Implementing a P2 program

Waste reduction and pollution prevention are not just regulatory requirement; waste reduction and pollution prevention are required for an industrial company's economic survival, regardless of its size. Development of a waste minimization and pollution prevention (P2) program typically consists of the following activities:

• Collection and audit of waste stream data
• Identification of waste reduction opportunities
• Analysis of feasibility and implementation.

Collection and audit of waste stream data

The waste reduction audit is the cornerstone of the development of any P2 program. Short- and long-term waste reduction options depend on the quality and confidence level of these data. A significant portion of this step involves gathering and evaluating information regarding the who, what, where, when, how, and why of each process operation at a facility. The following types of information should be obtained and evaluated:

• Annual report of waste generation and management
• Database of internal and external waste shipments
• Database of virgin chemicals purchased
• Production control data
• Air emissions and water discharges
• Planned waste reduction programs.

With this information in hand, particular areas of the facility can be targeted for audits. The audit process begins with meetings with process managers to review the information obtained during the pre-audit information review and to obtain detailed information related to a particular manufacturing process. Typically, the following areas are addressed during the audit process:

• Background information
• Labor requirements
• Equipment requirements
• Material usage information including raw materials, water, and energy
• Waste generation
• Air emissions and water discharges
• Miscellaneous operational data such as ongoing or past attempts at waste reduction.

To complete this step, identify each process or operation audited with a descriptive title. Record basic identification information such as date of the audit; names of the auditors; and the names, titles, and phone numbers of the personnel who participated in the audit to facilitate verification or clarification of technical information.

Create a block diagram or schematic of the process. Engineering drawings, if available, may be preferable.

A post-audit review is important because it allows for follow-up with plant personnel to fill data gaps, clarify the meaning of information gathered, or gather new information which could have relevance in selecting waste streams for detailed study.

Identification of waste reduction opportunities

Once the audit is complete, waste reduction opportunities can be identified for select process operations. This step is typically organized to identify separately (1) source reduction and (2) recycling or reclamation opportunities.

Source reduction opportunities that should be screened for technical feasibility and cost implications are:

Good operating practices: These practices are administrative, procedural or organizational changes rather than technological changes. They include employee education, recordkeeping, inventory control and material and waste tracking, material handling and storage, improved scheduling, and preventive maintenance.
Substitution of nontoxic or less toxic input products: There are ways to reduce or eliminate hazardous materials used in a process. The change of input products, however, may adversely affect product quality.
Reformation or redesign of end products to eliminate production inputs: This is a drastic measure that is generally not considered part of a typical waste reduction or P2 program.
Preliminary screening of reclamation and recycling technologies: Examine closed-loop reclamation, reuse, and on-site or off-site recycling. In the screening criteria, consider the expected reductions in waste quantity, safety hazards from waste, waste treatment and/or disposal costs, input material costs, and liability and insurance costs. Additionally, consider the effect on product quality, increase or decrease in operating and maintenance costs, capital cost, ease of implementation and

Feasibility analysis

Are the techniques that survived the preliminary screening technically feasible and economically practicable? A technical evaluation answers this question. Many good operating practices are easily implemented and do not require detailed study, but a study is necessary for technical modification or process changes. The feasibility analysis concentrates on the following areas:

Equipment-related option: Learn the commercial availability of needed equipment, history of its use in industry, performance of prospective vendors including delivery time. Identify testing requirements to ensure the integrity of product quality and minimize detrimental effects on the production process. Estimate utility requirements. Identify training requirements or material building requirements.
Material-related changes: Identify the successful commercial use of the new material through case studies and vendor contacts. Determine the effect on product quality and effect on production. Identify storage, handling, or ancillary equipment associated with the new material.
Personnel- and procedure-related changes: Evaluate changes in personnel or procedures associated with equipment- or material-related changes.

Cost evaluation

Evaluate the cost of alternatives deemed to be technically feasible. Address capital costs, utility costs, and operating costs.

Capital costs: Estimate the purchase cost of new equipment or material along with any associated site preparation, engineering plans, and equipment installation. Determine start-up and training costs and testing program expenses. Calculate the cost to secure permits for new equipment as part of capital costs.
Utility costs: Calculate the change in utility costs for new equipment. Include the cost for the new connections as well as the increase or decrease in the unit cost incurred over time.
Operating costs: Calculate the change in operating costs associated with each selected waste reduction technique. Estimate the cost of raw materials, labor, operating and maintenance supplies, and insurance as well as any change in revenue for an increase or decrease in production.

With costs evaluated, calculate the return on investment for the proposed opportunity. Use this figure to determine if the project should be implemented.

Intangible benefits such as improved public relations, improved worker safety, better employee relations, increased productivity, and product acceptance may accrue but are difficult to quantify. Still, they must be included in the decision-making process.

Analysis of disposal methods

Once the technical feasibility and economic practicality of the selected waste reduction opportunities have been determined, individual projects can be prioritized and scheduled.
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Brian M. Veith, PE is an associate with Dvirka and Bartilucci Consulting Engineers (a division of William F. Cosulich Associates, P.C.) and is responsible for multimedia environmental compliance projects for industrial clients. 516-364-9890,