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PROFITING FROM WASTE REDUCITON INYOUR SMALL BUSINESS

A guide to help you identify, implement and evaluate an industrial waste reduction program

by David Wigglesworth

ALASKA HEALTH PROJECT 1988

HOW TO USE THIS MANUAL h m f i m W d Redudon in Your S d B z . u i n a s is written to help small business managers and their employees work together to identify and implement methods to reduce industrial wastes. Moreover, it is designed to help managers and employees see their industrial wastes as a financial resource rather than as unavoidable by-products of their business process. In particular, this manual shows how to:

Organize your business to promote waste reduction -- see Chapter 2. * Review your business plans for waste reduction potential -- see Chapter 3. * Conduct a waste reduction audit of your business -- see Chapter 4.

Evaluate your waste reduction program -- see Chapter 5. * Learn specific strategies for 9 Common Business Processes -- see Chapter 6.

Review resources to help with waste reduction & management -- see Chapter 7.

A NOTE ABOUT RESOURCES Each resource listed in Chapter 7 is assigned its own number. At the end of most chapters you will find the numbers of those resources that can provide additional information on the chapter’s topic. Alaska Health Project is ready to help, if you need additional assistance. Your questions and comments are always welcome -- call Alaska Health Project at (907) 276-2864. Or stop by our offices at 431 West 7th Avenue, Suite 101 in Anchorage, Alaska 99501. We hope you find the information in this manual helpful -- and profitable.

This manual is advisory only. It is intended to be a guidance manual to help businesses take the first step toward evaluating waste reduction opportunities and to build awareness of the benefits of waste reduction. Compliance with environmental and occupational safety and health laws is the responsibility of each individual business, and is not the focus of this manual. Contact the State of Alaska Department of Environmental Conservation or the State of Alaska Department of Labor for assistance in these areas (see Chapter 7: Resources for addresses and phone numbers). Mention of any product, business, service or process in this manual is for educational purposes only, and should not be considered an endorsement.

ACKNOWLEDGMENTS Written by Technical Assistance by David Wigglesworth Carl Hild, M.S. Editing, Design & Camera-ready Production by Adrian M. Dube Production Assistance by Printing by Marilyn Fisk Tom camasso, Mind’s Eye Graphic Design

Lawrence D. Weiss, Ph.D. Mark Catlin, I.H.

Color Art Printing Company, Inc. Anchorage, Alaska

SPECIAL THANKS The Small Business Hazardous Materials Advisory Committee deserves special mention for their advice and review during the development of this manual:

Colleen Burgh AK Dept. of Environmental Consemation George Kelly One-Hour Fireweed Jim Lukin Lukin Publications Management Robert Miller University of AK Anchorage

Janet Nye Small Business Development Center of AK Richard Sewell Alaska Foreign Trade Jim Sweeney Solid Waste Services, Municipality of Anchorage Doug Toland AK Dept. of Environmental Consenation Andrew Williams Fairbanks Daily News-Miner

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TABLE OF CONTENTS How To USE %IS MANUAL ............................................................................ Inside Cover

CHAPTER 1 WASTE REDUCTION MAKES GOOD BUSINESS SEN$E .................................................. 1

Case Study ........................................................................................ 1 What is Waste Reduction? ............................................................ 1 Waste Reduction Solutions ............................................................ 2 Start Your Waste Reduction Program ........................................ 3 A Quick Reference Guide to Developing Your Program ........ 3 An On-Going Process ...................................................................... 4 Resources .......................................................................................... 4

C m R 2 . . STEP 1: GET ORGANIZED .. FORM AN AUDIT TEAM .................................................. 5

Case Study .......................................................................................... 5 Creating Your Audit Team .............................................................. 5 Composition and Size ........................................................................ 5 Other Points About the Audit Team .............................................. 6 Alternatives ........................................................................................ 6 Resources ............................................................................................ 6

Audit Team Form .............................................................................. 7

CHAPTER 3 STEP 2: Do YOUR HOMEWORK .. REVIEW BUSINESS PLANS & PROCEDURES .......... 9

Case Study ........................................................................................ 9 Your Business Profile ...................................................................... 9 What is a Business Plan? ................................................................ 9 The Market Plan ............................................................................ 10 The Operations Plan .................................................................... 10

Process Operations Purchasing Procedures Receiving Procedures Delivery Procedures Inventory Procedures Personnel Policies

The Financial Plan ........................................................................ 14 The Recordkeeping Plan .............................................................. 14 Resources ........................................................................................ 14

Business Plan Evaluation Checklist .......................................... 15

0 1988. Alaska Health Project

CHAPTER 4 i STEP 3: TAKE A LoOK .. CONDUCT A WASTE REDUCTION AUDIT .................................. 19

Case Study ...................................................................................... 19

Task I: Conduct a Preliminary Walkthrough ............................ 20 Task 11: Conduct a Facility Walkthrough .................................. 21 Task 111: Identify Waste Reduction Opportunities .................. 21

The Waste Reduction Audit ........................................................ 19

Task IV: Document Your Findings ............................................ 22 Points to Keep in Mind ................................................................ 22 How Long Does an Audit Take? ................................................ 23 Resources ........................................................................................ 23

12 Questions to Consider During Your Walkthrough ............ 24 Form A Process Identification .................................................... 25 Form B: Materials Identification ................................................ 26 Form C: Waste Identification ...................................................... 27 Form D: Cost Identification ........................................................ 28 Walkthrough Schematic Drawing .............................................. 29

STEP 4 1: YOU’RE ALMOST DONE .. EVALUATE & IMPLEMENT OPTIONS .................... 31 Case Study ...................................................................................... 31 Quick Reference Guide to Waste Reduction Priorities .......... 31 Some Initial Points to Consider When Analyzing Options .... 32 Implement Your Options .............................................................. 32 Resources ........................................................................................ 33

Technical Evaluation Form .......................................................... 34 Economic Evaluation Form .......................................................... 35 Waste Reduction Program Evaluation ...................................... 36

CHAPTER 6 SOME COMMON BUSINESS PROCESSES WITH WASTE REDUCTION OPTIONS .............. 37

Resources ........................................................................................ 37 Selected Waste Reduction Opportunities .................................. 38

CHAPTER 7 WASTE REDUCTION RESOURCES FOR SMALL BUSINESS ............................................ 42

A. Alaska Health Project .............................................................. 42 B . State Waste Reduction Programs .......................................... 42 C . Reports and Documents .......................................................... 45 D . Other Resources ...................................................................... 46

CHAPTER 1 WASTE REDUCTION MAKES

GOOD BUSINESS SEN$E

U n t i l recently, small business owners were not overly concerned with the costs resulting from the generation of industrial waste. However, this situation has changed. Small business owners in Alaska (and elsewhere) now bear an enormous legal, and social responsibility to safely manage the materials used in their business operations, in addition to any waste produced. Moreover, small business owners now realize the potential financial losses resulting the generation of waste.

Today, it is essential that small business owners and employees develop programs to reduce or eliminate wastes generated from business operations. By doing so, a small business improves its competitive- ness and profitability while at the same time keeping both the workplace and the community clean. Waste reduction works and makes good business sense.

What is Waste Reduction? Waste reduction is any activity that reduces or eliminates the generation of waste at its source, before it becomes a pollutant or a “lost” resource.

Wastes appear in many forms: solid wastes such as paper, boxes, and other refuse; spills; vapors and fumes that may cause pollution outdoors and in the workplace; wastewater discharges; energy waste; and hazardous wastes that are reactive, toxic, ignitable and corrosive -- to name just a few.

Industrial wastes are produced for a variety of reasons. For example, unnecessary purchases, outmoded processes, and poor employee training often generate wastes. System leaks (pipes, valves, etc) arise from irregular or a lack of equipment maintenance. Poor housekeeping and product mishandling sometimes waste precious and costly raw materials. But most often, wastes are created because a company has not spent enough time developing a program to eliminate these losses.

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CASE STUDY In 1984, Geo e Kelly, Vice

President of One # our Fireweed a local dry cleaner in Anchorage, Alaska, attended a workshop con- ceming hazurabus waste and small businesses. He went away with the feeling that his business could do a lot more to control solvent wastes from its operations.

Since then, One Hour Fireweed has reduced its solvent wastes to a level well below national industry standards. Mr. Kelly accom lishes this by regularly checking br and sealing any system leaks, modij’jing his plant to include an aziotropic conditioning system to recover solvent, and installing a carbon ab- sorption unit to recover additional solvent from exhaust vapors.

With this new setup, Mr. Kelly can now clean four times as many clothes per d” of solvent. At the current price of approximately $285.00 per SS-gallon drum of cleaning solvent, that translates into real savings - and a cleaner environment!

In 1986, Mr. Kelly received the First Annual Mayor? Pollution Pre- vention Award in recognition of his efforts to reduce the amount of hazardous waste in Anchorage. Cur- rently, Mr. Kelly continues his waste reduction e.fofls and has developed a special Q e r that recovers solvent from dry cleaning filters. The filter w n g unit can recover 4.5 gallons of cleaning solvent from each &foot filter. The savings in reclaimed cleaning solvent alone make this technique attractive.

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WASTE REDUCTION SOLUTIONS

2 ALUU H m m PROJECT

Promoting waste reduction in your business requires a fundamental change on the part of business managers, and employees, to view these wastes as a potential resources rather than just something thrown away or lost during the production process. This goes for all wastes, not just hazardous wastes and those that are regulated by local, state, and/or federal laws. Conserving water and energy, reducing paper waste, and saving raw materials should be a part of your overall waste reduction goal.

By focusing your attention on all types of waste, you will ensure maximum returns for your waste reduction efforts. These returns can include:

* Reduced operation costs by using less raw materials, and conserv-

* Savings from reduced need for pollution control equipment and

* Elimination of waste transportation, storage and disposal costs. * A healthier workforce and community from reduced exposures to

* Reduced costs for compliance with waste disposal regulations. * Improved public image from taking positive steps towards your

* Revenues from the recovery and sale of reusable wastes. * Reduced liabilities through the elimination of waste.

ing energy.

monitoring.

hazardous wastes and chemical materials.

community’s waste problems.

The best way to profit from waste reduction in your business is to reduce your reliance on the raw materials and processes that create the waste. Techniques for reducing waste will vary in terms of complexity, effectiveness, and costs. Simple housekeeping improvements to control material losses, repairing system leaks, and preventing spills are very effective methods and cost little or nothing to implement. Other measures, such as upgrading to the latest recovery technologies, may require more time and money, and a detailed engineering analysis to determine their cost effectiveness. However, such high-tech waste reduction options can have relatively rapid payback periods, which enhance their overall value.

