xvEPA
United States
Environmental Protection
Agency
Office of Research and
Development
Washington DC 20460
Technology Transfer
March 1989
Center for Environmental
Research Information
Cincinnati OH 45268
CERI-89-38
Waste
Minimization
Workshop
Speaker Slide Copies
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Notice
This material was prepared under contract to an agency of the United
Staters Government. Neither the United States Government nor any of
its employees, contractors, subcontractors, or their employees makes any
warranty, expressed or implied, or assumes any legal liability or
responsibility for any third party's use of or the results of such use of
any information, apparatus, product, or process disclosed in this material,
or represents that its use by such third party would not infringe on privately
owned rights.
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THE AUDIT PROCESS
Presented By:
Robert Pojasek, Ph. D.
ChemCycle Corporation
1-1
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AUDIT vs. OPPORTUNITY ASSESSMENT
Work with management commitment
Set overall assessment
program goals
Organize assessment team
NOTES
NOTES
ASSESSMENT TASKS
Staff assessment team
Collect process and facility data
Prioritize and select
assessment targets
Conduct site visit
Communicate findings
EPA WORKSHEETS
* Assessment team
Site description & personnel
Input materials summary
Products summary
Waste stream characterization
Waste stream summary
Option generation
NOTES
1-2
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SARA SECTION 313( 1)
(4) Mass Balance Definition
For the purpose of this subsection, the term
"mass balance" means an accumulation of the
annual quantities of chemicals transported to a
facility, produced at a facility, consumed at a
facility, used at a facility, accumulated at a
facility, released from a facility, and transported
from a facility as a waste or as a commercial
product or by-product or component of a
commercial product or by-product.
NOTES
NOTES
STAFFING THE ASSESSMENT TEAM
Facilities, environmental & process
engineering
Safety & health
Materials control/scheduling
* Product/QA
Purchasing
STAFFING THE ASSESSMENT TEAM
(Continued)
Legal
Finance/accounting
Personnel from other plants
Outside assistance -- consultants
NOTES
1-3
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MANAGING THE ASSESSMENT TEAM
Find a "cause champion", with the
following attributes:
NOTES
NOTES
MANAGING THE ASSESSMENT TEAM
Familiar with the facility, production
processes, and its waste management
operations
Familiar with the people
Familiar with quality control
requirements
Good rapport with management
Familiar with new production &
waste management technology
INFORMATION REQUIREMENTS
Company policies on waste minimization
(description of program)
Process flow diagrams and
facilities' layout
Key facility personnel --
experience & training
Operating manuals
Contracts with equipment vendors
and waste management firms
NOTES
1-4
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INFORMATION REQUIREMENTS
(continued)
* Purchasing records
State and local regulations
RCRA information -- manifests, annual
reports, plans, and permits
Hazards communication materials
Enforcement proceedings
NOTES
NOTES
WASTE STREAM INFORMATION
Determine point of generation
Detail subsequent handling
"Hazardous" vs. non-hazardous
Physical and chemical characteristics
Quantities
Potential variations in production rate
Potential for contamination or upset
True costs for management
SITE INSPECTION GUIDELINES
Establish agenda''
Schedule when process in operation-
Monitor operation at
different times
Interview all operators and
supervisors
NOTES
1-5
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SITE INSPECTION GUIDELINES
(Continued)
Photograph the area
Use GOP checklist
Assess organizational structure
Assess administrative controls
NOTES
NOTES
THREE PHASE ASSESSMENT
1. Good operating practices checklist
2. Checklist derived from process- and
waste-specific information
3. U.S. EPA assessment checklist
GOP ELEMENTS
Management initiatives
Inventory control
Waste stream segregation
Material handling improvement
Scheduling improvements
NOTES
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GOP ELEMENTS
(continued)
Spill/leak prevention
Preventive maintenance
Process documentation
Employee training
INFORMATION-DERIVED CHECKLIST
EPA assessment and industry report
State waste minimization reports
Trade organization efforts
Literature
1-7
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REPORTING RESULTS
Detailed report to management
with executive summary
Summary to personnel
Current status of off-site
waste management
Suggested options for implementation
REPORTING RESULTS
(Continued)
Estimated cost and time
for implementation
Recommendations for extending
waste minimization efforts and
keeping assessments current
1-8
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USING AN AUDIT TO IDENTIFY
WASTE MINIMIZATION
OPPORTUNITIES
Presented by:
Donovan Duvall
PEER Consultants, P. C.
