20 hand out on cp assessment methodology -samantha

Cleaner Production Assessment Methodology

• How Cleaner Production can be implemented in industries

Cleaner Production (CP) is a practical program with an organized approach where a

structured step-by-step methodology is followed. CP programs can be implemented in large,

medium and small enterprises in the manufacturing or service sector. Before implementing

CP, the top management of the enterprise should be convinced about the need and advantages

of CP and acknowledge the existence of environmental pollution and resource wastage within

the organization. Without the management consent and commitment, a CP program would

not be successful or take off ground. However, CP is not a program that can be carried out by

a single person or with only the involvement of management. A CP program requires the

involvement of all employees and is driven by a team comprising a cross section of all

employee categories. An important feature of a CP program is the involvement of floor-level

employees such as operators without whom any decision arrived at the table would not get

implemented. Therefore before implementing a CP program, an adequate awareness should

be given to the employees and training provided to the CP team.

Achieving Cleaner Production or waste avoidance/minimization and resource efficiency

require any or all of the following:

1. Applying know how – improved processes, ways of achieving higher efficiencies,

use of new and better quality materials, material and energy recovery and recycling etc.

2. Improving technology – replace inefficient and outdated technology, use low fuel

consuming, low waste generating equipment, use correct capacity and VSD pumps etc.

3. Changing attitudes – “out of the box” thinking or doing things differently, being

flexible and amenable to other suggestions etc.

The CP methodology can be simply represented by three logical steps and they can be

followed when implementing CP in industries.

1. Source inventory - Where and how much of waste and emissions are generated in the

process? This would give an idea of current wasteful processes and practices with baseline

quantities of waste generated

A product of National Cleaner Production Centre Sri Lanka may be used for training programmes by others with acknowledgement.

2. Cause evaluation - Why are waste and emissions generated? There can be many reasons

such as broken equipment, bad practices, inefficient processes etc.

3. Option generation - How can these causes be eliminated? Replacement of technology, new

process, improved training etc.

Ten steps for introducing Cleaner Production program in an enterprise are as follows:

• Develop and implement a comprehensive corporate environmental policy that focuses on prevention.

• Set corporate goals for the Cleaner Production program, with specific percentages and timetables.

• Allocate responsibility, time and financial support for the entire Cleaner Production program

• Involve employees at all levels

• Develop waste reduction audit procedures within the company and use them on a regular basis to identify, evaluate and eliminate waste at each stage in the production process.

• Obtain and use the best possible technical and other information, from both inside and outside the company.

• Monitor and evaluate the progress of the Cleaner Production program.

• Regularly inform all employees on the Cleaner Production progress made during the last month, six months, year and five years.

• Encourage and reward successful individual and group efforts to implement Cleaner Production

• Remember that success in Cleaner Production is a journey, not a destination. Update the waste minimization goals and timetables on a regular basis.

The detailed methodology described below, is an extension of these logical steps.

• Different methodologies applied in the past (UNEP/UNIDO/Indian)

There had been 5 major CP methodologies used during the last 2 decades. They were

UNEP Standard Methodologies

Dutch PRISMA Methodology (PRISMA)

Indian DESIRE Methodology

Van Berkel Methodology

UNEP/ UNIDO standard Methodology


Among them Dutch PRISMA Methodology, Indian Desire Methodology and UNEP/ UNIDO

standard Methodology are more popular and widely used.

The Dutch PRISMA Methodology has for main phases/ steps. They are

Step 1 – Planning & Organization

Step 2 – Assessment

Step 3 – Feasibility Analysis

Step 4 – Implementation

The 4 steps are future divided into 15 tasks.

The following pages will describe in details the Indian DESIRE Methodology and UNEP/

UNIDO standard methodology with their different phases.

