05 a Sb Prog Imp - Full (1)

1

UNIVERSITY OF SONORAENGINEERING DIVISION

Sustainability

Program

All rights reserved © 2013.

Esquer, Javier; Velazquez, Luis;

Munguia, Nora; Zavala, Andrea.

Sustainable Development Group.

University of Sonora.

Sustainability Program

An Organizational Guide to Pollution Prevention.

U.S. EPA, (2001), EPA/625/R-01/003. Cincinnati, Ohio.

Based from:

The Nothing to Waste Program:

Incorporating Pollution Prevention into Small Businesses.Green Zia Environmental Excellence Program, (n.d.), New Mexico.

Industrial Pollution Prevention Handbook.Freeman, H., (1995), Mc Graw Hill.

Cleaner Production for Small and Medium Enterprises.USAID . (2006). http://www.encapafrica.org/SME/day1.htm

Fundamentals of industrial hygiene.Plog, B.A. and Quinlan, P.J. (eds.), (2002), National Safety Council, 5th ed.

© 2013. Esquer, J.; Velazquez, L.; Munguia, N.; Zavala, A. Sustainable Development Group. University of Sonora.

Toxics Use Reduction Institute.TURI. (2011). http://www.turi.org

III. Process

Characterization*

II. Getting

Started (Planning)*

IV. Occupational &

Environmental Risks

Assessment*

I. Top Management

Commitment

(Support)*

V. Occupational Health

& Safety Controls

Assessment*

VIII. Selecting and

Implementing

Options*

IX. Program

Evaluation*

VII. Technical &

Economic Evaluation*

X. Sustaining the

Program*

VI. Identifying

Opportunities*

Sustainability

Program

U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.

USING PP TOOLS

There is an endless variety of different problem-solving and decision-

making tools available. Most of these tools have been used throughout

the world in a variety of quality programs for more than 50 years. Only in

the past 10 years or so have they been applied to PP projects.

The problem is that environmental managers are often unfamiliar with such

tools. This is beginning to change as more organizations seek to integrate

environmental programs into their core business practices. This

integration effort helps align the ways problems are addressed and

solved within the organization.


And the the Open University's OpenLearn website. http://openlearn.open.ac.uk/file.php/3336/formats/print.htm

SYSTEMS APPROACH TOOLS

• An organization acts as a system.

• The Systems Approach looks at the whole organization, and the parts,

and the connections between the parts.

“Real-World”

Situation



And the the Open University's OpenLearn website. http://openlearn.open.ac.uk/file.php/3336/formats/print.htm

The functionality of the parts depend on how they are connected.



Processes that use resources and generate wastes do not always provide

synoptic information clearly suited for checklist-style presentation.



The Systems Approach relies on intra-organizational teams, not individual

experts, to make decisions.



It is important to identify the process-related reasons for

resource use and loss.

In this context, the Systems Approach

provides management with a

reasonably accurate profile of

process problems.


Using the Systems Approach Tools

• Process Mapping (Process characterization)

• Determining the Cost of the Loss (Activity-Based Costing)

• Selecting P2 Opportunities (80/20 Pareto Principle)

• Analyzing Root Causes (cause and effect, fishbone, diagram)

• Generating Alternative Solutions (Brainwriting)

• Selecting an Alternative for Implementation (Bubble-up/ bubble-down)

• Action Planning


• Process Mapping

• Determining the Cost of the Loss

• Selecting P2 Opportunities

• Analyzing Root Causes

• Generating Alternative Solutions

• Selecting an Alternative for Implementation

• Action Planning

• Top Management Support

• Getting Started

• Characterize Process

• Assess Wastes & Identify Opportunities

• Cost Considerations

• Identify & Implement Options

• Program Evaluation

• Sustain Program

Green Zia / EPA´s Guide to PP

Freemans’ Ind. PP Handbook

Common links

III. Process

Characterization*

II. Getting

Started (Planning)*

IV. Occupational &

Environmental Risks

Assessment*

I. Top Management

Commitment

(Support)*


& Safety Controls

Assessment*

VIII. Selecting and

Implementing

Options*

IX. Program

Evaluation*

VII. Technical &


X. Sustaining the

Program*

VI. Identifying

Opportunities*

Sustainability

Program

Top Management Support.