2-1
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WHAT DOES THE AUDIT TELL US?
* Some information that Is obviously
pertinent to waste minimization
* Some information that might not be considered
in the context of waste minimization
NOTES
NOTES
INFORMATION CONCERNING WASTES
* Volume (mass) of specific waste streams
Costs for disposal
Costs for Internal management
SOURCES OF WASTE
* Production process related wastes
* Maintenance related wastes
* Inventory related wastes
* Internal waste management
related waste
2-2
NOTES
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DEFINITION OF PROCESS AS INTERRELATED
SET OF UNIT OPERATIONS
* Define the operation itself
* Define the input materials
Define the product
Define the waste stream
PROCESS FLOW DIAGRAM
Exit
OP «2 / Wast* *2
2-3
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REALISTIC OPPORTUNITY POINTS
* Some points may be judged
as being clearly unrealistic
* Other points should be
considered realistic
NOTES
NOTES
CRITERIA FOR PRIORITIZING
OPPORTUNITY POINTS
* Volume (mass) of waste
* Hazardous nature of waste
* Cost to manage waste
COST TO MANAGE WASTE
* Cost of internal treating operations
* Contribution of each waste to internal
treatment costs
* Contribution of each waste to off-site
disposal costs
NOTES
2-4
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NOTES
ASSIGNING RESPONSBILITY
Input
Wast
Input Waste « 1
Input Wast* »2
Treatment
Plant
Output
£
Waste
NOTES
ASSIGNING RESPONSBILITY
EVALUATION OF
UNIT OPERATIONS
Directly from inputs and outputs
If not possible, start at waste
leaving plant and work backwards
Work through treatment plants, blend
points, etc. until unit operations
are reached
2-5
NOTES
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PROCESS FLOW DIAGRAM
Materials » 1
Materials «2
Materials »3
Unit \ WasU «1 B|end
OP*1 / \ Point
Unit
OP*2 / Wast«*2
Unit X Wa«te*3
OP*3
\
Exit
PROCESS FLOW DIAGRAM APPROACH
FOR IDENTIFYING WASTE MINIMIZATION
OPPORTUNITY POINTS
* Source of a waste flow
Point at which waste streams
join
* Any connection point between
unit operations
2-6
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ANALYSIS PROCEDURE TO IDENTIFY
WASTE MINIMIZATION OPPORTUNITIES
* Consider all final wastes leaving
the plant
must know volume and cost of disposal
individual unit operations contribution
to final waste
NOTES
NOTES
ANALYSIS PROCEDURE TO IDENTIFY
WASTE MINIMIZATION OPPORTUNITIES
Continued
* Backtrack each final waste stream
to the unit operations
at treatment or blend point assign
responsibilities for output waste
at each treatment, volume changes
and costs added
- assign some share (%) of output
waste volume to each input waste
assign some share (%) of output
waste cost to each input waste
ANALYSIS PROCEDURE TO IDENTIFY
WASTE MINIMIZATION OPPORTUNITIES
Continued
Backtrack each final waste stream
to the unit operations
continue stepping through intermediate
treatment/blend operations until
originating unit operation is reached
repeat this for all output "final"
wastes and for all "recycled" material
2-7
NOTES
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PROCESS FLOW DIAGRAM
Materials #1
Materials #2
Materials #3
Materials #4
Unit \ Waste *1
OP #1
Unit
OP #2 / Waste #2
Unit Y Waste #3
OP #3
Unit
OP #4
Waste #4
Product
Exit
Exit
NOTES-
2-t
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COST/BENEFIT ANALYSIS
Presented by:
George Beetle
George Beetle Company
3-1
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BENEFIT-COST CONCEPTS
Appropriate for public spending questions.
Not relevant to industrial plant decisions.
Plant managers must use more direct methods.
NOTES
NOTES
PLANT-LEVEL FINANCIAL EVALUATIONS
Direct estimation of local costs and gains.
% Consolidation of timing differences.
Comparative assessment of alternative actions.
OBJECTIVES
To justify actions proposed or taken.
To secure sanior man^g^ment authorization.
3-2
NOTES
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ISOLATING RELEVANT COSTS AND GAINS
Focus on actions proposed to reduce waste.
Account for all affected costs & gains.
Don't bother with anything not changed.
NOTES
NOTES
WHERE ARE THE DATA YOU NEED?
Company records, of all kinds.
Personal experience of staff.
HOW DO YOU START?
Organize data on a process-specific basis.