The Indian approach consists of six Steps or stages comprising eighteen Tasks. The six steps

of a CP program can be listed as follows:

STEP 1: GETTING STARTED: PLANNING AND ORGANISATION

STEP 2: ANALYSING PROCESS STEPS

STPE 3: GENERATING CP OPPORTUNITIES

STEP 4: FEASIBILITY ANALYSIS

STEP 5: IMPLEMENTING AND MONITORING

STEP 6: SUSTAINING CP

Each step comprises of several tasks that require data collection and analysis. A brief

description of each task is provided below.

STEP 1: GETTING STARTED: PLANNING AND ORGANISATION

TASK 1: Establishing a Cleaner Production Team

For successful conduction of CP program, it is essential to designate a team, which will work

in close coordination and be responsible for carrying out the program. A cross-functional and

multi-hierarchical team is necessary for smooth coordination during the various stages of

assessment and implementation. The size and composition of team should be according to

the company's organizational structure. Depending on the progress and audit focus, there may


be the need, from time to time, to introduce additional members having specific expertise

including external experts.

Functions of a CP Team

• Collection and compilation of baseline information

• Synthesis and prioritization of baseline information

• To identify Cleaner Production opportunities

• Review existing processes for improvement

• To convert opportunities into feasible solution

• Prepare time schedule and detailed project report for implementation of CP solution

• To continue and sustain implemented CP solutions

Communicate CP practices to all employees.

TASK 2: List Process Steps and Identify Waste Streams

A broad overview of the unit operation is necessary to give an idea about important process

steps, areas of materials and energy usage and sources of waste generation. The major

process steps followed shall be listed in the sequence in which they are carried out. This is

often done by collecting existing information and shop-floor walk through. Simultaneously

the team should identify the various inputs and output streams at each process step.

TASK 3: Select Audit Focus

A common mistake in companies implementing a CP program is to focus on too many

different areas simultaneously. Production processes are complex operations including

several process steps and it is impractical to cover the entire production process at a time. To

make the execution of CP program effective and simple, it is suggested to start with one

process step or one section of unit. The selection of audit focus depends on several factors

like consumption of input resources, potential of Cleaner Production, impact of process step

on entire process or intensity of waste generation.


STEP 2: ANALYSING PROCESS STEPS

This step covers the detailed data collection and evaluation for the audit focus and therefore

requires the following tasks:

TASK 4: Prepare Process Flow Charts

Preparation of accurate and detailed process follow chart is a key step in CPA analysis and

form the basis for good understanding of current operations, material balances. Flow charts

are schematic representation of the production process in the order in which it is carried out.

It shall include to the extent possible all the inputs and output streams. Special care should be

taken with recycle stream. Free or cheap inputs such as air, water should be included as these

often end up being major cause of waste. Occasional used materials and/or which do not

appear in normal flow diagram should also be recorded. Therefore in developing a process

flow diagram normal, abnormal, accidental and maintenance operation should be considered.

TASK 5: Collect Baseline Data

Establishing the status quo is important to provide necessary baseline for changes and

improvement and to establish CP indicators/benchmark. During this phase, the information

available from existing and previous reports is suggested, to have idea about consumption

pattern and actual cost of production, productivity level and efficiency of production in terms

of product per raw material inputs.

Baseline information should be as far as possible representative of all operating conditions.

Due consideration should be given to seasonal variations and operational variations.

Therefore, it is recommended that data shall be collected for at least for last financial year

preferably with monthly break-up, one month in current year and one day at the kick-off CP

project. Formats for recording and documenting information should be decided commonly so

that information is understandable to all team members.

TASK 6: Material and Energy Balance

a) Initial Review

Initial review includes classification, synthesis and prioritization of the baseline information

collected in the previous task. The initial review should be anticipatory and shall be used to


establish as is situation in the company, compare the existing operating procedures with other

similar type of industries and check the deviation.

b) Component Balance

Information collected from records and reports is generally not sufficient and major gaps are

experienced for conducting CP assessment. It is important that information on core and non-

core activities is available and collected data is reliable and representative. Material balances

are needed to quantify the occurring losses also which cannot be obtained in previous task. It

is important to make component balance for important resources e.g. water, total solids, fibre

in Pulp and Paper industries or dyestuff in textile industry.

c) Loss Balance

Waste stream characterization is important to assess pollution load, specific waste generation

and also help in back calculating the "Loss Balance" if component balance is problematic.