In general, efforts to reduce waste at the source can include:

* Changing plant operation and/or procedures by improved housekeeping and educating employees about waste reduction.

* Substituting non-toxic materials in the production process. * Reclaiming (recycling) materials to avoid creating wastes. * Modifying equipment to improve efficiency. * Altering your final product to eliminate processes that create

wastes. (This is particularly useful for manufacturing businesses).

No matter what kind of business you do, you will most likely have a set of financial, operational and marketing plans and procedures. Waste reduction can fit almost anywhere in these plans. For example, when de-

*-) veloping a financial plan for your business, you should factor in waste management as a cost of doing business. Accurate figures on how much waste is generated will help determine this cost. The more you can reduce wastes, the more money will be available for other business investments.

Examining losses from the handling of materials and wastes is often overlooked during business planning. For most service-oriented businesses, such as print shops, beauty parlors, garages, and dry cleaners, this type of planning is crucial.

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This manual is based on a four-step method designed to help you and your employees identify waste reduction possibilities within your business. The following section is an overview of the prosses providing a preview of the program before you and your employees get started.

STEP 1: GET ORGANIZED: There is enormous potential for waste reduction in all aspects of your business operations and procedures. Getting ideas from everyone in your company is therefore crucial. A good waste reduction program can work only if both workers and managers:

* Are committed to the idea and implementation of the waste reduction program.

* Realize that waste reduction can improve the business’ overall profits and the health and safety of employees and the community.

* Agree on a common process for identifying waste reduction opportunities in the business.

* Faithfully execute any methods determined to promote waste reduction in the business.

Chapter 2 contains more information on how to form a work group to ensure broad involvement in all phases of this process.

STEP 2: Do YOUR HOMEWORK: Good business planning is critical in both starting a new venture and maintaining an existing one. Business plans normally include such things as marketing schemes; procedures for operations such as purchasing, inventory, and facility design; and financial and operational record ke e p i ng.

Step 2 involves reviewing your existing and/or proposed business plans with a critical eye toward waste reduction. For example, purchasing procedures can include a review of the waste reduction potential for any new materials or equipment -- prior to purchase. It pays to buy equipment and raw materials that generate the least amount of waste.

Chapter 3 will help you review your current business plan (or develop one) with an eye towards maximum uaste reduction.

‘2 Convenient checklists are provided to help you complete this step.

START YOUR WASTE REDUCTION PROGRAM

1 QUICK REFERENCE GUIDE TO DEVELOPI~~

YOUR PROGRAM There are four fundamental steps to developing a Waste Reduction Program: 1. Get Organized Employees & management work together to promote waste reduction in your business (Chapter 2). 2. Do Your Homework Review business plans and procedures to determine opportunities for waste reduction (Chapter 3).

Evaluate waste reduction potential by conductinga waste reduction audit (Chapter 4).

Chocse !??e most appropriate waste reduction methods for your business (Chapter 5).

3. Take A Look

4. You’re Almost Done

3 AWU H u m PROJECT

AN OWGOING PROCESS

RESOURCES I For more information refer to the following resources listed in Chapter Seven: 1, 30, 37, 38, 39, 40, 42, 43, 46, 48, 49.

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STEP 3: TAKE A LOOK: You must also evaluate your actual business operations and processes to identify potential waste reduction opportunities. Step 3 involves taking a closer look at your company by conducting a waste reduction audit. Some of the information collected in the previous step will be help you do this.

During the audit you will collect information on the types and quantities of wastes you produce and identify the processes that create them. You will determine where they go: i.e out the stack or out into your facility (air), down the sewer (water), or into disposal facility (land). In this step, you will also collect information to help evaluate your waste reduction options from a technical and economic point of view. Chapter 4 presents a detailed discussion on how to complete your audit and includes easy-to-use checklists designed to simplify the procedure.

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STEP INF YOU'RE ALMOST D0m:With the information gathered in Steps 2 and 3, you can make some important decisions on the best methods to reduce wastes in your company. Your decisions will of course take into consideration the unique conditions of your business, financial and human resources, health and safety, etc. Remember that anything you do to reduce your waste production will benefit you, your business, your community, and your employees. See Chapter 5 for more details.

) It is important that your efforts not stop at this point. Waste Reduc-

tion is a dynamic process. Once implemented, waste reduction procedures require regular review and evaluation to keep the procedures effective. Chapter 5 provides more information to complete this step.

The time it takes to develop a waste reduction program will vary from business to business. Just completing one of the steps in the process, however, is valuable and may significantly improve waste reduction in your business. Some companies may skip some steps thereby shortening the process. Moreover, Alaska Health Project can provide assistance to anyone needing help completing these tasks.

This manual is designed to help you develop a waste reduction program tailor-made to your needs and situation. It starts by helping you review your business plans and procedures to maximize waste reduction potential. It then moves on to describe how you can conduct a detailed facility audit to identify waste reduction opportunities. Continue read- ing the remaining chapters in this manual to determine how you can begin to profit from waste reduction, just like George Kelly -- and others.

CHAPTER 2 1 STEP 1: GET ORGANIZED

FORM AN AUDIT TEAM ,

%am work is vital to achieving successful waste reduction in any small business. Workers and managers both have important roles to play in implementing waste reduction programs. This chapter shows how to create an audit team to provide the focus and leadership needed to initiate, implement and evaluate a waste reduction program. An audit team can also: 4

* Educate management and employees about waste management issues in general.

* Enhance communication between managers and workers about business processes and procedures.

* Encourage all persons in the company to voice their opinions and suggestions about waste reduction.

CREATING YOUR AUDIT TEAM There is no strict formula to creating an audit team. Business owners

and/or managers may simply authorize and choose the team members. Organized workers may be able to create a team through union con- tracts and collective bargaining agreements. Some businesses may use safety meetings to establish their audit team. Regardless of how you start, it is crucial that both management and employees are committed -- in concept and purpose -- to the team effort for effective waste reduction to occur.

The size of the team is not critical. In many smaller companies, business managers or owners are also "workers". Therefore, the audit team may be one or two people. In fact, one person could initially conduct a waste reduction audit, then work with others to review results and implement recommendations.

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CASE STUDY A team approach to waste reduc-

tion has long been considered im- poffant at Photo Wright Laborato- ries, a photofinishing business in Anchorage, Alaska. Employees and management succesJ3cuIly work together to reclaim silver from used photofinishing chemicals. Using an electrolytic plating unit and a metal- lic replacentent unit, Photo Wright recovers over 92% Gf the silverfram their used processing chemicals - silver which would othetwise be dis- charged into the sewer system.

The recovered silver represents an additional source ofpmjit for the company. Photo Wright received the 1987 Mayor's Pollution Prevention Award for their waste reduction efforts.

COMPOSITIOI' AND SIZE

r AUDITTEAMS For small businesses, the audit team might consist oE

* owner or manager , * secretary

OTHER POINTS ABOUT THE AUDIT TEAM

ALTERNATIVES

I RESOURCES I For more information about topics in this chapter refer to the following resources in Chapter Seven: 1, 37, 46.

6 ALASKA HEALTH PROJECT

The composition of an audit team will also vary from company to company. In general, the group should include personnel involved in each stage of your business operations. This will increase employee awareness of waste reduction and promote broad based input and support for your program. Moreover, you may be able to reduce waste at any stage in the business process, so it’s important to get everyone’s thoughts and ideas. Even those employees who are removed from the actual processing or production in your business may have helpful suggestions. Counter clerks and receptionists, if encouraged, may come up with winning ideas to reduce waste and save money.

Use the form at the end of this chapter to record the audit team .members and the general goal of the audit team. Give each member a copy of this form and post a copy where all your employees can see it. That way, employees who are not team members will know who to contact if they have questions or suggestions. Business managers should keep this form on file. Just creating an audit team is an important step in reducing and controlling your waste. Be sure to document your efforts -- records may help you comply with regulations, and will help you keep track of your waste reduction success stories.

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As a general rule, the group should include the following basic

* A Leader: Someone in charge and accountable for the waste reduction program.

* Regular Communication: Schedule weekly, monthly or quarterly meetings to discuss the investigation and share new ideas and information.

elements:

* Recordkeeping: Record meetings and other discussions. * Consensus Agreement: Cooperation makes waste reduction work. * Longevity: Maintain the audit team over time to conduct additional

audits, ensure implementation of recommendations, and evaluate your efforts.

Once a team is in place, the first task is to make a plan and a timetable for completing the tasks outlined in this manual. Plans will vary from business to business. The important point is that each team member agree to the approach, whatever it may be.

Staffing, time and resources may initially hamper the ability of some businesses to create an audit team. If so, businesses may contact Alaska Health Project for guidance and assistance, call us at (907)276-2864.

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* Please Post *

The Waste Reduction Audit Team

Company: Date:

_ - All employees - with questions or suggestions regarding waste management and waste reduction are encouraged to contact any one of the people listed below:

Team Leader: Title:

Team Member: Title:

Team Member: Title:

Team Member: Title:

Audit Team Goal:

* Please Post *

rl CHAPTER 3 STEP 2: Do YOUR HOMEWORK;

~ E W BUSINESS PLANS & PROCEDURES’

S o u n d business procedures and policies that cover operating, financial, and marketing needs are important to any successful company. This chapter will help the audit team review each component of your business plan to identify areas where waste can be reduced. At the end of this chapter is an easy-to-use checklist to help the audit team complete this Step.

YOUR BUSINESS PROFILE _.

A business plan is a profile of all the components of your company. It involves putting down on paper a blueprint to turn your ideas into reality and help maintain your operations for years to come. Incorpo- rating waste reduction into your business plan can become the most useful form of waste reduction because of the ability to reduce wastes before waste-producing materials, processes, and procedures enter the business. Curbing waste production through business planning typically

These planning considerations are especially important for new businesses. By considering waste reduction early on, you will have an opportunity to avoid losses experienced by other businesses.

1 requires little money and time to implement.

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WHAT IS A BUSINESS PLAN? A business plan typically includes the following major elements:

1. The Marketing Plan focuses on how to market your business and considers issues such as market supply and demand information, and marketing strategies.

2. The Operations Plan determines how you are going to produce your product and/or deliver services to the public. It includes elements such as purchasing, delivery, inventory, equipment, personnel, operation flow, building design, etc.

3. The Financial Plan considers how you are going to operate your business, reduce losses, and still make a profit.

4. ”he Recordkeeping Plan establishes procedures that account for all stages of business activities for the purposes of payroll, benefits, taxes, insurance, and compliance with laws and regulations.