Be sure you are assessing local conditions.
Define the problem in explicit terms.
3-3
NOTES
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ESTIMATE UNIT COSTS
Method simplifies comparisons needed.
Assures consistency and completeness.
Requires defining resources, units, costs.
NOTES
NOTES
ESTIMATING DIRECT COSTS
Start with base conditions as standard.
Measure increases or reductions from base.
Estimate resource quantities needed,
base and differential.
Keep annual and investment aspects separate.
Be sure to include all effects.
Waste management costs
Liability exposure costs
ESTIMATING GAINS
Improvement of product.
Secondary revenue sources.
Reductions of material quantities or costs.
Reductions of labor costs.
3-4
NOTES
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CONSOLIDATING COSTS AND GAINS
Discount analysis; time value of money.
% Corporate or plant threshold interest rate.
Use:
Present value of recurrent costs.
or
Annualized costs of investment.
Annualized costs better if inflation matters.
ASSESSING MARGINAL ADVANTAGE
Compare alternatives at prescribed interest rate.
Calculate internal ROI for each alternative.
Perform sensitivity analysis to test stability.
Incorporate inflation effects where relevant.
3-5
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~"N
MANAGEMENT CONCEPTS FOR
WASTE MINIMIZATION
"UTILIZING OUR HUMAN RESOURCES"
Presented by:
Kenneth Yost
\
V
4-1
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AUDIT TEAM
USING AN AUDIT TO IDENTIFY
W/VSTf MINIMIZATION OPPORTUNITIES
PEOPLE COST/BENEFIT ANALYSIS
NOTES
NOTES
POLLUTION PREVENTION
DOES NOT USUALLY DRIVE
ORGANIZATIONAL OR MANAGEMENT
CHANGES
CHANGES USUALLY DRIVEN BY
Profitability demands
Quality needs
Personnel needs
NOTES
4-2
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BUT CERTAIN MANAGEMENT
OR ORGANIZATIONAL CHANGES
GIVE POLLUTION PREVENTION AS
AUTOMATIC "FALLOUT"
NOTES
NOTES
IN FACT, "WASTE" MINIMIZATION
MAY REQUIRE SOME MANAGEMENT
CHANGES
CONCEPTS
Cell/focused processes
Just-In-Time inventory
Team management
Doing it Right The First Time
Access to "unusual" resources
4-3
NOTES
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THE "CONCEPTS"
Can stand alone
Apply equally to manufacturing
plants and small offices
But are extremely
effective together
NOTES
NOTES
CELL/FOCUSED PROCESSES
Space concerns
Time concerns
Quality concerns
CELL/FOCUSED PROCESSES
Subplants Arranged For
Worker convenience
Minimum space/time between units
Integrated (complete) process
NOTES
4-4
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NOTES
NON-FOCUSED PLANT ARRANGEMENT
(Conventional)
AW
MATERIALS
NOTES
TYPICAL MATERIAL FLOW
NON-FOCUSED PLANT
FINISHED
GOOD:
TRADITIONAL PRODUCTION / Q.C. RELATIONSHIP
NOTES
FINAL
INSPECTION
4-5
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FOCUSED MANUFACTURING CELL
NOTES
PRODUCT FAMILY 'A' CELL
PRODUCT FAMILY 'A
NOTES
CELL/FOCUSED PROCESS BENEFITS
Minimization of material movement
- fewer spill/damage losses
Improved product quality
- less "off-spec" product wastage
Minimization of materials "in the queue"
Minimization of space
Leads into J-I-T inventory control
HOW TO IMPLEMENT CELL/FOCUSED
PROCESS CONCEPT
Rearrange Process Equipment Work
Areas & Storage Areas Using
Input/Guidance From:
Process engineering
Production labor force
Support staff (e.g., plumbers,
electricians, etc.)
NOTES
4-6
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IMPLEMENTATION GUIDELINES
Cell/Focused Processes
Minimize space between
unit operations
Minimize number of
transfer points
Design for "management
by eye"
Integrate production &
Q'.C. into one concept
NOTES
NOTES
JUST-IN-TIME
INVENTORY CONTROL
Match Output Required:
To throughput ability
To customer requirements
WHAT IS J-I-T?