On this step, the owner shows his/her acceptation to initiate a

Sustainability Program at the shop.

This means that he/she has been informed, and in certain way be

convinced, about the benefits that it would bring to the shop such as

increased productivity, improved service quality, occupational and

environmental health improvement, reduction of potential liability, etc.

Taking all this as a foundation, a Sustainability Policy Statement

has to be written.

This is a document outlining the commitment of the shop to the

sustainability and the ways it will be endorsed.

Because it is unlikely that a small shop has one at place, it is

necessary to create a sustainability policy statement on behalf them.

Preferably, do it along the owner,

at least taken into consideration his/her inputs.


© Foursight Consulting Group Inc. Tayside Vision, Mission, & Values Workshop, April 2006.

http://www.foursightconsulting.com/ideas/tools/Quick%20Refernce%20-%20Creating%20Vision,%20Mission%20and%20Value%20Statements.pdf

Vision Statement (“What is our preferred future?”)

• A vision is a statement about what your organization wants to become.

• All members of the organization should be able to identify with it and it

should help them feel proud, excited, and part of something much bigger

than themselves.

• A vision should stretch the organization’s capabilities and image of itself.

• It gives shape and direction to the organization’s future.

• Visions range in length from a couple of words to several pages; the

shorter it is, the easier it is to remember.

• Effective vision statements are clear, concise, catchy and memorable.

http://www.foursightconsulting.com/ideas/tools/Quick Refernce - Creating Vision, Mission and Value Statements.pdf

Mission Statement (“What business are we in?”)

• When properly constructed, a mission statement should provide a clear,

concise description of an organization's overall purpose.

• A mission statement should answer three questions:

• What do we do?

• How do we do it?

• For whom do we do it?

• This can enable large groups of individuals to work in a unified direction

toward a common cause.

• A good mission statement is compelling, passionate, and energizing.

• It should be risky and challenging, but also achievable.


© Foursight Consulting Group Inc. Tayside Vision, Mission, & Values Workshop, April 2006.

http://www.foursightconsulting.com/ideas/tools/Quick%20Refernce%20-%20Creating%20Vision,%20Mission%20and%20Value%20Statements.pdf

http://www.foursightconsulting.com/ideas/tools/Quick Refernce - Creating Vision, Mission and Value Statements.pdf

Sustainability Policy (“Statement of Intent “)

• A Sustainability Policy is a ‘Statement of Intent’ that can be used to

communicate to staff and customers a commitment to improving

environmental and social sustainability over time.

• A Sustainability Policy establishes an overall sense of direction.

• As soon as your policy statement has been written, it is imperative that it

be formally adopted and ratified within your business.

Tourism and Events Queensland. Factsheet 1.3: Preparing a Sustainability Policy.

http://www.tq.com.au/fms/tq_corporate/industrydevelopment/Factsheet%201_3-Preparing%20a%20Sustainability%20Policy.pdf

http://www.tq.com.au/fms/tq_corporate/industrydevelopment/Factsheet 1_3-Preparing a Sustainability Policy.pdf

The University of Sonora is an autonomous, public institution of higher

education engaged in the training of professionals involved with the society in

its transition to sustainable lifestyles.

In the context of its mission, in its commitment to Sustainable Development, and

in recognition of the responsibility of human beings and their ability to take

and shape their destiny,…

… the institution adopts a sustainability policy that promotes in the university

community a culture aimed at preventing, eliminating and/or reducing

environmental and occupational hazards and negative impacts generated in

the fulfillment of its substantive functions of teaching, research and extension,

as well as in its administrative activities to be reflected in actions at local and

global levels, within and outside campus.

Example of Sustainability Policy

III. Process

Characterization*

II. Getting

Started (Planning)*

IV. Occupational &

Environmental Risks

Assessment*

I. Top Management

Commitment

(Support)*


& Safety Controls

Assessment*

VIII. Selecting and

Implementing

Options*

IX. Program

Evaluation*

VII. Technical &


X. Sustaining the

Program*

VI. Identifying

Opportunities*

Sustainability

Program

Getting Started.

This is basically the planning step of the Sustainability Program.