For energy component or loss balance is more involved and it may be sufficient to review the

quantities of fuel and electrical energy used e.g. yearly consumption, monthly consumption,

daily consumption and specific consumption (such as KWhr/T of product).

TASK 7: Assigning Costs to Waste Stream

To assess the economic potential of waste stream, it is essential to assign costs to the waste.

Costing shall include cost of raw material and intermediate product lost with the waste stream

(like fibre loss in the paper mills), processing cost of lost material, cost of product in waste

(waste noodles), cost of treatment of waste and waste disposal and taxes, if any. In assigning

costs a selection of the basis is important. It may be the raw material and cost, step by step

value addition basis or final product cost basis. Each has its own merits and demerits.

TASK 8: Review of Process to Identify Waste/Excess Resource Consumption

Causes

Depending upon data availability and its accuracy, review of the process should identify the

possible cause and effect of deviations from norms and waste generation. Often, substantial

resources and time is required to locate the causes of a problem and normally fish bone or

Ishikawa diagram is used. A wide variety of possible causes are considered, according to CP

waste cause analysis.


STEP 3: GENERATING CLEANER PRODUCTION OPPORTUNITIES

Causes identified in task 8 are used to identify opportunities to eliminate these causes.

Generating CP opportunities is crucial and requires the following tasks:

TASK 9: Identifying CP Opportunities

Equipped with detailed cause analysis, CP team shall start identifying various opportunities

to reduce the excessive consumption of input resources and/or reducing the waste generation.

Techniques such as brain-storming and group discussions should be used to determine a

range of options as broad as can be produced by the team’s knowledge and creativity. During

option generation, external help, personnel from similar mills, academic and sectoral research

institute, technology supplier and CP experts shall be solicited. At this stage all possible

opportunities should be listed and their influence on process or other waste stream shall be

recorded.

TASK 10: Preliminary Screening of CP Opportunities

At this stage, a preliminary screening of CP opportunities has to be done to select workable

CP options and weed out which are impractical. Weeding out task should be simple and

often qualitative based on CP team experience and it is done to reduce the efforts for detailed

feasibility analysis. For example, an option could be rejected by CP team due to following

reasons:

- Although technically suited but might be very expensive and unaffordable for the industry

- Implementation of the option is complicated and requires large resources like technical

manpower

- The option poses possible risk to the production and product quality

- The option is not yet proven

Under this task, options are classified into following four (4) categories:

(i) Rejected (R) - impractical at present

(ii) Directly Implementable (DI) - Simple and obvious


(iii) Require Future Analysis (RFA)

a) Require field trials to ensure no negative impact on quality

b) Requires detailed feasibility analysis.

STEP 4: FEASIBILITY ANALYSIS

For CP options listed in category (iv) above, detailed analysis has to be carried out in terms of

technical feasibility, economic feasibility and environmental assessment.

TASK 11: Assess Technical Feasibility

It is important to assess whether identified option is technically feasible or not considering

the following aspects.

• Process and Technology description

• Availability of required hardware

• Practicality of implementation and operation e.g. required space for new

equipments, technical capability to operate and maintain

• Quality - At least neutral (no negative effect on quality)

• Reliability - Risk in its effectiveness

• Safety - No additional safety hazard

During technical feasibility analysis assistance from manufacturer or provider of service,

consultants and experts shall be considered.

TASK 12: Assess Economic Viability

Economic viability often becomes the key parameter for the management acceptance or

rejection of proposed CP measure. In assessing economic viability, in addition to capital

costs, additional operating cost, maintenance cost, interest and depreciation of equipment and

machinery shall be included. For low cost CP option analysis, normally pay-back period

indicator is used whereas for high cost options, Internal Rate of Return (IRR) and Net Present

Value (NPV) can be used. Today business world considered any investment which has an

economic pay back less than 4 years as good.