An Inventory Control Concept Which
Prevents overproduction
Allows fast response to customer needs
Minimizes materials inventory
Allows rapid Q.C. checking of input and output
Prevents aging or damage losses in
inventory
NOTES
4-7
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HOW TO IMPLEMENT J-I-T
Determine production rate required
- usually is market driven
Determine realistic process
throughput rate
Match process operation to
required production
- e.g., more process lines or
reduced operation time
NOTES
NOTES
HOW TO IMPLEMENT J-I-T
(Continued)
Determine material input
rates required
Determine "container size"
for process needs
Specify your requirements
to vendor/supplier
J-I-T BENEFITS
Minimization of product inventory
- less aging or damage losses in storage
Minimization of input material inventory
- faster quality check of material spec's
- less over-age material wastage
Input material "container' matches your
process needs
- material delivered when and how you need
- less "dried-out-can" wastage
NOTES
4-8
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Cell/Focused Processes
Merge Well With
J-I-T Inventory Control
NOTES
NOTES
Both Concepts Call For
Increased Worker Responsibility
And Accountability
CONCEPTS REQUIRE:
Use of group technology
Cross-training of workers
Heavier emphasis on scheduling
Preventive maintenance
4-9
NOTES
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Concepts Are Implemented
Best By Change
In Organizational Structure
And Management Approach
NOTES
NOTES
TEAM MANAGEMENT
Give responsibility to those
who really have it anyway
TEAM MANAGEMENT
Trust
Empowerment
Rewards
NOTES
4-10
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TRUST
We're all in this together
NOTES
NOTES
TRUST
Labor and management have
equal, however, different
responsibilities
Dependent on each other
for survival
11 THE CONCEPT "
Management and Labor Share Information
Profit/loss
Future business potential
Status with competition
What waste management costs
- direct
- hidden
NOTES
4-11
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EMPOWERMENT
Delegate authority
Delegate responsibility
So that employees can
TAKE ACTION
NOTES
NOTES
EMPOWERMENT
Employees determine how to
manufacture
Inspection is built into
the manufacturing process
REWARDS TO MATCH
RESPONSIBILITY
Employment now
Improved security for future
Profit sharing
Pride
4-12
NOTES
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IMPLEMENTING TEAM MANAGEMENT
"Crawl Before You Walk"
Start with small "bites"
- one operation or small process
Build on success
- expand to a full process or product
Go to logical conclusion
- establish the concept throughout the plant
NOTES
NOTES
SMALL BITES GIVE YOU
Good control
Quick results
Minimal risks
EXAMPLE OF WHAT CAN BE DONE
Going from
"Trust me" management
through
"Negotiations" approach
to
"Mutual trust" management
NOTES
4-13
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PROBLEM:
Make the product we have always made
Outsource (foreign suppliers)
NOTES
NOTES
WHAT HAPPENED:
Step 1
Management developed a production
approach "of their own"
Outsource supplier's price was 60%
of best price estimate
WHAT HAPPENED:
Step 2
Management & labor negotiated
(a "what will you give up" approach)
Best price = 90% of original estimate
(still could not beat outsourcing)
NOTES
4-14
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WHAT HAPPENED:
Step 3
Labor asked for opportunity to develoo
an approach
- "Give us all the info and see what
we can do."
Labor came back with a bid based on the
worker's having both authority a responsibility
Price estimate fully competitive with
outsource
NOTES
NOTES
BOTTOM LINE
Employees volunteer
Employees are trained
Dedicated work units
BOTTOM LINE
(Continued)
Employees determine how to
improve process
Employees solve material &
quality concerns
Employees find and develop
opportunities to minimize waste
NOTES
4-15
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BOTTOM LINE
(Continued)
Management provides support
and resource people to assist
as requested
NOTES
NOTES
SUMMARY
Small groups
Responsibility at the most
effective level
Rewards that match responsibility
YOU WILL ACHIEVE:
5-20% productivity improvement
increased staff or capital requirements
Much of this productivity improvemeni will
be accompanied by (or even causec by) a
reduction in waste streams
Employees will feel good about t-.eir
contributions
Your customers will see you as a stable
efficient and innovative person/company
NOTES
4-16
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DOING IT RIGHT
THE FIRST TIME
NOTES
NOTES
CONCERNS
Deadlines
Resources
Budgets
Technology
Waste and its liabilities
HISTORIC SOLUTIONS
Extend Timetables
Overrun budgets
Lack of resources as an excuse
Lack of technology
NOTES
4-17
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HISTORIC RESULTS
Program delays
Not meeting expectations
Loss of profits
Request new programs to
correct deficiencies
NOTES
NOTES
THE " DIRTFT " CONCEPTS
Invest time & energy up front
to specify requirements
Communicate the requirements and
obtain feedback on understanding
" DIRTFT " CONCEPTS
(Continued)
Research technology do not
legislate invention
Establish an agreed budget &
timetable with all participants
NOTES
4-18
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BOTTOM LINE!
