Environmental and Energy Management in a Textile Dyeing ... - IGES

Asia-Pacific Environmental Innovation Strategies (APEIS)
Research on Innovative and Strategic Policy Options (RISPO)
Good Practices Inventory
Environmental and Energy Management in a Textile
Dyeing and Finishing Factory
Summary of the Practice
Keywords: Cleaner technology, environmental management system, energy conservation,
textiles
Strategy: Improving environmental performance of small- and medium-sized enterprises
(SMEs)
Environmental Areas: Waste management, climate change
Critical Instruments: Awareness/capacity building, Organisational arrangement, Partnerships,
Self-regulation, Technologies
Country: Thailand
Location: Samutprakarn
Participants: Department of Industrial Promotion, Department of Industrial Works, Textile
Institute, New Energy and Industrial Technology Development Organisation, Japan Textile
Finishers Association, Sinsaenee Company Limited, TLV International Inc.
Duration: 1997–present
Funding: Self-funding and supports from international donors through project implementing
agencies
Background:
Established in 1977, Sinsaenee Company Limited is a textile
manufacturer producing dyed and finished knitted cotton, with a
registered capital of 13.2 million baht and employing 120
employees. The company is located in Samutprakarn, a province in
the Bangkok Metropolitan Region.
The annual production capacity of the factory is 312 tonnes of
knitted cotton and 1,560 tonnes of dyed and finished knitted cotton. Source: Sinsaenee Co., Ltd.
The majority of its products are sold to local traders for export.
Production processes include knitting as well as dyeing and a finishing process in which
large amounts of water and energy are required, along with various chemicals such as dyes,
detergents, sequestering agents, and formic acid. This all becomes an environmental concern,
because of high energy consumption and wastewater containing hazardous chemicals.
Objectives:
Sinsaenee Company has adopted an ongoing improvement programme to boost its
environmental and energy performance as a means of increasing production efficiency.
Description of the activity:
The factory has continuously improved its environmental and energy performance by
implementing cleaner technology (CT) and a better environmental management system
(EMS) in the production process, as described below.
1

Cleaner technology implementation
Introduction of cleaner technology
In the first stage, the company participated in a project called “Promotion of Cleaner
Technology in Thailand,” implemented by the Thailand Environment Institute (TEI) with
support from the Danish Cooperation for Environment and Development (DANCED) and
Federal of Thai Industries (FTI). The project focused on water and energy conservation
options for implementation in the initial stages, as follows:
• replacing worn out pipes;
• installing steam piping insulation;
• enhancing boiler efficiency; and
• implementing simple good housekeeping
practices such as installing water meters,
level controllers, and flow control nozzles.
Source: Tittaya Waranusantikule, TEI
Standardisation of color-matching procedures.
The company participated in the Research Cooperation Project on
Dyeing and Finishing Industries in Thailand by Technology of Cleaner
Production, supported by the New Energy and Industrial Technology
Development Organisation (NEDO), Japan, and the Department of
Industrial Promotion (DIP). The project aims to eliminate the re-dyeing
process by improving working procedures for staff and using
computerised matching devices.
Accurately matching colours is vitally important to the
quality of products. In the project’s implementation, an
expert from Kurabo Industry Company, Japan, conducted a
short-term study to identify opportunities for improvement
in the working procedures of laboratory staff. It was found
that the quality of the colour-matching process was mainly
based on staff experience. It was also found that factors
affecting the end-result of matching, such as temperature and
Source: Tittaya Waranusantikule,
TEI
water volume, were not properly controlled, which led to
errors in colour matching.
Consequently, standardised working procedures, such as measuring instrument selection and
solution preparation, were introduced to ensure more accurate colour matching. In order to
improve working procedures, laboratory staff were trained on how to achieve uniform colour
mixtures. Working conditions were also carefully controlled; a highly sensitive weightmeasuring
device was moved to an air-conditioned room to avoid disturbances from electric
fans, and a computerised colour-matching device was installed in order to enhance matching
efficiency.
Boiler and steam trap retrofit
Steam is one of the necessary results of the heat transfer process.
The factory periodically conducts an energy audit and
benchmarking to monitor inefficiencies in the process.
Consequently, top management decided to participate in the
Steam System Project in order to improve energy efficiency in
the steam generating and recovery system. This development by
Sinsaenee Company was selected as a pilot project for steam
trap installation. The steam trap is an automatic valve that
catches and releases condensate into the piping systems, thus
preventing the release of steam and ventilating air into the
system.
Source: Tittaya Waranusantikule,
TEI
2

