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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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
SYSTEMS APPROACH TOOLS
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
SYSTEMS APPROACH TOOLS
Processes that use resources and generate wastes do not always provide
synoptic information clearly suited for checklist-style presentation.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
SYSTEMS APPROACH TOOLS
The Systems Approach relies on intra-organizational teams, not individual
experts, to make decisions.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
SYSTEMS APPROACH TOOLS
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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
Using the Systems Approach Tools
• 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)*
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
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
© 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.
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
© 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
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
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)*
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
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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.
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
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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).
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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
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)*
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
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
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
Using the Systems Approach Tools
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.
Using the Systems Approach Tools
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.
Using the Systems Approach Tools
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.
Using the Systems Approach Tools
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.
Using the Systems Approach Tools
Process Mapping
Hierarchical Process Map Structure
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
Process Map for a Photo-developing procedure
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
Process Map for a Photo-developing procedure
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
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.
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
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
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
Using the Systems Approach Tools
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.
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
Using the Systems Approach Tools
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).
Using the Systems Approach Tools
Process Mapping
Create a Process Map for a
General Auto Repair
(Use between 3 to 6 boxes)
Using the Systems Approach Tools
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.
Using the Systems Approach Tools
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.
Using the Systems Approach Tools
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)*
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
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
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"
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
absorption, ingestion,
skin and/or eye contact
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
absorption, ingestion,
skin and/or eye contact
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
absorption, ingestion,
skin and/or eye contact
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
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
PHYSICAL HAZARDS
Problems caused by such things as noise, temperature extremes,
ionizing radiation (Radioactive materials emit energy that can
damage living tissue), nonionizing radiation (This is a form of
electromagnetic radiation with varying effects on the body, depending
largely on the wavelength of the radiation involved), and pressure
extremes are physical stresses.
http://www.smu.edu/~/media/Site/BusinessFinance/OPRM/EHS/Radiation.ashx?la=en
http://www.smu.edu/~/media/Site/BusinessFinance/OPRM/EHS/Radiation.ashx?la=en
http://www.smu.edu/~/media/Site/BusinessFinance/OPRM/EHS/Radiation.ashx?la=en
Blacksmithing Workshop example
StandardNOM-011-STPS-2001
for Occupational Noise
NOM-025-STPS-2008 for
Occupational Lighting
NOM-015-STPS-2001 for
Occupational Temperature
Reference (for
kind of task)Less than 90 db 500 lux 26.7 °C
Recorded
(Average)63 db 495 lux 25.2 °C
NOM-011-STPS-2001 for Occupational Noise
NOM-025-STPS-2008 for Occupational Lighting
NOM-015-STPS-2001 for Occupational Temperature
PHYSICAL HAZARDS
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
ERGONOMIC HAZARDS
http://www.worxsite.com/ergoevals.shtml
The International Ergonomics Association defines ergonomics
as follows:
Ergonomics (or human factors) is the scientific discipline concerned
with the understanding of interactions among humans and other
elements of a system, and the profession that applies theory,
principles, data and methods to design in order to optimize human
well-being and overall system performance.
ERGONOMIC HAZARDS
http://www.rula.co.uk/
http://www.pdn.ac.lk/eng/old/mechanical/menu/class/downloads/notes/OWAS%20method.pdf
Technical note Rapid Entire Body Assessment (REBA) Sue Hignett*,Lynn McAtamney. Applied Ergonomics 31 (2000) 201}205
http://www.safetynet.co.kr/ucc/Doc/2008227134434_12372.pdf
The Ovako Working posture Analysis System (OWAS)
Rapid Entire Body Assessment (REBA)
Rapid Upper Limb Assessment (RULA)
REBA
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
BIOLOGICAL HAZARDS
Approximately 200 biological agents, such as infectious microorganisms,
biological allergens, and toxins, are known to produce infections or
allergenic, toxic, or carcinogenic reactions in workers.
BIOLOGICAL HAZARDS
BAS Health and Safety Procedure No 10 // Version No – 01 // Date Effective - 1 October 2003 // Reviewed – 26 January 2005 // Biological Risk Assessment
http://www.antarctica.ac.uk/afi/docs/annex11.pdf
http://www.primalperformance.com.au/simple-primal-wisdom-microorganisms/
Factors affecting biological risk
Microorganisms
- Nature of the micro-organism
- Number of micro-organisms present
- Nature of the route of infection
- Susceptibility of the microorganism
to treatment.
- Susceptibility of the host.
BIOLOGICAL HAZARDS
BAS Health and Safety Procedure No 10 // Version No – 01 // Date Effective - 1 October 2003 // Reviewed – 26 January 2005 // Biological Risk Assessment
http://www.antarctica.ac.uk/afi/docs/annex11.pdf
http://www.jashbotanicals.com/articles/natural_guide_allergies_asthma_2.html
Factors affecting biological risk
Allergens
- Previous medical history
- Duration of exposure
- Onset of sensitization
- Repeated exposures
The biggest risks come from:
Hepatitis virus
BAS Health and Safety Procedure No 10 // Version No – 01 // Date Effective - 1 October 2003 // Reviewed – 26 January 2005 // Biological Risk Assessment
http://www.antarctica.ac.uk/afi/docs/annex11.pdf http://www.realmagick.com/biological-hazard/
Human immunodeficiency
virus (HIV)
Mycobacterium
Tuberculosis
Coliform bacilli
Handling materials
contaminated with human
body fluidsHandling specimens of
human blood
Taking Specimens of
Human Blood
BIOLOGICAL HAZARDS
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
PSYCHOSOCIAL HAZARDS
A critical review of psychosocial hazard measures. Prepared by The Institute for Employment Studies for the Health and Safety Executive. CONTRACT
RESEARCH REPORT. www.hse.gov.uk/research/crr_pdf/2001/crr01356.pdf
356/2001http://safesupervisor.com/category/info-to-go
Psychosocial hazards’ is used to refer
to work characteristics which could
equally be termed ‘stressors’ or
‘sources of stress’.