You will accomplish difficult
assignments.
You will be regarded as a
"make it happen" person.
You will be assigned the
important projects.
NOTES
NOTES
WASTE MINIMIZATION INVOLVES
PEOPLE
ACCESSING
Unusual resources
NOTES
4-19
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EXAMPLE
Co-op students given the challenge
to reduce waste
NOTES
NOTES
STUDENTS INVOLVED IN
WASTE MINIMIZATION
Management invested 10% of student's
time to work on waste minimization
$1.000,000 of waste minimization savings
were obtained year after year
LIMIT
Students not allowed to change
plant process
Therefore, savings all related
to changes in waste management
NOTES
4-20
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WASTE MINIMIZATION SAVINGS
Recycle
waste
materials
Recycle
raw
materials
Recycle
obsolete
tooling
Other
40 60
PERCENTAGE
80
100
THESE " CONCEPTS " FOSTER
Waste minimization
Material maximization
Quality maximization
Productivity maximization
Profit maximization
4-21
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r
SUMMATION
Presented By:
Robert Pojasek, Ph. D.
ChemCycle Corporation
J
5-1
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WASTE MINIMIZATION PROCESS
* Planning
Assessment
Feasibility study
Implementation
* Communication
NOTES
n
COLLECTING INFORMATION ON
YOUR INDUSTRY
EPA case histories
State program information
Trade organization programs
Literature
* Equipment vendors
Consultants
TIPS FOR SUCCESSFUL
FEASBILITY STUDY
Complete information base
Full menu of options
5-2
NOTES
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WASTE MINIMIZATION TECHNIQUES
SOURCE REDUCTION
RECYCLING
(ONSITE and OFFSITE)
Product Changes
Source Control
Use and Reuse
Reclamation
Input Material
Changes
Technology
Changes
Good Operating
Practices
Source:EPA/625/7-88/003
Product Changes
-Product substitution
-Product Conservation
-Change In product
composition
Use and Reuse
Return to original
process
Raw material substitute
for another process
Reclamation
-Processed for
resource recovery
-Processed as a
by-product
Input Material
Changes
-Material purification
-Material substitution
Technology
Changes
-Process changes
-Equipment, piping, or
layout changes
-Additional automation
-Changes In operational
settings
Good Operating
Practices
-Procedural measures
-Loss prevention
-Management practices
-Waste stream segregation
-Material handling
Improvements
-Production scheduling
5-3
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TECHNOLOGY EVALUATION PHASES
Feastoftty study
Treatment /treatabBrty testing
« PBot-scale testing
Fufl-scale implementation
NOTES
NOTES
TESTWG REQUIREMENTS
Scale - bench & pilot
* Unit availabiity
Test parameters
Number of tests
Amount of material required
Testing to be conducted
IMPLEMENTING TECHNOLOGY
OPTIONS
* Prequafify equipment suppfiers
after search
Prepare plans and specifications
Conduct briefing
Select and contract with
supplier/ contractor
NOTES
5-4
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PLANS & SPECIFICATIONS
Instructions to bidders
Technical proposal format
Schedule of prices
Standard form of agreement
General conditions of contract
Supplementary conditions
Division 1 - general requirements
Division 2 - sitework
NOTES
NOTES
OTHER IMPLEMENTATION STEPS
Construction management/shake-down
Operation & maintenance manuals
Documentation of results - amount
saved per unit production
Update program
WORKMG WITH A VENDOR
Make sure your engineer agrees to, or
develops vendor plans and specifications
Avoid use of "free" engineering from vendor
especially to estimate and contain costs
Watch specification of peripheral equipment
Should have independent value engineering
Confidentiafty considerations
NOTES
5-5
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VENDOR CAPABILITIES
* Development of other technologies
Completion of pilot-scale tests
Personnel experience, dedication and credentials
Testing program capability for your application
Capability of scafeig equipment
Certification against equipment failure, service
COMMUNICATIONS
Detailed report to management with
executive summary
Summary to personnel
Current status of off-site waste management
Suggested options for implementation
Estimated cost and time for implementation
Estrnated savings
Recommendations for extending waste mini-
mization efforts and keeping audrts current
5-6
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