Promoting Resource Efficiency in Small & Medium size ... - UNEP

More documents

Recommendations

Info

Hazardous substances and dangerous goods are chemicals for which a manufacturer or importer must provide a Material Safety Data Sheet (MSDS). A MSDS includes a characterisation of the materials, and guidelines for handling, storage and safe disposal. Unsafe storage and handling of chemicals off-site by both dealers and end-users have documented environmental and health consequences 23 because they frequently do not have the proper training or knowledge regarding the risks posed by products and used containers. Additionally, accidents with hazardous substances can also occur during transport e.g. on roads, railways or inland waterways. Transport accidents involving hazardous substances can have severe consequences for the affected communities. Safer production aims at using less hazardous materials, understanding the risks involved and controlling their use. Thus it minimises the occurrence and harmful effects of technological accidents and environmental emergencies. The strategy is to identify and create awareness of risks in an industrialised community, to initiate measures for risk reduction and mitigation, and to develop coordinated preparedness between the industry, the local authorities and the local population. 2.7 Integrated Management Systems An integrated management system is a management system that integrates responsibilities and procedures with regards to different aspects, such as quality, health and safety, environment and risk management, into one complete framework, enabling an organization to work as a single organism with clear and harmonized objectives. Instead of creating responsibilities for the different departments separately, an integrated management system provides one organised framework, by which each process is controlled with consideration to quality, health and safety, environment and risk management. An integrated management system allows a management team to create one system with a consistent set of process indicators, objectives and measures. An integrated system provides a clear and holistic picture of all aspects of an organization, how they interact and their associated risks. An integrated management system avoids duplication of documentation, training and auditing, and renders the maintenance of the system easier. An example of an integrated management system might be a combination of the following standards: Value of management integration Reduction of duplication Reduction of risks Balance of conflicting objectives Elimination of conflicting responsibilities Focusing on business goals Formalisation of information in systems Harmonization and optimisation of practices Explanation Integrated management systems use a generic management model that encompasses environment, quality and risk management in one tool. Therefore redundancies in defining responsibilities will be avoided and the duplication of documentation is minimized, reducing the cost of maintaining the management systems. A management system assesses risk to a company from different perspectives such as: environmental, quality management, and health and safety. This way, potential problems are more likely to be identified. Regulations and hazards are identified and measures taken to avoid them thus minimizing unknown risks, and reducing costs for potential liabilities and for insurance. An integrated management system looks at the productive activities of a business and highlights conflicting procedures and objectives. The systems can then help to resolve these conflicts. Clear structure makes conflicts of responsibility visible and helps resolve them through streamlined organisation. Harmonizing and coordinating different goals through a system makes it easier to move towards the company’s vision while not forgetting the company’s environmental and societal responsibilities. Integrated management system uses one centralised information system with clear-cut indicators and reporting system that minimises information loss, inconsistencies and mistakes because of missing information. Annual auditing and reviewing procedure optimise and streamline management practices and procedures systematically. Documentation of the audit is useful to measure progress towards company goals and information gathered can improve communication and be used to facilitate staff training and development. • ISO 9001 (Quality Management) • ISO 14001 (Environmental Management) • OHSAS 18001 (Occupational Health & Safety) • ISO/IEC 27001 (Information Security) • ISO 22000 (Food Safety) • ISO/IEC 20000IT (Service Management) • ISO 31000 (Risk Management) 2.8 Benchmarking Benchmarking is the process of comparing one business to another one, by using key performance indicators. In classical benchmarking profit related indicators, production cost, or productivity are used as indicators. Applying benchmarking to resource efficiency, the relevant indicators relate to material and energy consumption, to waste generation and emissions. “Best practice benchmarking” or “process benchmarking” is a process in which organizations evaluate various aspects of their processes in relation to industry standards. This then allows organizations to develop plans on how to make improvements or adapt specific best practices. When benchmarking, companies need to be comparable in terms of products, processes, legal requirements, applicable prices, productivity, cost materials and energy use. Benchmarking works best on a unit operations level, meaning defined units that can be compared in different companies and sometimes even across sectors, for example, boilers, refrigeration equipment, air compressors, washing operations. “Internal benchmarking” is a process that tracks the company’s consumption patterns over time, and analyses it for variation; from this process, problems can be identified as well as good practices. Benchmarking may be a one-off event, e.g. at the start of a resource efficiency project to analyse the status quo and the potential for improvement, but it is often treated as a continuous process in which organizations continually seek to improve their practices. Table 4: Value of management integration 23) UNEP, Safer Production, undated 18