This includes pick up a leader, create a team, goal setting, a Gantt chart

and developing a written Sustainability Plan.

Leader. This is the person who is going to coordinate the program.

Team. Although the theory indicates to pick up key persons, called

champions, from several departments, it is unlikely you can do this at

a small shop.

However, the team can be created at least by the owner, a worker,

and the students.

The role’s student is to assist management to diagnosis problematic

situations and find optimal solution.

Therefore, the students MUST be theoretical prepared to give

pragmatic solutions to real problems.

Gantt chart. This is a bar chart for scheduling the tasks of the

program. The time period will be each two weeks. The tasks are all

the steps of a Sustainability Program.

Written Sustainability Plan. It is the document that will be

used on the field to conduct the Sustainability Program. This is

pretty similar to your final project; however, there are some

differences; for instance, this does not include a literature analysis.

This must include all the steps of a Sustainability Program.

INTEGRATING PROGRAMS

When getting started with a Sustainability Program, look around to see

what other types of “prevention” programs already exist in the

organization.

Typical Prevention Programs in Industry

• Environmental management systems (EMS)

• Quality management initiatives

• Preventive maintenance

• Health and safety programs (H&S)

• Insurance/risk management

DEALING WITH CHANGE

• Instituting a Sustainability Program can facilitate change in an organization.

• Technical ability and operational knowledge are not sufficient by themselves.

Always you are

going to find

someone in

disagreement!

Seven things to be considered when starting a Sustainability Program

• Show results quickly!

• Add some level of complexity to the Sustainability Program.

• Present reason for change.

• Offer a compelling vision.

• Build a strong, committed management guiding team.

• Communicate, then

communicate some more.

• People do not resist their own ideas. Therefore,

involve the organization’s members in the change.


Questions to Consider During the Planning Process

• Where are we right now?

• Where do we want to go?

• How do we get there?

• When do we want to arrive?

• Who will get us there?

• What will it cost?

• How do we measure results?

• Who will help accomplish the plan?

• When will each goal be completed?

• What are the expected results?

Goals, Benchmarks, Targets, Gaps and Indicators: http://www.phabc.org/pdfcore/Performance_Management_Glossary.pdf

Goal (Objective) is a timeless statement of

aspiration, or the longer term, or ultimate

outcome to which an organization aspires.

Target is a specified level of performance for a

measure (indicator), and at a predetermined point

in time (i.e. achieve ‘x’ by’ y’ date).

Indicator is what we use to quantify a change in

performance (the progress, quality and

achievements). The key is to make sure that the

indicator is a reasonable, useful and meaningful

measure of the intended outcome.

http://www.phabc.org/pdfcore/Performance_Management_Glossary.pdf

Goal setting. At this point is really hard to establish goals because

you do not know anything about the shop; however, a strategic

objective can be defined.

In addition, establishing specific objectives and goals along with the

owner is necessary. As uncertainty predominant at this moment,

these goals can be set until a diagnosis be done.

Meanwhile, as a foundation all teams will have the objectives

provided at follows:

Strategic Objective

Potentially prevent, eliminate and/or reduce environmental and occupational

hazards that might be generated in ... [name of organization or activity].

Specific Objectives

• Conduct a literature review of the state of the art concerning the

sustainability of ... [activity, process, organization, industry, etc.].

• Obtain the top management commitment to permit the proper support for a

Sustainability Program for ... [activity, process, organization, industry, etc.].

• Characterize, identify and evaluate environmental and/or occupational risks

along the system to define opportunities for prevention.

• Design and propose the Sustainability Program that serves as a tool for

decision-making process.

• Implement the Sustainability Program.

Sustainability Program


Statement of Targets

• These are specific statements that express where the organization wishes to

go within a specific time period (e.g., this financial quarter).

• Many Sustainability Programs state quantitative and specific targets of both

a short-term and long-term nature.

• Once they are set, it is important to measure their progress over time.


Example for Statement of Targets

• By 2009, concentration of contaminants in water has decreased by 10%.

• Reduce 25% effluent emissions of key parameters (such as mercury, PCBs,

dioxin, aldrin, and toxaphene) by September 2011.

• Increase worker involvement by 100% within January and June 2011.