A critical review of psychosocial hazard measures. Prepared by The Institute for Employment Studies for the Health and Safety Executive. CONTRACT
RESEARCH REPORT. www.hse.gov.uk/research/crr_pdf/2001/crr01356.pdf
• identify potential stress problems
• seek causes for existing problems which may be a consequence of work
psychosocial hazards
• examine the possible effects of organizational changes on perceptions of
psychosocial hazards
• help focus and target interventions
• identify particular groups who may be experiencing difficulties
• as part of more general employee attitude or opinion surveys
• alert line managers to problems or potential problems
• assess potential hazards as part of a risk assessment.
Some reasons why organizations collect information about psychosocial
hazards (stressors):
PSYCHOSOCIAL HAZARDS
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
OTHER HAZARDS
Just put those
safety awards
on the table
http://www.cartoonstock.com/directory/s/safety_officers.asp
http://listsoplenty.com/blog/?p=9297
http://www.accidenthelplinedirect.com/need-any-work-accident-compensation.html
Hazard type / Area Reception Laundry Drying Ironing Packaging Delivery
Chemical hazards
Exposure to substances like detergents, Perc, and others. X
Physical hazards
High noise level X X X
Poor lighting X X X X X X
High temperature X X X
Ergonomic hazards
Long standing position X X X X X X
Awkward postures X X X X X X
Bending movements X X X X
Biological hazards
Potential exposure to viruses and bacteria X
Psychosocial hazards
High working load X X X
Monotony / mental fatigue X X
Other hazards
Hoses in bad conditions X X X
Peeling Wires X X
Example: Summary Matrix for a Dry Cleaner
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
Environmental Risks [MSDS may be used for reference]
• From Solids.
• From Effluent.
• From Air Emissions.
• Air Pollution
• Water contamination
• Soil/land contamination
• Hazardous waste generation
• Radioactive waste generation
• Acid Rain generation
• Ozone Depletion
• Global Warming
• Etc.
SourcesEffects
http://ensi.wi.vc/affected-by-pollution-5kx.html http://beautiful-views.com/air-and-water-pollution.html
http://postconflict.unep.ch/sudanreport/sudan_website/index_photos_2.php?key=water%20pollution
Occupational Risks Assessment
for a
General Auto Repair
• Chemical Hazards
• Physical Hazards
• Ergonomic Hazards
• Biological Hazards
• Psychosocial Hazards
• Other Hazards
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
Occupational Health & Safety Controls
• Engineering Controls.
• Administrative Controls.
• Personal Protective Equipment (PPE).
http://www.osha.gov/SLTC/etools/safetyhealth/comp3.html
Occupational Health & Safety Controls
• Engineering Controls
http://www.osha.gov/SLTC/etools/safetyhealth/comp3.html
The first and best strategy is to control the hazard at its source.
Engineering controls do this, unlike other controls that generally focus
on the employee exposed to the hazard.
The basic concept behind engineering controls is that, to the extent
feasible, the work environment and the job itself should be designed
to eliminate hazards or reduce exposure to hazards.
Occupational Health & Safety Controls
• Engineering Controls
http://www.osha.gov/SLTC/etools/safetyhealth/comp3.html
http://www.afscme.org/publications/2903.cfm
Engineering controls can be simple in some cases.
They are based on the following principles:
• If feasible, design the facility, equipment, or process to remove the
hazard or substitute something that is not hazardous.
• If removal is not feasible, enclose the hazard to prevent exposure in
normal operations.
• Where complete enclosure is not feasible, establish
barriers or local ventilation to reduce exposure to the
hazard in normal operations
Occupational Health & Safety Controls
• Administrative Controls
http://www.osha.gov/SLTC/etools/safetyhealth/comp3.html
They can mean measures aimed at reducing employee exposure to
hazards.
These measures include additional relief workers, exercise breaks and
rotation of workers.
These types of controls are normally used in conjunction with other
controls that more directly prevent or control exposure to the hazard.
Occupational Health & Safety Controls
• Personal Protective Equipment (PPE)
http://www.osha.gov/SLTC/etools/safetyhealth/comp3.html
When exposure to hazards cannot be engineered completely out of
normal operations or maintenance work, and when safe work
practices and other forms of administrative controls cannot provide
sufficient additional protection, a supplementary method of control is
the use of protective clothing or equipment.
PPE may also be appropriate for controlling hazards while engineering
and work practice controls are being installed.
