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1. Does your company have a written environmental policy Yes No If yes, does this policy include solid waste prevention Yes No 2. Is there a solid waste prevention program in place Yes No Is there a quality management program in place Yes No Is there an employee involvement program to improve operations Yes No If yes, please explain your employee involvement program: ____________________________________ _ _______________________________________________________________________________ ___ ___ 3. What are the priority areas where solid waste prevention efforts should be focused _____________ _ ____ ______________________________________________________________________________ ____ _ __ _______________________________________________________________________________ _____
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4. Please indicate any barriers to the procurement of recycled materials: Inadequate performance Corporate policy Engineering specifications Price Other __________________________________________________________________ 5. Please indicate any current procurement policies used by your company: Recycled content products Reusable containers Recyclability of materials concerns Environmental friendliness Minimum packaging Other __________________________________________________________________ Comments:
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STEP 3: PROCESS MAPPING AND PRODUCTION ANALYSIS
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SUMMARY CATEGORY OPERATIONS TRANSPORTS INSPECTIONS DELAYS STORAGES TOTALS NO. DIST.
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PROCESS DESCRIPTION: COMPANY/LOCATION: RECORDED BY: DATE:
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Process owchart form.
Core processes must be broken down into enough detail to understand, monitor, manage, and analyze performance. As a general rule, processes must be described using the three general steps to create a process map dissussed in the previous paragraph before improvement teams are able to deal with them adequately. Figure 8.14 shows a data collection form that can be used when creating the process map and owchart. Figure 8.15 shows the process charts that were created during the case study example. The primary purpose of the production analysis is to determine annual production rates (or capacities) and related cyclical patterns. These production rates will relate directly to the amount of waste generation by each cycle, whether the cycle is a week, month, or quarter. Figure 8.16 shows a capacity model worksheet that could be used to aid in this process. To calculate the capacity, the following information will be needed:
Annual forecast Cycle time
CYCLE TIME
OPERATION
TRANSFER
DISTANCE
STORAGE
DELAY
THE GENERAL APPROACH FOR A SOLID WASTE ASSESSMENT
Paste mixing and pasting material flow diagram Raw materials Expander fiber water acid lead oxide Grids paste expanded grids plastic sheeting Waste streams
Paste mixing
Miscellaneous fiber defective paste mixture
Pasting
Defective plates corrugated spools plastic sheeting
Flash dry
Defective plates
Curing
Defective plates
Process map example.
Ef ciency (versus cycle time) Time available Utilization (uptime of the machine)
For the case study example, the company was capable of producing 25,000 batteries per year, with a cycle time of 8.4 minutes per battery over 250 production days per year operating in two 7-hour shifts (8-hour shifts minus 1 hour for breaks).
Company Name
Title (capacity model)
Location (city, state)
Date:
Production Parameters Days per year Hours per shift
233 8
Production area Item # Annual Forecast (units) 100,000 Daily Forecast (units) 429
Operation
Time Required Cycle Parts per Time Cycle (minutes) (pcs/cycle) 1.10 2
Time Available Efficiency (percent) 90% Hrs Reqd Per Day (hrs/day) 4.37 Shifts Per Day (shifts/day) 2 Utilization (percent) 90% Hrs Avail Per Day (hrs/day) 14.40 Loading (percent) 30.36%
1.0 LATHE 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0
Production analysis example.
STEP 4: SOLID WASTE SORTS
8.5 Step 4: Solid Waste Sorts
Solid waste sorts provide detailed data regarding the composition of an organization s waste stream. Via the data collected from the solid waste sorts, the organization s waste stream can be characterized into the various materials that comprise the entire stream, including the annual amounts generated and the percentage that each component contributes to the entire waste stream. These data are invaluable when evaluating cost-effective methods or process changes to divert these components from land lls. The waste sort itself is affectionately referred to as dumpster diving, since the team will physically collect, sort, and weigh a representative sample of the organization s waste. The remainder of this section discusses the process to conduct a waste sort, including the required preparation, tools required, a step-by-step guide, and also provides data collection forms.
8.5.1 PREPARATION
Before scheduling the actual waste sort, some preparation work is required, including a team meeting to discuss several items to ensure a smooth project. Speci cally, the following items should be addressed and nalized prior to the sort:
Hold a team meeting Create a waste assessment plan and assign roles and facility areas of responsibility Conduct waste sort training Review a layout of the facility Gather the needed tools and equipment Assign data collection roles to temporary team members Prepare the data collection forms Hold a custodial staff meeting Disseminate employee messaging regarding the sort and what to expect
The team meeting prior to the waste sort should be held to get the team on the same page. The primary outcomes from this meeting are training and creating a waste sort plan. The training should be conducted by the technical expert and focus on the use of tools and data collection form. The waste sort plan should assign team members to the various areas of the facility to conduct data collection effectively and ef ciently. The equipment required for the waste sort includes
Gloves Yard sticks Plastic bags Scales Clipboards (with the data collection form)
Based on the size of the facility, it may be necessary to recruit additional support to collect data during the waste audit. If additional help is used, these individuals should
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