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34.2 Waste Management Goals and Opportunities
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The majority of solid waste generated by this sector are paper and plastics. Table 34.1 displays the composition breakdown based on survey results. As shown in the table, the recycling rate for this sector is approximately 30 percent. As derived from the solid waste evaluation model discussed in Chap. 12, the equation that estimates the annual waste generation per year per employee for this sector can be calculated from the following:
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Tons of solid waste generated per year = 2.97 number of employees 1.73 solid waste disposal cost per ton 56.22 if the company is ISO 140001 certi ed + 412.8
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TABLE 34.1 MACHINERY AND TRANSPORTATION-EQUIPMENT MANUFACTURING INDUSTRY SOLID WASTE COMPOSITION (SURVEY RESULTS) MATERIAL COMPOSITION (%) RECYCLING (%)
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Paper Mixed of ce paper Newspaper Plastics LDPE HDPE PET PVC PP Wood Metals Ferrous metals Nonferrous metals Composite metals OCC (cardboard) Food Waste Rubber (tires) Chemical/oils Glass Fabrics/textiles Yard waste Other Overall recycling level
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23 6.7 21 6.5 2 0.6 17 6 4 3 2 2 4.9 1.7 1.1 0.8 0.6 0.6
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34.3 Economics
The economic downturn, higher gas prices, and cyclical patterns of the automotive market in the United States have negatively impacted the demand for automobiles. To compound the issue, the United States is shifting from large-vehicle production to smaller more fuel-ef cient vehicles. Not only are U.S. auto manufacturers generating less revenue, they are investing in the equipment and processes to move toward smaller-vehicle production. This reduces and in some cases eliminates any free-capital funds to invest in waste minimization activities, such as equipment purchases.
INDUSTRIAL AND COMMERCIAL MACHINERY INCLUDING AUTOMOTIVE MANUFACTURING
34.4 Constraints and Considerations
The machinery and automotive-manufacturing sector faces several unique challenges and considerations. As mentioned in the previous section, the economy of this sector has taken a downturn, reducing potential funding for environmental projects. This creates a situation where only low-cost process changes may be justi ed and larger capital-investment projects may have to be put on hold. A key consideration in this sector is public image. Competition can be erce and the perception of a brand can signi cantly impact sales and customer loyalty. Many of these organizations are using advertising to demonstrate their levels of environmental awareness in terms of waste reduction and lower vehicle admissions. This also trends to the suppliers in this sector, creating pressure for these organizations to become green as well. This impacts the supply chain and purchasing decisions throughout the industry. Another constraint that is gaining support from headquarter of ces is to implement waste reduction or any other similar projects. Particularly in the automotive sector, the decision process to justify capital expenditures extends well beyond the facility. In some cases, even if a proposed project is justi ed economically it can be rejected at the headquarter level due to lack of capital funds or the lack of perceived integration into corporate strategy. From a facility level, constraints and considerations include contamination issues and the use of available space to stage and store recyclables. Cutting uids, oils, and paints are used frequently in machinery manufacturing. If not controlled properly, these uids can contaminate normally recyclable materials, rendering them hazardous, for example, if lubricating oil from a crankshaft contaminates wood pallets. From a space standpoint, many manufacturing facilities are utilizing all available space, creating dif culties when an area must be identi ed to stage recyclables. This applies to both the interior and exterior of the building. Loading dock congestion and determining an outside space to stage a roll-off recycling container can be challenging.
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