Occupational Health & Safety Controls
• Personal Protective Equipment (PPE)
http://www.osha.gov/SLTC/etools/safetyhealth/comp3.html
http://www.ef-supplies.co.uk/safety_equipment.cfm
• Protection from Foot and Leg Injuries
• Protection from Eye and Face Injuries
• Protection from Hearing Loss
• Protection from Hand Injuries
• Protection from Body Injury
• Respiratory Protection
Occupational Health & Safety Controls
What H&S controls does the
organization have currently?
In this step research on
Do not make any
recommendation at this time.
http://www.boces.com/site/Default.aspx?PageID=279
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
Using the Systems Approach Tools
Determining the Cost of the Loss
Gathering accurate cost information is important for justifying investment in
Sustainability alternatives.
Three types of costs:
1. General ledger costs
2. Cost of the lost resources
3. Activity-based costs associated with
the management of the non-product loss
Using the Systems Approach Tools
Determining the Cost of the Loss
1. General ledger costs
For example, if an organization generates solid waste, there may be a cost
for the disposal contractor in the general ledger. The chart of accounts
provides a vendor number and/or other code for this payment category.
Using the Systems Approach Tools
Determining the Cost of the Loss
2. Cost of the lost resources
For example, when a part is spray painted, some of the paint does not end
up on the part. This overspray is probably captured on a paint filter in the
ventilation system. If 60% of the paint is incorporated on the part, 40% of
the paint is lost from the work step (i.e., non-product loss).
Using the Systems Approach Tools
Determining the Cost of the Loss
3. Activity-based costs associated with the management of the non-product loss
You first must determine all the activities that must be performed for the non-
product losses from each work step at the lowest level in the process map.
Then you must estimate the cost associated with each of these activities.
The total activity-based cost associated with each loss is added to the total cost
of the loss associated with the general ledger cost and the cost of the lost
resources.
Using the Systems Approach Tools
Identifying Opportunities
Information gathered in the process-mapping phase of the Sustainability
Program can be used to select opportunities on which to focus for problem
solving and decision-making.
Using the Systems Approach Tools
Identifying Opportunities
If all the opportunities identified in the process maps were arranged in order
of their true cost to the organization, the 20% of the opportunities provide
approximately 80% of the cost benefits.
In most cases, you will find the 80/20 rule (also called the Pareto Principle)
to be a great guide for selecting opportunities.
Using the Systems Approach Tools
Identifying Opportunities
Pareto analysis is a rank-ordering tool.
Focusing on wastes by volume or weight
may cause to overlook some important
wastes. Small volume wastes may be
responsible for the highest costs.
An example of this involves laptop computers
that become contaminated when used in
radiologically-controlled areas.
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.
Example for an
auto body shop
Example for an auto body shop
Material /
Phase
Prep.
Vehicle &
Assess
Problem
Remove
Defective
Part
Clean
Repairable
Part
Replace Part Check Part
Prepare to
Return to
Customer
Annual
Cost
Solvent Use 0.00 2,650.00 6,000.00 0.00 0.00 0.00 8,650.00
Solvent
Sludge0.00 3,050.00 5,000.00 0.00 0.00 0.00 8,050.00
Filters 0.00 0.00 0.00 3,650.00 0.00 0.00 3,650.00
Clean Up
Materials850.00 0.00 850.00 0.00 850.00 300.00 2,850.00
Brake Dust 0.00 0.00 1,350.00 0.00 0.00 0.00 1,350.00
Fugitive
Vapors206.00 206.00 210.00 206.00 206.00 206.00 1,240.00
Phases of the Process
Res
ou
rces
use
d, w
aste
s o
r
emis
sio
ns
From $ 0.00 to $ 3,300.00 1
From $ 3,301.00 to $ 6,600.00 2
From $ 6,601.00 to $ 9,900.00 3
Considerations for costs:
Example for an auto body shop
Solvent
Use
Solvent
SludgeFilters
Clean Up
Materials
Brake
Dust
Fugitive
Vapors
Costs 8,650.00 8,050.00 3,650.00 2,850.00 1,350.00 1,240.00
Weighted Costs 3 3 2 1 1 1
Resources used, wastes or emissions
Criteria Weight Value Result Value Result Value Result Value Result Value Result Value Result
Worker exposure to
hazardous chemicals25% 3 0.75 3 0.75 1 0.25 3 0.75 3 0.75 3 0.75
Public exposure to
hazardous chemicals10% 1 0.10 1 0.10 1 0.10 1 0.10 2 0.20 2 0.20
Environmental pollution 15% 3 0.45 2 0.30 3 0.45 2 0.30 1 0.15 2 0.30
Costs 50% 3 1.50 3 1.50 2 1.00 1 0.50 1 0.50 1 0.50
