As an example, each of the 18
janitors has a task sheet outlining the tasks he is to perform each day.
Two of these are shown on the following pages as a sample of the detail.
From these sheets and an intimate knowledge of the activities of each
janitor the manager was able to estimate individually the number of hours
Til.. \^m\f-,---t^-,\~t
that each of the 18 spent in solid waste haii«tliu% (e.g. sweeping and
moving trash) as distinct from other janitorial duties (e.g. washing bowls,
mirrors, filling paper holders, etc.) The estimate was 46.5 percent of the
total time. Also each production worker having a work station, e.g. a
shear, a press, etc., spends 10 minutes per day, on schedule, in cleanup
work around his station.
The waste leaves the plant in three modes, a 40 cy detachable
packer from a compactor averaging one load every three working days, a
dump truck for sludge drums once a week, and a five-ton dump truck daily for
pallets and crates. In addition, corrugated board is separated and is
given to a local volunteer organization ( a charitable rehabilitation
organization)-grfraTremoves it in a van truck. There are three loading
locations. Pending pickup and disposition the wastes are stored in the
compactor, the 55-gallon drums, and in the wheeled "tanks". The pallets
and crates going to the five-ton dump truck are uncontainerized.
60
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JANITOR # 3 SALVAGE 0152
STARTING TIME £>:30 A.M.
i, Ch.iuf.e factory entrance trash bag - as needed
2. Empty trash tanks once a day or as needed nnd sweep tanks area
a. Shipping floor
b. Receiving floor by scales
3. At 1:30 use trash tank and pick up
a. Model Shop three c;ins
b. Empty trach rnit by vending machines second floor office by
elevator #2.
c. Pick up out of cafeteria
4. Sweep thiiv»g«r following three ramps on Tuesday and Thursday.
a. Two ramps leading from crated range conveyor to assembly.
b. Ramp from Inspection Office down to P^int Stock room.
5. Sweep r.etal covered aisle, east of Personnel to and around fire
truck Wednesday and Friday.
6. Cut up scrap cardboard north side of ramp in assembly where vending
machines are located.
7. Empty trash cans in Replacement Parts inot trash tank daily.
8. Clean men and womens rest room - Replacement Parts
a. Clean bowls, nirrors, toilet stools ?nd seats both sides, urinals.
b. Sweep and mop floor as needed - d,- ;1y if necessary
c. Fill paper holders, toilet paper, ^oap containers, towels,'etc.
d. Dust off all areas
e. Empty all trash or waste containers
9. Clean men and womens rest room - Office Services
(Some as above)
10. Empty trash cans (3) from Purchase stock room when directed from Safety
or Guards office. Purchase parts men will set them on elevator and
send down. Janitor unload into trash tank and send trash cans up on
elevator.
11. -Empty scrap metal from Model Shop as directed from Safety or Guards
officf.
12. Sweep Jown East and West office stairway on Tuesday and Thursday and
hand scrub as needed.
13. Friday sweep out all five blev?tors
14. Collect Brsss c'ind Scrap wire froa Li?mp Assembly when directed from
Safety or Gu.srrl Office.
IlLI'Lli-H^.: 8V.50 to £:40 Lunch _Tlp?_; 11:00 to 11:30 Bre.nk. Tinier 1:00 to -1:10
'Chit xchfedult will be. changed and adjusted as needed as other janitor
* > i .. i .\
f _;
61
-------
JANITOR if 6 PRF.SS SHOP CLEAN t'P 0151
STARTING TIMK 7:00 A.M.
1. Sweep out and empty waste baskets in the following offices daily
a. Press shop
b. Welding
c. Tool Room
2. Empty Aih tray daily
a. Press shop (2 trays)
b. Paint 1st floor (1 tray)
3. Empty paper boxes daily or more often if necessary
a. Press shop (3 boxes)
b. Shear line (1 box)
4. Empty trash cans daily from
a. .Press shop
b. Tool Room
5. Empty trash cans Monday, Wednesday and Friday
a. Welding
6. Install new trash bag daily or as needed in Press Shop vending
area
7. Pick up dirty rags and used gloves daily
8. Run vacuum sweeper daily
9. Empty one (1) trash tank ati' ^ gate two (2) times daily
10. Clean railroad area between Press shop and Shear line and
between two (2) overhead doors doily
11. Clean all of yeard area from West overhead door to Boiler house
cross over
v
12. Salt back door area tc*v -;Avenue as needed in winters
13. Salt walk way in yard (railed off) south side of Tool Room as needed
in winter months
14. Sweep Shear line main aisle (North and South) two (2) times weekly
or daily if needed
15. Sweep off scrap and paper from shelves (scrap loader) in Die Storage
area
16. Sweep up scrap and paper in Die Storage area daily
17. Clean area around scrap cage Avenue). Keep all scrap off
Avenue
18. Clean area by Tool Room time clocks
Clean area by Tool Room time clocks entrance (air block)
19. Operate machine that removed slugs, metal, etc., from Press Shop
floor every two or three weeks (as required)
-62
-------
- 2 -
20, Leave point dcwn from F;
-------
In addition the segregated cardboard is stored on the wooden carts at the
dock awaiting pickup by the volunteer association.
The disposition agents are a contractor, the volunteer charitable
organization, and the company itself via the five-ton dump truck. The compactor
and the drums are hauled by the contractor five miles to the county sanitary >
landfill. The volunteers' van goes to the organization's collection point.
The company's dump truck -mask /combustibles \delivers.jteheg across the street to
the company's own burning site on company property. The disposal operation
at the company site is described on the Land Disposal Site Investigation
Report form on the two pages following;.
Only combustible material is hauled to the site so that quite clean
burning is obtained and the residue is simply wood ashes contained in the
burning pit. The site is not fenced.but unauthorized dumping is fairly well
controlled, first because of the motivation of all plant employees and
secondly because the pit is located next to the garages, parking lots and
playing field of the plant.
The streams from the various scrap-and waste-generating operations
are handled as follows:
Stamping and shearing produces only an incidental quantity of
material other than metal scrap. It is deposited in drums and trash carts.
There is no waste oil and solvents. Drawing compounds are removed in the
enamel pickling and go to the enamel sump.
There is only one small belt polisher and a vacuum collector in
the polishing operation. The vacuum collector is emptied about once a
The .on nmo ilfbng spray lines have water curtains. Both the enamel
room and the paint room are pressurized by blowers and air filters which
supply clean air to the rooms and also supply the air flow through the
64
-------
DEPARTMENT OF
HEALTH. E 'UCATION. AND WELFARE
UBLIC HEALTH SERVICE
Form Approved
Budget Bureiiu No. 6<
COMMUNITY SOLID WASTE PRACTICES
LAND DISPOSAL SITE INVESTIGATION REPORT
L
. STATE 2. COUNTY
2 3
4. NAME OF SITE
11 12 13
7. NAME OF PERSON COMPLETING FORM
Louis Koenig
| 3. SITE LOCATION (Political J uriadiction) \
456
S. ADDRESS OF SITE
7 8 8 10
. B. DATE OF SURVEY
DAY MONTH YEAR
8. TITLE
14
1
3
f 717
15 16 17 18 19 2O
9. ORGANIZATION AND ADDRESS
10. POLITICAL JURISDICTIONS SERVED BY LAND DISPOSAL SITE
NAME OF
POLITICAL JURISDICTION
21
22 23
29 SO 31
L
37 38 30
1
24
32
40
48 46 47 48
ESTIMATED
PERCENTAGE OF
JURISDICTION
SERVED BY SITE
'
* '
x
*
,
29
33
28
34
I
41
42
1
49
BO
i- .,-
AVERAGE DISTANCE
OF SITE FROM
CENTER OF SOURCE
AREA (Miles)
'- :'.
' \ '
27 28
38 3«
43 44
SI 52
&
.-."-
..- V.- .
FOR ADDITIONAL ENTRIES. CHECK HERE Q <83» AND MAKE ENTRIES IN ITEM US
11. SITEOPERATED BY
| 1 PUBLIC AGENCY
hl^PRIVATE AGENCY
12. SITE OWNED BY
Q PUBLIC AGENCY
Jjjfl PRIVATE AGENCY
3. IS OPERATION
REGULATED BY A
WEALTH AUTHORITY?
RYES
IF YES. INDICATE LEVEL
OF PRINCIPjAU AUTHORITY
4- C.ENERAL CHARACTER OF
_J QUARRY OR BORROW PIT
~] GULLY-CANYON
] LEVEL AREAS
] COMMUNITY [1 STATE
1 HILLSIDE
r~] MARSH. TIDELAND
OR F^OOD PLAIN I
15. YEAR SITE PLACED IN OPERATION
s. ANTICIPATED LIFE REMAINING
17. TOTAL AREA OF SITE (Acres)
' AREA TO BE USED FOR LAND
DISPOSAL (AcrJa)
64 68 66 67
68 09 7O
i». ZONING/LAND USE SURROUN0ING FACILITY (Chuck predominant type only)
ZONING ^.
J^INDUSTRIAL
[^AGRICULTURAL
[~] OTHER
I ID NONE
RESIDENTIAL
COMMERCIAL
(Specify)
LAND USE
|__J RESIDENTIAL
Q COMMERCIAL
[^INDUSTRIAL
C7] AGRICULTURAL
[ I OTHER.
(Specify)
20. ISUSEOF f YES IF YES. CHECK RECREATIONAL piLIGHT
L- ' ''AREA OR PARK L -Jr-nusT
COMPLETED PREDOMINANT
SITE PLANNED? SjfnO USE ONLY
p. r" 1 Ar-oir-ii. TIIOF I jUSENOT
OR PARK L J CONSTRUCTION L. J *GR ICU LTURE | _ ] DE JERM|N £D
21.
23.
' ^
KILL PUBLIC AGENCY CONTROL
COMPLETED SITE USE'
* HEQUENCY
OF COVER
« 'heck one only)
X-NE
[ 1 DAILY (EnS. NUMBER OF DAYS DISPOSAL SITE COULD NOT BE USED BECAUSE OF WEATHER CONNECTED CONDITIONS (Enter average f i
per year) | /
GENERAL CHARACTER OF OPERATION (Judgment evaluation - check appropriate categories)
PPCARANCE
.y
/VIGHTLY
ISIGHTLY
'"
IS BLOWING PAPER
CONTROLLED?
|^YES
L-lHO
is BLOWING PAPER
CONSIDERED TO BE
A NUISANCE'
CJ YES
XNO
17J
ROUTINE BURNING
[ ] NONE
[~ ] UNCONTROLLED
l^fPLANNED AND
^L,M,TEO
is!
65
ARE THERE SUR-
FACE DRAINAGE
PROBLEMS?
1
ARE THERE
LEACHING
PROBLEMS?
2
14
1 - 1
1
-------
LAND DISPOSAL SITE I NVESTIGATION REPORT (Page 2)
27. CONTROL PROGRAMS
28. I', LOWEST PAKT OF FILL IN WATt"
- - __
TIMES FIRE CONTROL EQUIPMENT I /
ED AT SiTE IN THE PAST YEAR W-p "--,--LfjJ
IS SALVAGING PERMITTED'
33 ESTIMATED NUMBER OF LOADS DEPOSITED DAILY
FROM P Rl V A TE
COLLECTION
VEHICLES
34 ART QUANTITATIVE RECORDS . .
KEPT IN ANY FORM' ' '
YES
D°
no(
use 47
35. QUANTITIES OF SOLID WASTES RECEIVED ANNUALLY
TONS WEIGHED
TONS ESTIMATED
CUBIC YARDS
48 49 50 51 52 53 54
^^^rimg
55 56 57 68 !9 60 61
_J L
S2 63 64 65 66 67 6B 89
36. GENERAL CLASSIFICATION OF SOLID WASTES
ACCEPTED AT DISPOSAL SI T E (Check those accepted)
1HOUSEHOLD H^^
72
:OMMERCIAL
[ JlNSTITUTIONAL
74
i| INCINERATOR
-,, RESIDUE ONLY
r
37. CHECK ANY ITEMS LISTED BELOW WHICH ARE
EXCLUDED FROM THE DISPOSAL SI T C
ALL
PUTRESCIBLES
»^T|ALL
)|KL NON-COMBUSTIBLES
[~|ALL
1 1 COMBUSTIBLES
[jXcARBAGE
'DEAD
ANIMALS
'ASTE
'OIL
TIRES
iEWAGE
SOLIDS
BUNKED Aj^HAZARDOUS
AUTOMOBILES ^WATERIALS
28
APPLIANCES OTHER (SpecHy.)
29
DEMOLITION
WASTES
jgl WASTES [7JOTHER (Specif/)
A^ CONSTRUCTION 3'
KJi
1 DEBRIS
SWEEPINGS n°THER Specify)
33
L_ C
38. EQUIPMENT AVAILABLE
(AvarciQe utilized daily)
DRAGLINE OR SHOVEL-TYPE EXCAVATORS
SCRAPERS (Self-propelled)
TRACTORS (TrBck or Rubber Tire)
(Bulldozer or Hl&h Lilt Loader)
TRUCKS
OTHER *f r*W\
OTHER
Do
not
use 43
Do
not I
use 46
NUMBER
35
37
OS-
TOTAL NUMBER »F EMPLOYEES ON SITE (Av
erage daily) \
40. HOURS OF DAILY
OPERATION
(On a 24-hour clock)
END
38
41.
NUMBER OF DAYS OPERATED PER WEEK
42
42. ANNUAL OPERATING COST
(Including supervision and
t maintenance)
IIEIIZWS
56 57 58 5') 60 61 62
44 45
43. IS THIS A SANITARY LANDFILL7
47 48
44. IF SOURCES OTHER THAN REPORTER DESIGNATED IN ITEM 7 WERE UTILIZED IN COMPLETING THIS FORM, INDICATE BELOW
THE SOURCES USED AND ITEM NUMBERS
NAME OF PERSON
TITLE
ORGANIZATION
ITEM NUMBER(S)
66
-------
enamel and paint spray booths. There are five such systems in the enamel
yjrfcV (t Of
section and three in the paint,,total capability^134,000 CFM. The airflow
in the workrooms is downward rather than upward and this achieves such a low
dust count in the ambient air that the state industrial hygiene department
no longer runs regular inspections. There are about 300 square feet of
filters on the blowers and these are changed monthly, the filter material
going to the trash carts. The spray booths in both the enamel and paint
lines have water curtains which catch the overspray. In this plant, the
overspray from the color coat lines is skimmed from the water and recycled
by blending into the ground coat (the colors being disguised to a grey by
addition of lamp black). This reduces the amount of enamel waste. The
over-spray waste material is shovel/ed into 55-gallon drums and hauled by
trash cart to the drum-loading dock. There are three enamel milling sumps
which are cleaned of solids every two weeks.
The paint spray booths have a release coating on the walls. This is
stripped when the paint deposit builds up. The electrostatic booths have
the water curtain and water bottom from which skimmings are removed. Both
types of waste, together with that from the paint mixing room are placed in
55-gallon drums, about seven drums per week.
In this industry^ there is considerable moving of parts on carts, etc.
from one operation to the other. Where this is done by hand, protection is
needed to keep the parts from scraping one another. For some parts^special
wooden racks are provided. For other parts, particularly small parts, there
is extensive use of cardboard separators in tote boxes, etc. In this plant.
the cardboard is prepared from scrap corrugated by a cardboard cutter
operation performed by some of the janitorial staff at several locations
67
-------
throughout the plant. As the cardboard separators are discarded through
use the larger pieces are sorted to the cardboard scrap, the smaller into the
r
' 'tank carts".
This plant does not have a shipping warehouse but shares with a
sister plant a warehouse and distribution center about eight miles distant.
The receiving operation does not unpack the incoming material; this is
done at the point of use. The corrugated packing material is sorted and
segregated as scrap on hand-trucks. Paper and other compactible material
*^ deposited in the "tank carts". Wood and other combustible
non-compactible material *« transported by tank carts to the dump truck
dock from whence ifc'irr taken to the open burning site.
Wastes from offices, cafeteria .and snack areas, the latter two in
plastic bags deposited in wastebaskets. and drums., are collected in the tank
carts and go to the compactor.