• By 2012, pollution prevention and other emission controls result in decreases

of 80% of PCB, dioxin, and mercury releases.


Indicators

• An indicator is a metric that helps you understand where you are, which way

you are going, and how far you are from where you want to be.

• Indicators are used to express the outcomes of the performance

improvements that are made in the Sustainability Program.

• These environmental results actually link the performance indicators with the

cost to and benefits for the organization.

• Sustainable development programs use indicators that link economy,

environment, and the community.


Indicators can be based:

• at the organizational level (e.g., environmental training hours per

worker) or

• at the government level (e.g., area-wide greenhouse gas

concentrations, or acres of trees impacted by acid rain).


Example of Indicators

• Number of people going to clinics for respiratory problems.

• Ratio of renewable to non-renewable energy consumption.

• Tons of waste landfilled annually.

• Recycling rate as a percentage of material generated.

• Percentage of residents, businesses, and institutions that participate in

recycling programs.

• Number of hazardous materials incidents.


Quantitative indicators/targets are statistical measures

• ƒ Number

• ƒ Percent

• ƒ Rate (e.g. birth rate - Births per 1,000 population)

• ƒ Ratio (e.g. sex ratio – Number of males per number of females).

Qualitative indicators/targets imply qualitative assessments

• � Compliance with …

• � Quality of …

• � Extent of …

• � Level of …

Example of Goals, Targets and Indicators

Goal IndicatorTarget

• Improve

efficiency use

of resources.

• Volume of water (Lts) conserved

compared to the previous year.

• Amount of energy (MW) consumption

per year, per unit of product..

• Amount of energy (MW) saved due to

energy conservation programs.

• Reduce water consumption at

metered sites across its estate by

5% over a three-year period from

April 1999 to March 2002.

• Reduce energy consumption by

11% over the five year period

from April 1997 to March 2002

(1997 target).

• Reduce

company-wide

wastes.

• Total volume (Tons) of waste.

• Weight (Tons) of a specific waste per

unit of production.

• % of waste recycled, treated and

disposed.

• Quantity (Kg) of hazardous waste

eliminated due to material

substitution.

• Reduce waste going to landfill by

5%, based on landfill tax paid, for

the year 1999/2000.

• Increase total recycling in terms

of weight by 10% between April

1999 and March 2000.

• Phase out the portable Halon

(CFC) fire extinguishers by March

2003.

U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio. and http://www.epd.gov.hk/epd/misc/corp-env/epd-eng/chapter3.htm

http://www.epd.gov.hk/epd/misc/corp-env/epd-eng/chapter3.htm

Creating Goals, Targets, and Indicators

Create TWO statements of goals

with their targets and indicators for a

Photo frame-making company

III. Process

Characterization*

II. Getting

Started (Planning)*

IV. Occupational &

Environmental Risks

Assessment*

I. Top Management

Commitment

(Support)*


& Safety Controls

Assessment*

VIII. Selecting and

Implementing

Options*

IX. Program

Evaluation*

VII. Technical &


X. Sustaining the

Program*

VI. Identifying

Opportunities*

Sustainability

Program

Materials

Energy

Water

By-Products

Solid

Waste

(trash)

Air Emissions

Products

Heat

Loss

Hazardous

Waste

Waste-

water

INPUTS

WASTES

WASTES

Improving MSME Performance through Cleaner Production. Module 5: The CP Process & Tools. Source: www.encapafrica.org.

Allowance breakage contaminated solids core loss customer returns damage

drainings dust evaporation furnace loss greenhouse loss hidden losses leakage

overfill non-conforming material packaging process loss rework second quality

stock loss washings

Waste comes in

many forms . . .

. . . and has many

different sources

http://www.encapafrica.org/

Un

ders

tan

din

g t

he P

rocess

Pro

du

cti

on

Flo

wch

art

Mark the appropriate method and type

Method: Current Proposed

Type: Worker Material Machine/Eq.