Total
Sum
Total Weight 100% 2.80 2.65 1.80 1.65 1.60 1.75 12.25
Weighted Perc. (%) 22.86 21.63 14.69 13.47 13.06 14.29 100
Resources used, wastes or emissions
Solvent UseSolvent
SludgeFilters
Clean Up
MaterialsBrake Dust
Fugitive
Vapors
From $ 0.00 to $ 3,300.00 1
From $ 3,301.00 to $ 6,600.00 2
From $ 6,601.00 to $ 9,900.00 3
Considerations for costs:
Example for an auto body shop
Other Criteria to
be considered by
expert team
Criteria Weight Value Result Value Result Value Result Value Result Value Result Value Result
Worker exposure to
hazardous chemicals25% 3 0.75 3 0.75 1 0.25 3 0.75 3 0.75 3 0.75
Public exposure to
hazardous chemicals10% 1 0.10 1 0.10 1 0.10 1 0.10 2 0.20 2 0.20
Environmental pollution 15% 3 0.45 2 0.30 3 0.45 2 0.30 1 0.15 2 0.30
Costs 50% 3 1.50 3 1.50 2 1.00 1 0.50 1 0.50 1 0.50
Total
Sum
Total Weight 100% 2.80 2.65 1.80 1.65 1.60 1.75 12.25
Weighted Perc. (%) 22.86 21.63 14.69 13.47 13.06 14.29 100
Resources used, wastes or emissions
Solvent UseSolvent
SludgeFilters
Clean Up
MaterialsBrake Dust
Fugitive
Vapors
Considerations for the criteria:
From $ 0.00 to $ 3,300.00 1
From $ 3,301.00 to $ 6,600.00 2
From $ 6,601.00 to $ 9,900.00 3
1 Light implication
2 Moderate Implication
3 High Implication
Considerations for costs:
Example for an auto body shop
Weight of
all the
criteria
Criteria Weight Value Result Value Result Value Result Value Result Value Result Value Result
Worker exposure to
hazardous chemicals25% 3 0.75 3 0.75 1 0.25 3 0.75 3 0.75 3 0.75
Public exposure to
hazardous chemicals10% 1 0.10 1 0.10 1 0.10 1 0.10 2 0.20 2 0.20
Environmental pollution 15% 3 0.45 2 0.30 3 0.45 2 0.30 1 0.15 2 0.30
Costs 50% 3 1.50 3 1.50 2 1.00 1 0.50 1 0.50 1 0.50
Total
Sum
Total Weight 100% 2.80 2.65 1.80 1.65 1.60 1.75 12.25
Weighted Perc. (%) 22.86 21.63 14.69 13.47 13.06 14.29 100
Resources used, wastes or emissions
Solvent UseSolvent
SludgeFilters
Clean Up
MaterialsBrake Dust
Fugitive
Vapors
Considerations for the criteria:
From $ 0.00 to $ 3,300.00 1
From $ 3,301.00 to $ 6,600.00 2
From $ 6,601.00 to $ 9,900.00 3
1 Light implication
2 Moderate Implication
3 High Implication
Considerations for costs:
Example for an auto body shop
Values assigned by the expert team (for the Costs they were already assigned)
Considerations for the criteria:
From $ 0.00 to $ 3,300.00 1
From $ 3,301.00 to $ 6,600.00 2
From $ 6,601.00 to $ 9,900.00 3
1 Light implication
2 Moderate Implication
3 High Implication
Considerations for costs:
Example for an auto body shop
Now the Value and the Weight for each criteria are multiplied, having the Result.
Its sum is the Total Weight, obtaining from this the Weighted Percentage.
Criteria Weight Value Result Value Result Value Result Value Result Value Result Value Result
Worker exposure to
hazardous chemicals25% 3 0.75 3 0.75 1 0.25 3 0.75 3 0.75 3 0.75
Public exposure to
hazardous chemicals10% 1 0.10 1 0.10 1 0.10 1 0.10 2 0.20 2 0.20
Environmental pollution 15% 3 0.45 2 0.30 3 0.45 2 0.30 1 0.15 2 0.30
Costs 50% 3 1.50 3 1.50 2 1.00 1 0.50 1 0.50 1 0.50
Total
Sum
Total Weight 100% 2.80 2.65 1.80 1.65 1.60 1.75 12.25
Weighted Perc. (%) 22.86 21.63 14.69 13.47 13.06 14.29 100
Resources used, wastes or emissions
Solvent UseSolvent
SludgeFilters
Clean Up
MaterialsBrake Dust
Fugitive
Vapors
22.86
21.63
14.69 14.2913.47 13.06
22.9
44.5
59.2
73.5
86.9
100.0
0
10
20
30
40
50
60
70
80
90
100
0
5
10
15
20
Solvent Use Solvent Sludge Filters Fugitive Vapors
Clean Up Materials
Brake Dust
Cu
mu
lati
ve W
eig
hte
d P
erc
en
tag
e (
%)
Resources used and lost
To
tal W
eig
hte
d P
erc
en
tag
e
Pareto of Weighted Percentage
Example for a painting step in auto body shop
Using the Systems Approach Tools
Analyzing Root Causes
“Root cause” is the basic reason that a resource is being used or a process
loss is occurring. If this cause can be eliminated, the resource use or loss
would be prevented.
This approach is the very basis of prevention.
Using the Systems Approach Tools
Analyzing Root Causes
Root cause analysis teaches organizations to look at all potential causes:
- Materials,
- Machines (technology),
- Methods (work practices), and
- People.
Using the Systems Approach Tools
Analyzing Root Causes
The cause and effect diagram (also known as a fishbone diagram) provides
an effective tool for conducting root cause analysis. Studies have found
that this tool is the most widely used problem-solving tool in the world.
The 80/20 rule can be used to help focus on the most probable causes by
drawing circles around the 20% of the causes that may account for 80%
of the problem.