QUANTITY COMPUTATION
As a courtesy to this study the plant, after the interview, made an
extended tally of the trash carts delivered to the compactor. The study
covered sixteen compactor loads over a period of fifty working days. For each
compactor load, of 40 cy, the number of 1 cy and 2.5 cy tank carts was
tallied, and the cubic yardage of waste in the carts was computed for each
compactor load. The average of the 16 compactor loads was 184 cy, an
average compaction ratio of 4.6. For two other plants in this study .the bulk
density of similar material in compactors was 430 and 500 Ibs/cy. If the bulk
density for this plant is taken as the average 465 Ibs/cy, this indicates a
bulk density in the tank carts of about 100 Ibs/cy.
The 16 data points allow some statistical Interpretation. The
(reciprocal of the) number of uncompacted cubic yards in a 40 cy compactor,
68
-------
expressed as the compaction ratio, was log-normally distributed with a median
of 4.4 compaction ratio and a sigma ratio of 1.28 (ratio of the 84th
percentile to the median, equivalent to the standard deviation in log
units). Each compactor load represents about 93 deliveries of the carts
0*f£
60 of the larger. 33 of the smaller. Thus there are about 30 deliveries
per working day'-about 19 of the larger and 11 of the smaller, on the average.
The estimated waste quantities are as follows:
Per Year
Loads cy tons
Enamel, paint & other sludges in drums 50 480 410
Compactor 79 3,100 730
Dump truck 244 5,300 270
Total 373 8,880 1,410
tye 1.18
type 1.51
Scrap paper as percent
of waste 3. 3
The 35 drums per week of sludges are computed at a specific gravity of 1.0.
The compactor loads are computed at 465 Ib/cy, the average of compactor bulk
densities in other plants in this survey. The dump truck has a 30 cy body
hauled three-quarters full, and an estimated density of 100 Ib/cy, the loads
being crates, boxes, and other bulky wooden items.
The plant in 1970 sold 3295 tons of metal scrap, and 12 tons of paper
(punched cards). Thirty-four tons of corrugated were taken by the volunteer
association. Of the scrap and wastea70.5 percent was utilized.
-------
EQUIPMENT
The equipment and estimated 1970 replacement investment involved in
AAJt
waste handling is*, as follows:
20 Tank carts Rented
150 Trash drums and cans 750
55-gallon drums Scrap
1 Dust collector on polisher 3,000
1 Compactor Rented
1 Lift for compactor 5,000
1 Industrial vacuum 2,000
1 Dump truck, 1/3 share 3,000
5 blowers and filters on enamel rooms 76,000
3 blowers and filters on paint rooms 24,500
3 enamel milling sumps not included
Total $114,250
This amounts to $81 investment per annual ton of waste.
The amortization of the waste handling equipment at 25 years and
10 percent would be about $12,600 per year. The major items are the blowers
and filters on the enamel rooms and paint rooms,
LABOR
Estimated labor hours and costs for waste handling are as follows:
Man-hours/yr
Paint lines 830
Enamel sumps 1,040
Enamel lines 780
Janitors - 18 @ 46.5% 16,700
At work stations 4,000
Total 23,350
Cost at#3.76 /hr for 75% burden $154,000/yr
EQUIPMENT OPERATION
The cost of equipment operation and maintenance is estimated
according to:
$ Per Year
Maintenance @ 4% of investment 4,500
Energy for compactor and lift 50
Janitor supplies not est.
Energy for blowers 1,500
Total $ 6,050
70
-------
The energy for the blowers is estimated from the CFM capability
operating eight hours a day, against four inches of water pressure drop
and at 60 percent efficiency and an energy price of one cent per KWH.
CONTRACTOR AND FEES
The cost for contract disposal is:
Rental, tank carts @ $8/mo 1,920
Rental compactor, $375/mo 4,500
Hauling compactor, $73.5/load 5,700
Hauling sludge drums, $85.5/wk 4,300
Total $16,420
TOTAL COST
The total of the foregoing cost elements is as follows:
$ Per Year Percent of total
Labor 154,000 , 81.4
Equipment amortization 12,600 6.7
Operation and maintenance 6,050 3.2
Contractor 16,420 8.7
Total 189,070 100.0
Per ton of waste -$134
TRENDS
The management sees no forthcoming changes that would affect
solid waste quantities or practices.
71
-------
PLANT 3
This plant, part of a multiplant complex, produces household refrigerators
and is classified in SIC 3632. It also produces room air conditioners,
which are in SIC 3585, about 25 percent of the units produced being air conditioners.
Of course from the standpoint of the manufacturing processes involved and the
solid wastes generated there is a considerable similarity between refrigerator
>'
manufacture and room air conditioner manufacture.
The plant is located within a municipality and half a mile from the
nearest built-up residential area. The surroundings are 100 percent light
industrial.
It operates five days per week, mostly one shift, some operations
two shifts, and plastic extruders and vacuum forming three shifts. There are
nine holidays, a one-week shutdown for inventory and a one-week shutdown at
Christmas, thus a 242~day, fifty-week year.
Some of the quantitative data to be obtained applies to the 1968-
1969 fiscal year. Other data apply to the period immediately before the interview,
that is the ending months of 1970 and the beginning months of 1971. The average
total employment in the 68-69 fiscal year was 4f100, the average employment
in the period just preceding the interview 3640. The offices and the engineering
department serve not only this plant but also several sister plants. It is
estimated that about 300 people are involved in offices and engineering, thus
giving about 3J300 employees associated with production and 3600 total employees.
The 1968-69 quantities used in computations are adjusted downward to the 3600
figures.
Responsibility for waste management planning and engineering is with
the Superintendent of Manufacturing Process Development. In actual operations^,
the janitorial staff is in the maintenance department* the solid waste hauling
contractsjas well as the scrap negotiations^are handled under a material control
function in the purchasing and distribution department.
73
-------
In addition, this plant has the practice that the production machine
operators are to spend a nominal fifteen minutes per day cleaning up at their
work stations, and this is a responsibility of the production department. At
<*>
the multi-plant level, there is a Director of Environmental Services whose
V
function is the overall coordination of operations involving pollution control
in air, water, solid waste, noise, and industrial health. The Director of
Environmental Services has particular cognizance over the extensive plant sewer
and liquid cleaning operation.
The scrap and waste generating operations in this plant are:
Stamping and shearing Electrostatic and spray painting
Milling (as a machining operation) Plastic molding
Welding and brazing Vacuum forming
Broaching Air cleaning
Tube expanding Coal burning
Tumbling Liquid cleaning
Anodizing Receiving
Porcelain enameling(spray and dip) Offices, cafeteria and snack areas
This is the only plant among the nine surveyed that burns coal.
The primary collection containers are:
Waste baskets
Fibre drums
55-gallon steel drums
4.5 cy trash wagons
1 cy ''V-buggies'' used for sludges
In-plant conveyance to the disposition areas is by fork lift truck
in trains of up to five wagons or buggies and also by flat bed power vehicles.
This is done under a precise schedule, the schedule being shown for illustration
on the next two pages. This scheduling incidentally was worked out in an
industrial engineering study performed by an engineering trainee, actually
an engineering college student in the fiveyear cooperative education program
sponsored by the company. As an illustrationythe schedule shows that on
the first shift, having two power vehicle operators and 49 trash wagons
at their disposal there must be hauled between 6:48 and 9 a.m. four trains
74
-------
1ST SHIFT
DRIVERS 2 - 49 WAGONS
6:48 9:00
[RAIN NUMBER
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
9:10 11:00
11:30 1:30
1:40 -- 3:00
M W F
T TH
1
PICK UP AMD DELIVERY ORDER
N-73-1
N-96-2
N-66-1
N-73-1
M-47-2
M-61-1
L-74-1
L-96-1
C-90-1
F-96-1
F-73-2
F-88-1
E-98-2
L-113-1
N-68-1
N-96-2
M-47-2
M-61-1
J-15-1
0-105-1
N-90-2
N-90-2
N-70-1
0-71-2
M-56-1
M-60-1
L-88-3
L-8P- J
C-80-2
C-90-1
F-84-1
F-86-1
L-102-1
L-102-1
N-71-1
N-73-1
M-56-1
M-60-1
E-21-1
F-30-2
N-96-2
N-73-1
0-71-1
N-70-1
M-60-1
M-56-1
L-96-1
L-14-1
D-70-1
C-80-2
F-86-1
F-84-1
L-113-1
E-98-2
N-73-1
N-71-1
M-60-1
M-56-1
F-30-2
E-21-1
N-73-1
N-66-1
M-61-1
M-47-1
F-96-1
D-70-1
F-88-1
F-75-2
N-96-2
N-68-1
M-61-1
M-47-2
0-105-1
J-15-1
3-Insulatlon Street 1-Duco House 1-Provinp, Test
1-Proving Test 1-Paint House 3-Insulation Street
Pick Up
Deliver
Pick Up
Del ivei
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
- 75
-------
2ND SHIFT
DRIVERS 1 - 50 WAGONS
3:18 -- 5:30
'RAIN NUMBER^
1.
2.
3.
5:40 -- 7:30
4.
5.
6.
8:00 -- 10:00
7.
8,
9.
10:10 -- 11:30
PICK UP AND DELIVERY ORDER
10.
D-30-2
J-69-1
J-72-2
J-94-1
L-48-1
L-73-1
N-73-1
N-96-2
N-69-1
N-73-1
M-47-2
M-61-1
M-96-1
H-45-1
H-96-1
H-96-1
H-68-1
H-68-1
L-75-1
L-96-1
J-56-1
J-61-1
J-84-2
J-84-2
L-56-1
L-67-1
N-90-2
N-90-2
N-71-1
0-71-2
M-56-1
M-60-1
L-47-1
H-42-1
H-88-1
H-88-1
H-67-1
H-62-1
L-88-3
L-88-3
J-61-1
J-56-1
J-94-1
J-72-2
L-60-1
L-60-L
N-96-2
N-73-1
0-71-2
N-71-1
M-60-1
M-56-1
L-45-1
L-45-1
H-84-2
H-84-2
H-57-2
11-51-2
L-96-1
L-75-1
J-64-1
P-30-2
L-67-1 L-73-1
L-56-1 L-48-1
N-73-1
N-69-1
M-61-1
M-47-2
H-42-1 H-45-1
L-47-1 M-96-1
H-72-1
H-72-1
H-48-1
H-48-1
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
Pick Up
Deliver
76
-------
of the 4.5 cy trash wagons. The location designations are posts (roof-support
posts) numbered in an alpha-numeric grid. Train No. 1 is to pick up one wagon
from Post N 73, two from N 90,and two from N 96. The driver then proceeds
to the disposition area, unloads, and on the return delivers the wagons, in
this case in the reverse order, two to Post N 96, two to N 90 and one to N
73. He then proceeds to the second train at Post N 66. At 9 a.m. he has a
ten-minute break and then resumes with train No. 5 at 9:10. It will be noted
that there is a second pickup at Post N 73 in the second train and a third
in the eighth train. This Post is also revisited in the fourth and fifth trains
ho. i' c
on the second shift. The frequency and the number of trash wagons -fees- been
worked out according to the industrial engineering study,which determined the
average frequency of fill at each Post. Considerations of optimum routing
and also of space available for retaining the wagons at the work site determine
whether to have a single wagon and frequent pickups or a number of wagons and
infrequent pickups.
This industrial engineering study reduced the required total number
of wagons from 142 to 107. Pickups are now made at 25 posts thrice daily,
at 52 twice, and at 26 one, and at 15 once every two days,_a total of 212 pickups
per day. about 71 pickups per driver day, about one every 6.75 minutes. The
main building in which this activity occurs is about 1700 feet long and the
disposition dock is at one end of it. However the layout and the aisle housekeeping
allow rapid movement.
Waste leaves the plant in the following modes:
Compactor, 42 cy
Dump truck, 5 cy
Open detachable container, 40 cy
Tank truck, 5000 gallon
Hopper truck (for fly ash) , 5 cy
Also some wastes are taken directly to the company dump in V-buggies or flat-
bed power vehicles.
77
-------
The disposition agents are two contractors and the company itself.
The latter involves the hauling to the company dump on the plant grounds of
the V-buggies and the flatbed power vehicles and the trips to the company dump
by the dump truck, hopper truck, and the tank trailer. In addition the compactor
loads are hauled 2.5 miles to one contractor's establishment by the company
in company trucks, averaging seven loads per day. The other contractor handles
the open detachable container, two loads per day, hauling it four miles to
the merchant dump owned by the contractor.
The company dump is described on the following Land Disposal Site
Investitation report.
The material from this plant taken to the merchant dump is burned
in an "air curtain destructor'', a forced air burning pit where the wood waste
comprising the load is burned in an operation which has the approval of the
county pollution control agency.
The contractor, actually a paper broker who takes the compactor
loads segregates the paper and corrugated, mostly the latter, by hand picking
from a conveyor belt. It is then shredded, pneumatically conveyed to a baler
and compacted into 1000 pound bales which are sold by the paper broker. The
nonsalvaged material is compacted in a compactor truck and taken to the County
incinerator. It is difficult to say just where the solid waste management of
the company ends and the solid waste management of the paper broker begins.
The company pays the broker J6$/ton for handling, the broker pays the county
.-~~~~^. < pCfCgyCt
incineration fee of ^7.90\ $//ton for the approximately 50j£vtaken to the incinerator,
and he sells the other 50 percent as waste paper. Because of the payment to
the contractor, in this study it will be taken that the compactor loads comprise
waste for the company and not scrap.
78
-------
1EPARTMENT OF
EALTH. EDUCATION. AND WELFARE
UBLIc'lEALTH SERVICE
Form Approved
Budgot Bureau No.
68-S-b8C
COMMUNITY SOLID WASTE PRACTICES
LAND DISPOSAL SITE INVESTIGATION REPORT
. STATE
2. COUNTY
T
i 3 SITE LOCATION (Po I it icfi I J uzi
5. ADDRESS OF SITE
_ _[_ 7
i >NTH YEAR
IS 10 17 18 19 ZO
. NAME OF PERSON COMPLETING FORM
JJL
9. ORGANIZATION AN O ADDRESS
0. POLITICAL JURISDICTIONS SERVED BY LAND DISPOSAL SITE
NAME OF
POLITICAL JURISDICTION
45 46 47 48
ESTIMATED
PERCENTAGE OF
JURISDICTION
SERVED BY SITE
AVERAGE DISTANCE
OF SITE FROM
CENTER OF SOURCE
AREA (Ml In a)
7
FOR ADDITIONAL. ENTRIES. CHECK HERE (_J (S3) AND MAKE ENTRIES IN ITEM t45
It. SITE OPERATED BY
PUBLIC AGENCY
PRIVATE AGENCY
12. SITE OWNED BY
PUBLIC AGENCY
PRIVATE AGENCY
13. IS OPERATION
REGULATED BY A
HEALTH AUTHORITY?
IF YES. INDICATE LEVEL [-] COMMUNITY ["1 STATE
OF PRINCIPAL AUTHORITY
(Check one only)
]5g£
cOUNTY
OTHER.
(Snecity)
14. GENERAL. CHARACTER OF SITE (Chock one only)
d] QUARRY OR BORROW PIT Q HILLSIDE
~| GULLY-CANYON FH MARSH. Tl DELANO
-i OR FLOOD PLAIN
^^LEVEL AREAS
(Specify) Do
not
use
B. ZONING/ LAND USE SURROUNDING FACILITY (Check predominant
ZONING v>
LJ NONE QSjNDUSTRIAL
^RESIDENTIAL [^AGRICULTURAL
| ] COMMERCIAL ("""] OTHER
* ' (Specify)
15. YEAR SITE PLACED IN OPERATION
i«. ANTICIPATED LIFE REMAINING (Years)
17. TOTAL AREA OF SITE (Acres)
'» AREA TO BE USED FOR LAND
DISPOSAL (ACT3a)
type only)
LAND USE
LJ RESIDENTIAL TJAGRICU
[7] COMMERCIAL [71 OTHER
J^^INDUSTRIAL
19
C4
L
6!
