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Company name: __________________________ _ Location: ________________________________ Date: ___________________________________ Alternative description: _____________________ Alternative tracking number: ________________ _ Estimated Project Duration Space Requirements Implementation Cost Machine costs Machine cost Site development Material costs Building modification costs Permitting and inspection costs Contractor fees Start up costs Initial training costs Operating expenses Utility cost impacts Input material changes Labor cost impacts Supervision cost impacts Maintenance cost impacts Operating and maintenance supply impacts Changes in overhead costs Operating savings and revenue Reduced solid waste disposal costs Revenues from increased sale of recyclable material Revenues from the sale of by products Waste Reduction Volume Cycle Time Product Quality Safety Actual % Difference Comments
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Waste minimization validation worksheet.
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program is working. New product or process changes should also be evaluated at the onset to ensure that the design minimizes environmental impact. This is easily accomplished by adding waste minimization review to the new product or process checklist or standard operating procedure. The waste minimization program is a continuing process versus a one-time project. Generally, the rst waste assessment and implemented alternatives will target only the high-volume waste streams. Once these high-volume streams have been reduced, the team can focus on smaller volume waste streams. From a systems standpoint, the ultimate goal of the team is to minimize all input materials into the facility and by-products generated by the facility. The frequency at which the additional waste assessments are conducted will depend on the budget of the company. In general, organizations that conduct assessments 1 to 4 times per year have achieved paybacks. In addition, if there are special circumstances that indicate the
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THE GENERAL APPROACH FOR A SOLID WASTE ASSESSMENT
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need for further review, a waste assessment should be conducted. These special circumstances include
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A change in raw material or product requirements Higher waste management costs New regulations New technology A major event with undesirable environmental consequences (such as a major spill)
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To be truly effective, an organizational culture of waste minimization must be fostered within the organization. Executive management must ensure this through repeated communications and acknowledgements for success stories from individuals or business units. This will make waste minimization an integral part of the organization s operations.
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9.1 Introduction
Training is a critical element of any successful program launch. Training teaches all affected employees the how of each process change. This is in contrast to an education program that teaches the why behind a process change. Both are very necessary ingredients, but training s main thrust is the execution system. This training should be centered on the employees actually performing the waste minimization processes. The training should focus on an understanding of the basic principles behind the waste minimization efforts and the wise application and integration of these tools with other and current techniques. A just-in-time training approach is usually most effective so that employees will be applying the training very shortly after learning the concepts. A word should also be said regarding the delivery of the training. Poor delivery of training material can turn even the best material into a boring exercise that fails to impart useful know-how. The true test of effective training is not an enthusiastic student evaluation, but rather the student s ability to perform new tasks effectively on the job.
9.2 Strategy
The key strategy to training involves organizing and delivering material in such a way that trainees can immediately apply the concepts. The training will be fresh in their minds and their level of excitement with the waste minimization project will be at its highest. On-the-job application is also highly recommended at the shop oor level. For example, if a new cardboard baler is installed, the operators should be given a detailed training session on the machine s operation, a standard operating procedure, a safety talk, and a list of contacts in the event the machine malfunctions or if they have improvement ideas. One-on-one coaching should also be made available as needed.
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