Page 398 - Solid Waste Analysis and Minimization a Systems Approach

376 WOOD- AND LUMBER-MANUFACTURING APPLICATIONS

strategic direction for lean manufacturing, and simplify the work-order reporting process.
The waste minimization team determined that wood by-products, office paper, and
cardboard were the major waste items and comprised 43 percent of the entire waste
stream. To address the wood by-products, a collection system was developed to col-
lect and reuse appropriately sized pieces of wood that were in good condition. Wood
pieces that could not be reused were shredded and sold to a local fishery. To accom-
plish this, a chipping machine was purchased and installed near the waste removal
dock and a strategic partnership was established with a local company. As a result of
the process changes, 80 percent of the wood by-products that were previously dis-
posed of at the landfill were reused or recycled resulting in an annual waste hauling
savings of over $25,000. To address the office paper and cardboard, a baler was pur-
chased and installed. This material is now collected, baled, and sold generating net
revenue of over $9,000 per year. In addition, the solid waste hauler contract was
reviewed and the number of container pulls per week was reduced by 35 percent.

27.7 Exemplary Performers—

Environmental Management

Systems in Woodworking

Because of pollution control and monitoring equipment difficulties experienced at
Louisiana Pacific’s (LP) Olathe, Colorado facility, the company implemented an envi-
ronmental management system (EMS) to further ensure that their business practices
protect the environment and community. Acknowledging the problem, LP invested
substantial financial and human resources into analyzing the causes and potential solu-
tions. Through an evaluation of the cause of environmental problems at Olathe and
throughout the company, LP decided to strengthen its environmental management at
the plant level. The Olathe mill was selected for the initial pilot of LP’s EMS because
of its immediate need for change. If this particular facility could be successful in
changing, it was likely that the EMS would enhance environmental performance
company-wide. Olathe’s transformation is a notable success. Soon after the EMS was
implemented, a comprehensive 2-day, unannounced inspection by EPA was conducted.
EPA considered permit compliance to be well-managed, contingency plans appropri-
ately linked to the community, and training thorough. EPA’s lead inspector, who had
conducted numerous inspections of wood product–manufacturing operations across
the country, likened the LP Olathe plant to a bakery because it was so clean and well
run. The company now has a cutting edge EMS and can transfer this knowledge to
employees everywhere. Louisiana Pacific has realized the following benefits from the
EMS program:

■ Mill employees have an enhanced sense of environmental awareness. Mill employ-
ees report that changes implemented through the EMS have greatly improved