6B
^
98
62
3
66
^
60
/
83
0
67
/
68 69 70 71
LTURAL
(Specify)
72 73
0. IS USE OF
COMPLETED
SITE PLANNED? [ ] NO USE ONLY
IF YES. CHECK P"! RECRE*TIONAL
1 'AREA OR PARK
P R E OOMI N A N T
IGHT
PARKING LOT
ONSTRUCTION [ _ 1 AGRICU L ruRE Lj DETERMINED
[_~ ~| OTHE:R
1 CONSTRUCTION
'' WILL PUBLIC AGENCY CONTROL
COMPLETED SITE USE'
LJ YES
NO
(Specify
22. MATERIAL USED []NONE [_"_] OTHER
FOR COVER
(Check one oily)
EARTH
(Specify)
Z3. FREQUENCY [ J NONE
OF COVER
(En
LI DAILY '^-^'
[31 DAILY (Except
OTHER
(Scily)
24. IS SPREADING AND COMPACTION
OF REFUSE HANDLED IN APPROX-
IMATELY TWO-FOOT LAYERS OR LESS'
NO
S. NUMBER OF DAYS DISPOSAL SITE COULD NOT BE USED BECAUSE OF WEATHER CONNECTED CONDI
TIONS (Enter average f
per year)
.6. GENERAL CHARHCTER OF OPERATION (Jutl&nent evaluation - chock appropriate categories)
APPEARANCE
%^f
1/fSlGHTLY
JNSIGHTLY
'-1 1
IS BLOWING PAPER
CONTROLLED?
QjYES
lal
IS BLOWING PAPER
CONSIDERED TO BE
A NUISANCE?
OES
i
I7l
ROUTINE BURNING
& X
|XLNONE
L j UNCONTROLLED
,- i PLANNED AND
L- ' LIMITED
18 1
ARE THERE SUR-
FACE DRAINAGE
PROBLEMS?
DYES
5KNO
'. I
ARE THERE
LEACHING
PROBLEMS?
r i YES
\ffNO
?n! j
79
-------
LAND DISPOSAL SITE INVESTIGATION REPORT (Page 2)
2 CONTROL PROGRAMS
RODENT CONTROL
PROGRAM
(
FLY CONTROL
PROGRAM
BIRD CONTROL
PROGRAM
DUST CONTROL
PROGRAM
ODOR CONTROL
PROGRAM
_,__.._, 1
| YES 1 NO j
! ,* j
NEEDED ! "j iS :2
| '-- X :
PROVIDED j | [jfj i
NEEDED ~] jj/j 2
PROVIDED \J (Jfl 2<
NEEDED ~ yf] 2!
PROVIDED ~~ ' J/) 2t
NEEDED kp \ } 2-
PROVIDED ~" jjjfj 2f
NEEDED [*J jy^f 7?
PROVIDED ~ JST *
3J ARE QUANTITATIVE RECORDS , . .,,-,- t:^ -. °
1 1 YES BT NO not
KE;JT IN ANY FORM' ' ' *V>
0o ! W0T£r /*9
not 2H. ' LOWEST t AT-, T OF FILL IN WATER
use J
I
-I
1
J
,
47
3' QUANTITIES OF SOLID WASTES RECEIVED ANNUALLY
T .NS WEIGHED
T NS ESTIMATED
C BIC YARDS
62
48 49 10 51 b2 53
"rimzzni
55 56 57 E6 59 60
1 ^A
63 64 65 66 67 68
54
6 1
69
3( GENERAL CLASSIFICATION OF SOLID WASTES
ACCEPTED AT DISPOSAL SI T E (Check those accepted)
l ^HOUSEHOLD MS-TRIAL" [~ ] 1 NST ITUTION AL
72^ 74
COMMERCIAL |-|AGf"CUU- r , I N C IN ER ATOR
\, 7yTUR L 75 RESIDUE ONLY
3- EQUIPMENT AVAILABLE
(Avcraftv utilized daily)
DRAGLINE OR SHOVEL-TYPE
SC RAPERS (Salf-ptopetled)
T FACTORS (Tf^ckorKubber T
THJCKS
NUMBER
EXCAVATORS
35
37
41
Do
O !" HER nnl
(Specify)
07 HER
(Specify)
36
38
40
/
4?
use 43 44 45
Do
not
use 46 47 48
^TABLE- j , YES | NO
~9 Jtvl" "NCNE j WAT^J I ^. ^^
t '.FIREBREAK j | O T h^JlCW/l« f_ f^T'^'^f^'
30. NUMBER OF TIMES FIRE CONTROL E
WAS REQUIRED AT SiTE IN THE PAST
3 1.
IS SALVAGING PERMITTED'
32.
IS SALVAGING PRACTICED'
(
QUIPMENT 1
r YEAR I-J5 ' 34-^-3% '
. YES Jt'NO
i Y E S ^J N O
33 ESTIMATED NUMBER OF LOADS DEPOSITED DAILY (Average)
FROM PUBLIC FROM PRIVATE
COLLECTION COLLECTION^
VEHICLES VEHICLES X^
(Enter ^ T~ T (Enter \ 1
number) j J 1 number) 1 [
~"J8~ 39' ~4C>~ 4~! ~t
j FROM OTHER VEHICLES
// ' r-W,/;/ "
"T-fej,, ["TJ~
"2 ^3~| 44" ^"45" ~4G
37. CHECK ANY ITEMS LISTED Bbi OW Wt.iCH ARE
EXCLUDED FROM THE DISPOSAL SITE
rN^ALL ^yfSEWAGE
J^NPUTRESCIBLES ^SOLIDS
t- i ALL rV^JUNKED
l-el NON-COMBUSTIBLES Lj(^AUTOMOB|
i i ALL .^f LARGE
[^GARBAGE ^-.DEMOLITIC
^8^ 24
1^ DEAD [ -, CONSTRUC
J/yANIMALS ^ J DEBRIS
p .WASTE j^/STREET
39' TOTAL NUMBER OFEMPLOYEES ON Slil
40. HOURS OF DAILY QCr-,.,
OPERATION BEGIN
(On a 24-hour clock) 51
41' NUMBER OF DAYS OPERATED PER W
42. ANNUAL OPERATING COST ,
43. IS THIS A SANITARY LANDFILL'
*-j
^JT,RES
LES 1-P^MATERI ALS
28
_s ' OTHER (Specil e,0 61 62
| ] YES
PS^io
44 IF SOURCES OTHER THAN REPORTER DESIGNATED IN ITEM 7 WERE UTILIZED IN COMPLETING THIS FORM, INDICATE BELOW
THE SOURCES USED AND ITEM NUMBERS
NAME OF PERSON
TITLE
ORG ANI Z ATION
ITEM NUMBERISI
r
\
L
80
-------
The streams from the various scrap and waste generating operations
are handled as follows.
The wastes from stamping, shearing, milling, welding and brazing,
broaching and tube expanding are placed for the most part directly in the
/ S
trash wagons. The metal scrap from these operations a*« hauled to a rail
dock at one side of the plant where it is loaded on open rail cars. Steel
scrap is returned to the vendor for salvage.
This plant has an extensive system for handling aqueous wastes
partly from anodizing and pickling, described beyond under liquid cleaning.
The oils used in broaching are filtered and recycled. The cutting and
lubricating oils and compounds used in other metal fabrication are placed in
55-gallon drums, about eight per week. On occasion it has been possible to
sell this waste oil to a reclaimer. However, if not saleable the oil can
be taken to a waste oil burner in a separate building and burned.
The tumbling or Hotofinish operation for all parts is very minor.
Only one drum is used, three inches by thirty-six inches. It is dumped on
OJVL-
a screen, the pebbles.reused and the wash water goes to the plant sewer and
holding tanks. It is only used about 20 percent of the working hours.
From the porcelain enamel spray booths the overspray is scraped up
and placed in V-buggies, about two to three cy per booth being obtained on
the weekly cleanings. The 8,000 Ibs/week of such scrapings plus the occasional
cleanouts of the dip tanks^ are taken directly to the dump in a train of five
or more V-buggies. In addition.there is a 100,000 cfm bag filter for dust
collectioiubut this material is recycled for reuse in enameling the backs
of the liners, i.e.,jthe portion that is not seen and does not come in contact
with the refrigerator contents.
81
-------
Painting is both electrostatic and spray with water curtain.
Paint preparation is in a separate building, the waste paint and solvents
being piped to one of the holding tanks described later.
The strippings from the electrostatic booths are placed in trash
carts and taken to the compactor. There is extensive purging of the paint
lines due to color changes. About 50-60 drums per month from purged paint
are taken in drums on flatbed power vehicles to the dump where they are deposited
with the drums. Paint thinner is reclaimed . Sludge from that operation, about
8 drums per week, is also taken to the dump on flatbed.
Paint hangers for stripping are taken by truck to a separate building,
about five to six truckloads a day. There are five aqueous caustic stripper
tanks. One of these is dumped each week to a sump and pumped to one of the
holding tanks about once a month.
The only cementing and bonding is of gaskets, the very small amount
of waste being placed directly in the trash wagon.
Plastic molding and vacuum forming are extensive but all possible
plastic, cutoffs.etc.*is remelted. The small quantity of residual waste is
placed in trash wagons.
There is no waste from refrigerant charging because the delivery
of the refigerant is in bulk.
Except for the bag filter mentioned above practically all of the
"air cleaning" comprises the flue gas cleaning in the power house described
later under coal burning.
This plant has an extensive waste liquid collection and cleaning
system, the liquid waste coining from various process streams including pickling
and anodizing. There are seven primary settling tanks, 20,000 to 50,000 gallons
82
-------
each. some underground. Sludge, 1,450 cy in 1970, is removed from these
holding or settling tanks by a contractor and trucked by him to the plant
dump. The partially settled liquor is pumped to a secondary settling basin
of about five acres and eight feet deep, located across a highway about 500
yards from the plant building. This secondary settling basin also receives
the drainage from a city storm sewer which serves about a 100-acre drainage
area from an industrial area adjacent to the plant. This secondary settling
basin at the time of the survey had been in use for about four years, and approximately
20,000 cy of sludge, 12-18 percent dry solids, had. collected. A dredging contractor
was at that time pumping the sludge, averaging about 3 percent solids as pumped,
to an adjacent sludge drying bed of about 1.6-acre area and eight feet deep.
This sludge pit had just been placed in operation. It is anticipated that
the material will require about one year to dewater and then will be draglined,
disposition as yet undetermined. The resulting overflow from the secondary
settling basin is discharged to an adjacent river and meets the requirements
of a local pollution control district.
The receiving operation generates scrap and waste from incoming packaging.
In a location central in the plant and adjacent to the rail dock, incoming
clean corrugated and also kraft paper from wrapping of incoming insulation
air e
materials ±9- shredded and baled. The output is three 800 -pound bales per day
which includes about two tons per month of kraft. Some corrugated is also
placed on skids and bound. The scrap is sold on a batch bid basis and removed
by the buyer. About 200 skids (pallets) are generated per day. About half
of these are sold (for ten cents each) . The other half go to the open detachable
container for wood waste. Of car shoring^about 250 2x4's and 50 4x4's are
sold each week to the steel vendor, this being 30-40 percent of the total incoming.
The remainder of the shoring is taken to the open detachable.
83
-------
Wastes from offices are collected by the janitors in the trash
wagons. Confidential material is placed in a special container and taken once
a week directly to the County incinerator by Company personnel.
The cafeteria operation is catered, i.e.^the prepared food is brought
in. The wastes are deposited in trash cans.thence to trash wagons and to the
compactor. Snack area waste is placed directly in the trash wagon.
From all of the above operations general plant trash is flowing via
the trash wagons to the compactor. In addition to the corrugated and paper
wliiHili "to salvaged by the contractor the compactor material contains such nonsalvagable
items as old gloves, uniforms, oil- contaminated ABS cutout scraps, some broken
skids by mistake, glass reinforced plastic, damaged vinyl door seals, urethane
foam parts, sweepings, etc.
In various stages of fabrication and assembly ..reject parts are generated.
If such large parts as cabinets are not too far along in the assembly process,
they are returned to the vendor in rail cars via a dock at the site of the
building adjacent to the assembly line and opposite the main scrap dock. The
cabinets are insulated by injecting urethane foam between the liner and the
outside shell. If rejects occur after this operation or after the wiring has
been installed then they are not usable directly by the vendor but are loaded
on rail cars and shipped about fifty miles to a Prolerizer operation in which
they are converted to No. 1 scrap.
A captive coal-burning power plant serves this plant and several
other plants of the corporation nearby, the only coal-burning plant encountered
in the study. About 30 percent of the power plant is attributable to the
manufacturing plant under study. The power supplied is steam only, used
for space heating, vacuum ejectors, and heating plating and metal cleaning
solutions. The power plant burns about 100,000 tons of pulverized coal per
year and generates about 10,000 tons of fly ash and bottom ash. About 70
84
-------
percent of this ash is collected in unpowered cyclone collectors. A hopper truck
takes the collected ash from the hopper and transports it about 100 yards to the
company dump. There about once a week a contract bulldozer bulldozes the ash into
the pit and covers it with clay. The truck makes five trips per day. The remaining
30 percent of the fly ash is lost in the stack effluent. The company is taking
steps to recover this as is described in the section bSlow titled ''Trends'*.
The power plant also softens its feed water by the lime-soda processy
^generating {thereby 150,000 gallons per week of sludge. A five-thousand ..gallon tank
truck is used in sole service to haul this sludge to the company dump 150 yards
distant.
QUANTITY COMPUTATION
The estimated quantities of these various waste streams for the year
1970 are as follows:
Per year
Loads cy Tons
Compactor 1,694 71,100 7,300
Open detachable 484 19,360 1,936
Enamel buggies 50 200 200
Paint line wastes 130 280 189
Waste oil and solvents very little
Sludge drying bed (net,
this plant) -- 1,740 845
\J
-------
The compactor quantities are computed from seven loads a day, 42 cy each,
4.3 tons each. The bulk density therefore is only 204 Ibs/cy, because the
compactor is not run up to full pressure. The open detachable is computed
from two loads per day and estimated bulk density of 200 Ib/cy. The enamel
buggies are computed from the 8,000 Ib/wk and estimated 2,000 Ib/cy. The paint
line wastes are based on 87 drums/mo from purging and thinner reclaim, 50 to
60 drums/mo from purging and 8 drums/wk from thinner reclaim, and 8 drums per
load and a specific gravity of 0.8. The coal ashes are computed from five
loads a day, 30 percent attributable to the plant under study, the loads being
carried in a 5 cy hopper truck. The bulk density from these figures becomes
2,310 Ib/cy-which is reasonable. The softening sludge is computed from the
10 truckloads/wk, 30 percent attributable to this plant, 25 cy/load and a
specific gravity of 1.0.
The output from the sludge drying bed is computed as follows.
In four years the secondary lagoon has accumulated 20,000 cy of sludge at 12 to
18 percent solids, say 15 percent average, and a specific gravity of 1.0.
This corresponds to 2,530 tons of dry solids in the four years or 634 tons/yr.
In the sludge drying bed this sludge will have about 50 percent moisture,
thus the annual increment of 50 percent moisture sludge is 1,268 tons/yr.
With sewage sludge.the volume of dried sludge,as on sludge drying beds.
is about 35 percent of the applied volume. If the moisture as applied is
taken at 90 percent ±hen 1 cy of the 90 percent moisture sludge will have a
weight of 1,690 Ib and contain 169 Ibs of solids. Dried to 50 percent
moisture,this one cy will have a volume of 0.35 cy and weight of 338 Ibs,
thus a bulk density of 965 Ib/cy. Thus the 1,268 tons/yr of 50 percent
sludge in the sludge drying basin will have a volume of 2,620 cy/yr.
86
-------
However, the secondary settling basin also receives the storm water
concentration from the city storm sewer draining about 100 acres. The annual
runoff at the plant site is about 12 inches^and at 1,000 ppm total suspended
solids in the storm sewer runoff .this would amount to 136 tons/yr of solids
in the street washing. This is 21.5 percent of the 634 tons/yr total solids
collecting in the sludge lagoon. In addition the managers estimated that of
the contributions to the lagoon, one percent we go from an adjacent plant and
10 percent from an adjacent building not connected with the plant in this study.
In all. about two- thirds of all the sludge in the sludge lagoon can be attributed
to the plant under study and this gives the 1,740 cy/year and 845 tons/yr as
contributed by the plant itself. This involved computation is roughly confirmed
by the figure of 1,450 cy of sludge cleaned out from the seven holding tanks
by the contractor in 1970, solids concentration unknown.