U S E STUDY I n 1986, the Anchorage School Dis- tict Facility Maintenance Depart- ment became concemed about the costs associated with hazardous waste manugemen4 in purticufar solvent wastes. After conducting a waste reduction audit and reviewing their options they atemined that purchase of a small-scale solvent recovery system could reduce wastes, and potential4 save over $18.00 per gallon of used solvent. Additional savings come from reduced cost for reguiatoty comp‘ ance, since this waste reduction L1

lows :he facility to maintain “SmaN Quantity Generator’’ status. Be- cause of these t@orts, the School District Facility Maintenance De- partnient received the Mayor‘s Pol- lution Prevention Merit Award in 1987.

WASTE REDUCTION IN YOUR B U S I ~ S S PLAN

- / THE MARKETING

PLAN

THE OPERATIONS PLAN

PROCESS OPERATIONS * Source Reduction * Materials Recovery * Equipment Design * Waste Segregation * Maintenance Program * Employee Education

10 Auslcl HEALTH PROJECX

Here are some methods for promoting waste reduction in the various parts of a business plan. This chapter does not discuss all such options, but should provide guidance for the audit team to conduct a thorough evaluation of the company business plan. Resources at the end of this chapter can provide more information and advice.

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Successful business managers know what goods and services their customers want. They also know who else in the community is supplying the same goods or services -- their competitors. Business managers will often use this knowledge to develop marketing strategies for their company. In a competitive economic climate, consideration of waste ‘reduction in your marketing plan can help you maintain a competitive edge over other businesses providing similar services.

Throughout Alaska, and the nation, there is wide-spread support for prevention of environmental pollution, particularly at the local level. A company promoting waste reduction has a good chance of receiving wide-spread support from their community and the press. The money saved from waste reduction programs can be used elsewhere in your business, which might give you that extra competitive edge in the market place.

If your company is located in the Anchorage area, you are eligible for the Mayor’s Pollution Prevention Award. This award is given each year to a business, organization, or individual actively involved in preventing pollution in the community. Businesses receiving this award receive free publicity (in newspaper press releases) and are given a plaque to display in their business. This type of positive free publicity should not be overlooked in a marketing plan.

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Policies and procedures for process operations and design, purchasing, inventory, delivery, and personnel can ultimately provide the focal point for waste reduction in your shop.

PROCESS OPERATIONS The industrial processes in your business typically are the major source of waste production and thus provide enormous opportunities for reducing waste. Maintenance work, tank cleaning, degreasing, painting, printing, and other processes can be designed to produce the least amount of waste possible.

When making decisions on the type of processes for your business and in maintaining existing equipment, the audit team should consider the following points:

Source Reduction: Design or redesign the process to control waste production at the source, or to recover any wasted raw materials. For example, dry cleaning processes can be designed to trap solvent emis- sion$ 2nd return the solvent to the cleaning process.

hlaterial Recovery: Modify process equipment and operations to en- hanct: recovery or recycling of materials.

Equipment Design: Redesign equipment or production process to reduce cr reclaim waste.

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Waste Segregation: Segregate waste to enhance recycling both on and off-site and waste exchange. One company’s waste may be useful for another company.

Maintenance Programs: Initiate a preventive maintenance program 7

PURCHASING PROCEDURES * Pre-purchase Review *Inventory Control * Equipment Evaluation * Centralize Purchasing *Obtain MSDSs * Property Survey * Facility Design *Expansion Plans

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to ensure efficient operation of equipment and elimination of leaks, and . to monitor for additional waste reduction opportunities.

Employee Education: Emphasize employee development and training to promote waste reduction through proper handling of raw mate- r ia ls and to maintain efficiency.

PURCHASING PROCEDURES Changes in purchasing procedures can control potential losses before they enter your shop. The audit team should consider the following points when reviewing company purchasing procedures:

Pre-purchase Review: Evaluate materials prior to purchase to ensure that you are using non-toxic (or the least toxic) materials that are least costly to handle. Contact Alaska Health Project, or one of the other resources listed at the end of the chapter to help you evaluate your materials.

Inventory Control: Control chemical inventories to prevent possible spills, overpurchasing, and the resulting costs for disposal of these materials. Buy only what you need.

Equipment Evaluation: Purchase only equipment that is designed to reduce waste and comply with applicable environmental and occupational safety and health standards. You should be able to find this out from the supplier or distributor.

Centralized Purchasing: Channel all material purchases through a central person or department in your business to eliminate all unnecessary purchases and ensure that all waste reduction purchase policies are followed.

Obtain MSDSs: Make certain that distributors supply you with Ma- terial Safety Data Sheets (MSDS) when purchasing hazardous materials. MSDSs are chemical information sheets that can help business managers determine the nature of their wastes. These sheets also help you comply with state and federal laws concerning worker and community Right to Know.

Property Survey: When buying property or buildings, require the seller to pay for an independent survey documenting that the property is free of any hazardous material contamination or abandoned wastes (such as asbestos or PCBs). Owning or leasing the property will poten- tially make you liable for any cleanup costs.

Evaluate Facility Design: Evaluate potential building purchases to determine whether or not the building design is amenable to waste reduction. For example, does the building design allow shop equipment to be laid out in an efficient manner.

Expansion Plans: Always consider waste reduction when planning for business expansion.

THE OPERATIONS PLAN, CONTINUED

AIASKA HEALTH PROJW 1


RECEIVING PROCEDURES. * Designate an Area * Train Employees * Use Quality Suppliers * Review Agreements * Documentation

DELIVERY PROCEDURES * Receiving Areas * Trained Handlers * Delivery Agreements * Documentation

12 Ausm H w m PROJECT

~ C E M N G PROCEDURES How often have you ordered supplies and wound up returning them because they were the wrong product? How often do you cleaned up spills from improper shipment and packaging?

Now that you’ve made the purchase, there are several simple methods for eliminating waste generation in the receiving component of your operation plan. These include:

Designate a Receiving Area: Your operations plan should designate a specific area for receiving all materials that enter your company. This will allow you to control materials as they enter. A receiving area can also be designed to prevent and control wastes from spills, etc.

Train Employees: Employees should be trained to properly handle shipments to prevent property losses, injuries, and costly waste disposal. They should also be trained in procedures in the case of a mishap.

Use Quality Suppliers: Don’t buy from just anybody. While the lowest bid is important, the quality and reliability of your supplier is equally crucial. It may be worth paying a little more for your products if your supplier delivers those goods intact and according to your specifications. Check the track record of your supplier to determine whether his or her performance meets your standards. You can do this by asking other companies in your area, or by requesting references from the supplier.

Review Purchase Agreements: Purchase order agreements should include terms and conditions for receiving material orders. These conditions could include provisions to allow you to inspect materials prior to acceptance. If containers are leaking when your order arrives, for example, the terms could state that the supplier and/or shipper bears the responsibility for cleanup or whatever out-of-pockets expenses you have for controlling the incident and protecting your employees.

Document Agreements: All terms should be documented to ensure that all conditions are followed according to specifications.

Suppliers are in business to provide materials. They want your business and should be willing to ship on your terms. If not, find another supplier or change products if you can.

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DELIVERY PROCEDURES The same methods for controlling mistakes during receiving can be applied to the delivery aspect of your business plan. When making deliveries, you may want to make arrangements with your customers that include the following:

Designated Receiving Area: Have customers designate a single area for receiving shipments, with measures to reduce accidents and spills.

Trained Material Handlers: Request that customers use only trained workers for hazardous materials shipments at their receiving dock.

Delivery Agreements: Require that the customer inspect the delivery and document that the materials have been received in acceptable condition. This will help reduce any liability on your part once you have delivered the goods to the customer.

Documentation: Get a copy, in writing, of all delivery agreements to

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- ensure that proper procedures are followed. )

INVENTORY PROCEDURES An inventory policy is an important component of a business plan. How much extra stock do you want to keep on hand? This question and others are difficult to answer, particularly for 3 businesses operating in rural areas, away from major transportation

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routes. Businesses need enough invent0 j to allow smooth operations until the next order comes in. However, too much inventory may result in waste and increased financial hardship on your business -- not to mention tying up all your spare cash. Waste reduction should be a prime consideration when developing the inventory component of your business plan. The following should be considered when you develop or review such plans:

Materials Inventory: Raw material inventory presents special con- cerns for any business. The more inventory of reactive, toxic or ignitable materials you have the greater the chances for exposures to workers and safety problems such as spills, exposures and fires. The down-time and other problems associated with these losses will certainly outweigh the costs of waiting for a resupply shipment.

Material Shelf-life: What is the shelf-life of the material that you intend to purchase? Unused inventory with a limited shelf-life will have to be disposed of or sent back to your supplier at your expense. More- over, simply leaving out-dated stock in your inventory may overcrowd your storage space and increase the potential for fire, worker exposures, and regulatory violations.

Emergency Controls: Decisions on the amount of hazardous materials you keep should include an evaluation of your emergency control systems. Can your fire suppression system handle large inventories? Are storage areas designed to handle spills and other mishaps associated with large chemical inventories? Failure to consider emergency issues may result in increased waste, and financial and even human losses.

Container Size: Packaging may have a direct bearing on the amount of waste your company generates. Chemical inventories stored in large containers (55-gallon drums) can result in more waste compared to the same chemical stored in smaller containers. For example, chemicals stored in large containers typically have to be transferred to smaller ones before use. This process can result in spills, material evaporation, and contamination if material is returned to the drum. Purchasing material in the appropriate sized container can save you money and promote more efficient use and handling of chemical materials.

Storage Areas: Consider the area that you store your materials in. Is it designed to contain spills? Are incompatible chemicals stored next to each other? Separate locations may be necessary for reactive materials. And don’t forget to consider potential damage from earthquakes.

Process Changes: As a business owner, you may leap at the chance to buy a huge inventory of materials offered by your supplier at a discount. It makes good financial sense to buy the most product for the lowest rate, right? But, think a moment -- do you really need all that material on hand? In addition, future process changes may not require as much or any of that material. When that happens, you must bear the costs for disposing of the material or finding someone else who can use it, not to mention the original purchase outlay.


INVENTORY P R O C E D U ~ * Materials Inventory * Material Shelf-life * Emergency Controls * Container Size * Storage Areas * Process Changes

WKA HWTH PROJECT 13

THE OPERATIONS PLAN,. CONTINUED

THE FINANCIAL PLAN

THE RECORDKEEPING PLAN

RESOURCES For more information on developing a business plan and making sure it includes wastes reduction, refer to the following resources in Chapter Seven: 1,2-29,35,37,39,46,48.