TASK 13: Environmental Assessment

CP option must be assessed in respect to their impact on environment as:

• Expected benefit from the option

• Nature of benefits

• Is the solution long term or short term?

Any option assessed to have negative impact on environment shall be dropped. In many

cases, it is not possible to quantify the impact, in such cases qualitative judgment on

reduction in pollution toxicity or the pollution load can be used.

TASK 14: Select Solutions for Implementation

An important activity in this task is to pay attention to the integrated evaluation of CP

options. Cause effect documented during evaluation are useful to understand the inter

relationship between options. Implementing one option might affect the need, or operations

of another option. To ensure effective CP implementation, it is necessary to look at the

options collectively so as to nullify any cumulative adverse effects or draw advantage from

their synergetic relationship.

STEP 5: IMPLMENTING CP SOLUTION AND MONITORING RESULTS

In any industry, major percentage of CP solutions is of low cost/no cost category and their

implementation start even during assessment phase as soon as they are identified. Cost

intensive solutions require a systematic plan of implementation.

TASK 15: Prepare Implementation Plan

Implementation plan is the document to be used for prioritizing implementing of Cleaner

Production solutions selected in previous task. For implementation of CP solution, it is

necessary to know the following: location of CP solution, category of CP solution, resources

necessary for implementation, professional & skills requirement, resources necessary for

implementation, down time required for implementation, responsibility matrix and task

allocation in teams, financial implication and their availability, target set for completion of

implementation etc.


TASK 16: Implementing Cleaner Production Solutions

Similar to any other project for modification or expansion, CP solution involves planning,

scheduling, design, procurement, construction and commissioning. Depending upon

complexity of the project and availability of internal resources, there may be need to get

external assistance. Training of human resource is necessary to sustain the implementation.

TASK 17: Monitor and Evaluate Results

CP solutions after completion of implementation and commissioned, must be monitored and

evaluated. This task is important from the perspective of continual nature of CP process.

Once the solution has been implemented, it is necessary to compare the results achieved with

those estimated during feasibility analysis.

STEP 6: SUSTAINING CLEANER PRODUCTION PROGRAMME

Sustaining a CP program is a challenge. Efforts should be made to integrate CP with

company's routine planning process. Key to long term success is involvement of as many

employees as possible, training of staff and schemes of incentives and rewards for those who

specially perform well.

TASK 18: Identify another Audit Focus

Having audited and successfully implemented the 1st focus, CP team should go back to

TASK 3 to identify and select next important section or area as audit focus. This cycle

continues until all sections are completed and then come back to 1st audit focus to explore

more CP opportunities.

Cleaner Production philosophy must be developed within the company and integrated into its

activities. All successful Cleaner Production programs have been founded on this premise.

• Standard UNIDO, UNEP Cleaner Production methodology

The UNIDO/UNEP methodology is similar to the Indian NCPC methodology described

above with six stages and several tasks under each stage. The six stages and the sub tasks

under each such stage can be presented as below.


Step 1: Getting started

1.1 Designate CP team

1.2 List process steps

1.3 Select assessment focus

Step 2: Analyzing process steps

2.1 Prepare flow chart

2.2 Make material & energy balances

2.3 Assign costs to waste streams

2.4 Review waste causes

Step 3: Generating CP opportunities

3.1 Develop CP opportunities

3.2 Select workable CP opportunities

Step 4: Selecting CP opportunities

4.1 Assess technical feasibility

4.2 Assess financial viability

4.3 Evaluate environmental aspects

4.4 Select solutions for

implementation

Step 5: Implementing CP solutions

5.1 Prepare implementation

5.2 Execute CP implementation

5.3 Monitor and evaluate results

Step 6: Sustaining CP solutions

6.1 Sustain CP solutions

6.2 Select wasteful process steps

A brief description of each stage, task and the outcome from each task is provided below.