Because of two unusual features coal burning and the scrap paper
** ^
salvage by the contractor, this plant requires special manipulations to arrive
at quantities comparable with the other plants. In the first place^ there
is no doubt that coal ashes and softening sludge resulting from the power plant
are actual wastes generated by this plant and the costs of handling them are
VH-''
solid waste -ita«diiag costs. On the other hand they increase the total tonnage
by about 50 percent. and since coal burning is the exception the figures would
not be comparable with the other plants. ( Coal»burning manufacturing establishments
are quite rare. The author and associates over the past ten years have surveyed
some 600 manufacturing and non-manufacturing plants on various projects and
this is only the second coal burning plant encountered.) On the reduced basiSj
the tye is 2. 92. and the type is 3.17. while for the total wastejincluding those
from the power plant the tye is 4.37 and the type 4.77.
87
-------
The scrap paper actually salvaged by the plant amounts to 290 tons
Ju^/'^t,^
per year, about 2.8 percent of the subtotal waste,ex>power plant. However,
the 50 percent of the compactor waste salvaged by the contractor brings the total
scrap paper from this plant reaching the commercial salvage market up to 3,920
tons. If the amount salvaged by the contractor is subtracted from the subtotal
tonnage then the paper salvaged by plant and contractor becomes 57.5 percent
of the remaining waste, i.e.-the waste that would have been generated if the
plant itself had salvaged all the paper that is salvaged.
Of metal scrap«about 60 percent of that emanating from this multiplant
complex results from the activities of the plant under study and this is 23,300
tons of metal scrap per year. The total scrap (including the paper salvaged
v ' ,V<3
by the contractor) then is 27,220 and the waste.exi power plant and W& paper
salvaged by the contractor is 6,840 tons/yr. Thus.total scrap and waste.exe/uJ i wo
power plant.is 34,060 ty.and therefore .80.0 percent of the scrap and waste
generated finds utilization.
EQUIPMENT
The 1970 estimated replacement cost for the equipment used is:
30 V-buggies @ $250 $ 7,500
107 Trash wagons @ $350 37,500
3 Compactors & dumpers,
conveyors, pads 200,000
6 Compactor containers 30,000
2 Trucks, hauling containers 18,000
1 5 cy dump truck 9,000
Waste oil burner 25,000
1 Flat bottom cart 350
2 Fork lift trucks 24,000
5 Paint hanger strippers 30,000
Sludge drying basin ,, 14,000
c\u^
Subtotal ex. power plant $395,350
88
-------
1 5 cy hopper truck at powerhouse 1,800
3 Mechanical collectors 75,000
5000-gallon tank truck 1,200
(All at 30%)
Total $473,350
This amounts to $30.1#per annual ton for the grand total and including the
power plant tonnage.or $37.80per annual ton for the subtotal excluding the
power plant tonnage.
The amortization on this total investment at 25 years and 10 percent
would amount to $52,100 per year.
LABOR
The labor cost involved is computed as follows:
Hours per year
Compactor operator 2,000
2 Truck drivers 4,000
52 Janitors at 40% 41 ,500
3 PTO operators 6,000
Truck driver and janitor, power plant(30%) 600
65 Production operators 15 min/day 2,000
Cleaning enamel booths 2,000
Hauling paint hangers 750
Total 58,850
Cost @ $3.00/hr + 130% burden $406,100/yr
89
-------
MAINTENANCE AND OPERATION OF EQUIPMENT
The costs for maintenance and operation of equipment are computed
as follows:
$ Per Year
Equipment maintenance at 4% 18,800
Fork lift trucks, fuel, oil, and supplies 250
Trucks hauling compactors
fuel, oily and supplies 500
Hopper truck, dump truck^ and paint hanger truck
fuel, oil,and supplies 50
Compactor operation 100
Janitor supplies not est.
Total $19,700
CONTRACTOR AND FEES
The cost for contractor and fees is computed as follows:
$ Per Year
Paper broker 43,800
Open detachable @ 40 cents/cy 7,750
Rental, open detachable 1,800
Cleaning, primary holding tanks 13,000
Bulldozer at dump 1,500
Dredging secondary basin 7,000
Future dragline and disposal of
dry sludge, est. @ $3.00/ton 2,500
Total 77,350
TOTAL COST SUMMARY
The foregoing costs are summarized as follows:
$ Per Year Percent of Total
Labor 406,100 73.1
Equipment amortization 52,100 9.4
Equipment operation & maint. 19,700 3.6
Contractor and fees 77,350 13.9
Total $555,250 100.0
Per ton $35.3D
90
-------
However the costs in this table are those for the entire plant.
including the powerhouse. When powerhouse costs and quantities are removed
the total cost summary is as follows:
$ Per Year 'Percent-' of Tota
Labor 395,000 74.3
Equipment amortrization 43,500 .7 8.2 ^J
Equipment operation & maint. 16,700 3.1
Contractor and fees 76,600 14.4
Total $531,800 100.0
Per ton - $50.80
This cost table is more comparable with those for the other plants
which do not burn coal.
TRENDS
Since the date of the survey this plant has installed a larger size
compactor and -fehoy intendsto segregate cardboard by sorting it from the conveyor
belt to the compactors. Also they have purchased five 40 cy open detachable
containers.
The company has plans to install electrostatic precipitators on the
power plant stacks which will completely eliminate the pollution by the loss of
fly ash in the stack gases. When that is done they hope to sell 60 percent of
the fly ash for light weight concrete which will cut in half the quantity of fly
ash now going to the company dump.
This company has been instrumental in initiating an industry-wide
movement to standardize the sizes of pallets, skids, cartons, and other packaging
systems so that the packaging material may have a much greater degree of reuse
and interchangeability among vendors and customers.
The company is voluntarily supporting the work of the local pollution
control agency and participates in the work of the Water Quality Committee. It
intends to continue these activites.
91
-------
PLANT 4
This plant produces household refrigerators and freezers and is
entirely contained in SIC Code 3632.
The plant is located within a municipality and 500 feet from the
nearest builtup residential area. The surroundings are 75 percent light
industrial and 25 percent residential*
It operates five days per week. The plastic molding operation
runs three shifts, the fabrication (stamping, forming, etc,) two shifts,and
assembly and other departments one shift. There are nine holidays and a
three-week shutdowntwo weeks in August and one week at Christmas. Thus
there are 49 working weeks and 237 working days in a calendar year. For
the four quarters in 1970 there was not more than a one percent variation
in the number of direct hourly, indirect hourly, non-exempt.and exempt employees.
The direct hourly and indirect hourly taken as equivalent to production
workers average 1,337 employees. The non-exempt salaried employees average
156 for a total of 1,493. The non-exempt salaried employees include secretaries,
clerks, stock clerks, etc., a few of whom should be classified as associated
with factory production. The exempt salaried workers include engineers
and executives.
Responsibility for waste management planning and engineering is
with the manager of manufacturing engineering. This plant is housed in
two groups of buildings wfaiate^yr-e separated by a city street and crossed
only by two conveyor and personnel bridges. The waste handling on the two sides
of the street is separate. The operating organizations on the two sides
of the street are separate but parallel, in this plant under two positions-
one a general foreman of production control but having responsibility for
materials handling, trucking, sanitary services and the janitors; the other the
maintenance foremen who also handle special solid waste operations such as cleaning
filters. Sales of scrap and management of the contract with the disposal contractor
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are handled by the purchasing department. Railroad contracts are via
Production Distribution in the Traffic Department.
The scrap-and waste-generating operations in this plant are:
Stamping and shearing Plastic molding
Welding and brazing Vacuum forming
Anodizing Refrigerant charging
Porcelain enameling, dip and Air cleaning
spray, & enamel milling Offices, cafeteria & snack areas
Painting, electrostatic and manual
The primary collection containers are:
Fibre drums and trash cans
55-gallon steel drums
No. 2 tote boxes (1.0 cy)
Roura hoppers (1.4 cy)
Wire-sided carts (3.2 cy)
In-plant conveyance to the disposal areas is by fork lift truck*
sometimes hauling containers in trains. The pickup sequence and schedule is
unspecified.
Solid waste leaves the plant primarily from a single location, a rail
dock. Baled cardboard and a small quantity of baled aluminum leaves from a
second dock. Baled metal scrap leaves from another rail dock across the
street. This second rail dock is also used by an adjacent sister plant
manufacturing a different product. There is some overlapping of the waste
streams at this second rail dock jointly used. The study has attempted to
separate out the waste from the two plants at this dock. The foremen estimated
that about 25 percent of the waste leaving in a compactor operated
by the sister plant aqj^tally is generated and delivered by this plant. A
very minor quantity of waste leaves in the sister plant's gondola not accounted
for here. In addition to the shared compactor handled by one contractor.there
is only one other mode of dispositionopen rail gondola cars. The disposition
agent is the railroad and another contractor. The plant orders the gondola cars
delivered from the railroad -and prepays the freight^and consigns them to the
contractor at the disposal location 40 miles away. At the disposal site the
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contractor incinerates the combustible material, the incinerator residue going
to a landfill. The damaged refrigerator cases as well as the styrofoam and
OSUL
urethane insulation material *« crushed down with a bulldozer and buried at
the disposal site. Both incinerator and landfill are merchant facilities
wholly owned by the contractor. The shared compactor loads are taken to a
merchant incinerator 10 miles distant.
The main gondola siding holds two cars and since the turnover is about
t9
1.7 cars per working day this means that the storage pending disposition in
these cars is less than a day. From the second rail dock there ts. shipped waste
paint and solvents from the paint mixing room. These are stored for about six
months in the drums outside until a gondola car load has collected.
The average monthly shipment for 10 months in 1970-71 was 36.3 cars
per month, about 1.7 per work day for the adjusted year. The cubic yardage in
the cars varies from as little as 55 to as much as 125. However the average
cubic yardage in all gondola cars from all customers of the contractor (about
350 per month) is 81 cy. The weight limit on shipment in this switching area
is 30 tons per car.
The streams from the various scrap-and waste-generating operations
are handled as follows:
Only sheet metal is handled in the stamping and shearing operations,
generating scrap but very little waste. There are no cutting oils used and
therefore no waste oils. In the drawing operation. a drawing compound is used
and the incoming steel is oil coated. These materials are washed to the sewer
and do not appear as solid waste.
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The brazing operation consists of soldering copper tubes, the residual
going to scrap.
The very small amount of anodizing sludge is sent to the sewer.
The enamel line has one roll filter and one bag filter. The roll
filter is discussed with the paint line roll filters beyond. The bag filter
is cleaned with a vacuum cleaner about once a month yielding only about two
pounds of cleanout each time.
In the porcelain enameling the base coat is dipped, the cover coat
sprayed. The enamel mill room wastes are collected in a pit. The sludge from
the pit and the overspray is disposed of with the much larger quantity of
like enamel wastes from the sister plant, and is not accounted for separately
here.
The paint line has both electrostatic and manual spray painting. Some
of the manual booths have water curtains, some use air. From the water curtain
booth there is obtained a sludge called "slush'' which is shoveled into
55-gallon steel drums^about two per week. These are stored in the yard and
about two times a year a gondola load of drums^along with the waste paint drums
and stripper sludge is shipped to the contractor.
The paint line is served with five roll filters having blowers of
various sizes from 25 to 50 HP. In addition,there is a similar roll filter in
the enamel line. The filters have an average of about three rolls per unit, 48
and 54 inches wide and about 24 feet long. The design advance rate is 12 to 16
inches in 24 hours but sometimes this has to be supplemented with a manual
advance. Thus the filters are changed about once every three weeks, being
removed and placed in Rouras and sent to a gondola not described here.
There are three stripping tanks for stripping paint hangers by the
hot solution method. About every three to four months.each tank is decanted
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and the sludge drained and shoveled out into covered drums which are sent to the
storage area with the paint drums, about four drums from each tank.
From plastic molding and vacuum forming all the scrap material, which
is polystyrene, is remelted and reused.
Incoming materials are not unpacked in the receiving department,-but
this is done at the work site. Cardboard is segregated in the wire carts and
sent to the cardboard baler where it is re-sorted before baling to remove any
plastic. The oak skids used for handling steel are sold as scrap. Waste
wood pallets and metal strapping are collected and conveyed in Rouras. Copper
tubing is received in long wood boxes which are conveyed by fork lift to the
rail cars. All shipping is from a large warehousejand no waste is generated.
However, packaging of the product for shipment, in corrugated board,
is a source of scrap through damaged cartons.
The processes of fabrication and assembly yield some damaged and reject
cabinets which are bulky and cannot be sold as scrap. These are conveyed on
pallets to the waste dock.
Waste from offices, cafeteria .and snack areas is collected in
wastebaskets, drums and trash cans and conveyed via Roura.
Considerable handwork is involved at the waste loading dock in fitting
material compactly into the gondola cars. An attempt is made to stack and pack
damaged refrigerator cases, pallets, and large wooden boxes so as to occupy
the minimum space. One man is engaged in this loading operation.
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QUANTITY COMPUTATION
More than 90 percent of the waste leaves in the rail cars and
therefore it is unfortunate that the quantity estimation depends strongly on
the visually estimated bulk density of the waste in the cars. Since this
is a stacked waste with a man assigned to assure compaction^ the estimated
bulk density of the material as seen in the survey is taken as 225 Ib/cy. It
is difficult to arrange for the weighing of railroad cars,but a set of
weighings on a series of cars of measured volume is the only means to a more
accurate estimate of the bulk density. The total number of cars is quite
well established from the actual contractor's tally of 10 months. The average
cubic capacity of the cars could be considered insecure but as mentioned
it has been arrived at by the measured average of some 350 cars per month
in the historical records of the contractor. The cars are assigned by the
railroad as they become available, and there is no reason to suspect that this
particular plant receives cars larger or smaller than the average. The
compactor share is computed as 25 percent of the total figure as operated
by the sister plant. The filter belts also find disposition in one of the
sister plant containers,but the quantity is inconsequential.
The quantities thus arrived at are:
Per Year
Loads cy tons
Rail cars 408 32,640 3,670
Compactor, share (25 %) 60 1,890 470
Filter belts 100 5
Enamel sludges none accounted for
Total 468 34,630 4,145
tye 2.76
type 3.10
Corrugated scrap as
percent of waste 14.40
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In 1970 there was sold as scrap and baled steel, aluminum etc.^2,732
tons, six tons of oak skid boards and 595 tons of corrugated cardboard .^JP^
*
total of 3,33&.tons. These figures indicated that 44.5 percent of the scrap
and waste was utilized. The only recycled material was polystyrene from the
plastic operation.
EQUIPMENT
Equipment and estimated 1970 investment involved in waste handling
as follows:
Compactor (25 percent) $ 2,500
2 Fork lift trucks 24,000
1 Sweeper 6,000
50 Rouras 10,000
50 Tote bins 3,700
150 Drums 300
6 Moving filters 90,000
1 Bag filter 14,000
3 Paint strippers 30,000
Enamel pit not considered
Total $180,500
This is $43.6ftinvestment per annual ton of waste.
The amortization of the waste handling equipment at 25 years and
10 percent would be about $19,800 per year.
LABOR
Estimated labor hours and costs for waste handling are as follows:
Hours Per Year $ Per Year
2 Fork lift drivers 4,000
1 Sweep operator 2,000
1 Loader 2,000
Paint & filter cleaning,
misc. 1,000
Subtotal 9,000
Cost @ $3.5/hr + 125% burden 70,900
29 janitors, est. 1/3 time 19,333
Cost (9 $3.06/hr + 1002 burden 118,300
Total $189,200
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EQUIPMENT OPERATION AND MAINTENANCE
The cost of equipment operation and maintenance is estimated as:
$ Per Year
Maintenance @ 4% 7,300
Energy & supplies for fork lift 250
Energy for filters 3,700
Filter belts 4,900
Janitor supplies not est.
Total $16,150
The energy for the filters is based on the average horsepower per filter,
operated eight hours per day at an electric energy cost of 1 cent/KWH. The
filter belts average $50 each.
CONTRACTOR AND FEES
The cost for contract disposal is as follows:
$ Per Year
Compactor share (25%) 5,900
Rail cars, $45 each 18,400
Freight, $65 each car 26,500
Total 50,800
The total of the contract fee and freight for the rail cars is $110 per car
or about $1.36/cy.