2

1

5 Step "E"

3

4 Step "D"

0.5 1.5

3 Step "C"

5

2 Step "B"

1 Step "A"

Step Description of Activity SymbolTime

(minutes)

Distance

(meters)Recommended Method

1.5

Cost

Storage 0

Comments:Time (min) 11.5

Distance

(m)

Delay 1

Inspection 1

Plant/Facility: West Plant Operation 2

Written By: BHO Team: Task Force OneTranspor-

tation1

Part: ABC Plane No.: 05 Summary

Part No.: 53b Department: Final Assembly Activity Proposed Current Saving


Process Mapping

Process characterization is to describe inputs and outputs along the process

for non-product loses or resources use through a process mapping tool.

All supporting operations - —both ancillary and intermittent - —can be depicted to

see how they impact the main process.

Inputs

Loses as: energy,

water, wastes, etc.

Process

flow

Inputs

Loses as: energy,

water, wastes, etc.

Process

flow

. . .Step “A” Step “B”

A useful initial data source is by identifying chemicals

from purchasing, inventory, and storage.


Process Mapping

An effective means to characterize processes is with a hierarchical

process map.

Much process documentation is then carefully filed away in reports or

databases that most people do not review on a regular basis.

This information may take the form of process flow diagrams, flow charts,

floor plans, or other schematic depictions.


Process Mapping

It has been widely recognized that most people can only “see” up to six

objects at a time and comprehend visually what they mean.

Hierarchical process maps allow only three (3) to six (6) objects on a page.

The entire process must be depicted in three to six boxes.

Sub-processes can be used to provide detail at the next level but are also

restricted to the three-to-six-box rule.


Process Mapping

In a Systems Approach, every work step is connected to every other

work step in this diagram, which depicts the entire system. There

are two very important rules associated with process mapping:

1. The process maps must help the Sustainability team understand

the process better than they could through other means.

2. These same process maps must help the

Sustainability team communicate what they plan to

accomplish to management and other interested

parties.


Process Mapping

Hierarchical Process Map Structure


Process Map for a Photo-developing procedure


Process Map for a Photo-developing procedureQuantity

for each

50 Lb

2 Lt

5 Lt

Process Map for a Handcrafted beaded jewelry company

Green Zia Environmental Excellence Program. (n.d.). The Nothing to Waste Program: Incorporating Pollution Prevention into Small Businesses. New Mexico.

Green Zia Environmental Excellence Program. (n.d.). The Nothing to Waste Program: Incorporating Pollution Prevention into Small Businesses. New Mexico.

Process Map for a Handcrafted beaded jewelry company



Using Maps as a Template

Some organizations think of a process as a single box with its inputs and

outputs. Using this model, it is difficult to change an entire process to

make pollution prevention happen.

By using the process map as a template, process documentation can be

organized by, and linked to, individual work steps in the process at the

lowest level.

All standard operating procedures (SOPs), best management practices

(BMPs), regulations, maintenance requirements, glossaries of terms, and

material safety data sheets (MSDSs) can be filed by work step using the

process maps.



Using Maps as a Template

Using process maps as a template helps an organization keep track of

resource use and loss by each work step in a main process, or in

supporting ancillary and intermittent processes. All resources (e.g.,

energy, water, and materials) can also be tracked on the same process

map.

The term non-product use means that the resource does not become part of

the interim or final product. The term non-product loss means that the

resource is lost in that work step as a waste, discharge, or emission.

Process losses can be classified by medium (air, water, solid waste,

spills/leaks, and accidental losses).


Process Mapping

Create a Process Map for a

General Auto Repair

(Use between 3 to 6 boxes)


Process Mapping

Process Map for a General Auto Repair

Green Zia Environmental Excellence Program. (n.d.). Auto Repair Shops: Guidance for improved environmental performance and pollution prevention in your auto repair business. New Mexico.

III. Process

Characterization*

II. Getting

Started (Planning)*

IV. Occupational &

Environmental Risks

Assessment*

I. Top Management

Commitment

(Support)*


& Safety Controls

Assessment*

VIII. Selecting and

Implementing

Options*

IX. Program

Evaluation*

VII. Technical &


X. Sustaining the

Program*

VI. Identifying

Opportunities*

Sustainability

Program

Classification of Risks

Risk

Occupational

Ch

em

ical

Ph

ysic

al

Erg

on

om

ic

Bio

log

ical

Psych

oso

cia

l

Oth

er

Environmental

Soil Water Air

Occupational Risks [MSDS may be used for reference]

• Chemical Hazards (toxic substances, vapors, etc.).