STEP 1: GETTING STARTED - Sufficient interest and awareness is required prior to

initiating Step 1. Step 1 constitutes three specific tasks and on completion of the tasks, the CP

team is ready to move into step 2 with the selection of the audit focus.

Task 1.1: Designate CP Team

The designated CP team should be capable of identifying opportunities, developing solutions

and implementing them. The size and composition of the team depend on the structure of the

organization with the different functions/stakeholders being represented. CP team members

may include: Works/Production Manager; Maintenance Manager; Shop Floor Personnel:

Engineers, Supervisors, Workers; Finance/Purchase/Sales Representative; Quality Controller;

External Expert etc. Such a CP team will have authority, knowhow and capability to carryout

subsequent tasks.


Task 1.2: List Process Steps

Specify all processes, including production, material handling, storage, utilities etc. Special

attention should be given to occasional processes such as cleaning. Identify most important

inputs and outputs to each process, including materials, energy, water, wastes and emissions.

At the end of this task, a complete qualitative account of all major processes and

material and energy flows (including wastes) is available to the CP team.

Task 1.3: Select Assessment Focus

Based on the available data from Task 1.2, the team should select one or few manageable CP

opportunities for further study. The selection could be based on either economic

considerations (e.g. monetary losses with waste streams/ high cost incurred) or environmental

considerations (e.g. volume and composition of waste streams) or technical considerations

(e.g. expected improvement potential). The outcome from this task is the availability of one

or few CP opportunities for further study.

STEP 2: ANALYZING PROCESS STEPS - This step consists of analysis. The qualitative

data obtained in Step 1 is mapped and converted to quantitative form by applying the laws of

conservation of mass and energy. Subsequently, these flows are expressed in economic terms

and cause evaluation is carried out for the material and energy losses.

Task 2.1: Prepare Flow Chart

Fig.1: Process block diagram for brown stock washing


Blow tank

Double screw press

Dilution

tank

Vacuum Drum washerStrong

black liquor

Weak black liquor

brown stock from

digester

back water from paper

machine

Washed pulp to bleachi

ng section

Vacuum Drum washer

A process block diagram should be drawn based on the arrangement of processes and

material and energy flows into and out of the processes in the organization. The process block

diagram is the pictorial representation of the data obtained in Task 1.2 (Process listing) with

linking of unit operations with material flows with matching of inputs and outputs. The flow

chart enables to quickly assign waste streams to unit operations and pinpoint operations in the

organization.

Task 2.2: Make Material and Energy Balances

Material and energy balances should be applied to each and every unit operation in the flow

chart to quantitatively express the flow streams into and out of the processes. The balance

principle based on law of conservation of mass could be simply expressed as:

Material in + material generated = material out + material consumed + material accumulated

The basis for analysis can be selected as appropriate as per time or per ton of production etc.

The most challenging aspect of conducting balances is obtaining accurate and appropriate

data. Where records are maintained and measuring devices are available, such data could be

made use of. In the absence of such data, the team is required to measure and monitor using

both direct and indirect methods for quantification. The data sources can be from on-site

measurements; purchase and sales records; production records etc. However, all data

obtained should be assessed for quality, reliability, accuracy and representativeness. All the

data should be converted to consistent units such as kg/day and kW etc. The more expensive

or toxic the materials are, the more precise the balance should be. Balances are more

meaningful if made for each constituent material. Simple cross checks can help reveal

inconsistencies.

On completion of this task, a complete quantitative picture of material and energy flows

within the organization is available to the team.

Task 2.3: Assign Costs to Waste Streams

Material and energy quantities are not understood by many non technical personnel and it is

convenient to express these in financial terms so that a common and easy to understand unit

is used and the magnitude of the losses can be easily comprehended by all. In converting

waste stream to costs, both internal and external cost components and cumulative costs due to


flow of material and energy through different operations should be taken into consideration.