TOTAL COST
The total of the foregoing cost elements is as follows:
$ Per Year Percent of total
Labor 189,200 68.6
Equipment amortization 19,800 7.2
Operation and maintenance 16,150 5.8
Contractor and fees 50,800 18.4
Total $275,950 100.0
Per ton of waste $66.6Q
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As has been seen in the comparative summary of the plants surveyed .this is an
unusually low $/ton cost for solid waste handling. The percentage of the
four cost elements fits the pattern of the other plants.but the total
$/ton is low. This could occur if the estimated bulk density of the rail
cars were too high. If the actual bulk density were about 150/cy instead
of 225 the $/ton costs would be in line with the other plants. Also it
is noted that the waste:employee ratio for this plant is about double the
average of the other plants, which again would be brought into line if the
bulk density were 150 Ib/cy.
TRENDS ;
r^a 11 ;,./>. t-vv.e 7 r
Extensive changes in solid wastei-handli'Hp, and an increase in the
total quantities *«_ forseen within the next two years in this plant because
of the restrictions being placed on the discharge of solids to sewers. There
will be an increase in waste water treatment facilities and operations
to take the solids out of the wastes now going to the sewers or to recycle
and to reuse some of them. Included is the removal of soluble and insoluble
oils from the present sewers.
At the time of writing a compactor was being installed at the
rail dock to reduce the rail car shipments.
In addition,steps are being taken which will somewhat consolidate
wt t v, t~
the responsibility for waste.hanalfatg, operations. This was to have been
one of the recommendations of this survey.since the responsibility, as
surveyed, both for operations and for record keeping was rather fragmented.
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PLANT 5
Plant 5, classified In SIC Code 3633, manufactures primarily household
dryers.
The plant is located in a light industrial area about 200 yards
*-
from the nearest municipal boundary and 500 yards from the nearest builtup
A
residential area.
The plant operates five days per week, two and three shifts.
Production worker statistics for 1970 show an average for the
four quarters of 1156. The 308 non-production workers bring the total
/W
employees to H04. The second quarter was 14 percent below that average,
the third quarter 24 percent above it. The production worker man-hours
followed a similar fluctuation. The explanation is that dryer production
is seasonal, picking up in the summer months. In addition,there is a two-
week shutdown period comprising the last week in the second quarter and the
first week in the third quarter. The plant has nine holidaysyso the normal
number of working days in a calendar year is 242 and working weeks 50. The
normal shift arrangement is that during the first half of the year the assembly
department works one shift and the fabrication departments two shifts; during
the second or busy half of the year the assembly goes to two shifts and most
fabrication departments to three.
Responsibility for solid waste management, comprising both operation
and planning is spread rather widely in this plant. Part of this.especially
s '
in the planning may be only apparent and temporary since management has been
making a quite intensive study of solid waste management on two fronts--one
on the question of disposal methods (especially in conjunction with plans for
another of the company's plantsL the other on the collection aspect by the
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industrial engineering department. These studies are being conducted under
the Manager of Industrial Engineering by industrial engineering personnel
and under the Manager of Plant Engineering by environmental engineering personnel.
For actual operations there are three responsibility centers. The disposal,
that is the dealings with the contractor, are handled by the Purchasing Department
through the steel buyer and planner in raw material purchasing. This group
handles the scrap resale of course and therefore also the somewhat similar
operation of waste disposal. One group of janitors is the responsibility
of the Manufacturing Director and another group, plus the maintenance staff,
is assigned to the Maintenance Superintendent. At the corporate level in
the headquarters office there is a Director of Environmental Control.
The scrap-and waste-generating operations in this plant are:
Stamping Plastic molding
Shearing Liquid cleaning
Milling (only in tool room) Shipping and receiving
Welding, brazing and soldering Offices
Tube expanding and bonding (very minor) Cafeteria
Electrostatic, flowcoat, and spray
painting
The primary collection containers are:
Drums (55-gallons, some fibre, but mostly metal)
Pallets
Wheeled gondolas (2.7 cy)
Racks (8 cy but designed specifically to hold 16
damaged cabinets)
Rouras (1.4 cy)
In-plant conveyance is by fork lift truck and "mule''. The fork lift
handled by one man per shift takes gondolas, pallets and racks. The
productivity is one fork lift load each 10 minutes. A recent industrial
engineering department study showed A3 lifts per day on the first shift,
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34 on the second and 21 on the thirda total of 98 lifts per day. The "mule'
is a standup motorized buggy operated by one man, one shift, pulling a Roura.
He transfers plant and office trash (in plastic bags) into the Roura, the
productivity being two mules per hour. In addition .there are occasional trips
to the waste dock by men from each department. Pickups of the mule and the
fork lift truck are unscheduled.
There are four disposal locations..the paint mixing room, the
paint stripping building, at the scrap dock in the fabrication department,
and the main waste or sorting dock. A fifth and minor location is the water
treatment plant settling basin.
The disposal containers at the paint mixing room and the
stripping building are 55-gallon metal drums .which are discarded along with
their contents. Those from the paint stripping operation are hauled in a
metal pan (bucket) to avoid spills in transit. Those from the paint mixing
room are hauled by dump truck. Tank trucks are the conveyance vehicle for
sludge from the water treatment plant settling basin. Waste oil and solvents
from fabrication are hauled in 800-gallon waste oil bucket. At the main waste
dock .there are three types of disposal containers into which material is sorted
by the contractor's employees as described later. A 45 cy trailer takes the
sheet metal, miscellaneous salvageable metal being piled on the back of the
sheet metal trailer loads. A 72 cy trailer takes the corrugated board for
salvage. A 40 cy detachable container in 1971 takes the remainder of the
wastCjincluding the waste pallets. However, in 1970 this had been a one-and-
one-half-ton dump truck with sideboards estimated to hold 23 cy.
The disposition agent is a contractor with whom the arrangement is
rather complicated. On permanent assignment at the main dock ±he contractor
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has two men for two shifts and one man for four hours on the third shift.
These men do the sorting and loading into the contractor's vehicles at the
dock. The contractor's equipment and drivers make the pickups at all docks,
except the water treatment plant, and make the hauls to the city sanitary
landfill. The company reimburses the contractor for the dock labor at $3/hr
for the first half of 1970 and $5/hr for the second half. The operation at
the main dock is both a scrap operation and a waste operation. The contractor
pays the company for the metal but he is given the corrugated cardboard that
he salvages. However, the company has paid for the sorting and loading labor
for the cardboard and metal as well as the waste and presumably these considerations
enter into the negotiated price for the service. The contractor also loads
and hauls from the other four locations.
The two scrap operations at the waste dock are only a minor part
of the total scrap. The main scrap outlet is via rail cars at another dock.
The major scrap, almost entirely steel, is in two categories *' 'clips' '
which is baleable steel, and "bushlings" which is steel of such small sizes
that the pieces can be put in a bushel basket and is not baleable.
Another contractor handles the sludge from the water treatment plant
in tank trucks. All waste hauled by both contractors finds disposal in a
municipal sanitary landfill two miles distant.
The streams from the various scrap-and waste-generating operations
are handled as follows.
The stamping and shearing operations in the metal fabrication department
are of course, the major sources of scrap. Such small quantititahR of process
5 / A
waste that may be generated are collected in drums and Rouras with the plant
trash and go to the waste dock by mule or fork lift.
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Waste oil and solvent (trichloroethylene) from fabrication is collected
in drums and conveyed to the 800-gallon waste oil bucket outside. About five
bucketloads per month are hauled to the sanitary landfill.
Milling (as a tool room operation), welding, brazing and soldering,
and tube expanding and bending generate only small quantities, handled in
drums and gondolas with plant trash.
Waste solvents and paint from the paint mixing room are collected
in 55-gallon metal drums. An average of three dump truck loads per month,
20 drums per month, is hauled by the contractor from the paint dock directly
to the sanitary landfill. Strippings from the paint spray booths are placed
in drums and go to the waste dock.
The cleaning of the hangers for the paint line is a complicated
operation, carried out in a separate building. When the paint line operators
notice a paint hanger on which the paint has built up (so as to endanger the
finish on the work), they remove the hanger and place it in a No. 3 tote box
which when full is taken to the maintenance dock. The tote boxes are taken
to the stripper building by a flatbed truck, about one-half man-hour per day
being occupied in this transfer and in the return of the clean hangers. The
operation consists of immersing the coated hangers in a molten salt caustic
bath at about 950*F. The paint is burned off as the hangers are immersed
in the bath. After the immersion the hangers are removed, washed off with
water,and returned to the paint line. The molten salts in the units are continuously
circulated through a side tank where the sludge settles out. About two pounds
of salt are used for removing one pound of paint and this generates 1 to
1.5 Ibs of sludge. The sludge, of course containing large quantities of the
salts also, is dumped into 55-gallon drums weighing about 700 Ibs per barrel.
About eight drums per week are hauled to the sanitary landfill by the contractor,
in two loads per month.
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The drums are placed in a metal tray with high sides to avoid spillage in
transit. The stripping operation itself requires about 1.25 man-days per
day, one operator per unit.
Practically all the scrap from plastic molding is recycled, the small
quantity of waste going in with the plant trash.
Refrigerant charging does not generate waste because the refrigerant
is delivered in bulk.
The water treatment plant is set up to take the chemicals and solids
out of plant sewer water, most important being the liquor used for phosphate
metal preparation. Soda ash and lime are used in the treatment. About twice
a year the sludge is pumped to tank trucks of a contractor hired solely for
this purpose and trucked to the municipal sanitary landfill. In 1970, 160
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QUANTITY COMPUTATION
Quantity data for some of the waste streams wa» available on a
per week or per month basis. Some of the major quantity information^however,
was only available for the five-month period August-December 1970. The
total production man-hours expended in 1970 was found to be 2.093 times the
number of production man-hours in the August-December five-month period. This
factor was used to adjust five-month quantities to 12- month quantities.
Of residual trash from the waste dock .726 loads were hauled in 1970
in the 23 cy container. The contractor estimated a weight of four tons per
load-but this was found grossly in error. From a three-month tally in 1971yit
was estimated that the average load in the 1970 truck was 1.34 tons, a total
of 975 tons in 1970.
The recoverable corrugated salvaged by the contractor, 930 tons,
is computed from an average tons per month given for the five-month period,
which checked (3 percent) an estimate resulting from a tally for three months in
1971.
The waste oil and solvent from fabrication is computed from the five
loads per month and an estimated density of 7 Ib/gal.
The paint stripper sludge is taken from the eight 700 Ib drums per
week figure.
The paint and solvent waste is computed at an estimated specific
gravity of 1.0 from the twenty 55-gallon drums per month.
The water treatment plant sludge is computed from the recorded number
of loads and gallonage and an estimated 9 Ibs/gal.
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The computations result in the following quantities:
Per year
Loads cy tons
Residual trash 726 16,700 975
Waste solvent and oil 60 240 168
Stripper sludge 25 109 140
Paint and solvent 36 65 55
Water treatment plant 30 800 720
Total 877 17,914 2,058
tye 1.40
type 1.77
Paper salvaged as
% of waste 45.2
In 1970, there was sold as metal scrap 9,900 tons(and an estimated
350 tons (based on one months weighing) were taken by the contractor
from the waste dock.a total of 10,250 tons. Together with the corrugated \the
total tonnage of scrap salvaged is 11,180 tons so 84.5% of the scrap and waste
is salvaged, not including the recycled plastic.
EQUIPMENT
The estimated 1970 investment for equipment is as follows:
One fork lift $12,000
1 Stripper facility, incl. bldg 100,000
1 Mule 2,000
100 Metal drums 400
50 Fibre drums 100
80 Wheeled gondolas 16,000
1 Roura 200
Water treatment plant not included
Total $130,700
This is 63.5
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LABOR
The estimated labor requirement for waste handling is as follows:
Man-hrs/wk Rate & burden $/wk
Fork lift PVO 120 est. 3.50 + 180% 1,176
Mule 40 est. 3.50 + 180% 392
Department men on trips not counted
Janitors
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The summarized totals are as follows:
$ Per Year
Main contractor 29,800
Water treatment plant contractor 2,400
City fee on residual trash 3,630
City fee on stripper sludge 300
City fee on waste oil 720
City fee on waste paint 200
Total $37,050
TOTAL COST
The total cost of the foregoing cost elements is as follows:
$ Per Year Percent of total
Labor 220,700 79.4
Equipment amortization 14,300 5.1
Equipment operation & main. 5,920 2.1
Contractor & dump fees 37,050 13.3
Total $277,970 100.0
Per ton of waste $135.10
TRENDS
Since this plant is already purifying and clarifying its waste water
before discharge,its solid waste management will not be subject to the
?
forthcoming changes which are occuring in plants now required to eliminate
solids from the sewers.
However, as indicated .the engineering staff had made an analysis
7
and a recommendation for an incinerator in another of the company's plants.
As a result of the interest and information developed out of the present survey
of the plant under this project,they have given intensive study to solid waste
management problems in this plant with the result that major changes are being
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undertaken. To the maximum extent possible paper and cardboard will be sorted
from the collected waste, shredded, baled and sold directly by the company.
The rest of the waste including the oils and solvents from fabrication and from
the paint department.will be incinerated in an incinerator of the type already
developed for the other plant. In this incinerator.,the paint hangers will
also be stripped by combustionjthus eliminating the molten salt paint stripping
operation.
Management control and record keeping for solid waste will be
concentrated now to a much greater extent in a single individual. This action
anticipates the intended recommendation of this survey that management and
control be more concentrated than was found.
Judging from the apparent composition of the residual trash, if the
paper is to be sold as shredded rather than merely as corrugated board, and
especially if some segregation at the collection points can be practiced instead
of sorting at the dock after collection, then the author estimates that the
present yield of the salvaged paper and corrugated could be increased by
about 50 percent and the tonnage of residual trash to be disposed of
correspondingly reduced by about 25 percent.
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PLANT NO. 6
Plant 6,.classified in Code 3634,,manufactures primarily electric shavers,
) *
about 90 percent of the units produced here, and also a relatively few other
small housewarest about 10 percent.
The plant is within a municipal boundary and across the street from
builtup residential areas. The surroundings are 30 percent light industrial,
20 percent commercial, 30 percent residential, and 20 percent parks.
The plant operates five days per week, mostly one shift, with about
80 employees on the second shift and 10 on the third. The plant has nine
holidays and a shutdown period in December and January during which assembly
is shut down for one month, heat treating and machining for two weeks, and
office work not shut down. This gives the offices 50 weeks, 251 days in the
year; machining etc. 50 weeks, 244 days; and assembly 48 weeks, 234 days.
flfc*£x
The production and employment 4es definitely seasonal with a slack
period from May to August, a peaking from August to about December 15 for
the Christmas rush, the shutdown in December and January, and a smaller peak
in the spring. Based upon estimates for 1970^the monthly total employment
for each month, (man-months per month) in 1970 was as follows:
Jan 700 Feb 1300 Mar 1300
April 1200 May 1200 June 1200
July 1200 Aug 1500 Sept 1700
Oct 1800 Nov 1800 Dec 900
This includes an office and nonproduction worker employment of about 250 during
the peak months and 230 in the slack periods. Over the yearithe average
production employment was 1,140, the nonproduction 240.and the total employment
1380.
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Solid waste management planning and engineering responsibility is
with the Manager of Plant Engineering who reports to the Plant Manager. The
relatively few janitors including a small night cleanup crew.are assigned
to a supervisor whose main duties are elsewhere, actually classified as
"Electrical Lead Man". The production employees assigned to cleanup are
the responsibility of the Manager of Plant Engineering. The purchasing
department handles scrap sales, contracts with the disposal contractors,
and contracts with the janitorial service.
The scrap-and waste-generating operations in this plant are:
Stamping Cementing and bonding
Milling (as a machining operation) Air Cleaning
Welding and brazing Shipping and Receiving
Polishing and buffing Offices
Electroplating Snack Areas
The primary collection containers are wastebaskets, fibre drums and
55-gallon steel drums. These are conveyed in-plant to the disposal dock by
hand trucks. Fork lift and powered vehicles are not used because the narrow
aisles are not convenient for their operation and result in damage from
collision and scraping.
In 1970^there were five modes of waste disposition leaving the plant:
a 30 cy open detachable for general plant trash destined for the incinerator,
a 20 cy open detachable for pallets and other wood items not acceptable in
the incinerator, 55-gallon drums containing waste oils, others containing
solvents, and a small gondola at a crusher used for breaking up trade-ins and
rejects. In addition .there were ferrous and nonferrous metal scrap categories.