14 ALWKA H ~ L T H PROJECT

PERSONNEL POLICIES The success of your waste reduction efforts de- pend, in part, on your workers. Workers must be trained to properly handle raw materials and carry out your program. Your personnel policies should include ample opportunity for staff development and training in this regard. With adequate training and education workers will handle materials properly, and reduce their exposures while at the same time support company waste reduction efforts.

)

Creating a sound financial plan is an important element in any successful business venture. Maintaining a profit can be difficult for a small business owner. Even seemingly small losses will add up year after year. Therefore it is essential to include waste generation and reduction as a cost of doing business. Profit and loss statements will be inaccurate if they do not include waste management expenses and any waste reduction savings.

This type of planning requires a business to maintain accurate figures on the types and the quantities of industrial wastes, along with their associated management costs. These costs include waste disposal, transportation, management overhead, regulatory compliance, insurance,. etc. What may seem like a cost-efficient waste management approach may not be when considering it within the context of your company’s overall financial picture. Thus waste management cost information can help you develop an accurate profit and loss statement and create a realistic financial plan. In addition, this information is crucial when evaluating the cost effectiveness of any planned or existing waste reduction measures.

Keeping accurate records of business operations is not an easy chore, particularly for a small business which may not have the resources to handle large amounts of paperwork. However, sound recordkeeping is important in maintaining your business plan and thus is an important step in setting up a waste reduction program.

Keeping accurate records on the types and quantities of waste is important for determining how they can be reduced. With this information, you can calculate material losses in your process from spills, system leaks, and other poor handling. Moreover, these records will allow you to evaluate the economic and technical effectiveness of any waste reduction program you implement.

In addition, attention to paperwork and records will help you document your waste management programs, and assist you in complying with complex federal, state, and local regulations. As we mentioned earlier, maintaining MSDSs will help you comply with worker and community right to know laws. Reviewing these MSDSs will also help you identify potential hazardous waste streams. This can be a low cost method for initially identifying wastes that can be reduced or eliminated. Product manufacturers and distributors are required to provide you with MDSDs, which in turn, need to be available to your employees.

. I

Use the following checklist to evaluate your ability to integrate waste reduction into your business plan.

3 BUSINESS PIAN EVALUATION The checklist, which starts on the next page, will help the audit team review company business plans, complete Step 2 and prepare for Step 3. The formis divided into four parts, corresponding to the major categories of a business which were covered in this chapter: Marketing, Operations, Financial, and Recordkeeping.

,

The audit team should work together to complete this form. A "yes " response means that your business plans are promoting or could promote waste reduction. A "no" response means that your plans are not encouraging waste reduction. A "not sure" response means that you need to further evaluate your business plan related to the topic of the question.

After completing the checklist, the audit team should save this information and use it to periodically evaluate your business plans and complete the remaining steps to setting up your waste reduction program. Inaddition, audit teams are encouraged to contact Alaska Health Project for help in interpreting responses to the checklist.

... turn to the next page to begin the Business Plan Evaluation. .. -1

INSTRUCTIONS

AIASKA HEALTH P ~ a m 15

STEP 2: REVIEW BUSINESS PLANS & PROCEDURES BUSINESS PLAN EVALUATION Company: Date Completed: Person Completing Form:

INSTRUCTIONS: Check the appropriate answer for each question. YES means your business plans are promoting or could promote waste reduction. NO means your plans are not encouraging waste reduction. NOT SURE means you need to further evaluate your plan in that area.

A. Questions specific to the Marketing Plan

1. Do you & your employees recognize the importance of proper management of hazardous materials and waste reduction?

2. Do your marketing strategies incorporate the positive public image related to waste reduction?

3.. Do you publicize your company’s efforts to reduce waste?

B. Questions specific to the Operations Plan:

1. Are workers and management developing a program to promote waste reduction in your company?

2. Have you looked at your procedures to promote source reduction?

3. Are you recycling every waste that you can?

4. Do you know the quantity of waste (liquid, solid and gaseous) produced by each process in your business?

5. Do you keep your shop clean and orderly to enable you to keep track of chemical handling and process operations?

6. Do you regularly use paper and can recycling centers available in your community?

YES I NO / N O T SURE

STEP 2: REVIEW BUSINESS PLANS & PROCEDURES OPERATIONS PLAN, continued

7. If you produce waste air emissions, have you detir- mined if the raw materials in them can be reclaimed?

8. Do you segregate process waste streams?

9. Do your workers know which processes produce wastes?

10. Does your operations plan include periodic waste reduction audits? I

Il. Do you ask for MSDSs to evaluate raw materials prior to purchase to ensure you are using the least toxic materials possible?

12. Do you limit your inventory stock to prevent possible spills, avoid overpurchasing, and other waste?

13. Do you request information regarding the types and quantities of waste generated by equipment you plan to purchase?

14. Do your purchasing agreements include provisions for inspecting shipments prior to acceptance to ensure they are not leaking or otherwise damaged?

15. Do you attempt to exchange those wastes that can’t be reduced with other companies?

16. Can your fire suppression system handle a major emergency involving the chemical and hazardous materials you have?

17. Are your storage areas designed to minimize earthquake damage, control spills and other mishaps?

18. Are all of your workers trained on what to do in the event of a hazardous materials incident?

19. Does company policy promote employee training and development in the area of waste reduction?

YES NO 1 NOT SURE

I

STEP 2: REVIEW BUSINESS PLANS & PROCEDURES

C. Questions specific to the Financial Plan: 1. Do you consider the cost of waste disposal when

developing profit and loss statements?

2. Do you know the waste production costs associated with the various processes in your business?

If yes, do you ’charge’ the cost directly to the process when figuring prices?

I). Questions specific to the Recordkeeping Plan:

1. Do you keep records on the amount of raw materials used per process to monitor process efficency?

2. Do you maintain logs on the types and quantities of waste produced by your company so that you can target certain waste for waste reduction opportunities?

3. Do you maintain MSDSs on the materials used in your company to help you identify possible waste streams?

4. Do you keep written policies to document standard plant operation procedures?

ADDITIONAL COMMENTS

3

. >

STEP 3: TAKE A LOQE CONDUCT A WASTE REDUCTION AUDI~

T h e previous chapter provided a broad overview of the range of waste reduction opportunities within the various parts of a business plan. This chapter will help the audit team complete a waste reduction audit. By directly observing the waste generating processes in your business, you can better analyze and select methods to reduce waste production. The goal of your audit will be to identifjl the types of wastes produced, the processes that create them, and opportunities to reduce waste production. E a 4 to use checklists at the end of this chapter will help you with your waste reduction audit.

THE WASTE REDUCTION AUDIT A waste reduction audit can be a simple walkthrough survey of your

business to visually identify opportunities for waste reduction. It can also be a highly technical process involving waste stream sampling and extensive engineering analysis. The evaluation can focus on only one waste stream and process, or it can become an extensive business-wide analysis.

A TYPICAL AUDIT CONSISTS OF THE FOLLOWING TASKS:

Task I: Perform a preliminary investigation to identify the types and quantities of waste generated and waste generating processes.

Task 11: Conduct a facility walkthrough to verify the information collected in previously, to collect additional information, and to actually observe the processes and associated waste streams.

Task 111: Review the information collected in Tasks I & I1 and the Business Plan review (Chapter 3) to identify waste reduction options and priorities.

Task I% Document your findings.

Chapter 5 will then show you how to evaluate waste reduction options from a technical and economic view, and help you choose which options to implement.

CASE STLID: when Gary Westoby operated hi garage in Anchorage he became champion of waste reduction in a) effort to reduce solvent contamina tion of used oil. This contaminatior had significantly increased his useL oil disposal costs. Mr. Westoby de. veloped a program for the specific need of his business, which in- cluded: * segregating wastes to prevent mir- ing used oils and solvents. * educating employees about the iniponarice of the segregation process. * obtaining an independent waste reduction audit of his faciIity to de- tennine other oppommities for his business.

Mr. Westoby also designed a high-pressitre washer which user soap and water to clean 0.'

paorts. Use of this washerred!.. coiisuniption of expensive solverii cleaners and decrease employees ' evposiire to toxic solvent materials.

AUKA H m ~ t i PROJECT 19

TASK I: CONDUCT A PRELIMINARY

INVESTIGATION

COMPANY INFORMATION Your company may already have several sources of information available to help your audit team complete Task I. They include:

* Annual records * Available lab analyses * Employee interviews * Equipment specs * Inventory records * MSDSs * Operating manuals * Operating logs * Past inspection reports * Permits * Shipping papers * Vendor information * Waste manifests

TASK I FORMS A: Process Identification B: Material Identification C: Waste Identification D: Cost Identification

Task I involves identifying the type, quantities, and rates of production of waste produced by various business operations. Your first step should be to gather and analyze as much of this information as is available. Some of this information you may already have. Other pieces can be collected from your suppliers and vendors. You may also want to contact equipment manufacturers for operating manuals, which will have specs and operating efficiency levels.

When conducting an audit, remember that wastes can be in may different forms including gaseous, liquid, vapor, solid, and mixed. One process may produced several types of of wastes in a variety of forms. For example, the parts cleaning process can produce vapor wastes, 'liquid wastes, and solid waste (tank bottom sludges). There may also be many reasons why a waste is created such as poor maintenance, improper operation, system leaks, process design, etc.

The following is a list presenting the range of waste types that may be associated with business processes. The intent of this list is to provide the audit team with clues on what form your wastes may take. They include:

* Air emissions * Evaporative wastes * Hazardous wastes (reactive, ignitable, corrosive, toxic) * Heat and/or energy loss, * Maintenance and cleanup waste * Obsolete, out-dated stock * Overspray * Solid wastes (paper, boxes, trash) * Spills and container leaks * Spoiled production runs * System leaks (pipes, joints, etc.) * Wastewater

Remember that your efforts should focus on all wastes, not just regulated ones. Considering all wastes -- the unclaimed materials that go into the land, air (inside and out), and water -- will ensure you get the most out of your waste reduction program.

Four forms are provided at the end of this chapter to assist the audit team in recording the information required under Task I. Once the information is recorded, the audit team should have a profile linking specific wastes to specific processes and the associated costs. This information will be necessary to evaluate costs and benefits of any fu ture ivaste reduction measures.

,

Task I1 involves walking through your facility to observe your business operations. By conducting a walkthrough, the audit team will be able to verify the information obtained during Task I, as well as collect collect 3 additional information, and to get a clear profile of the waste generating processes and operations in the business.

