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Oftentimes, the waste minimization team will discover that the various departments in the facility are working on similar projects and often had the same frustrations. For example, two departments may be recycling aluminum cans, but not utilizing the same vendor or method, reducing leverage against the vendor. There can be a lack of synergy between departments and no established method for them to communicate. The need for mentoring and communicating lessons learned can be satis ed in a variety of ways. Many organizations have been successful in accomplishing this goal by creating a Web site or intranet to discuss the current waste minimization projects, goals, and results. The internal Web site can contain
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A list of current projects and results A project-selection process that maps steps Templates for project proposals Templates for project reports Presentations completed by the waste reduction team and management Lessons learned Contests for projects of the month
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Coordination of the waste minimization projects and Web site is critical to the communication efforts; if the Web site is not maintained, it is better not to use one. The waste minimization team leader or a dedicated executive leader is the best individual to monitor and control this Web site and facilitate communication. If this function is overlooked, an organization can waste time and resources in completing similar projects and constantly reinventing the wheel. A key component of the communication process is project reports and status updates to upper management. These reports should be created in a one-page executive summary format. An effective report can consist of a few good tracking charts and associated text description. A periodic review process is a good idea as well.
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Company Name:_ _____________ _ Location: ___________________ _ Date: _____________________ __ Tracking Number: _____________ Project Description
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Team Leader:_________________________ _ Team Members: _______________________ _
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Waste Reduction Goal (tons/quarter) Actual Waste Reduction (tons/quarter) Percent Difference Reasons for Differences (if needed)
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Corrective Action Plan (if needed)
Cost Reduction Goal ($/quarter) Actual Cost Reduction ($/quarter) Percent Difference Reasons for Differences (if needed)
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Please include year-to-date waste and cost reduction graphs
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An established process with periodic written evaluations for every accepted project is an ef cient method to brief upper management. An appropriate time frame should be established for these periodic reports, usually quarterly or monthly will suf ce. A standardized template should be developed to report on each project. This will make it much easier for upper management to evaluate the projects and for comparison purposes. Graphs and charts often tell the best story on each project. Figure 10.1 shows a template that may be used for these periodic reports.
THE ROLE OF CREATIVITY, INVENTION, AND INNOVATION IN SOLID WASTE MINIMIZATION
Creativity, invention, and innovation are necessary skills within an organization to create a sustainable and continuously improving waste minimization program. The executive team must create an environment that fosters these skills and rewards employees who exhibit them. A culture of innovation may also have positive effects of the organization in other ways and lead to competitive advantages in terms of cost reduction and product or service offerings. This chapter gives ideas and concepts regarding the creation of a culture and infrastructure that foster creativity. Creativity is de ned as is a mental process involving the generation of new ideas or concepts, or new associations of the creative mind between existing ideas or concepts. Invention is the creation of new and useful things. Innovation is transforming an invention or idea into a pro table good or service. EPA has placed a huge emphasis on the need for innovation. In 2002, EPA laid out a strategy for achieving better environmental results through innovation. This important framework recognizes that environmental problems are becoming increasingly complex, and that new ways of thinking and doing are needed to fully address them. Developed by EPA s Innovation Action Council, the strategy is based upon previous experiences with innovative approaches, careful consideration of recommendations from outside policy groups, and discussions with the states and a variety of stakeholders about the best ways to achieve environmental progress. It focuses EPA on nding solutions to a set of priority problems, developing new tools and approaches that can enhance problem solving, strengthening the innovation partnership with states and tribes, and fostering innovation through EPA s culture and organizational systems. There are numerous methods to enhance innovation at any organization and to improve processes and products or services. The two areas that an organization has control over when it comes to creativity are creating an environment that fosters creativity and hiring creative employees.
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