The internal costs such as loss of raw materials and (intermediate) product; operation of

treatment facilities; waste collection and handling and external costs such as discharge fees;

levies, permit cost need to be apportioned for a realistic cost estimate.

Task 2.3 will enable the team to determine the waste streams with most economic loss.

Task 2.4: Review Waste Causes

Cause analysis is carried out prior to option generation to determine the causes for waste

streams. Factors such as product specifications, choice and quality of input materials,

technical factors (process/equipment design, equipment/piping layout, monitoring equipment

etc.), operating practices (production planning, operating procedures, maintenance schedules,

worker training) and waste handling procedures can be reasons for generation of waste.

This review would produce reason / reasons for waste generation which is required for the

subsequent option generation task.

At the end of Step 2, a listing of process waste sources and causes is available to the

team.

STEP 3: GENERATING CP OPPORTUNITIES – The third and the vital step involves

determining the ways and means by which the waste streams could be eliminated or reduced.

This step would provide the team with a listing of CP opportunities to avoid or minimize

waste.

Task 3.1: Develop CP Opportunities

Development of CP opportunities can be carried out in several ways. Brainstorming in project

team to find out ways of overcoming obstacles by pooling of thoughts from different

backgrounds of team members and by encouraging innovative thinking to solve the problem

at hand. The team can solicit ideas from outside the project team by inviting persons with

expertise and/or experience or encourage all players in enterprise to submit ideas by offering

a reward scheme. In cases where the problem at hand has been solved previously, such

information could be obtained through data bases, manuals, earlier CP reports etc.

Technology surveys and benchmarks may indicate opportunities and potential for

improvements by comparison.


The following prevention practices can be explored in looking for CP opportunities: Product

modification, input material change, technology change, equipment modification, better

process control, good housekeeping, on site reuse or recovery, production of useful by

products.

At the end, the team will possess a list of CP opportunities for each waste stream considered.

Task 3.2: Select Workable CP Opportunities

Among the large number of CP opportunities generated above, selection of workable

opportunities is performed by initially screening the options into the following three

categories:

a) Implement obviously feasible options

b) Reject obviously non-feasible options

c) Remaining options - conduct feasibility analysis

Only opportunities in category c) need further analysis. These opportunities can be subjected

to a preliminary evaluation based on ease of implementation; expected technical feasibility;

expected economic feasibility; expected reduction of waste/emission. The team can involve

appropriate experts and technicians in the preliminary evaluation of opportunities.

At the completion of step 3 the industry will have a list of CP solutions.

STEP 4: SELECTING CP OPPORTUNITIES – This step is for performance improvement.

Through a very structured methodology, the opportunities in category c) above are further

evaluated based on technical feasibility, financial viability and environmental desirability. By

this step a list of CP solutions can be obtained after screening out the CP opportunities.

Task 4.1: Assess Technical Feasibility

If the CP opportunity is not technically feasible, there is no possibility of implementation.

Opportunities that fail this assessment are rejected. Technical feasibility can be assessed

based on availability and reliability of equipment, requirements for utilities, process

monitoring and control, space, maintenance requirements, required technical skills (operators,

technicians etc.) etc. On completion of Task 4.1, the CP opportunities can be narrowed down

to opportunities that have to be assessed against financial and environmental assessment.


Task 4.2: Assess Financial Viability

Table 1. Operational benefits for a technological change

This is a key task and criteria for many organizations in selecting CP solutions. Almost all CP

solutions will result in financial gain. Financial viability assessment requires data on

investments such as equipment, construction, training, start up etc., operational cost and

possible cost savings. A cost comparison is done between pre and post implementation

scenario. An example of operational benefits for replacement of pouches washer by double

screw press with 2-stage vacuum drum washer is shown in Table 1. Depending on the

organization’s accounting practices and financial policies, any of the economic instruments

such as simple pay back, dynamic pay back, Net Present Value (NPV), Internal Rate of

Return (IRR) can be employed to determine the financial viability of the CP opportunity.