Using the Systems Approach Tools
Analyzing Root Causes
Design a Cause and Effect Diagram for Solvent Use
in the General Auto Repair case
Using the Systems Approach Tools
Analyzing Root Causes
Cause-Effect Diagram for Solvent Use in the General Auto Repair case
Solvent
Use or
Waste
MachinesMethods
Materials People
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.
Example for an
auto body shop
Using the Systems Approach Tools
Analyzing Root Causes
Cause-Effect Diagram for Solvent Use in the General Auto Repair case
Solvent
Use or
Waste
Using the Systems Approach Tools
Analyzing Root Causes
Dear Consultant,
We run a small auto repair shop. Use of solvent is our most expensive
business issue. Solvents are highly regulated and we must comply with
lots of regulations from air quality to hazardous waste to health and
safety. Some auto repair shops have had to pay lots of money for clean
up of contaminated sites, which has put them out of business. These are
issues that we wish to take seriously.
Using the Systems Approach Tools
Analyzing Root Causes
Our group did root cause analysis and we believe that our biggest problem
is our parts cleaning equipment that requires the use of volatile
solvents. Employees affect solvent use when cleaning parts from leaving
the lid open to not pre-cleaning the parts. There is also the issue of
making sure we are in compliance with regulations. However, as you
know, changing equipment can be expensive and would probably require
retraining of our employees.
Can you help us?
Signed,
General Auto Repair Co.
Using the Systems Approach Tools
Analyzing Root Causes
Cause-Effect Diagram for Solvent Use in the General Auto Repair case
Solvent
Use or
Waste
Using the Systems Approach Tools
Generating Alternative Solutions
The Systems Approach operates on the theory that “the only way to find a
good PP alternative is to have many PP alternatives.”
A good method for generating alternatives is “brainwriting,” a technique
similar to brainstorming, but tends to be less restrictive.
Brainwriting is a written form of brainstorming that uses forms like that
shown in next slide.
It takes advantage of the fact that many people are much more likely to
write down their ideas than say them.
Using the Systems Approach Tools
Generating Alternative Solutions
Using the Systems Approach Tools
Generating Alternative Solutions
This brainwriting technique allows resource people (i.e., those not on the
Sustainability team, vendors, or technical assistance personnel) to lend
their expertise in generating alternatives.
Using the Systems Approach Tools
Generating Alternative Solutions
To help encourage Sustainability team members to “think outside the box,” it
is important to get each team member to express the “most outrageous
alternative that just might work.”
This gets everyone involved in
using a bit of creativity to
address the Sustainability
problem at hand.
Generating Alternative Solutions for an
Automated Car Wash
U.S. EPA. (2001). An Organizational Guide to Pollution Prevention. EPA/625/R-01/003. Cincinnati, Ohio.
Generating Alternative Solutions for an Automated Car Wash
• Install a closed-loop (fully recycling) system.
• Fully automate the system to control drive
speed.
• Use water-saving nozzles.
• Wash less frequently.
• Put dehumidifier in room to collect water
vapor.
• Use high-pressure jet spray (rinse/clean in
one step).
• Redesign water application.
• Hand wash.
• Reduce evaporation by lowering room
temperature.
• Try to collect evaporated water.
• Use multistage washing process.
• Only use undercarriage spray in winter.
• Only wash vehicle once a week
• Dip vehicles in a tub-like device.
• Lower temperature of water to decrease
evaporation.
• Use drying apparatus so vehicles do not drip
dry.
• Use a switch to activate/deactivate each step.
• Close garage door before starting washing
process.
• Spit shine.
• Use a squeegee to scrape off excess water.
• Change soap application method.
• Use alternative to city water source.
• Use fewer absorbent sponges (less water
trapped).
• Use rental cars (rental agency will wash).
• Redesign collection of water.
• Drive through faster.
Remember the Prevention Hierarchy
Prevention
Reduction
Reusing
Recycling
Treatment
Disposal
Most Preferable
Least Preferable
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdf
One way to generate alternatives is through
Toxics Use Reduction (TUR) approach
TUR is defined in the Massachusetts Toxic Use Reduction Act as:
In-plant changes in production processes or raw materials that
reduce, avoid, or eliminate the use of toxic or hazardous substances
or generation of hazardous byproducts per unit of product,
so as to reduce risks to the health of worker, consumers, or the
environment
without shifting risks between workers, consumers or parts of the
environment.
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdf
Toxics Use Reduction (TUR)
TUR shall be achieved through any of
the following six techniques:
• Input Substitution
• Product Reformulation
• Production Unit Redesign or Modification
• Production Unit Modernization
• Improved Operation and Maintenance of Production Unit
Equipment
• Recycling, Reuse, or Extended Use of Toxics
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb http://ecohomeresource.com/2010/05/switching-to-soy-ink.html
http://techcrunch.com/2008/04/24/going-green-if-you-have-to-use-a-printer-do-it-the-environmentally-friendly-way/
Toxics Use Reduction (TUR) Techniques
• Input Substitution
It is replacing a toxic or hazardous substance
or raw material used in a production unit with a
non-toxic or less toxic substance.