It is essential that the audit team actually complete Task 11. Team members may think that they are familiar enough with the facility to eliminate this process. But familiarity can be as much a hindrance as a help. A walkthrough gives the audit team a chance to objectively look at their facility. The basic observations made during the walkthrough will provide invaluable information on waste production and reduction.

It is important to record your visual observations and discussion held during the walkthrough. The end of this chapter are fo rm and a space to sketch a schematic diagram of the business. Drawing a simple diagram will sometimes provide you with ideas on how to modify your business operations to reduce waste.

The Walkthrough Questionnaire, also at the end of this chapter, will help you pinpoint your wastes and their causes. If you need additional help with Task 11, contact Alaska Health Project at (907)276-2864.

Task I11 involves identiQing methods to reduce waste generation in your business. The audit team should consider all possible opportunities no matter how unworkable or costly they may initially seem. The important point is to be innovative, creative and to develop a laundry 1 list of ideas. Chapter 6 contains a list of common processes and poshible waste reduction techniques which may help you get started.

When generating at ideas, it is important to focus on measures that reduce waste at the source or promote on-site recycling. Failure to reduce the volume of wastes that you produce defeats the ultimate goal of waste reduction efforts. You may be tempted by waste treatment alternatives. However, such methods are not considered waste reduction as they do not eliminate waste with in the process.

The number and types of options that you identifjl is in large part dependent on the amount of effort you put in. This requires effort on your part to do research, to talk amongst yourselves, and to seek out additional information from knowledgeable individuals and groups. When creating this preliminary list of options you may want to contact some of these resources:

* Alaska Health Project * Vendors and Suppliers * Trade Journals * Business Associations and Professional Organizations * State and Local Environmental Agencies * Small Business Development Center of Alaska

Other state waste reduction programs ‘i> (See Chapter 7 for information on how to contact these resources.)

TASK 11: CONDUCT A FACILITY WALKTHROUGH

TASK 111: IDENTIFY WASTE REDUC- TION OPPORTUNITIES

ALASU HEALTH PROJECT ‘ I

TASK Ivr DOCUMENT YOUR

FINDINGS

(. SOURCE REDUCTION

* Improved operations * Material substitution * In-Process recycling * Process modification * Improved efficiency

Source reduction options include:

POINTS TO KEEP IN MIND


The information you collect should be documented and filed with 0th; business records. This document will serve a variety of functions including:

* Documenting the activities of the audit team. Serving as a record of the good faith efforts of your company to control pollution and protect workers and the community.

* Providing baseline data to allow the audit team to determine if selected waste reduction efforts actually reduce waste and save money.

* Providing the foundation for your developing waste reduction program.

The audit team should be sensitive to the following issues when conducting a waste reduction audit:

* Conduct the audit during normal business hours so that the audit team can actually observe processes in operation. In addition, the audit team can talk to employees about the processes they operate and any other issues that may arise.

* Avoid alienating employees who may not be directly involved with the audit. Everyone involved in the business has a role in implementing your waste reduction program. They may also have a lot of good ideas about what options might work the best.

* Follow the life cycle of your raw materials from their entry into your business to the point that they become a waste product. There may be many opportunities to reduce waste generation as materials are being handled and used.

* Establish a timeline for the audit and stick to it. Work together to determine if you need additional time to complete the audit.

* Record your observations on the forms provided at the end of this chapter. This will help document your findings and allow you to compare this information to any future audits. Use a clipboard or an easy note-taking surface during your walkthrough to make recording easier.

* Wear protective equipment when conducting the audit to prevent exposures or injuries and guard against unknown situations. At a minimum, standard safety procedures should be followed such as use of safety boots, glasses, hard hats, and disposable work clothes. The audit team should discuss potential exposures prior to conducting the audit and take necessary precautions. If you need assistance, call Alaska Health Project at (907)276-2864.

* Establish the audit format prior to walking through the business. Outline which area of the business you want to look at first, second, third, etc. You might start at the receiving area, move to the storage art';t, then the operations area, etc. You can also work on a process- by-process basis. For example, an automotive business have many processes such as painting, degreasing, engine servicing, etc. The audit team can also choose to audit each process, one at a time.

* Review information collected in Task I will help you during the walkthrough.

* Work as a group when conducting the walkthrough. By doing so, the team members can assist each other with recordkeeping, and improve observations. Team members can also help each other maintain safety and health.

3

The time required to complete an audit will vary depending on the size of the business, the amount of waste, the number of processes, and the audit team’s level of involvement in this process. The core of the audit -- the facility walkthrough -- can be done in about a day. After that, the audit team can often identify a number of low-cost, common sense waste reduction options such as improved house keeping and repairing system leaks, or monitoring material use. These options can be implemented almost immediately and with little cost. Detailed analysis and implementation of more high tech options will, of course, take more time.

The procedure may require less time for those businesses which already have much of the information needed to complete Tasks I and 11. Others may feel that they do not need to complete all the tasks outlined above. Moreover, Alaska Health Project’s Hazardous Materials Man- agement Project and Waste Reduction Assistance Program is available to help audit teams complete their tasks.

-’J Regardlessof the time spent, businesses should consider a waste reduction audit an on-going procedure -- a part of and a cost of doing business -- in order to achieve maximum returns on waste reduction efforts. Remember that completion of any of the tasks in a waste reduction audit will be beneficial and should be encouraged.

Once you have brainstormed all possible options, it’s time to take a close look at each idea individually. Chapter 5 is designed to help you analyze your ideas and develop a feasible waste reduction program.

... turn to the next page to begin your waste reduction audit...

How LONG DOES AN AUDIT TAKE?

RESOURCES For more information about identifymg waste reduction opportunities refer to the following resources listed in Chapter Seven: 1, 17,20,30,37,39. 42, 43.

ALASKA HWLTH PROJECr ;1\

12 QUESTIONS' TO CONSIDER

DURING YOUR W-OUGH

These general questions will help you focus your attention on possible waste sources in your company. Your initial impressions can provide vital clues about how your wastes are generated, and how they might be controlled. Keep thislist of questions with you as you do the walkthrough, and when you cam- plete the rest of the forms in this chapter.

.

T D o e s your facility show signs of poor housekeeping (cluttered walkways, unswept floors, uncovered material drums, etc.)?

2. Are there noticeable spills, leaking containers, or water dripping or running?

3. Is there discoloration or corrosion on walls, work surfaces, ceil- ings and walls, or pipes? This may indicate system leaks or poorly maintained equipment.

4. Do you see smoke, dirt or fumes to indicate material losses?

5. Do you smell strange odors, or experience eye, nose or throat irritation when you first enter the workplace? These symptoms might indicate system leaks, etc.

6. Are there open containers, stacked drums, shelving too small to properly handle inventory, or other indicators of poor storage procedures?

7. Are all containers labeled as to their contents and hazards?

8. Is emergency equipment (fire extinguishers, etc.) available and visible to ensure rapid response to a fire, spill or other incident?

9. Do you notice waste being generated from processes in your facility (dripping water or steam, evaporation, drag-out, etc.)?

10. Check your inventory. Is there any out-dated stock, or materials that you no longer use still in storage?

11. Do employees have any comments about the sources of waste in the facility?

12. Is there a history of spills, leaks, accidents or fires in your facility? Which processes were involved?

3 STEP 3: WASTE REDUCTION AUDIT

FORM A PROCESS IDENTIFICATION Instructions: Use this form to list the types of processes in your business. This information is vital for identifying waste reduction opportunities. TO complete the form, the audit team should review the list of processes and check "yes" for those that you do, and ko'' for those you don't do. Extra spaces are provided for processes not listed.

STEP 3: WASTE REDUCTION AUDIT

FORM B: MATERIALS IDENTIFICATION Instructions: List the raw materials that you use for each process identified on Form A. Prod- uct labels, suppliers, material safety data sheets (MSDSs) and purchase order records should provide the information you need to complete this form. Copy this form for each process identified on Form A. Process 1st Material used:

(fill in from Form A)

Product Name: - Chemical Name: Amount used:

. . - .

. I .. - - - - _ _ * -- I

(gallons/ lbs / drums) used per (day / month / year) circle 1 in each ( )

2nd Material used: , ~ _ _ -

Product Name: Chemical Name: Amount used:


3rd Material used: Product Name: Chemical Name: Amount used:

(gallons/ lbs / drums) used per (day / month / year) circle 1 lli each

4th Material used:

Product Name: Chemical Name: Amount used:


5th Material used: Product Name: Chemical Name: Amount used:



FORM C: WASTE IDENTIFICATION Instructions: Check the types of wastes generated by the processes identified on Form A. Record the estimated amount of waste generated by each waste type associated with each process. Copy this if you need more space.

Process: (fill in from Form A)

Waste Type Quantity per month - Air emissions - Evaporation losses - Maintenance losses - Solid wastes (paper, boxes) - Out-dated stock - Overspray (paint, etc.)

- Spoiled batches - Wastewater discharges - Corrosive waste - Reactive waste - Ignitable waste

Toxic waste Other

- Spills

- -


Waste Type Quantity per month - Air emissions - Evaporation losses - Maintenance losses - Solid wastes (paper, boxes) - Out-dated stock - Overspray (paint, etc.)

- Spoiled batches - Wastewater discharges - Corrosive waste - Reactive waste - Ignitable waste - Toxic waste

Other

- Spills

-

Process: (fd in from Form A)

Waste Type Quantity per month - Air emissions - Evaporation losses - Maintenance losses - Solid wastes (paper, boxes)- - Out-dated stock - Overspray (paint, etc.) - Spills - Spoiled batches - Wastewater discharges - Corrosive waste - Reactive waste - Ignitable waste

Toxic Lvaste Other

- -

Process: (fd in from Form A)

Waste Type Quantity per month - Air emissions - Evaporation losses - Maintenance losses - Solid wastes (paper, boxes)- - Out-dated stock - Overspray (paint, etc.) - Spills - Spoiled batches - Wastewater discharges - Corrosive waste - Reactive waste - Ignitable waste

Toxic waste Other

- -


FORM D: COST IDENTIFICATION Instructions: Record the estimated annual capital, operational, and disposal costs associated with each process you identified on Form A. This information Will help when evaluating the cost effectiveness of possible waste reduction options. Copy this form to make enough spaces to evaluate each process on Form A.

Process:

1. Annual Operating Cost

(fill in from Form A)

(include utilities, labor, maintenance, materials, etc.) ~

2. Annual Capital Costs (include equipment, planning, installation, etc.)

. -. . - 3. Annual Disposal Costs

Total Annual Costs =


1. Annual Operating Cost (include utilities, labor, maintenance, materials, etc.)


3. Annual Disposal Costs

Total Annual Costs = ,--- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -


1. Annual Operating Cost (include utilities, labor, maintenance, materials, etc.)


3. Annual Disposal Costs

Total Annual Costs =

STEP 3: WASTE REDUCTION AUDIT WALKTHROUGH SCHEMATIC DRAWING Instructions: Draw a diagram of your facility, highlighting waste generating processes.