Act Check Plan Do will extend the knowledge further. Repeating the PDCA cycle can bring us closer to the goal, usually perfect operation and output. The PDCA cycle should be implemented in repeated spirals. Each cycle should converge closer to the objectives than the previous. This approach is based on the theorem that our knowledge of a system always will be limited, but will be improved through learning. It is better to start a process even with limited knowledge, start from an initial Scientific Method Hypothesise Experiment Explanation Plan Do Evaluate Check Table 5: Scientific Method Figure 15: The Deming Cycle – Plan-Do-Check-Act (PDCA) PLAN Establish the objectives and processes necessary to deliver results in accordance with the goal or ideal state. 2.9 The Deming Cycle – Plan-Do-Check-Act (PDCA) Dr W. Edwards Deming is credited with the creation of the Plan-Do- Check-Act (PDCA) and is considered by many to be the father of modern quality control. The concept of PDCA is based on the scientific method developed from the work of Francis Bacon (1620). Modelling his cycle specifically on the scientific method, Deming’s original cycle was “Plan, Do, Study, Act” but according to Deming, this was changed in the 1950s during a lecture series in Japan when participants shortened the steps to what we know today: “Plan, Do, Check, Act”. Deming stated his preference for “study” over “check”. A fundamental principle of the scientific method and PDCA is iteration - once a hypothesis is confirmed (or negated), executing the cycle again DO CHECK ACT Implement the new processes; start small if possible. Measure the new processes and compare the actual results against the expected results to ascertain any differences. Analyse the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement. Table 6: Explanation PDCA analysis and improve it stepwise by developing a hypothesis, test it and proceed according to the results of the testing. The power of Deming’s concept lies in its simplicity. The PDCA steps will be explained in detail in the following chapter. 19
Page 1 and 2: PRE-SME - Promoting Resource Effici
Page 3 and 4: PRE-SME - Promoting Resource Effici
Page 5 and 6: Table of Contents 1 THE PRE-SME PRO
Page 7 and 8: Table of Contents 10 LAWS, REGULATI
Page 10 and 11: 6 One
Page 12 and 13: 8 Two
Page 14 and 15: Total Population Land Area Figure 1
Page 16 and 17: When done properly, Resource Effici
Page 18 and 19: 50 40 30 20 10 0 Sr Ag Sb Au Zn As
Page 20 and 21: It is evident that MIPS could be us
Page 24 and 25: 20 Three
Page 26 and 27: Personnel from across the company c
Page 28 and 29: Purchased 10 kg Einkaufsmenge 10.0k
Page 30 and 31: 3.4 Check In the ‘Check’ phase,
Page 32 and 33: 1,2 1 Water consumption in litres p
Page 34 and 35: Case Study: Anodisieranstalt A. Heu
Page 36 and 37: Detailed assessment: Water efficien
Page 38 and 39: ivers are so badly polluted that no
Page 40 and 41: 4.3 HOW: Implement a water saving p
Page 42 and 43: Step 3: Benchmark Performance Bench
Page 44 and 45: Case Study: Ngege Ltd, Uganda (Prep
Page 46 and 47: educe water use by 85%). Promote th
Page 48 and 49: Detailed assessment: Energy efficie
Page 50 and 51: 120 100 History of Consumption Proj
Page 52 and 53: Step 1: Collect data The prime obje
Page 54 and 55: • 22°C reduction in flue gas tem
Page 56 and 57: • Paint ceilings and walls white.
Page 58 and 59: Detailed assessment: Materials effi
Page 60 and 61: Development of copper consumption T
Page 62 and 63: Quick Win Map Steps Explained Basic
Page 64 and 65: plastic grocery bag has been reduce
Page 66: • Clean air conditioning and refr
Page 69 and 70: Detailed assessment: Waste minimisa
Page 71 and 72: 7.2.3 Waste in numbers 62 Total was
Page 73 and 74:
What Type of Waste Does Your Busine
Page 75 and 76:
• Return obsolete materials to su
Page 77 and 78:
Detailed assessment: Chemical effic
Page 79 and 80:
ignited by a high energy source. It
Page 81 and 82:
8.2 WHY: Chemical efficiency benefi
Page 83 and 84:
Exploding bomb Flame Flame over cir
Page 85 and 86:
products and services are being del
Page 87 and 88:
Severity scale (Impact on company i
Page 89 and 90:
Examples: • Overalls, aprons, gow
Page 91 and 92:
neighbours, etc. If you are in doub
Page 93 and 94:
Benchmarks This chapter provides se
Page 95 and 96:
9.2 Benchmarks for the leather sect
Page 97 and 98:
9.3 Benchmarks for paper production
Page 99 and 100:
Table 32 gives options for the redu
Page 101 and 102:
Table 41 to Table 45 show electrici
Page 103 and 104:
9.6 Benchmarks for bread production
Page 105 and 106:
Years manufactured Gravity tank sty
Page 107 and 108:
Laws, regulations and standards 10.
Page 109 and 110:
105
Page 111 and 112:
Worksheet 1: Main products/services
Page 113 and 114:
Worksheet 3: Energy data Company: R
Page 115 and 116:
Worksheet 5: Flowchart (example) No
Page 117 and 118:
Worksheet 7: Register of hazardous
Page 119 and 120:
Worksheet 9: Risk assessment sheet
Page 121 and 122:
Worksheet 11: Resource Efficiency p
Page 123 and 124:
Worksheet 12: PRE-SME Report templa
Page 125 and 126:
Worksheet 12: PRE-SME Report templa
Page 127 and 128:
123
Page 129 and 130:
12.1 References Association for the
Page 131 and 132:
UNEP, Safer Production, http://www.
Page 133 and 134:
129
Page 135 and 136:
13.1 Unit Conversions APPROXIMATE C
Page 137 and 138:
13.2 Steam Tables of Water Absolute
Page 139 and 140:
About the UNEP Division of Technolo
Page 141:
136
show all

Promoting Resource Efficiency in Small & Medium size ... - UNEP

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?