Examples:
• Aqueous cleaning instead of solvent cleaning
• Soy based inks instead of chemical inks
• Alkaline plating baths instead of cyanide
baths
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb http://greensource.construction.com/products/2012/1201-Product.asp
Toxics Use Reduction (TUR) Techniques
It is substituting for an existing
end-product, an end-product
which is non-toxic or less toxic
upon use, release or disposal.
Examples:
• Latex based coatings instead
of oil based coatings
• Unbleached paper instead of
bleached paper
• Product Reformulation
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb http://metaler.in/rnd
Toxics Use Reduction (TUR) Techniques
It is developing and using production units of
a different design than those currently used.
Examples:
• Ozonation instead of chlorine based
system for controlling corrosion
• Electrostatic powder paint spray instead
of solvent based paint
• Production Unit Redesign or Modification
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb http://www.eolss.net/Sample-Chapters/C07/E2-14-02-03.pdf
Toxics Use Reduction (TUR) Techniques
It is upgrading or replacing existing production unit equipment and
methods with other equipment and methods based on the same
production unit.
Examples:
• Continuous closed system instead of batch process
• Countercurrent and reactive rinsing instead of single tank rinsing in
electroplating
• Production Unit Modernization
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb http://www.chemistryland.com/CHM130FieldLab/Lab4/Lab4.html
Toxics Use Reduction (TUR) Techniques
It is modifying or adding to existing equipment or methods including, but
not limited to, such techniques as improved housekeeping practices,
system adjustments, product and process inspections, or production unit
control equipment or methods.
Examples:
• Improved Operation and Maintenance of Production Unit
Equipment
• Installation of Floating Roofs on Chemical
Storage Tanks (instead of no roofs)
• Strict inventory controls to prevent
expiration of chemicals
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb http://www.rhodia.com/en/markets_and_products/product_ranges/Sulfuric_Acid_Regeneration_Process_Eco_Services.tcm
Toxics Use Reduction (TUR) Techniques
It is using equipment or methods which become an integral part of the
production unit of concern, including but not limited to filtration and other
closed loop methods.
Examples:
• Acid regeneration instead of disposal of acid
• Silver recycling unit instead of discharge of silver in wastewater
• Recycling, Reuse, or Extended Use of Toxics
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb
What is NOT Toxics Use Reduction (TUR)?
TUR does not include any practice which promotes, or
requires, or which is:
• Shifting the toxic discharge from one medium to another
(air – water – soil);
• Recycling, unless it is integral to the production process;
• Treatment of toxic waste to make it less toxic or non-toxic; and
• Incineration.
http://www.turi.org/Our_Work/Home_Community/Community_Grants/Library_of_Past_Projects/Union-Workers/Worker-Based_TUR_Curriculum/Project-Materials/TUR-Booklet-HTML-file
http://www.mass.gov/dep/toxics/approvals/turinstr.pdfb
Now you may potentially prevent, eliminate and/or reduce:
• Engineering Controls
• Administrative Controls
• Personal Protective Equipment (PPE)
• Chemical Hazards
• Physical Hazards
• Ergonomic Hazards
• Biological Hazards
• Psychosocial Hazards
• Other Hazards
Through writing
proposals based on:
Using the Systems Approach Tools
Selecting an Alternative for Implementation (bubble-up/ bubble-down)
Selecting a Sustainability alternative for implementation is facilitated with
decision-making tools.
The bubble-up/bubble-down tool in particular is an excellent means for
prioritizing and selecting an alternative to implement from a long list of
possibilities.
Using the Systems Approach Tools
Selecting an Alternative for Implementation (bubble-up/ bubble-down)
Alternatives that “bubble up” to the top are typically easy to implement
and have a relatively low cost.
These alternatives may be characterized as the
low hanging fruit
or quick wins. Little or no capital is required to
implement these alternatives and work can
begin right away in most cases.
Generating Alternative Solutions
The General Auto Repair case
• Use non-toxic solvent to eliminate all
environmental problems.
• Train people to maintain filtration and
distillation systems better.
• Pre-clean parts with rags or brushes
• Start a “clean shop” program to train
employees to keep work areas clean to
prevent spills and waste.
• Use old solvent to pre-soak parts
• Begin an employee incentive program to
reward best operating practices for operating a
clean work area.
• Replace existing parts cleaner with new
equipment that uses non-solvent cleaning
solution.
• Don’t use solvent to clean shop floor.
• Pay employees small bonus for keeping good
environmental records including hazardous waste
and air quality records.
• Test solvent to see if we are replacing too soon.
• Create an employee problem-solving team to deal
with waste of all kinds on a regular basis.
• Convert to steam cleaning.
• Train workers on pollution prevention and ways to
reduce and reclaim spills.
• Provide incentives for employees who reduce
losses.
• Invest in better equipment.
• Keep lid on parts cleaner closed when not in use.
• Place parts cleaner nearer to work areas.
• Drain excess solvent from parts before removing
from parts cleaner.
Generating Alternative Solutions
The General Auto Repair case
• Use non-toxic solvent to eliminate all
environmental problems.
• Train people to maintain filtration and
distillation systems better.
• Pre-clean parts with rags or brushes
• Start a “clean shop” program to train
employees to keep work areas clean to
prevent spills and waste.
• Use old solvent to pre-soak parts
• Begin an employee incentive program to
reward best operating practices for operating
a clean work area.
• Replace existing parts cleaner with new
equipment that uses non-solvent cleaning
solution.
