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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