The disposition agents are a number of contractors, one for the
30 and 20 cy open detachables, another for the steel scrap and the gondola
at the crusher*and a third and fourth for the waste oils and solvents in
drums. In addition .there are two contractors for the nonferrous scrap.
Two of the disposition agents are not regular contractors. The commercial
-------
salvage firm that handles the steel scrap picks up the gondola at the
crusher and disposes of it without charge as a courtesy. Also.the vendor
for the solvents picks up the waste solvents and disposes of them as a
courtesy.
The 30 cy detachable is taken to a municipal incinerator, and the
20 cy detachable with nonburnables and the gondola at the crusher are taken
to a municipal open dump both located at the same site about two miles distant,
The city fee for the incineration was $5/ton and for the open dumping $5/load.
The 30 cy detachable was hauled six times per week, the 20 cy three
times per week.
The streams from the various scrap-and waste-generating operations
are handled as follows.
Wastes from stamping, milling and welding,and brazing are collected
in the drums or trash cans and conveyed to the disposal dock by the janitors.
Metal cleaning and degreasing is done with trichloroethylene and
tetrachloroethylene. The waste and dirty solvents from these operations are
collected in drums and stored for occasional removal by the vendor of the
solvents. Waste heat-treating salts are flushed to the sewer.
Polishing and buffing wastes are collected by pneumatic systems and
separated by two cyclones. When cleaned out by the production cleanout men.
the solids are put in drums and the janitors convey them to the disposal dock.
The metal grindings in the circulating grinding oils are
collected by magnetic separators^of which there are twelve in the plant/
and the non-magnetic grindings are removed by centrifuges^of which there
are 10. These are handled by production cleanup men, the metals going
to salvage, the non-metals to waste in drums for conveyance to the
disposal dock. The waste oils from grinding and other machine operations
117
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are placed in drums and stored in the yard for pickup by the contractor.
On the electroplating line there is a purification tank .but this
is seldom cleaned out and then generates only a handful of sludge.
Since there is no painting or enameling the air cleaning
devices are only the cyclones on the polishing and buffing previously
mentioned.
The only cementing and bonding is for name plates on the product
which have a heat sensitive adhesive backing and which generate only
small quantities of wastes, handled in the regular trash drums.
The products are placed in the shipping containers directly on
the production line,and little waste is involved.
The receiving operation generates corrugated waste both at the
receiving site and at the unpacking sites. These materials are placed
in the regular collection containers,and some of the corrugated and
paper is sorted and baled by the janitors at the disposal dock. Both
the baled and the loose material is put into the 30 cy detachable
destined for the incinerator.
QUANTITY COMPUTATIONS
The waste quantities are computed as follows:
Per Year
Loads cy tons
30 cy detachable 300 9,000 450
20 cy detachable (wood) 150 3,000 525
Waste oils 25 220 16
Gondola at crusher 12 24 3
Waste solvents Not available, small
TOTALS 487 2/4 994
tye .72
type .86
Paper salvage, percent of waste 0
The computations are based on an estimated bulk density as found for general
118
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plant trash of 100 Ib/cy, an estimated bulk density for the wood waste of
i
350 Ib/cy, oil density of 7 Ib/gal and bulk density of the crushed rejects
and trade-ins 300 Ib/cy.
A
In 1970 there was sold as scrap 660 tons of steel and 15 tons of
non-ferrous for a total of 675 tons of metal scrap. Thus 40.5 percent of the
scrap and waste found utilization.
EQUIPMENT
The estimated 1970 investment for equipment is as follows:
Hand trucks $
100 Drums 400
12 Magnetic separators on grinders 12,000
10 Centrifuges on grinders 14,000
1 Cyclone on polishing 5 HP 6,000
1 Cyclone on buffers 25 HP 20,000
1 Paper baler 3,000
Total $55,400
Per annual ton $54.70
The amortization of this waste handling equipment at 25 years and 10 percent
would be about $6,100 per year.
119
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LABOR
The estimated labor requirement for waste handling is as follows!
Manhours/year
3 Janitors 6,000
6 Cleanup men in production 12,000
Total 18,000
Cost at $3/hr plus 100% burden $108,000/yr
EQUIPMENT OPERATION AND MAINTENANCE
The cost of equipment operation and maintenance is estimated as:
$ Per Year
Maintenance at 4% of investment 2,200
Energy for separators 580
Janitor supplies not accounted for
TOTAL $ 2,780
The energy for the separators is estimated at the name plate horsepower
applied eight hours per day at an energy cost of 1 cent/Kwh.
CONTRACT DISPOSAL AND FEES
The contractor fees are as follows:
$ Per Year
Contractor No. 1, cleaning office 2,740
at 30%
Contractor No. 2, cleaning factory 1,900
at 30%
Contractor No. 3, cy detachable 9,000
Contractor No. 3, 20 cy detachable 4,400
Contractor No. 4, waste oil 3,240
Solvents in drums free
TOTAL $21,280
120
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The dollar amounts were obtained from flat monthly invoice rates, from
a ten-month invoice total for waste oil, and from a $30 per load fee for
the 20 cy detachable.
TOTAL COST
The total of the foregoing cost elements is as follows:
$ Per Year Percent of total
Labor 108,000 78.2
Amortization 6,100 4.4
Operating and mainte-
nance 2,780 2.0
Contractor fees 21,280 15.4
Total $138,160 100.0
Per ton of waste $139.00
TRENDS
Beginning with the early months of 1971^changes have occurred
in solid waste management at this plant. The 30 cy open container and the
paper baler were replaced with a 36 cy compactor in which a packed density
of about 333 Ib/cy is achieved. The compactor is rented from the contractor,
and a fixed charge per haul is made. In addition the company is invoiced for
the $5/ton incineration fee. Based on the recorded weights at the incinerator
for the compactor loads.the contractor estimates six tons per load for the average
of the compactor loads and the 20 cy open detachable loads. On the basis of
the number of hauls (of both) from the actual invoices starting February 18,
1971,and the estimated fluctuating number of employees in each month as previously
outlined, the equivalent tye for the invoiced months proves remarkably constant
as follows: February-March (6 weeks), .74 type; April . .78; May..72; June)
.72; July .72, average of 5 invoices, .74.
A cafeteria, run by a concessionaire, has been installed in a separate
building. The wastes are placed in a 2.3 cy front-end loader container oustide
the building and this is picked up twice a week by the contractor who handles
the compactor wastes.
.
No other trends are forseen.
A
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PLANT 7
Plant 7, classified in SIC Code 3634, manufactures all the small
electrical appliances including some equipment for outdoor use. In addition
about 25 percent of its dollar output comprises vacuum cleaners (Code 3635) .
The plant is inside a municipal boundary about 1000 feet from
the nearest builtup residential area. The surroundings are 75 percent
light industrial and 25 percent residential.
It operates five days per week, most departments on one shift but
presses, die casting, and certain fabrication operations on two shifts and
plastic molding on three. There are eight holidays and a two-week shutdown
period in July, thus a 50-week, 243-working-day-year.
The average number of factory workers in 1970 was 2,400 and of
total employees 3,000. The office and administrative employees handle
other establishments for the company in addition to this one at which they
are located. Employment in the spring of 1971 was about 2,150 and 2,750
respectively. This represents a slight current slack-off in sales, the
seasonal fluctuation of employment being minimal.
The waste management responsibility is with the Superintendent of
Maintenance who reports to the Vice-President of Manufacturing. Operations
are handled by a maintenance manager, a janitor manager, and a manager for
raw materials and scrap. Scrap sales are handled by the director of
purchasing.
The scrap and waste generating operations in this plant are:
Die casting Electrostatic spraying
Stamping Plastic molding
Milling (as machining) Air cleaning and dust
Welding and brazing collection
Polishing and buffing Shipping and receiving
Electroplating Offices, cafeteria
The primary collection containers are drums, pallets, and a dumping
container similar to a Roura hopper (1.5 cy).
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In-plant conveyance to the disposal area is by fork lift truck.
There is a semi-formal sequencing, and the frequency at some pickup points
is specified.
The waste leaves the plant in three modes:
An open detachable container called "lowboy"
(15 cy) for sludges
A closed sludge tank detachable (15 cy) for liquids
A compactor detachable (35 cy) for material
nominally ''burnable''
Pending disposition the materials are stored in these containers.
The disposition agent is a contractor. About six compactor loads
a week (210 cy/wk) are hauled to a merchant incinerator about three
miles away. The other disposal facility is a merchant sanitary landfill about
27 miles away to which the open detachable lowboy is hauled twice a week
and the closed detachable about once every two weeks.
The streams from the various scrap and waste generating operations are
handled as follows.
In the die casting (aluminum) and zinc, about 95 percent of the
scrap is remelted and recycled. The remainder in common with other scrap ,
is sold to the metal supplier or to commercial salvage. Scrap from die
casting contaminated with oils, dirt, etc. is collected in a Roura and
deposited in the open detachable container for sludges.
The scrap from stamping is handled in the same way except that
there is no recycling. The materials are steel, stainless steel, aluminum,
and brass and any contaminated material goes to the open detachable
r
container.
Shipping and receiving uncrates and unpackages incoming material
and generates cardboard, wood and strapping waste. Collection is on pallets
and Rouras and the waste goes to the compactor.
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The polishing operations generate fine dust of Al, Zn, steel, Cr,
plastic. A pneumatic collection system for each machine carries the dusts
to wet cyclones which generate wet sludges of these particular materials.
They are emptied into Rouras and go to the open detachable container.
Most of the material from plastic molding is remelted. The
contaminated, off color, or reject pieces go to the compactor via Rouras.
The electrostatic painting operation generates peelings (sheets of
dry paint film stripped periodically off spray booth walls), which go to
the compactor via Roura. Most booths have water curtains. The overspray
is skimmed from the sumps, shoveled into drums,and taken to the closed
container. The waste paint and solvents generated in the paint
preparation and mixing room also go in drums to the closed container. Paint
hangers are stripped in a hot salt and caustic solution by a dipping and
soaking operation on a conveyor linej the stripping sludge is taken in drums to
the closed container.
Milling (as a machining operation) generates aluminum, steel,
stainless steel and brass chips which are collected by hand and centrifuged
to remove cutting oils. The centrifuged chips enter the scrap stream. The
oils are recycled to the machines.
Cafeteria waste is placed in drums and goes to the compactor.
Waste from offices and rest rooms 1m collected/by the janitors\in
3kMNW» and goes to the compactor.
Some reject parts from the assembly lines are salvaged. The plastic
and aluminum parts are remelted. Reject aluminum frying pans are remelted
and the Calrod heating elements fished out of the melt. Other reject parts,
bent and damaged pans, pots etc.. go into the scrap stream and some composite
reject parts will appear in the waste.
-------
QUANTITY COMPUTATION
The estimated quantities of waste generated, typical of the
period January-March 1971, are as follows:
Per Year
Loads ^tonsJ cy
Compactor 304 2,280 10,700
Closed liquid detachable 25 250 375
Open detachable 100 450 1,500
Total 429 2,980 12,575
tye 1.08
type 1.39
The compactor weights recorded by the contract scavenger as the
basis for his payment to the incinerator average 15,000 Ibs per compactor^
with a high of 17,000 Ibs. The compacted density thus averages 429 Ibs/cy.
The liquids are estimated at an assumed specific gravity of 0.8. The bulk
density of the sludge and other dense material in the open detachable was
visually estimated at 600 Ibs/cy. The weekly frequencies previously
mentioned applied to these weights gave the tonnages listed above.
In the calendar year 1970.there was sold as scrap, steel, brass,
aluminum, stainless steel and coppera total of 3,794 ty. This is 1.28 tye
and 1.59 type for the average employees in that period. These figures,
combined in a tye basis indicated that 54.3 percent of the scrap and waste
was utilized; but this does not include the remelt from the die casting and
the plastic molding.
EQUIPMENT
The equipment and estimated 1970 replacement investment involved
3/XJL
in waste handling =& as follows:
25 Hoppers $ 3,700
1 Compactor 15,000
12 Wet cyclones (rotoclones) 120,000
and pneumatic systems
3 Lift trucks 26,000
Total $164,700
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This amounts to about $55 investment per annual ton of waste. In contrast^
it was estimated that the equipment for handling scrap, oil chip centrifuges,
scrap bins, and lift truck has a replacement investment of $31,000 or about
$8/annual ton of scrap.
The amortization of the waste handling equipment at 25 years
and 10 percent would be about $18,000 per year. The major equipment items,
the wet cyclones, were already 20 years old.
LABOR
Estimated labor hours and costs for waste handling are as
follows:
Hours per week
Fork lift, moving hoppers 50
Fork lift, moving Rotoclone sludge 10
Yardmen, dumping 80
Compactor operation 80
Subtotal 220
Cleaning Rotoclones 160
Steam cleaning buffing machines 180
17 Janitors, estimated 1/3 time
applied to waste moving 227
Total 787
Cost at 3.25 $/hr at 100%
burden rate $256,000/yr
EQUIPMENT OPERATION
The cost of equipment operation is estimated according to:
$ Per Year
Energy for compactor, 600
operations/week 50
Maintenance at 4% of investment 6,600
Energy and supplies for fork lifts 350
Janitor supplies not est.
Energy for rotoclones 26,900
Total $33,900
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The energy for the Rotoclones is computed for the 1675 connected HP operated
one shift at 90 percent efficiency and 1 cent/KWH.
CONTRACTOR
The contractor charge for 1970 was $35,400 at a unit price of $2.75/yard,
TOTAL COSTS
The total of the foregoing cost elements is as follows:
$ Per Year Percent of Total
Labor 256,000 74.6
Equipment amortization 18,000 5.2
Contractor 35,400 10.3
Equipment operation 33,900 9.9
Total $343,300 100.0
By the time the waste passes off the plant property, $115 per ton have been spent
on it. A similar figure for the saleable scrap in this plant is a little over
$7/ton, not of course including the material value in the scrap itself.
TRENDS
The management believes that current practices are now stabilized and
«
does not forsee any changes for the immediate future. However, this establishment
formerly had its own incinerator facility. Increasingly stringent air pollution
regulation led to the abandonment of the incinerator. The charging doors were
welded shut to prevent unauthorized burning.
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PLANT 8
This plant produces household vacuum cleaners and other products
related to floor care and is entirely contained in SIC 3635.
The plant is inside a municipal boundary and actually located within
a high-class residential section, the plant being so camouflaged and landscaped
that it blends artistically into the residential pattern around it. The plant
has been located on this site and with this philosophy for many years. Even
tall structures on the plant grounds are camouflaged with tall trees. The
noise level outside the plant fence is that of a quiet residential neighborhood.
The plant operates five days per week with ten holidays and a three
week shutdown. Thus, the year has 49 working weeks and 236 working days. The
plastic molding operation runs three shifts, certain machines in the press and
machining departments two shifts, and the other departments one shift. Employees
on the second and third shifts are only 10 percent of the total employees.
Production in this plant is not seasonaljbut employment was unusual in
1970 in that some of the employees were transferred to a new plant at another
location. The average labor force for 1970, as computed by the company, was
503 production, 437 non-production, total 940. This plant has an unusually
high number of nonproduction employees because it is the headquarters office
and sales office for the whole division of the corporation involving other
plants.
The entire responsibility for waste management, planning, engineeringy
and operation is with the plant engineering,grovp. Sales of scrap and
management of the disposal contract are handled by the purchasing department.
The scrap^and wastes-generating operations in this plant are:
Casting, foundry Electroplating
Die casting Anodizing
Stamping and shearing Painting, electrostatic and
Milling (as a machining operation) electrophoretic
Welding and brazing Plastic molding
129.
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Broaching Air cleaning
Tube expanding Liquid cleaning
Polishing and buffing Shipping and receiving
Offices, cafeteria & snack areas
The primary collection containers are waste baskets, 55-gallon drums,
steel bins of 1.3 and 3 cy capacity .and standard tote biaee 2 cy.
f \
In-plant conveyance to the disposition areas is by fork lift truck.
The pickup sequence and schedule is unspecified.
Solid waste leaves the plant from two locations^.one at a dock in the
main building next to the shipping and receiving docks and the other outside
in the plant yard across a driveway and about 100 feet from the dock.
At this second location are placed two of the disposition devices,
a 10 cy dump truck having extended sideboards and a 4,000-gallon tank trailer.