Payback period = investment / net extra cash flow

This indicates how fast the investment is recovered and is a quick indicator of the risk of

investment. Payback period is appropriate for small investments / projects.

NPV = ∑j=1

n Net extra cash flow(1+i)j −I ,

where n = depreciation time (years)

i = annual interest rate (%)

I = total investment

IRR = ∑j=1

n Net extra cash flow(1+r )j −I=0,

where r = internal rate of return


consumption rates unit price before after difference benefit black pulp US$ 110/ton 480 ton/day 480 ton/day 0 ton/day US$ 0/day labour US$ 5/hr 120 hr/day 96 hr/day -24 hr/day US$ 120/day energy US$ 0.1/kWh 2,400 kWh/day 1,600 kWh/day -800 kWh/day US$ 80/day water US$ 0.1/rn3 4,000 m3/day 1,000 rn3/day -3,000 rn3/day US$ 30/day

washed pulp US$ 75/ton 780 ton/day 786 ton/day 6 ton/day US$ 450/day conc. black liquor US$ 0.2/ton 0 ton/day 85 ton/day 85 ton/day US$ 17/day wash water US$ 0.05 m3 3,550 m3/day 615 m3/day -2,935 m3/day US$ 147/day TOTAL US$ 844/day

The CP team should come to a consensus on a decision criterion prior to calculating the

return on investment. A typical decision criterion can be as below.

1. Payback time:

< 1-2 years (low-cost project)

< 3-4 years (medium cost project)

< 5 years (high cost project)

2. Net Present Value >> 0 (after depreciation time)

3. Internal Rate of Return >> bank interest rate

At the end of this task, the CP team can further screen out CP opportunities that do not come

within the organizations project financial criteria and subject the viable options to

environmental assessment.

Task 4.3: Evaluate Environmental Aspects

If the option does not have a positive environmental effect, such options are not CP options.

The options can be evaluated for environmental improvements such as reduction in quantity

of pollutants and waste generated; reduction of pollutant/waste toxicity; reduction in

materials consumption; reduction in use of non-renewable materials; reduction in energy

consumption; reduction in consumption of energy from non-renewable resources; reduction

of water consumption; reduction of “nuisance” noise, dust, smoke, smell, etc.

CP opportunities that have a positive environmental benefit are solutions that can be

implemented.

Task 4.4: Select Solutions for Implementation

There can be significant number of solutions after the above screening procedure that can be

implemented. The CP team can decide on an appropriate methodology such as weighted

average matrix method to prioritize the solutions giving suitable weightage to technical,

economic and environmental aspects of the CP solution. For example, an enterprise may give

higher priority to solutions with no cost/low cost or with higher return on investment.

Properly document expected results and benefits for each option to facilitate fund raising and


monitoring of implementation results. Task 4.4 will provide ranking of the solutions for

implementation.

On completion of step 4 the industry will have a prioritized list of CP solutions and an

implementation list.

STEP 5: IMPLEMENT CP SOLUTIONS – The vital practical step of implementation is

carried out under step 5. Preparation, execution and monitoring of the CP solutions are

covered here. The outcome at the end of this step is the successfully implemented CP

solutions.

Task 5.1: Prepare for Implementation

Prior to execution of the CP solution detailed preparations are required, especially for

technical and technological changes. In cases of technology changes detailed technical

equipment specifications need to be written for procurement; detailed construction plans

should be prepared for installation of equipment; comparative evaluation of equipment from

different suppliers and final selection should be made and planning to reduce installation

downtime need to be ensured. Adequate advanced preparation would reduce disruption to

production and ensure a smooth transition to the new conditions. At the end of this task, a

well planned program of action is in place for execution of the CP solution.