LHAPTER 3 3 STEP 4: YOU’RE ALMOST DONE

EVALUATE & IMPLEMENT YOUR OPTIONS

A f t e r completing the steps outlined in Chapters 3 and 4, an audit team should have a reasonably clear picture of the possible options to reduce waste. This chapter will help the audit team complete Step 4 -- evaluating the technical and economic feasibility of possible waste reduction strategies and working toward their implementation.

Any decisions designed to encourage waste reduction are of course dependent upon the unique conditions of each business. For example, a business with a substantial capital budget could invest in the latest waste reduction technology to automate a particular operation. A smaller company doing the same business may continue to use manual operation, but may find other less expensive methods to cut down waste. Just because a waste reduction method is complicated and expensive doesn’t mean it is better. In fact, some of the best methods are simple and may not cost a penny to implement.

The important point is to consider all options in balance with your available resources and business priorities, and then do everything xou

’ 2 can to control your waste generation. As a general rule, the audit team should try to select options that reduce waste at the source in the production process.

After source reduction, the audit team should try to recover and recycle remaining wastes for reuse, first within your own industrial process, and then off-site. Waste exchanges -- giving or selling your waste to another company for its use -- is the next best approach.

Finally, those wastes that cannot be reduced at the source or recycled should be treated to promote recycling. If this is not possible, wastes should be treated.to reduce their toxicity and hazards in order to protect public health from future releases and reduce pressures on our waste disposal facilities. Waste treatment is not generally considered waste reduction, since it does not reduce waste at the source.

*

‘ 3 i

I QUICK REFERENCE TO WASTE REDUCTION PRIORITIES ~~ ~

When deciding on waste reduction options always consider, in order of priority: 1. Use good planning when purchasing materials and equipment to

2. Eliminate waste at the source during your production process. ‘3. Reuse or recycle the waste within your own business. 4. Conduct off-site recycling for your own reuse. 5. Exchange, give or sell your waste to another business.

eliminate waste before it enters your business.

CASE STUDY A local sign painting company in

Anchorage has been actively working toward waste reduction. Careful consideration and planning of each cut allows maximum use of vinyl lettering material. As one manager said, “tlie only scraps we throw away are the spaces between a letter 5’ and its dot.” Employee training rigid inventory control and careful project management ensure frugal use of raw material and lower waste productiori.

SOURCE REDUCTIO? * Reduces operation costs. * Reduces disposal costs. * Improves safety & health * Shrinks compliance costs * Saves money.

A w u HEALTH PROJECT 31

SOME INITIAL POINTS TO CONSIDER WHEN ANALYZING OFTIONS

OPTION EVALUATION FORMS

IMPLEMENT YOUR OPTIONS


* Be skeptical of technologies with no track record. * Try to find case studies describing the application of the option to

your industry. The State Waste Reduction Programs listed in

* Determine how much waste the option itself produces and how much raw material it requires.

* Determine the annual operating and capital costs of the option(s). * Is the option easy to implement? * Don’t exclude any option until it has been analyzed completely.

High tech options are not always the best. Many businesses reduce waste through simple changes in business procedures as improved

’ housekeeping and waste segregation. * Be sure the option does not simply shift waste to a different form

Chapter 7 are good sources for case study information. f

(liquid to gas, for example) or different part of your operation.

Two forms are provided at the end of this chapter to help the audit team select waste reduction options. Both forms, the Technical Evalu- ation Form and the Economic Evaluation Form, should be completed for each option considered. Once the forms are complete, the audit team should review the results and choose the options that best fit your business.

The forms present a series of “yes or no” questions. A positive response can be used as an indicator that the option is feasible from a technical and/or economic basis. The more “yes” responses, the greater the proba- bility that the option will be cost effective and technically feasible. Additional research must be conducted if the “not sure” response is checked. These forms should be used as general guidance. The audit team is encouraged to contact the resources listed at the end of this chapter for additional assistance.

, t

I

Cost is the primary concern for most small businesses. Therefore, implement low-cost, low-tech waste reduction options first. Generally, these options are easy to implement and can be put in place almost immediately. Their effect can be readily seen. Move on to more capital- intensive options as time and money permit. Examples of low-cost options which do not require major capital investments and have an immediate payback include:

* Good housekeeping to prevent waste through spills. * Use of quality resealable containers to prevent loss from spills and

* Rigid inventory control to insure that you use only what you need. * Segregation of wastes to enhance recycling (for example, keep

* Check and repair all sources of leaks to reduce raw material con-

* Mechanical cleaning and stripping rather than using solvents when

* Storage shelves designed to protect materials from earthquake

evaporation.

solvents out of used oil).

sumption.

possible.

damage and other impact damage.

I

.

* Employee education about waste reduction and hazardous materi-

Find another business to use your waste as an energy source. * Use old solvent for a first rinse to extend the life of the fresh solvent. For additional examples of low tech waste reduction options refer

back to the discussion of business planning in Chapter 3 and review the waste reduction examples in Chapter 6. Finally, contact any one of the resources referred to at the end of this chapter.

als control.

’3

It is important to document your waste reduction efforts and keep track of the costs of various options (raw material consumption, waste generation decreases, etc.) This information will be useful when evaluating the success of your program. Efforts to reduce waste at the source go against the grain of tradi-

tional pollution control practice, which emphasizes “end-of-the-pipe” control. It may take time for employees and business owners to get used to this new way of thinking. Waste reduction options, even low-tech ones, should be implemented slowly, and one at a time to allow management and workers to get comfortable with the changes. Moreover, the option may result in procedural changes within the business which may require an orientation period.

It is extremely important to include everyone in your waste reduction program.Waste reduction can work only if both workers and management are committed to the task.

‘ 1 A waste reduction program is dynamic. Like an engine that needs tinkering and attention, your program will need periodic review and updating as new options are developed or identified. Any cost savings associated with a particular option will go unaccounted if an evaluation is not performed.

Data (waste generation rate, material use, etc.) previously identified during the business plan review in Chapter 3 and the audit in Chapter 4 will serve as baseline information for evaluation. Compare this information to similar information collected after you implement each option This comparison will provide a meaningful profile of the option’s success and areas where improvement or more information is needed. An evaluation checklist is provided at the end of this chapter.

.

1. DEVELOP PRIOR~~IES 2. DOCUMENT PROGRESS 3. Go SLOWLY 4. TAKE A COMPANY-WIDE

APPROACH 5. MONITOR SUCCESS

I RESOURCES For more information on the points and issues de- scribed above, refer to the following resources i n Chapter Seven: 1,5,17,20, 23, 30, 35, 39, 42, 43, 47, 49.

AlAsu HEALTH PROJECI 3.7

STEP 4: EVALUATE & IMPLEMENT OPTIONS

NO

ECONOMIC EVALUATION FORM

NOT SURE

Company: Date Completed: Person Completing Form:

INSTRUCTIONS: Check the appropriate response. Skip over questions that do not apply. Copy this form so that you have one form for each option you are evaluating.

Waste Reduction Option:

1. Is this option within your price range (consider both capital and ongoing operations costs)?

2. Does this option have an acceptable payback period (under one year is considered excellent)?

3. Does this option reduce your raw material costs?

4. Does this option reduce your utilities costs?

5. Does this option reduce material and waste storage costs?

6. Does this option reduce regulatory compliance costs?

7. Will this option reduce the costs associated with worker injury or illness?

8. Will this option reduce your insurance premiums?

9. Will this option reduce your ivaste disposal costs?

YES

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STEP 4: EVALUATE & IMPLEMENT OPTIONS TECHNICAL EVALUATION FORM Company: Date Completed: Person Completing Form:

INSTRUCTIONS: Check the appropriate response. Skip over questions that do not apply. Copy this form so that you have one form for each option you are evaluating.

Waste Reduction Option:

1. Have you determined that this option has a proven track record?

2. Will this option maintain product quality?

3. Will this option adversly affect productivity?

4. Will this option require additional staff?

5. Are you certain that this option will create less waste?

6. Are you certain that this option will not simply move waste problems from one form to another (e.g. from solid wastes to air emissions)?

7. Is your plant layout and design capable of incorpo- rating this option?

8. Will the vendor quarentee this option?

9. Have you determined that this option will improve or maintain worker safety and health?

10. Does this option reduce wastes at their source?

11. Are materials and parts readily available?

12. Can this option be easily serviced?

13. Are other businesses using this option?

14. Does this option promote recycling?

WASTE REDUCTION PROGRAM REMEW Company: Date: Date of Last Audit: Person Completing Form:

INSTRUCTIONS: Check the appropriate response. Keep this form to compare with future annual evaluations. Use the forms provided in Chapters 3 and 4 for process-specific annual review.

YES - NO 1. Have you implemented all of the previously identified options? - Describe:

YES NO 2. Does waste reduction remain a priority for workers and management? - - Describe:

3. Have your waste reduction efforts reduced costs through: Reduction of raw materials costs - YES (estimate $ ) Savings on pollution control equipment -. YES (estimate $ 1 Reduced compliance costs - YES (estimate $ 1 Reduced disposal costs - YES (estim:!te $ 1 Improved safety and health - YES (estimate $ ) Other - YES (estimate $ )

4. How effective have your efforts been at reducing the following types of wastes: Type of Waste - Air emissions - Evaporative waste - Hazardous wastes

Amount reduced per year

(reactive, ignitable, corrosive, toxic)

- Heat or energy losses - Mainenance and clean-up waste - Obsolete or out-dated stock - Overspray - Solid wastes (paper, boxes, trash) - Spills and container leaks - Spoiled production runs - System leaks (pipes, joints, e tc.) - Wastewater

Other -

NO NO NO NO

-

NO NO -

CHAPTER 6

1 AuSW HWLTH PROJECT 37

.- - I SOME COMMON BUSINESS PROCESSES AND WASTE REDUCTION OPTIONS

T h i s chapter highlights nine common business processes and associated waste reduction opportunities. A chart outlining these opportunities follows. It is limited in scope and covers only a few common options. The primary role of the chart is to heighten awareness by providing specific examples and techniques. This information demonstrates that waste reduction does not have to be expensive or high-tech. Companies can make major strides in reducing waste by simple improvements in purchasing, materials handling and storage, regular equipment maintenance, and other standard procedures. Major capital expenditures are not always necessary. You can put waste reduction to work in your business immediately.