At the other location is spotted a detachable container, alternately 30 cy
and 40 cy.
The disposition agent for the detachable container is a contractor.
The container receives corrugated, boxes, waste paper and newspaper and some
miscellaneous sweepings, etc, which are segregated for that container.
The company itself operates the dump truck and the tank trailer.
All the waste from the plant goes to the town dump, six miles
distant. The disposal and the financial arrangements at the town dump are
130
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rather complicated. The town dump has an incinerator at the site. There
is no dump fee for loads acceptable in the incinerator. For loads not
acceptable in the incinerator which include wood, plastic, drums, and
miscellaneous materials considered noncombustible, there is a dump fee of
80 cents per cwt (hundredweight) on the load weight in excess of 200 Ibs. Some of
the material not acceptable in the incinerator is placed on the dump (along
with the incinerator residue) and is covered occasionally. Other material
not acceptable in the dump, such as combustible liquid in drums, etc.,is
shipped via rail to a disposal area in another state. All the material in
the detachable container is considered incineratable and goes to the
incinerator. Some of the dump truck loads also go to the incinerator.
Pending removal the materials are stored in the detachable container,
in the closed tank, in the open dump truck,and in open and closed drums at
the dump truck site awaiting loading. The dump truck makes about thrice-daily
trips, so the time in storage is small.
The streams from the various scrap and waste generating operations are
as follows.
From the die casting operation the scrap aluminum is remelted or returned
to the vendor.
Steel scrap from the stamping and shearing is collected in the 2 cy
tote bins and taken to the scrap dock for sale.
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Lubricating and cutting oils from metal fabrication are soluble
oils. They are filtered and recirculated. The solids from the filtration
are placed in 55-gallon drums, about 10 drums per year.
The small amounts of waste from milling, welding and brazing,
broaching and tube expanding are collected in the 2 cy or 3 cy bins and go
to the dump truck.
The buffing operation is served by four water scrubbers^from which
the sludge is cleaned night Iv ten
-------
Incoming material is not unpackaged in the receiving department..
but this is done at the worksite. The cardboard packaging material and
also waste newspapers are collected in the 1.3 cy bins and taken to the
detachable container. The prepunched cardboard used for shipping containers
generates a waste from the cutouts in the cardboard. This is collected in
drums and taken to the detachable container.
Offices, cafeteria and snack bars are serviced with wastebaskets and
drums .
The available data on dump truck operation require some
manipulations to arrive at total quantities. In 1970, the total dump fee was
$5,659 and the average dump cost was 73 cents/cwt dumped. At 80 cents/cwt
in excess of 2 cwt. this computes to an average load of 2,280 plus-minus
200 pounds for the paid loads. To check this, weight tickets were made
\
available for five fee-paid loads in May and six in September 1971, the
average of the eleven being 2,687 Ibs, standard deviation ^ 585. The total
cwt in paid loads during the year is computed at 7,750 corresponding to 340
loads fee-paid during the year. The average number of loads per day, both
paid and unpaid was given as three. This is checked by the special records
kept for one week in September 1971 which provided 14 loads, six paid and
eight unpaid, or 2.8 per day for that particular week. At three loads per
day the annual total is 811 loads, 340 paid and 471 unpaid. The paid as the
percent of total thus computed for the year is 42 percent, the corresponding
figure for the September 1971 week is 43 percent. The volume capacity of the
dump truck is 10.3 cy and the operator states that he carries it at 100
percent fill. The average bulk density computed for the fee-paid loads
then is 220 Ibs/cwt. It was not possible to weigh the unpaid loads since
the weight ticket comprises an invoice for payment. One might guess that
the incineratable loads would have a lower bulk density than this. However,
'133
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there is no real way of knowing and it seems safest to take the bulk density
of the incineratable loads as the same as that of the fee-paid loads.
QUANTITY COMPUTATION
The contractor's records show approximately two loads per day of
the paper and corrugated at an estimated 5,000 Ibs/day in the two detachable
containers. This is 71 Ib/cy, a low figure for typical plant trash,
attributable to the relatively high proportion of unstacked corrugated and
boxes.
The tank truck is computed at an estimated density of 10 Ib/gal
hauled once every two to three weeks.
The computations result in the following values:
Per Year
Loads cy tons
Detachable container 474 16,000 590
Tank truck 20 396 400
Dump truck 811 8,350 925
Total 1,305 24,746 1,915
tye 2.04
type 3.81
Detachable container
as % of other waste - 44.5
In 1970 there was sold as steel and brass scrap 1,554 tons, and
returned to the vendor as aluminum scrap 150 tons, a total of 1,704 tons.
These figures indicated that 47.2 percent of the scrap and waste was utilized,
not counting the plastic scrap which is recycled within the plant.
The paper and corrugated in this plant is waste and not scrap.
However, it is collected and segregated in such a way that the loads contain
little other than paper and corrugated. Thus,the tonnage fairly closely
represents the tonnage that could be achieved if the paper and corrugated
were strictly segregated out as such and sold as scrap. (Run of the mill
grade waste paper brings about $8/ton in this location.) Accordingly a
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computation is presented to show the paper and corrugated as percent of the
other waste comparable with plants handling paper and corrugated as scrap.
EQUIPMENT
The equipment and estimated 1970 investment involved in waste
handling is as follows:
Fibre and steel drums Free
30 Steel bins and tote boxes 9,000
2 Fork lift trucks 24,000
3 Mechanical collectors 30,000
1 5-ton dump truck 9,000
1 4000-gallon trailer tank 4,000
2 Rake classifiers 12,000
4 Scrubbers, in buffing 100,000
1 15-HP air system in paint 8,000
Total 196,000
This amounts to about $102 investment per annual ton of waste.
The amortization of the waste handling equipment at 25 years and
10 percent would be about $21,600 per year.
More than half the equipment investment is in the four scrubbers
on the buffing lines.
LABOR
Estimated labor hours and costs for waste handling are as follows!
Hours Per Year
16 Janitors, porters, utility men 16,000
Dump truck driver 1,500
Fork lift operators 3,600
Total 21,100
Total cost including burden $124,600/yr
The janitors and utility men are computed at $2.81/hr + 100%
burden, and 50 % of their time applied to solid waste handling. The dump
-------
truck driver is computed at 6 hours per day applied.and fork lift operators
is 15 hours per day at a rate of $3.40/hr plus burden. This plant contracts
a night custodial crew of 22 men, accounted for under contract costs.
EQUIPMENT OPERATION
The cost of equipment operation and maintenance is estimated
according to:
$ Per Year
Maintenance at 4% of investment 7,900
Energy and supplies for fork lifts 200
Energy and supplies for dump truck 600
Janitor supplies not est.
Energy for mechanical collectors,
classifiers, scrubbers, air system 1,800
Total $10,500
The dump truck energy and supplies was figured at 6 cents/mile
plus 10 percent for oil, etc. The energy for equipment is figured at
the approximate horsepower of each unit, operating eight hours per day at
a price of 1 cent/KWH.
CONTRACTOR AND FEES
The contractor and other fees are estimated according to:
$ Per Year
Waste paper and cardboard 10,185
Dump fee, excluded loads 5,659
Night custodial crew 19,600
Total 35,444
The night custodial crew is computed at 30 percent applied to solid
waste handling and a monthly fee of $5,400. The contractor cost for the
hauling is about $20 per load.
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TOTAL COST
The total of the foregoing cost elements is as follows:
$ Per Year Percent of Total
Labor 124,600 64.9
Amortization 21,600 11.2
Equipment operation &
maintenance 10,500 5.5
Contractor & fee 35,400 18.4
Total $192,100 100.0
Per ton of waste - $100.3$
TRENDS
The management does not fo*rsee any trends which would necessitate
changes in waste handling.
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PLANT 9
Plant 9, classified in Code 3636 manufactures primarily sewing
machines, 95 percent of the dollar value being in that category, five
percent in die casting for vacuum cleaners, cameras, strip heaters, etc.
The plant surroundings are 50 percent light industrial, 20 percent
commercial, 25 percent residential, 5 percent parks. The plant itself
is inside a municipal boundary and within 200 yards from the nearest builtup
residential area.
The plant operates five days per week, mostly one shift, but
plating, hardening, pressroom and screw department two shifts, and die
casting three shifts. The plant has nine holidays, a two-week shutdown
in July and a one week shutdown in December, thus a 237 day, 49 week year.
OAJi-
The production and employment 4« not seasonal. The factory
employment from two payroll registers in the spring of 1971 averaged 2,568,
and total employment averaged 3,068, plus-minus three percent. The
1970 employment was not appreciably different from this.
Solid waste management planning and engineering responsibility
is with the Supervisor of Plant Engineering. Actual solid waste operations
are under the Manager of Maintenance and his foremen^ who report to the
Manager of Engineering. The scrap-and waste-generating operations in this
plant are:
Foundry Electrostatic painting
Die casting Air cleaning
Stamping and shearing Liquid cleaning
Milling (as a machining operation) Shipping and receiving
Polishing and buffing Offices, cafeteria.and
Rumbling snack areas
Electroplating
The primary collection containers are trash cans and wheeled Pack
Master containers, one cy.
In-plant conveyance is by the wheeled Pack Master containers, hand
powered, and a roll-over fork lift truck, the latter handled by one roll-over
139
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driver occupying 80 percent of his time. Most of the waste is handled by hand
power by the 15-man night janitor staff, with one man during the day for miscellaneous
conveyance. The porters also sort and stack corrugated cardboard.
The modes and disposition agents by which waste leaves the plant
are as follows:
A 20 cy packer truck operated by the plant
A detachable packer operated by a contractor, for skids,
crates and waste wood.
A five-ton dump truck for drums and sand operated by the plant
There are numerous locations at which disposal pickups are made.
The packer truck picks up from four staging areas,-at the main building, at
the foundry, at the recreation building, and at the cafeteria. The detachable
packer operated by the contractor is sited at another location near one of
the main buildings. The pickup point for the stake-bed truck with corrugated
cardboard is at still another location. Minor pickup locations are at the
paint stripper, at the paint preparation room, at a settling basin, called
''sand pit' *, and at the foundry, for sand.
Both the packer truck by the plant operator and the detachable packer
by a contractor are taken to the city sanitary landfill four miles distant. The
sand and the paint and paint stripper wastes in drums are taken to a plant
disposal area just outside the plant fence and adjacent to a navigable waterway,
where the drums are buried and the sand used in part for cover. This plant
disposal area is described in more detail on the accompanying Land Disposal
Site investigation Report form.
The streams from the various scrap and waste generating operations
are handled as follows.
From the aluminum die casting operation .all the left-over metal is
remelted, only a very minor quantity finds its way into the general plant trash.
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DFPARTMENT OF
EALTH, EDUCATION. AND WELFARE
HEALTH SERVICE
\f(l
i,u No. u8-S-t)i
COMMUNITY SOLID WASTE PRACTICES
LAND DISPOSAL SITE INVESTIGATION REPORT
. STATE ] 2- COUNTY
L 2 3
4. NAME OF SITE 1 i
11 12 13
. NAME OF PERSON COMPLETING FORM
436
3. SITE LOCATION (Politic*! Jurisdiction)
S. ADDRESS OF SITE
8. TITLE
. 6. DATE
14
15
B. ORGANIZATION
T I]
J 7 8 a 10
OF SURVEY
VY^ MONTH^ YEAR
/
16 17
iZ 7 J_
18 19 20
AND ADDRESS
0. POLITICAL JURISDICTIONS SERVED BY LAND DISPOSAL SITE
NAME OF
POLITICAL JURISDICTION
21 22
29 30
L
37 38
i
23
31
30
24
32
40
45 46 47 48
ESTIMATED
PERCENTAGE OF
JURISDICTION
SERVED BY SITE
<
*.
25 26
33 34
41
42
49 50
"v
-. ":
AVERAGE DISTANCE
OF SITE FROM
CENTER OF SOURCE
AREA (Miles)
..!.», , i. , ,
27
36
43
28
36
44
51 S2
/ j.j
FOR ADDITIONAL ENTRIES. CHECK HERE CD (53) AND MAKE ENTRIES IN ITEM t45
11. SITE OPERATED BY
| | PUBLIC AGENCY
IJQPRIVATE AGENCY
12. SITE OWNED BY
[ | PUBLIC AGENCY
NTjPRIVATE AGENCY
1 IS OPERATION
REGULATED BY A
HEALTH AUTHORITY?
o
IF YES. INDICATE LEVEL
OF PRINCIPAL AUTHORITY
(Check one only)
[3] COMMUNITY
||COUNTY
[f~] STATE
[" j OTHER .
(Snecity)
4 GENERAL CHARACTER OF SITE (Check one only)
Q~] QUARRY OR BORROW PIT |~~] HILLSIDE
~1 GULLY-CANYON [ 1 MARSH. TIDELAND
i OR FLOOD PLAIN
^/TLEVEL AREAS
Jr**
1 j OTHFR
(Specify) Do
not 58
use
i ZONING/ LAND USE SURROUNOINC FACILITY (Chec* predominant
ZONING V>
O NONE 0^ INDUSTRIAL
Q~l RESIDENTIAL | | AGRICULTURAL
r~l COMMERCIAL [ 1 OTHER
15. YEAR SITE PLACED IN OPERATION 19
16. ANTICIPATED LIFE REMAINING (Years)
17. TOTAL AREA OF SITE (Acrea)
'» AREA TO BE USED FOR LAND
DISPOSAL (Acrsa)
rpe only)
LAND USE
64
0!
65
0
58
J
62
/
66
/
6
eo
Q
63
o
67
Q
68 69 70 71
L_J RESIDENTIAL n AGRICULTURAL
0. COMMERCIAL n OTHER
T>OlNDUSTRIAL (Specify)
72 73
2O 'S USE O F
COMPLETED
SITE PLANNED?
YES IF YES. CHECK Q RECREATIONAL ,--, LIGHT
PREDOMINANT
f , r, USE NOT
AREA OR PARK L J CONSTRUCTION '-- ' A&R'CULTURE l_ J DETERMINED
,-,
L J
: ONLY [_] PARKING LOT [ J
HEAVY
CONSTRUCTION
[ ]OTHER
21.
23.
WILL PUBLIC
COMPLETED
FREQUENCY
OF COVER
AGENCY CONTROL
SITE USE?
[_] NONE
y) n DAILY f^^
r::i YES
XNO
2Z.
MATERIAL USED f-]NONE []OTHER
FOR COVER «k>tF»PTU
(Check one oily) ^X
|~~] DAILY fExcept /«cej
"2^*, CH OTHER
(Specify)
24. IS SPREADING AND COMPACTION
OF REFUSE HANDLED IN APPROX-
IMATELY TWO-FOOT LAYERS OR LE
(Specify)
LJlYEs
\XNO
ss? Jr*$
7 S 76
77 78
5. NUMBER OF DAYS DISPOSAL SITE COULD NOT BE USED BECAUSE OF WEATHER CONNECTED CONDITIONS (Em
iter average j
per year) j
«. GENERAL CHARACTER OF OPERATION (Jud&nent evaluation -check appropriate categories)
=PEARANCE
Nf
SIGHTLY
(SIGHTLY
IS BLOWING PAPER
CONTROLLED?
IS BLOWING PAPER
CONSIDERED TO BE
A NUISANCE?
[I] YES
XN°
ROUTINK BURNING
I
^ONE
[~ j UNCONTROLLED
r I PLANNED AND
'' LIMITED
ARE THERE SUR-
FACE DRAINAGE
PROBLEMS?
L'jYES
NO
...r
ARE THERE
LEACHING
PROBLEMS?
r IYES
NO
-------
LAND DISPOSAL SITE I NVESTIGATION REPORT (Page 2)
2". CONTROL PROGRAMS
i YES j NO
i --*
Do \
use I
I 1
RODENT CONTROL
' \\ PROGRAM
>V:
FLY CONTROL
PROGRAM
BIRD CONTROL
PBOGRAM
OUST CONTROL
PROGRAM
ODOR CONTROL
PROGRAM
NEEDED
PROVIDED
NEEDED
PROVIDED
NEEDED
PROVIDED
NEEDED
PROVIDED
NEEDED
PROVIDED
v/f
X
r:
>x
n X
n
n
1 WATER
[FIREBREAK [ [OTHER
30. NUMBER OF TIMES FIRE CONTROL EQUIPMENT
WAS REQUIRED AT SITE IN THE PAST YEAR
"Til
'1!
j
-fg- 343*
IS SALVAGING PERMITTED' L. ]YES ^^
NO
.