Task 5.2: Execute CP Implementation

Once procurement is completed, new constructions and installations can be supervised and

executed according to the plan. This period can also be utilized for preparation for start up by

purchasing start up chemicals, spare parts etc.; preparing preventive maintenance schedule

and training operators, supervisors and technicians. On completion of this task, the CP

solutions are implemented and are ready to monitor and evaluate results.

Task 5.3: Monitor and Evaluate Results

The implemented CP solutions need to be monitored to gather data for evaluation, of

achievements against estimation. Measurement and monitoring should be for change in waste

quantities; change in resource consumption or changes in profitability. These should be

monitored and recorded together with changes in total production output and changes in


products. Any negative changes should be reviewed immediately as it indicate s not

achieving desired results.

Once sufficient data is gathered over a period, progress can be evaluated by comparing

measured benefits with expected benefits; identifying ways to further improve the benefits of

the technical installations and verifying whether installation and operation are according to

specifications.

STEP 6: SUSTAIN CP SOLUTIONS – The final step is to sustain the CP activity in keeping

with continuous improvement and the PDCA cycle. The implemented CP solutions need to

be continued and new CP opportunities need to be implemented by following the same steps

as above. The outcome of this step is the continuation of CP activity.

Task 6.1: Sustain CP Solutions

In order to sustain CP activity, planning, changes to organizational structure, employee

involvement and technical development are required. Planning elements are setting up of

organizational structure for CP; involvement of employees through training and incentives;

adoption of long-term CP strategies and policies and integration of CP into technical

development. The changes to the organizational structure are assigning key responsibility to

implementing CP to the production departments; making managers and supervisors

accountable for waste generation and formalizing participation of technical and

environmental departments in further improvements.

In order to sustain CP culture the human resources need to be continuously educated and

motivated to change their attitudes. Further, CP benefits from good two-way internal

communication practices and these needs to be formerly established and fostered. To

motivate the staff and reward the champions of CP, an appropriate reward scheme can be

implemented. Technologically, scheduling of preventive maintenance, checking of

environmental performance of new equipment and integration of CP concepts in

technological research and development can help in sustaining CP in the enterprise.

Task 6.2: Select Wasteful Process Steps

The last task in CP methodology is selection of new set of wasteful processes. In selecting a

process, the seriousness of waste/emission generation; the internal and external


environmental costs; the managerial level and the expected improvement potential is taken

into account. Based on the above, the most promising focuses are selected, for the next round

of CP.

• Detail description of different types of audits.

1. Walkthrough Assessments / Quick Scan Assessments

A Walk-through Audit (WA) also known as a quick scan audit is used in Cleaner Production

to carry out a rapid assessment of an industry or service organization. It is usually conducted

during a span of 2-3 hours to familiarize oneself with the processes and activities being

carried out. WA is an excellent way to carry out the initial environmental assessment of a

company as it will allow the CP consultant and team to get a broad level understanding of the

operations and possible environmental impacts of the relative sector. No measurements are

taken during a walk through assessment. Walkthrough assessments are usually carried out as

a precursor to a comprehensive / short audit.

2. Short Cleaner Production Assessments

This type of assessment is very similar to a comprehensive assessment though the detailing

can be less. Also the duration for the assessment will be shorter, usually involving only 5 – 7

man days. In a short CP audit sample material & energy be concerns our measurements are

done to a limited extent. The conclusions will be based on historically recorded data.

3. Comprehensive Assessments

A Comprehensive Cleaner Production Assessment is an in-depth assessment carried out at an

industry following the 6 Step, 18 Task methodology developed by UNEP and UNIDO. This

type of assessment usually takes more than 10 man days to complete and involves a

systematic study and analysis of the processes and activities taking place within the industry.

The focus of a comprehensive audit is the resource flow within the total process in order to

identify waste generation sources and causes. It also involves carrying out measurements in

order to develop an accurate understanding of what, where and how waste is being generated.

At the end of the assessment a detailed audit report is presented to the company listing out

options for waste avoidance / minimization.


Date post:	27-Jan-2017
Category:	Environment
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