Remember that wastes are best controlled and reduced at the source, in the production process. Efforts should always focus on source reduction first -- then consider other options such as in-process recycling and waste exchange. Treating your wastes prior to disposal is helpful, but is not waste reduction. See Chapter 5 for more information on implementing waste reduction alternatives.

And finally, make certain that your waste reduction efforts do not result in other problems for your business. For example, you may decrease the volume of waste you produce by choosing an alternative process. But if that process uses a more toxic material, your efforts may produce greater expenses from worker health problems, regulatory pressure and expensive storage requirements. In short, be sure to look at all the ramifications prior to implementing an option.

RESOURCES For additional information on waste reduction opportunities refer to the following resources in Chapter Seven: 1,5,8, 19, 20,23,28,30, 33,34, 35, 39, 42, 43, 46, 48,49.

BUSINESS PROCESS 1

Degreasing (solvent-based)

Equipment Maintenance Tune-ups Transmissions Brake Jobs Electrical Engine overhaul

I Materials handling &

TYPE OF BUSINESS

Laundry Services Military Taxidermy Educational Institutions

Aviation facilities Auto shops Machine shops Electroplators Contractors Railroads Government facilities

All businesses and agencies

All businesses and agencies

Contractors Sign shops Autobody shops Aviation repair facilities Woodworkers

TYPE OF WASTE GENERATED

Still residues from solvent distilla-

Spent filter cartridges Cooked powder residues Air emissions Evaporative losses

tion

Sludges with heavy metals Overs pray Evaporative losses Drag-out Spills Wastewater discharges

Same as degreasing (see above) Acid waste Used oil Lead-acid batteries Paints Clean-up wastes

Spills Overflow of liquid materials Valve & pipe leaks (air emis-

sions) Evaporation Unused stock or outdated inven-

tory

Sludge Waste paint thinner Solvent waste Paints Evaporative losses Clean up wastes Overs pray Air emissions Bad batches

SELECTED WASTE REDUCTION OPPORTUNITIES LOW COST OPTIONS -

Eliminate system leaks (both liquid & vapor) Replace door gasket on button trap Maintain hose couplings and exhaust ducts Monitor vapor losses Check air relief valves for proper closures Educate employees

Educate employees Segregate solvent wastes to enhance recycling Use old solvent for pre-soak to extend life of fresh

Increase freeboard height on solvent tank to reduce

Control overspray & drag-out to reduce evaporative

Keep lids on tanks & containers to reduce spills and

solvent

air emissions

losses & spills

air emissions

Same as degreasing (see above) Recycle lead-acid batteries Use water-based paints instead of oil-based Keep used oils & solvents seperate to enhance

rducate employees Promote rigid inventory control Purchase only what you need

recycling

Establish policies for materials storage & handling Use pumps & funnels to transfer liquids Order in appropriate-sized units to eliminate transfer-

Don’t overpurchase Keep lids & covers on containers to control spills

and evaporation Educate employees Monitor inventory storage site Segregate materials to avoM cross contamination Obtain MSDSs from suppliers for all materials

ing materials

Promote work practices that consewe raw materials Reduce overspray by controlling nozzle adjustment

Use water-based paints Mix only what materials you need Institute rigid inventory control policies rducate employees

B pressure in spray gun

HIGHER COST OPTIONS

Install carbon adsorption unit to reclaim solvent from air emissions

Install solvent distillation unit Install filter recovery unit Utilize aziotropic conditioning to recover cleaning

solvent

Install solvent recovery system Use pressure water wash system to clean parts

Change to mechanical cleaning process Substitute materials (maybe low cost)

without solvent

Same as degreasing (see above) Use filtration technology to re-use used oil

Equip containers with overflow alarms Install leak detection devices Install float valves and drip guards Redesign workspace to improve materials handling

Construct seperate containment zones for materi- & storage

als storage

Use plastic beads to strip paints Purchase solvent recovery unit Install spray booth Use non-phenolic strippers to control waste produc

Install on-site paint mixers to control material usagt Use electrostatic sprayguns to control overspray

tion

1 BUSINESS PROCESS

Printing

Purchasing

TYPE OF BUSINESS

Commercial facilities Newspapers Cooperatives Nonprofit groups Government agencies Publishing houses

All businesses & agencies

Commercial facilities Newspapers Government agencies Publishing houses

All businesses

TYPE OF WASTE GENERATED 'I I

Sdvent evaporation Materials spills Wastewater discharges Waste inks Clean up wastes Spills Bad batches

Obsolete inventory stock Unused materials Over-purchase Delivery & receiving spills Spills from improper storage

1 Heavy metals in wastewater dis-

Evaporation losses BI each-fix waste Spills Drag-out

charges

All wastes

SELECTED WASTE REDUCTION OPPORTUNITIES Low COST OPTIONS ->

Keep IMs on containers to prevent evaporation Squeegee and reuse excess ink from presses and

Dedicate one press for toxic pigments and inks Use water-based inks where possible recycle dirty ink rags

silk screens before cleaning

Institute purchase order policy to control inventory Keep accurate records on material usage Order materials in appropriately sized containers Monitor materials for losses during handling and

Request information on waste reduction from vendors Educate employees

storage

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Use non-absorbing Win checks" to control drag-out Use floating lids on fixer & bleach to control evapo-

Ensure proper chemical make-up in process baths Monitor silver content in wastewater Educate employees

ration

Improve housekeeping, maintenance and education

Keep good records to identify types & amounts of

Substitute non-toxic materials for hazardous and

Recycle whenever possible

to control waste production

waste, and to help control inventory

, toxic materials

HIGHER COST OPTIONS

Install an electrolytic silver recovery unit & a metalic replacement unit to capture silver from wastewater

Use solvent recovery unit Install hoods to capture solvent emissions Convert to UV-curable inks

Conduct annual comprehensive purchasing audits to determine other waste reduction opportunities

Install electrolytic silver recovery unit Install metalic replacement unit (units can work together)

Modify business equipment to control wastes at the

Use new technology to recycle wastes Exchange wastes whenever possible

source, during the production process

CHAPTER 7 WASTE REDUCTION RESOURCES FOR SMALL BUSINESSES These resources are presented nu- merically, and correspond to reference numbers listed at the end of each chapter: A. Alaska Health Project B. State Programs C. Reports & Documents D. Other Resources

A.ALASKA HEALTH PROJECT

B. STATE WASTE REDUCI-ION PROGRAMS

Programs offering waste reduction assistance are wide-spread across the country. Following is a listing of some of the programs located in various states. Other state programs may have been created after the printing of this manual. Contact individual programs for more information.

42 ALASKA H"i PROJECT

T h e r e are a wide variety of resources available to assist the small

business community with waste reduction. This chapter presents some of those resources. Where applicable, a short description of each resource is provided. Businesses should call or write for more detailed information. This chapter does not present all possible resources, but provides a good initial listing for people needing additional information about waste reduction opportunities.

1. Alaska Health Project, 431 West 7th Avenue, Suite 101, Anchorage, Alaska 99501. phone (907)276-2864.

Alaska Health Project is a private non-profit organization providing information and education about hazardous materials on the job and in the community. AHP currently offers two programs promoting waste reductionin Alaska: The Waste Reduction Assistance Program (WRAP) and the Small Business Hazardous Materials Management Project (HMMP).

The focus of these programs is technical assistance and education outreach. On-site consultation audits are conducted under the WRAP program in cooperation with the University of Alaska-Anchorage School of Engineering. The Small Business Development Center of Alaska is also keyed into AHP's waste reduction services. Funding for these services has been received in part from the Charles Stewart Mott Foundation and the United States Environmental Protection Agency.

2. ALABAMA: Hazardous Material Management & Resource Recovery Program, University of AL, P.O. Box 6373 Tuscaloosa, AL 35487-6373 phone (205) 348-8401.

3. ALASKA: Alaska Health Project, Waste Reduction Assistance Pro- gram & Small Business Hazardous Materials Management Project; 431 W. 7th Ave., Suite 101, Anchorage, AK 99501. phone (907)276-2864.

4. ARKANSAS: AR Industrial Development Commission, One State Capitol Mall Little Rock, AR 72201. phone (501)371-1370.

5. CALIFORNIA: Alternative Technology Toxic Substances Control Division, CA Dept. of Health Services, 714/744 P Street, Sacramento, CA 94231-7320. phone (916)322-5347.

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6. CONNECTICUT: CT Hazardous Waste Management Service, 900 Asylum Ave., Suite 360 Hartford, CT 06105. phone (203)244-2007.

7. GEORGIA: Hazardous Waste Technical Assistance Program, GA Institute of Technology, GA Technical Research Institute, Environ- mental Health & Safety Div., O’Keefe Building, Rm. 027, Atlanta, GA 30332. phone (404)894-3806.

8. IDAHO: IDHW-DEQ, Hazardous Materials Bureau, 450 W. State Street, 3rd Floor, Boise, ID 83720. phone (208)334-5879.

9. ILLINOIS: Hazardous Waste Research & Information Center, IL Dept. of Energy & Natural Resources, 1808 Woodfield Drive, Savoy, IL 61874. phone (217)333-8940.

10. INDIANA: Environmental Management & Education Program, Young Graduate House, Rm. 120, Purdue University, West Lafayete, IN 47907. phone (317)494-5036.

11. IOWA: IA Dept. of Natural Resources, Air Quality 6L Solid Waste Protection Bureau, Wallace State Office Building, 900 East Grand Ave, Des Moines, IA 50319-0034. phone (515)281-8690.

12. KANSAS: Bureau of Waste Management, Dept. of Health & Envi- ronment, Forbes Field, Building 730, Topeka, KS 66620. phone (913)296- 1 1607.

13. KENTUCKY: Division of Waste Management, Natural Resources & Environmental Protection Cabinet, 18 Reilly Road, Frankfort, KY 40601. phone (502)564-6716.

14. MARYLWD: MDHazardous Waste Facilities Siting Board, 60 West Street, Suite 200& Annapolis, MD 21401. phone (301)974-3432.

15. MASSACHUSETTS: Office of Safe Waste Management, Dept. of Environmental Management, 100 Cambridge Street, Rm. 1904, MA 02202. phone (617)727-3260.

Source Reduction Program, Massachusetts Dept. of Environmental Quality Engineering, 1 Winter Street, Boston, MA 02108.

16. MICHIGAN: Resource Recovery System, Dept. of Natural Re- sources, P.O. Box 30028, Lansing, MI 48909. phone (5 17)373-0540.