• Physical Hazards (noise, lighting, temperature, radiation, etc.).

STPS Official Mexican Standards (NOMs) can be used.

• Ergonomic Hazards (standing position, awkward postures,

repeated motions, etc.).

Working Posture Analysis (e.g. OWAS, RULA, or others).

• Biological Hazards (viruses, bacteria, etc.).

• Psychosocial Hazards (monotony, mental fatigue, etc.).

• Other Hazards (thrown wires along the floor, bad structure of

the walls, other insecure conditions).

Classification of Hazards

Hazards

Occupational

Ch

em

ical

Ph

ysic

al

Erg

on

om

ic

Bio

log

ical

Psych

oso

cia

l

Oth

er

Environmental

Soil Water Air

CH

EM

ICA

LH

AZ

AR

DS

These arise from excessive airborne concentrations of mists, vapors,

gases, or solids in the form of dusts or fumes.

In addition to the hazard of inhalation, some of these materials may

act as skin irritants or may be toxic by absorption through the skin.

CH

EM

ICA

LH

AZ

AR

DS

M S D S

CHEMICAL HAZARDS M S D S

http://upload.wikimedia.org/wikipedia/commons/2/23/216_pH_Scale-01.jpg

"pH"

stands for

"power of hydrogen"

http://upload.wikimedia.org/wikipedia/commons/2/23/216_pH_Scale-01.jpg

M S D SCHEMICAL HAZARDS

CHEMICAL HAZARDS M S D S

Carpentry Workshop example

Chemical CAS # Basic Form Exposure RoutesVapor

Pressure (VP)LEL %

Flash

Point oFOSHA PEL NIOSH REL

Ethyl methyl ketone,

MEK78-93-3

Class IB

Flammable Liquid

inhalation, ingestion,

skin and/or eye contact 78 mmHg

(200°F):

1.4%16°F

TWA 200 ppm (590

mg/m3)

TWA 200 ppm (590

mg/m3) ST 300 ppm

(885 mg/m3)

Toluene, Methyl

benzene108-88-3

Class IB

Flammable Liquid

inhalation, skin

absorption, ingestion,

skin and/or eye contact

21 mmHg 1.1 40°F

TWA 200 ppm C

300 ppm 500 ppm

(10-minute

maximum peak)

TWA 100 ppm (375

mg/m3) ST 150 ppm

(560 mg/m3)

butyl glycol, Ethylene

glycol monobutyl ether111-76-2

Class IIIA

Combustible Liquid

inhalation, skin



0.8 mmHg(200°F):

1.1%143°F

TWA 50 ppm (240

mg/m3) [skin]

TWA 5 ppm (24

mg/m3) [skin]

n-Butanol, n-Butyl

alcohol 71-36-3

Class IC

Flammable Liquid

inhalation, skin



6 mmHg 1.4 84°FTWA 100 ppm (300

mg/m3)

C 50 ppm (150

mg/m3) [skin]

p-Xylene [m-Xylene]106-42-3

[108-38-3]

Class IC

Flammable Liquid:

inhalation, skin



9 mmHg 1.1 81°F [82°F]TWA 100 ppm (435

mg/m3)

TWA 100 ppm (435

mg/m3) ST 150 ppm

(655 mg/m3)

Acetone 67-64-1Class IB

Flammable Liquid

inhalation, ingestion,

skin and/or eye contact 180 mmHg 2.5 0°F

TWA 1000 ppm

(2400 mg/m3)

TWA 250 ppm (590

mg/m3)

Reference: NIOSH Pocket Guide to Chemical Hazards 2005:

http://www.cdc.gov/niosh/npg/npgdcas.html

CHEMICAL HAZARDS

Chemical properties:

http://www.completesafetysupply.com/index.php?cPath=30&main_page=product_info&products_id=805

http://cranessafetyinstitute.com/hazcom.php

CHEMICAL HAZARDS

http://www.completesafetysupply.com/index.php?cPath=30&main_page=product_info&products_id=805

http://cranessafetyinstitute.com/hazcom.php