IS SALVAGING PRACTICED'
YES
-^
K>!
NO
FROM PUBLIC
COLLECTION
VEHICLES
numbe
41 42 43
33. ESTIMATED NUMBER OF LOADS DEPOSITED DAILY (Average)
< PUBLIC
-EC TION
CLES
'r T A (Enter I I number) T
her; f/I number) I I ' I
38 39 JO -~- '""^
HROM OTHER VEHICLES
(Specify)
CHECK ANY ITEMS LISTED BELOW WHICH ARE
EXCLUDED FROM THE DISPOSAL SITE
44 4~5 Te
34. ARE QUANTITATIVE RECORDS
KE:JT IN ANY FORM'
. - . . -- ,
YtS NO not
' ' I '
35. QU AN TITIES OF SOLID WASTES RECEIVED ANNUALLY
TONS WEIGHED
TONS ESTIMATED
CUBIC YARDS
T.«^r
TIRES
48 49 50 51 52 53 54
57 59 59 60
62 63 64 65 66 67 68 69
36. GENERAL CLASSIFICATION OF SOLID WASTES
ACCEPTED AT DISPOSAL SI T e (Check those accepted)
"""" l^JTSEWAGE ^^T
TB .'UTRESCIBLES Kj SOLIDS AjT
I1ALL t/JUNKED ^/HAZARDOUS
I 1 NON-COMBUSTIBLES ^AUTOMOBILES JAlMATERIALS
^^COMBUSTIBLES tVVpPt I AuCE?; LJOTHER <"sPec'
|\jp GARBAGE
TO
IHOUSEHOLD
-.OMMERCIAL
*t
NOUS-
TRIAL
INSTITUTIONAL
»ASTES []OTHER (Spec;/y;
:ONSTRUCTION 3I
\C?r-ifitC-
jj
LJ
'NCINERATOR
RESIDUE ONLY
LT
36. EQUIPMENT AVAILABLE
(Average utilized daily)
DRAGLINE OR SHOVEL-TYPE EXCAVATORS
SCRAPERS (Self-propelled)
TRACTORS (Track or Rubber Tire)
(Bulldozer or High Lilt Loader)
TRUCKS
OTHER,
(Specify)
Co
no*
use
OTHER
(Specify)
Do
not
use "44
43
NUMBER
o
' TOTAL NUMBER OF EMPLOYEES ON SITE (Average daily)
35
37
0. HOURS OF
OPERATION
(On 24-hour clock)
LIZ
3«
NUMBER OF DAYS OPERATED PER WEEK
39 46
41 42
42. ANNUAL OPERATING COST
(Including supervision and
equipment maintenance)
LETIX:C
56 57 58 59 60 e t 62
44 45
43. IS THIS A SANITARY LANDFILL'
Jlfl
*
YES
47 48
44. IF SOURCES OTHER THAN REPORTER DESIGNATED IN ITEM 7 WERE UTILIZED IN COMPLETING THIS FORM. INDICATE BELOW
THE SOURCES USED AND ITEM NUMBERS
NAME OF PERSON
TITLE
ORGAN) Z ATION
ITEM NUMBER(S)
J4Z
-------
Stamping, shearing and milling are the major sources of metal scrap.
Only minor quantities of process waste from these operations find its way
into the general plant trash. Waste oil from presses and similar machines
is collected in a 3,000-gallon tank and sold as scrap to an oil reclaimer.
An investment casting operation uses about 280 ton/s per year of the
investment material .all of which eventually appears in the packer truck waste.
An associated heat treating operation generates about 200 pounds per year of
salts from cleaning out the salt pot. These are taken to the company disposal
area in drums.
This plant carries out a large number of polishing, buffing and rumbling
operations. Rumbling is a deburring type operation carried out by immersing
small parts in a rotating cylinder filled with pebbles. The pebbles are water
washed, the slurry of the residual solids being sent to a settling basin which
settles out the solids. The settling basin also receives solid streams from
floor washing in this part of the plant and from some other sources. The
settled sludge is cleaned from the basin with a crane and bucket about once
a month. The sandy material is piled at the side of the basin for air drying
and then hauled to the company disposal area in a 5-ton truck for use as fill
there. About four truck loads per month are obtained.
This plant makes extensive use of small individual dust collectors
at individual machine sites where grinding, buffing and similar dust-generating
operations are carried out. The containers on each are of about five gallon
capacity. There are some 120 collectors in the plant, emptied into the Pack
Master containers as filled, from daily to weekly.
Grinding and tapping machines are equipped with collection tanks
for collecting the chips out of the cutting oil stream. One man, called a
"chip and solution many is occupied full time in servicing these collectors.
About once every two weeks the collected sludges, which have been shoveled
143
-------
into a drum, are placed on the pile of drying sand from the sedimentation
basin for hauling to the company disposal area.
The electroplating operation is very small. On the rare cleaning
out of the tanks the sludges, if any, are discharged to the sewer.
All painting is electrostatic. The paint preparation room generates
about four 55-gallon drums of waste from paint batches per month. These are
sent to the staging area for disposal in the company disposal area. Waste
QjHi,
paint and solvents from the lines * very small in quantity, not
more than 25 gallons in a year. If it is contained in cans of one gallon or
less it is discarded in the plant trash cans. Containers greater than one
gallon size go to the staging area for disposal in the company disposal area.
The procedure for paint strippings from the spray booth is that they are placed
in drums and taken to the company disposal area. There are two Oakite paint
strippers for cleaning the paint hangers. The process comprises a long-time
soak in the alkaline heated solution. The sludge from the paint strippers
is cleaned about twice a year, yielding about twenty-five 55-gallon drums each
time, which are taken to the company disposal area.
The plant has a large investment in air cleaning devices comprising
some nine large cyclones, 5 to 25 horsepower which serve grinding and polishing,
sanding, heat treating and metal finishing, buffing and polishing, and the
foundry. The cyclones are cleaned about once a week and yield an average of about
one cubic yard at each cleaning. The material is placed on the drying sandpile
at the sedimentation basin by the roll-over fork lift.
The liquid cleaning operation is that already described in the
sedimentation basin, mostly for the rumbling operation.
144
-------
Shipping and receiving are in a single area. The receipts are unpacked
in this area and the janitors sort and stack corrugated for conveyance via
the Pack Master containers to the cardboard staging area. It is stacked on a
stake-bed trailer by the roll-over fork lift.
Waste from offices and snack areas is collected in the Pack Master
containers by the janitors. The cafeteria is in a separate building. Cafeteria
personnel transfer the garbage to a closed container outside the building where
it is picked up daily by the packer truck.
QUANTITY COMPUTATIONS
None of the quantity computations in this study can be claimed to
have high accuracy, but in this plant there are some particularly discordant
data relative to the quantities and bulk densities in the packer truck. The
plant had run weight checks on the packer truck for a three-week period but
only one of the weight tickets, bearing a March 1970 date was still extant.
That showed a net weight in the 20 cy packer of 15,200 pounds or a bulk density
of 760 Ib/cy. This is a very high bulk density for general plant trash in a
packer. Furthermore at one period during a breakdown of the packer truck
a commercial disposal company was called in to handle the disposal. The plant
would typically get 30-32 Pack Master containers, 1 cy each, into the 20 cy
packer truck, but the commercial disposal company got 80 containers in the
same size truck, a compaction ratio of 4.0 which is about the expected value
in normal practice. Finally, the company has since installed a stationary
compactor of 30 cy capacity and found in its first shakedown runs that 10,000
Ibs was about all that could be packed into it, a bulk density of some 330
Ib/cy, unusually on the low side. We are therefore faced with highly varying
data on the packed density of the main waste.
145
-------
A possible explanation of the discrepancy is as follows. The cubic
yardage of the packer truck waste is quite secure. At one trip per day and
one extra trip on one day per week in the 49 week year the total cubic yardage
is 5,880. At a packed density normally to be expected of 500 Ib/cy the tonnage
if
is 1,470 tons. However, the packer truck handled the 280 tons per year
of investment casting material and an estimated 340 tons per year of wastes from
weekly cleanout of the seven cyclones, at estimated one cy each and estimated
density of the sand, grit, and polishing waste of one ton per cubic yard. The
total volume of the investment sand at 1.35 tons/cy and of the cyclone solids
would be 461 cy. Thus the volume left in the packer truck for the regular plant
waste not including these two items would be 5,419 cy instead of 5,880. This
5,419 cy would, at the typical 500 Ib/cy packed density, contribute 1,350
tons. The total tonnage including the investment casting and cyclone waste >
would be 1973 in the 5,880 cy or a bulk density averaged over the year of 670
Ib/cy. Thus the average bulk density would be in excess of that normally
expected, and it might well be that the single load on which we have the spot
data may have contained substantially more cyclone and investment casting waste
than the daily average. For example.the load might have been taken on the very
day that the cyclones were cleaned.
If one considered that the two sand and powder materials did not occupy
any volume, that is .filled the void spaces that otherwise would exist in the
packed material, then the bulk density becomes 715 Ib/cy.
The tabulation beyond compromises between these two positions and takes
the round number of 2,000 tons.
Of the wood waste in the trailer hauled by contractor^there
was 70 loads in 1970. The contractor estimates the bulk density at 350 Ib/cy.
The bulk density of relatively dry sand is about 2,700 Ib/cy. This
would make the payload of a 6 cy body eight tons. The computations assume that
the load is restricted to five tons.
146
-------
The paint wastes are estimated, at a specific gravity of 1.0, from
the drum count.
The foundry in this plant keeps excellent detailed quantity records.
From the 1970 records on beginning and ending inventories, purchases and intraplant
transfers of sand.it is computed that 630 tons of sand appeared as waste. This
is about 0.3 Ibs of sand per Ib of metal cast. A great deal of this sand is
recycled even the green sand spilled on the floor. The deliberate discard
is largely the resin-coated shell sand which cannot be used again. The foundry
also transferred 290 tons to the sandblast department, a figure which may
be compared with the 343 tons cleanout from the cyclones mentioned above, most
of which is sand from sandblasting and sanding operation.
These computations result in the following quantities:
QUANTITY SUMMARY
Per Year
Loads cy tons
Packer truck 294 5,880 2,000
includes investment casting sand (280)
cyclones cleanout (340)
Wood 70 2,240 390
Sedimentation basin 45 167 225
Foundry sand 126 470 630
Paint rooms 19 26 22
Total 554 8,783 3,267
tye 1.07
type 1.28
Corrugated scrap 49 3,430 686
Corrugated scrap, as
percent of waste - 21.0
In 1970.there was sold as scrap metal 1,730 tons and,as waste oil
at an estimated 7 lb/gal«63 tons. The scrap cardboard computed at 0.2 tons/cy
amounted to 686 tons. The total scrap then was 2,479 tons, 43.2 percent of
the scrap and waste being salvaged, not including the remelt in aluminum die casting
and the foundry sand.
-------
EQUIPMENT
The estimated 1970 investment for equipment is as follows:
1 Packer truck
80 Pack Master containers
1 Power sweeper
1 Roll-over fork lift
200 Trash cans
1 5-ton dump truck
Cyclones
1 - grinding and polishing
3 - sanding
2 - metal finishing, heat
treating
2 - buffing, polishing
1 Pangborn
10 acres disposal site
2 Paint hanger strippers
120 dust collectors
This is $102.50per annual ton of waste.
20
7.5
15
--
15
5
7.5
25
HP
HP
HP
HP
HP
HP
HP
25,000
16,000
7,000
15,000
600
11,000
25,000
15,000
20,000
8,000
60,000
10,000
10,000
30,000
10,000
12,000
60,000
Total $334,600
The amortization of this waste handling equipment at 25 years and
10 percent would be about 36,800 $/year.
LABOR
The estimated labor requirement for waste handling is as follows:
Hours Per Year
Packer truck drivers
Roll-over driver at 80 %
Janitors - 28 @ 60%
Dump truck driver
Paint stripping and hanger handling
Crane operator at basin
Backhoe operator at disposal area
Total janitors and paint at
$3.00/hr + 75% burden
Total vehicle operators at $7.09/hr
including burden
2,000
1,600
33,600
1,000
1,500
100
100
Total 39,900
$ Per Year
184,000
34,000
$218,000
148
-------
EQUIPMENT OPERATION AND MAINTENANCE
The cost of equipment operation and maintenance is estimated as:
$ Per Year
Maintenance at 4% of investment 13,400
Packer truck, fuel, oil, license, insurance 700
Dump truck, fuel, oil, license, insurance 400
Fork lift, fuel, oil, license, insurance 300
Power for cyclones 3,350
Janitor supplies not included
Total $18,150
The power for the cyclones is computed by taking the total horsepower of all
dust collectors and cyclones, operated eight hours a day at 70 percent
efficiency and an energy cost of one cent/KWH.
CONTRACTOR DISPOSAL AND FEES
The contractor fee for hauling the wood is $85/load. The city sanitary
landfill fee for dumping the packer truck wee $10/load. The contractor and fees
cost then is as follows:
$ Per Year
Woodwaste 5,950
SLF (sanitary landfill) 2,940
Corrugated, hauled free for material
Total $8,890
149
-------
TOTAL COST
The total cost of the foregoing cost elements is as follows:
$ Per Year Percent of Total
Labor 218,000 77.3
Amortization 36,800 13.1
Maintenance and operation 18,150 6.4
Contractor and fees 8,890 3.2
Total $281,840 100.0
Per ton of waste - $86.3"
TRENDS
The plant is considering replacing the packer truck with a stationary
compactor and replacing the 1 cy containers with 2 cy containers (and has done
so since the interview) . An analysis is available of the packer truck refuse
removal costs, made for considering a refuse removal contractor's bid in 1967.
The analysis contains the breakdown on packer truck costs including dumping fee
''
and operators wages actual for 1964, 1965, and 1966 and 1970,,. estimated for 1967,
1968 and 1969. In 1970 some unusual repair expenses were incurred, about
four times the previous annual average and the operators' wages increased by
50 percent. The total costs per load for the seven years were in $/load 50,
68, 49, 49, 46, 54, 78. The truck depreciation had been taken over a five-year
period. The total is still lower than the contractori!967 bid and a contractor's
1970 bid would undoubtedly have been inflated over that. However, a new truck
would have to be purchased shortly.
The management is not considering the sale, rather than the give-away,
of the corrugated cardboard because the market for it in this area has proven
so poor.
The are no near-term trends for the ultimate disposal facilities. The
city sanitary landfill is not threatened .and the company's own disposal area has
many years of remaining life.
150
-------
APPENDIX 2
DEPARTMENT OF HEALTH. EDUCATION, AND WELFARE
PUBLIC HEALTH SERVICE
EN VI RON MENTAL HEALTH SLRV,C££
ENVIRONMENTAL CONTROL ADMINISTRATION
CINCINNATI LABORATORIES
CINCINNATI, OHIO 452)3
November 16, 1970
TO WHOM IT MAY CONCERN:
The U.S. Department of Health, Education, and Welfare has contracted
with Louis Koenig-Research of San Antonio, Texas, to conduct a
survey of solid waste management in the household appliance industry.
"Solid Waste" refers to all types of solid industrial waste and
includes waste from processing (production), shipping and receiving,
office, cafeteria, and other plant activities such as maintenance.
In this study of waste "management", consideration will be given to
waste generation, characteristics, quantity, storage, handling,
processing, treatment, disposal, reuse, and future changes in these
factors.
Proper clearance from the Office of Management and Budget (formerly
the Bureau of the Budget) has been obtained, and Louis Koenig-Research
will be conducting a series of interviews with important representatives
of the industry. We view the information and data to be gathered to
be of a proprietary and confidential nature, and it is our intent to
maintain the confidentiality of all respondents.
The Department of Health, Education, and Welfare solicits your
cooperation in our study. Ttfe are hopeful that the information gained
will benefit you in determining more efficient means of solid waste
management and in locating reclaimable resources. Everything that you
can do to assist Dr. Koenig in this study will be greatly appreciated.
Sincerely yours,
Arjcwt**, (
Henry T. Hudson
Project Officer
Engineer, I&ADS, Basic Data Branch
Division of Technical Operations
Bureau of Solid Waste Management
yo892
Page
151
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