17. MINNESOTA: MN Pollution Control Agency, Solid & Hazardous WasteDiv., 520LafayetteRd., St.Pau1, MN 55155.phone (612)296-6300.

MinnesotaTechnical Assistance Program, W-140 Boynton Health Serv- ice, University of MN, Minneapolis, MN 55455. phone (612)625-9677, (800)247-0015 in Minnesota.

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FOR MORE INFORMATION

CONTACT ALASKA HEALTH PROJECT.

REGARDING RESOURCES,

AIASKA HEALTH PROJECT 43

18. MISSOURI: State Environmental Improvement & Energy Re- sources Authority, P.0. BOX 744, Jefferson City, MO 65102, phone (3 14)75 1-4919.

19. N"JERSEY New Jersey Hazardous Waste Facilities Siting Com- mission, 28 West State Street, Rm. 614, Trenton, NJ 08608. phone (609)292- 1459 or 292- 1026.

Hazardous Waste Advisement Program, Bureau of Regulation & Clas- sification, New Jersey Dept. of Environmental Protection, 401 East State Street, Trenton, NJ 08625. phone (609)292-8341.

20. NORTH CAROLINA: Pollution Prevention Pays Program, Dept. of Natural Resources & Community Development, P.O. Box 27687,512 North Salisbury St., Raleigh, NC 2761 1. phone (919)733-7015.

21. OHIO: Division of Solid & Hazardous Waste Management, OH En- vironmentalProtection Agency, P.O. Box 1049,1800 Watermark Dr., Co- lumbus, OH 43266-1049. phone (614)481-7200.

22. OKLAHOMA: Industriai Waste Elimination Program, P.O. Box 53551, Oklahoma City, OK 73152. phone (405)271-7353.

23. OREGON. OR Hazardous Waste Reduction Program, Dept. of En- vironmental Quality, 81 1 Southwest Sixth Avenue, Portland, OR 97204. phone (503)229-5913. )

24. PENNSYLVANIA: PA Technical Assistance Program, 501 F. Omis Keller Building, University Park, PA 16802. phone (8 14)865-O427.

25. M O D E ISLAND: Ocean State Cleanup & Recycling Program, RI Dept. of Environmental Management, 9 Hayes Street, Providence, RI 02908. phone (401)277-3434, (800)253-2674 in Rhode Island.

26. TENNESSEE Center for Industrial Services, 226 Capitol Blvd. Bldg, #401, University of TN, Nashville, TN 37219-1804. phone (615)242- 2456.

27.VIRGINIA: Office of Policy& Planning, VADept. of Waste Manage- ment, 1 l th Floor, Monroe Building, 101 North 14th Street, Richmond, VA 23219. phone (804)225-2667.

28. WASHINGTON: Hazardous Waste Section, Mail Stop PV-11, WA Dept. of Ecology, Olympia, WA 98504-8711. phone (206)459-6322.

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29. W'l'OXIING: Solid Waste Management Program, Wyoming Dept. of Environmental Quality, Herschler Building, 4th Fl., West Wing, 122 West 25th Street, Cheyenne, WY 82002. phone (307)777-7752.

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30. Waste Reduction Audit Reports: Audit reports identifying waste reduction opportunities in a wide variety of industries are available through various state programs. Typical industries covered include: automotive repair shops, printers, dry cleaners, photofinishing, and

Alaska Health Project has audit reports available on the following industries in Alaska: dry cleaner, print shop, photofinishing business, aviation repair, auto body repair, vehicle maintenance. The other audit reports are too numerous to list here. Contact Alaska Health Project for additional information and contacts.

3 mbre.

31. %nomic Incentives for the Reduction of Hazardous Wastes: Appen- dices to Final Report.” Prepared by ICF Consulting Associates, Inc. Prepared for Alternative Technology and Policy Development Section, Toxic Substances Control Division, California Department of Health Services. December 18, 1985.

32. “Hazardous and Solid Waste Minimization.” Arthur H. Purcell and others. Government Institutes, Inc., Rockville, MD June 1986.

33. uPollution Prevention Pays: Bibliography by Industrial Category.” NC Dept. of Natural Resources & Community Development, Division of Environmental Management. January 1986.

34. “Pollution Prevention Challenge Grants: Project Summaries.” ~ 3 Pollution Prevention Pays Program. NC Dept. of Natural Resources and

Community Development. Division of Environmental Management. May 1986.

35. “Proven Profits for Pollution Prevention: Case Studies in Resource Conservation and Waste Reduction.” Donald Huisingh, et al. Institute for Local Self Reliance, Washington, D.C. 20009.

36. “Accomplishments of North Carolina Industries: Case Summaries.” Pollution Prevention Pays Program. North Carolina Dept. of Natural Resources and Community Development, Division of Environmental Management. January 1986.

37. “Hazardous Waste Minimization Manual for Small Quantity Genera- tors.” Center for Hazardous Materials Research, University of Pittsburgh Applied Research Center. Prepared for U.S. Environmental Protection Agency, Region III, Philadelphia, PN. April 1987.

* 38. “From Pollution to Prevention: Progress Report on Waste Reduction.” U.S. Congress, Office of Technology Assessment, U.S. Government Printing Office, Washington, D.C. June 1987.

39. “Profit from Pollution Prevention: A Guide to Industrial Waste Reduction and Recycling.” Monica E. Campbell and William M. Glenn. Pollution Probe Foundation, Toronto, Ontario. 1982.

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C. REPORTS AND DOCUMENTS

This section provides a list of reports and documents relating to waste reduction. This information can help you identify waste reduction opportunities for your business, conduct waste reduction au- ditsand become more familiar with waste reduction issues and policy matters. Except when noted, all listed reports and documents are part of AHPs Small Business Resource Library. The library is open to the public from 8:30 to 530

AWKA HWTH PROJECT 45

D. OTHER RESOURCES

This section lists useful resources fortcchnical and policy information onwaste reduction at the local state and federal levels.

40. “Serious Reduction of Hazardous Waste: For Pollution Prevention and Industrial Efliciency.” U.S. Congress, Office of Technology Assess- ment. U.S. Printing Office, Washington, D.C. September 1986.

41. “Report to Congress: Minimization of Hazardous Waste.” Office C- > Solid Waste and Emergency Response. Environmental Protection Agency, Washington, D.C. October 1986.

42. Environmental Protection Agency: Hazardous Waste Branch, Region X, 1200 Sixth Ave., Seattle, WA 98101. phone (206)442-8283.

Office of Solid Waste, 401 M Street, SW, Washington, D.C. 20460. phone (202)475-7276 Contact: Elaine Eby.

43. Alaska Department of Environmental Conservation, Hazardous Waste Management Division, Pouch 0, Juneau, AK 99811. phone (907)465-2666. Contact: David Ditraglia.

44. GRCDA, Small Quantity Hazardous Waste Generator Information and Technical Assistance Clearinghouse, P.O. Box 7219, Silver Spring, MD 20910. phone (800)458-5886.

45. Local Government Commission, Inc., 909 12th Street, Suite 203, Sacramento, CA 95814. phone (916)448-1198. Contact: Susan Sherry.

46. Municipality ofhchorage, Hazardous Materials Advisoy Commis- sion, P.O. Box 196650, Anchorage, AK 99519-6650. phone (907)561- 1906. Contact: Jim Sweeney.

47. Trade Associations that you may be affiliated with may offer some useful information about waste reduction technologies specific to your business.

48. Small Business Development Center, Statewide Administrative Of- fice, Janet Nye, State Director, 430 W. 7th, Suite 115, Anchorage AK 99501. phone (907) 274-7232 or (800)478-7232 outside Anchorage.

49. University of Alaska, School of Engineering, Robert Miller, Ph.D., Professor and Head of Civil Engineering, 321 1 Providence Dr., Anchor- age, AK 99508. phone (907)786-1861.

~

WHAT IS ALASKA HEALTH PROJECT? Alaska Health Project (AHP) is a private non-profit organization providing information and education about hazardous materials on the job and in the community. Founded in 1980, AHP responds to information requests, conducts workshops, and produces educational materials on occupational and environmental health issues. In 1987, the Charles Stewart Mott Foundation funded AHP to develop the Small Business Hazardous Materials Management Project (HMMP). This project helps Alaskan small businesses make informed decisions regarding hazardous materials management and waste reduction. PmjXrtgfiom Waste Reduction in Your Small B h is a part of this program. AHP is governed by a 10-member board of directors and draws upon a 40-member Professional Resources Committee. The HMMP also received assistance from the Small Business Hazardous Materials Advisory Committee, which was created for this project, and the Small Business Development Center of Alaska.

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ALASKA HEALTH PROJECT BOARD OF DIRECTORS (1987-88) Dan Middaugh, President William D. Bobrick Jeff Wertz Asbestos Workers, Local 97 William D. Bobrick & Associates

Holli Ploog, Vice President G. Gordon P le Alaska Child Support Agency l-aborers Local Family Medicine

Edward Lockhart, Treasurer Barbara Huff United Utilities

Jan Campbell, Secretary Les Lauinger AK Mental Health Assoc.

Int'l Association of Machinists

Mary Demers, D.O.

Anchorage Municipal Employees Union

Alaska Laborers Training Trust

This manual was made possible by a generous grant from

THE CHARLES STEWART MOTT FOUNDATION Additional contributors include:

States Environmental Protection Agency

State of Alaska Department of Environmental Conservation

Anchorage Water &Wastewater Utility

Municipality of Anchorage, Solid Waste Services

Municipality of Anchorage, Department of Health & Human Services

PROFITING FROM WASTE REDUCTION m YOUR S ~ L BUSINESS

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'The Congress hereby declares it to be the national policy of the United States that, wherever feasible, the generation of hazardous waste is to be reduced or eliminated as expeditiously as possible. Waste nevertheless generated should be treated, stored, or disposed of so as to minimize the present and future threat to human health and the environment ."

from the Resource Conservation and Recovery Act, as amended by the US Congress, Novem- ber 1984

" In this day of increased regulations, increased public awareness and strong public opinion against industrial wastes, the small business person can no longer just ignore the problem. It will not just 'go away'. With the increased restrictions and costs of waste disposal, the only viable option for small businesses is waste reduction -- not only for a cleaner environment, but as a fact of life for staying in business. 'I

George Kelly, Vice President JAC Corporation One-Hour Fireweed (dry cleaners) Anchorage, Alaska 1988

by David Wigglesworth ALASKA HEALTH PROJECT

, 1988 I

PROFITING FROM WASTE REDUCITON INYOUR SMALL BUSINESS · "3 a # PROFITING FROM WASTE REDUCITON...

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