Environmental management system
EMS for SMEs
The company has benefited from improvements in their environmental and energy efforts
through various activities. The management team decided to establish an environmental and
energy research and development department to be the focal point for issues concerning
environmental and energy improvement. Establishment of this new department marked the
first step in the development of an environmental and energy management system. Because
the company eventually wanted to achieve ISO 14001 standards of certification, it decided to
join the “EMS for SMEs” project implemented by the Department of Industrial Works (DIW)
and supported by Deutsche Gesellschaft Für Technische Zusammenarbeit (GTZ). The project
assists companies in establishing an environmental management system (EMS) at the factory
level so that they can gradually improve their system until it can attain ISO standards.
Through this project, the company established its own environmental policy, set objectives
and targets, as well as establishing an environmental management plan. These are prerequisite
items for the first phase. The company successfully passed the criteria and was granted the
right to use the EMS for SMEs (Phase I) symbol from the DIW. Currently, the company has
moved into the second phase, which is also the last stage of project implementation focusing
on the activities identified during Phase I.
Critical Instruments
Overview
Improvements in production efficiency in Sinsaenee Company are the result of the following
instruments.
Awareness/capacity-building
Developing capacity-building schemes for staff at every level
Awareness/capacity-building is one of the significant factors contributing to better
environmental performance at Sinsaenee Company. It was a critical issue not only for staff
involved in the CT and EMS implementation but was also an important one for those at the
operations level. The project staff learned concepts of resource efficiency through CT and
EMS implementation, while operational staff developed more efficient working procedures.
Organisational arrangements
Establishing environmental and energy research and development departments
As the company gradually improved its performance through various coordinated
projects, top management realised the necessity of setting up an environmental and
energy research and development department to undertake tasks involving the desired
changes. The new department acts as a focal point for environmental and energy
activities in the factory. This is a significant milestone in developing environmental and
energy management systems.
Partnerships
Cooperation of local governmental agencies and international organisations
The project is under the collaborative framework of various organisations. There were
three main actors involved: the local agency, the international supporter, and the
company itself. This kind of joint initiative encourages knowledge and the transfer of
technology to SMEs.
3

Self-regulation
The need for improvement in auditing and benchmarking
The principal motivation for the company to develop cleaner production methods is the
reduction of costs associated with inefficiencies within their operation. Upper
management was able to reduce these costs through energy auditing and benchmarking.
These are effective tools for an organisation to monitor the actual performance of their
company, to recognize inefficiencies, discover where there is room for improvement, and
finally be able to improve performance.
Technologies
Installation of automatic equipment to improve efficiency
Retrofit of the boiler system played an important role in improving the energy efficiency
of the factory, eliminating steam release, and improving efficiency of their equipment.
The improved technology provided a great opportunity for the factory to reduce heat loss
due to the release of steam and the accumulation of condensate in the piping system.
Moreover, in the colour-matching processes, a computerised colour-matching device was
installed to enhance speed and accuracy, resulting in fewer defects and increased
customer satisfaction. Introduction of these new technologies assisted the company in
improving its performance.
Impacts
• The company developed an environmental and energy management system as a
management tool and a fundamental framework for the company to move toward better
production efficiency. They can thus recognise problems and inefficiencies, and
subsequently, they set up a continuing improvement program.
• Implementation of cleaner technology resulted in cost reductions. For example, the boiler
and steam trap retrofit led to a 20 percent reduction in fuel oil consumption.
• Cleaner technology practices also help in increasing customer satisfaction due to better
quality of product and services. For example, the colour-matching process can now be
completed within two to three days, whereas it used to require ten to fifteen days.
• Personnel involved in establishing environmental and energy management systems have
consistently developed the knowledge and skills necessary for implementation of resource
energy efficiency. In addition, operational staff have also developed better working
procedures in order to eliminate waste and reduce losses in the production process.
• Sinsaenee Company can be used as a demonstration model for steam trap retrofit
adaptations so that interested parties in other factories could benefit by adopting this
technology.
Lessons Learned
• A strong commitment from upper management is vitally important for improving
efficiency in manufacturing enterprises. In this case, the managing director played a key
role in promoting organisational changes, which then stimulated employees to actively
participate in implementation.
• An environmental and energy management system is an effective instrument for
continuing improvements, because it provides the basic tools for systematic monitoring of
performance.
• Performance improvement is a continuous learning process in which returns from previous
adaptations could be incentives that reinforce further developments and better efficiency.
• Improving environmental and energy performance can be seen as a means of increasing
resource efficiency, leading to cost reductions and higher profits. Accordingly, the
4

financial return on investments should be presented as a motivation for SMEs to improve
their operations.
Potential for Application
• Cleaner technology (CT) practices encourage waste reduction and greater resource
efficiency. CT implementation thus provides both environmental and economic returns. It
is economically feasible for SMEs to adopt CT implementation, particularly in practices
that require low investment with a short payback period.
• Continuing improvements in efficiency at Sinsaenee Company are an on-going objective
within the factory. This highlights the commitment of upper management as a significant
factor for success.
• Technical knowledge is extremely important for practices that require technology changes.
Therefore, the availability of technology and the ability to transfer that knowledge are
crucial issues to be considered.
Contact
Sinsaenee Company Limited
190 Moo 1 Suksawad Road
Prasamutchedi Samutprakarn
Thailand 10290
Tel: (662) 425-1270-5
Fax: (662) 425-1276
E-mail: tuta@ji-net.com
Case reviewer: Tittaya Waranusantikule, Research Associate, Thailand Environment Institute
(TEI), tittaya@tei.or.th
Information date: 29 September 2003
5