• Don’t use solvent to clean shop floor.
• Pay employees small bonus for keeping good
environmental records including hazardous waste
and air quality records.
• Test solvent to see if we are replacing too soon.
• Create an employee problem-solving team to deal
with waste of all kinds on a regular basis.
• Convert to steam cleaning.
• Train workers on pollution prevention and ways to
reduce and reclaim spills.
• Provide incentives for employees who reduce
losses.
• Invest in better equipment.
• Keep lid on parts cleaner closed when not in use.
• Place parts cleaner nearer to work areas.
• Drain excess solvent from parts before removing
from parts cleaner.
Selecting an Alternative for Implementation
(bubble-up/ bubble-down)
The General Auto Repair case
1. Replace existing parts cleaner with new equipment that uses non-solvent
cleaning solution.
2. Use non-toxic solvent to eliminate all environmental problems.
3. Pre-clean parts with rags or brushes
4. Use old solvent to pre-soak parts
5. Test solvent to see if we are replacing too soon.
6. Drain excess solvent from parts before removing from parts cleaner.
7. Keep lid on parts cleaner closed when not in use.
8. Place parts cleaner nearer to work areas.
9. Train people to maintain filtration and distillation systems better.
10. Begin an employee incentive program to reward best operating practices
Selecting an Alternative for Implementation
(bubble-up/ bubble-down)
The General Auto Repair case
11. Don’t use solvent to clean shop floor.
12. Pay employees small bonus for keeping good environmental records including
hazardous waste and air quality records.
13. Create an employee problem-solving team to deal with waste of all kinds on a
regular basis.
14. Convert to steam cleaning.
15. Train workers on pollution prevention and ways to reduce and reclaim spills.
16. Provide incentives for employees who reduce losses.
17. Invest in better equipment.
18. Start a “clean shop” program to train employees to keep work areas clean to
prevent spills and waste.
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
Example of the Cause of Problems and their possible solutions
For an electronic manufacturing industry
No. Cause of Problems Possible Solution ReferenceUsing WEIDMULLER for stripping wire clamp. For flexible
conductors.Sol. 01
Fixture wire stripper with direct line pressure 120 psi. Sol. 02
Hiring auditor to be assigned 100% of his/her time on the production
line.Sol. 03
Quote with other local development contract for box manufacturing. Sol. 04
Train stockists how to unpack the boxes in receipt warehouse to
avoid damage.Sol. 05
Preparation of quality plan to give to provider, specifying the
requirements for quality of the box.Sol. 06
3Housing wasted due to
illegible numbering.
Purchase number stamped device with date code and serial numbers
with following measures: 5/64 "x 7/8".Sol. 07
Cable cut outside the
specifications required
by the customer.1
2Box damaged as solid
waste. It cannot be
used for final product.
Technical Evaluation
Personnel that will be directly affected by implementing the project should
be consulted and included in the decision-making process.
For projects that involve a new technology and/or technique, a bench-scale
or pilot test may be required to asses technical feasibility.
(Freeman, 1995).
Technical Evaluation
Reference ToolsRequired
Personnel
Contract
with external
provider
Space
RequiredEfficiency Productivity
Reducing
ReworkQuality Total
Sol. 01 Pincer N/A N/A N/A 1 0 3 3 7
Sol. 02 Fixture N/A N/A Yes 2 1 3 3 9
Sol. 03 N/AAuditor for
Production LineN/A N/A 2 2 3 3 10
Sol. 04 N/A N/A N/A N/A 1 1 1 3 6
Sol. 05 N/APersonnel from
Quality to trainN/A N/A 1 1 1 1 4
Sol. 06 N/APersonnel from
QualityN/A N/A 2 2 2 2 8
Sol. 07 Press N/A Yes Yes 1 0 3 3 7
Economical Evaluation
Once opportunities have been found to be technically feasible, the
economics of the project should be examined.
Any project that yields a cost saving… has potential for profitability. If there
are no initial cost involved, then a project can be considered economically
feasible if there is a cost savings.
Option such as better operating practices [BOP] may be the most practical
to implement first since they do not require an initial capital investment.
(Freeman, 1995).
FIRST
Do financial analysis
= evaluating cash flow and profitability
implications of the Sustainability
options
THENPrioritize, based on financial
information & business priorities.
Improving MSME Performance through Cleaner Production. Module 5: The CP Process & Tools. Visit www.encapafrica.org.
Remember, even if a Sustainability option does not
require capital, it will require management attention—
this is in limited supply! Therefore, prioritization must
be strategic!
!
Improving MSME Performance through Cleaner Production. Module 5: The CP Process & Tools. Visit www.encapafrica.org.
Cash outflows
(COSTS; negative)
+
Cash inflows
(REVENUES & SAVINGS;
positive)
= NET CASH FLOW:
One-time Annual Other
Initial
invesment
cost
Operating
costs &
taxes
Working
capital
Equipment
salvage
value
Operating
revenues
& savingsWorking
capital
(Elements of cash flows)
Economical Evaluation
Reference
Investment
Needed
(USD)
Supplier Notes
Sol. 01 $122.68Weidumuller/
Global industrialCable stripping tool. Reduces rework and quality problems.
