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8 years in 1996. The mill has the added dif culty of not being able to land ll the waste in a municipal solid waste land ll due to the waste s high water content. Reducing generation of waste ber and solid waste at the facility will extend the life of the land ll and is an important goal for the company. Developing a formal pollution-prevention program and performing the associated assessments can often help companies identify Pollution Prevention (P2) options, even if they are already doing P2. Performing initial and detailed assessments of pollutionprevention opportunities is an integral part of developing a P2 plan. The mill owners were a little skeptical of the program at rst, because they were already aware of pollution-prevention concepts and had implemented some projects. However, the company used the P2 process (as required in the Supplement Environmental Project [SEP]) to de ne previously unidenti ed projects, better track waste streams and their associated costs, and to reinvestigate previously identi ed projects that had never been implemented. The mill developed a P2 team that included members of all levels, from staff to upper management. Empowering the team to make decisions on behalf of the company resulted in more timely development and implementation of the P2 program. Pollution prevention was a success at the mill, in part, because management was willing to commit the necessary resources to develop the program. While the implementation of P2 projects identi ed in the assessment did require capital investments from the company, the initial investments for the projects have been recovered through annual cost savings. Twenty-two potential P2 projects were identi ed in the assessment process, and at publication of this case study, 19 of these projects had been implemented by the company. Implementation and results of the projects are brie y described below. The projects are sorted into various groups by type of project. Cost savings are indicated for each project when available. The cost savings presented below will vary according to market prices. In the papermilling business, pro ts and expenditures are heavily dependent on current market prices of paper ber. The mill purchases predominantly waste ber, which ranges from $200 to $400 per ton, and at time of publication, was around $250 per ton. The paper machine improvement projects represent the largest savings for the company from P2 projects. These projects alone have improved plant yield by over 1 percent. The rst project involved diverting approximately 3.6 tons per day of ber rejected by the paper machines to the de-ink plant to be used as raw material. Formerly the ber was discharged to the wastewater treatment plant (WWTP). The rejected ber generated from the four paper machine cleaners is now used as raw material instead of lost as waste. This project saves 1300 tons per year of purchased waste ber, for a total savings of $325,000 annually at current ber rates. Last year the mill saved over $500,000. The second project involved diverting one paper machine s electri er reject stream (bleed) to a Johnson screen, instead of to the WWTP. This project had a payback period of only 4 months. The project cost approximately $30,000 to install, and saves the company 1.08 tons per day of lost ber (395 tons annually), for an annual savings of $100,000 at current market value.
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The company is replacing the forward cleaners in the reject loop and improving reject sorter operations to reduce ber losses. The forward cleaners are being replaced in increments of 10 cleaners at a time. The new cleaners operate more ef ciently, reducing ber losses. Since this project is incremental, it is dif cult to measure results, but the company is con dent that they will be saving a signi cant amount of ber and money. To reduce ber losses in the reject sorter at the de-ink plant; improvements included replacing the screen, increasing the dilution ow, and installing a strainer, costing approximately $10,000. This improved plastic scrap going to the land ll and saves the mill $5300 annually, along with the elimination of the disposable totes. The mill also reduced its fresh water usage in the de-ink plant by returning vacuum pump seal water to the reservoir, reducing fresh water usage signi cantly and reducing nal ef uent volume. The company instituted a beverage container recycling program for glass bottles and aluminum cans. The company also extended its paper-recycling efforts to include mixed paper (magazines and newspapers) and corrugated cardboard. These programs were relatively inexpensive to implement, and reduce disposal of solid waste signi cantly. The mill recycles approximately 1.5 tons of waste beverage containers, more than 4 tons of mixed paper waste, and approximately 100 tons of corrugated paper (cardboard) annually. The mill also cuts the metal end caps off their paper roll cores and returns them to the supplier, who recycles them. This project costs approximately $12,000 a year in labor, but reduces solid waste by approximately 55 tons per year. The company continues this project because the reduction in solid waste is substantial. In addition, the mill attempted to reduce the generation of waste paper in its of ce procedures. Prior to the distribution of many in-house reports, the management information services (MIS) department now sends a questionnaire to the distribution list asking whether or not it is necessary to print the report, and who wants copies. While there is not a large nancial incentive for the recycling and MIS projects, the company bene ts by reducing their land lled solid waste, and the employees feel that the company is actively working to reduce solid waste.
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