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 ------- 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. ------- THE AUDIT PROCESS Presented By: Robert Pojasek, Ph. D. ChemCycle Corporation 1-1 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- USING AN AUDIT TO IDENTIFY WASTE MINIMIZATION OPPORTUNITIES Presented by: Donovan Duvall PEER Consultants, P. C. 2-1 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- COST/BENEFIT ANALYSIS Presented by: George Beetle George Beetle Company 3-1 ------- 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 ------- 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 ------- 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 ------- 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 ------- ~"N MANAGEMENT CONCEPTS FOR WASTE MINIMIZATION "UTILIZING OUR HUMAN RESOURCES" Presented by: Kenneth Yost \ V 4-1 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- r SUMMATION Presented By: Robert Pojasek, Ph. D. ChemCycle Corporation J 5-1 ------- 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 ------- 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 ------- 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 ------- 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 ------- 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 ------- |