Sol. 02Not
NecessaryN/A
Fixture for cable stripping of specified measurements. Conduct by
the plant personnel.
Sol. 03Not
NecessaryN/A
Iit was decided that one of the current auditors could perform such
activity.
Sol. 04 $118.00 Universal pressSearch local provider to supply additional boxes, reducing rework
and quality plans.
Sol. 05Not
NecessaryN/A
It was decided that the area production supervisor could socialize
the right way to deal with the boxes.
Sol. 06 $400.00 Man powerHiring practitioner to perform quality plan and project lead
(drawing, dimensions, specifications and samples).
Sol. 07 $256.50
Mecco safety
utility marking
outfits
Stamping numbers 5/64" sharp utility face type, blank 3/8" x
5/64 "x 7/8" long.
Summary for Technical and Economical Evaluation
Reference Possible Solution TechnicalEconomical
(USD)Priority
Sol. 01Using WEIDMULLER pincers for stripping wire clamp. For
flexible conductors.7 $ 122.68 4
Sol. 02 Fixture wire stripper with direct line pressure 120 psi. 9 Not Necessary 2
Sol. 03Hiring auditor to be assigned 100% of his/her time on the
production line.10 Not Necessary 1
Sol. 04Ask for a budget with other local development contract for
box manufacturing.6 $ 118.00 7
Sol. 05Train stockists how to unpack the boxes in receipt
warehouse to avoid damage.4 Not Necessary 6
Sol. 06Preparation of quality plan to give to provider, specifying the
requirements for quality of the box.8 $ 400.00 5
Sol. 07Purchase number stamped device with date code and serial
numbers with following measures: 5/64 "x 7/8".7 $ 256.50 3
Evaluation
TOXICS USE REDUCTION PLANNING AND PLAN UPDATE GUIDANCE
Developed in collaboration with: Office of Technical Assistance for Toxics Use Reduction.
Toxics Use Reduction Institute. Executive Office of Energy & Environmental Affairs. Updated December 2009
http://www.sac.cmich.edu/Programs/general_aquatics.shtml
Production Unit: Floatation Device Production
Chemical: Methylene Chloride
Methylene chloride is used for cleaning molds and
other parts in the flotation devices production unit.
Several potential options were identified for the
reduction of methylene chloride within this process.
Another Example
Summary for Technical and Economical Evaluation
http://www.chemicallabels.com/chemical-label/methylene-chloride-nfpa-label/sku-lb-1591-086.aspx
Another Example
Summary for Technical and Economical Evaluation
Fire Hazard:
1 – Flash Point above 200°F
Health Hazard:
2 – Hazardous
Instability:
0 – Stable
Specific Hazard:
N/A
TOXICS USE REDUCTION PLANNING AND PLAN UPDATE GUIDANCE
Published in accordance with MGL 21I and 310 CMR 50.00.
Developed in collaboration with: Office of Technical Assistance for Toxics Use Reduction.
Toxics Use Reduction Institute. Executive Office of Energy & Environmental Affairs. Updated December 2009
Summary for Technical and Economical Evaluation
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
Using the Systems Approach Tools
Action Planning
Finally, a formal action plan should be prepared for every Sustainability
activity that is planned for each year of a Sustainability program.
In the rush to implement, Sustainability practitioners should not overlook the
need to formalize their action plans.
Each action plan should list the Sustainability alternative that will be
implemented and show the sequence of steps necessary to implement
the alternative.
Using the Systems Approach Tools
Action Planning
The person responsible for ensuring that each step is completed should be
indicated in the action plan.
Performance of that step must have some recognizable goal that must be
reached.
A metric should be devised to measure the progress toward meeting that
goal and to provide a time frame for reaching the goal or completing that
step.
Finally, an indication of the resources required to reach the goal should be
included in the formal action plan.
Using the Systems Approach Tools
Action Planning
Action Responsible person
Performance standard
Monitoring technique
Completion deadline
Resources needed
1.Investigate sources of equipment
Tom List of vendors
Discuss list with Steve the owner
Jan 15 Team of Tom, Steve and Harry
2. Bring in equipment for review
Tom Approved list of vendors by Steve
Steve allocates time for employees
Feb 1 Shop employees
3. Employees try out equipment and write up results
Harry How good does the equipment clean parts
Time to clean parts
March 1 Shop employees
4. Have team review results and select vendor
Harry Compare against existing equipment
Time, quality and cost
April 15 Team of Tom, Steve and Harry
5. Purchase equipment
Steve Delivery schedule
Steve allocates funds
April 30 Capital funds
6. Train employees on how to use new equipment
Harry Time and quality of cleaning parts
Costs of new equipment versus old
June1 Employees time
Action Planning
The General Auto Repair case
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
The program should be continuously evaluated and updated to improve
overall effectiveness.
One way of measuring progress is quantitative. For example, waste that
have changed (reduced) in quantity or in hazard level.
When evaluating the elements of the program, it is important to identify
those strategies and techniques which have been very successful,
marginally successful, or have failed; and why.
(Freeman, 1995).
Program Evaluation
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
- Emphasize economic benefits
- Rotate Teams
- Provide refresher training
- Publicize success stories
(Freeman, 1995).
Sustaining the Program
The following activities can be used as a way to provide a proper
follow up for the Sustainability Program and to continue
encouraging people to participate :
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