Metal Product

If you can answer yes to any of these questions then this is the guide for you.....

ARE YOU .....

Committed to reducing your costs?

Keen to minimise your waste?

Interested in caring for the environment?

AND ARE YOU .....

Interested in how to implementCleaner Production?

go to chapter 2 & Appendix 1

Involved in metal fabrication? go to chapters 3 & 4

Involved in metal cleaning? go to chapters 3 & 5

Involved in metal finishing? go to chapters 3,5 & 6 &Appendix 3.

Interested in the environmentalimpacts of chemicals?

go to Appendix 2

Interested in who to contact formore information?

go to Appendix 4

Looking for local recyclers? go to Appendix 5

Looking for information onhazardous waste facilities?

go to Appendix 6

The Cleaner Production in the Metal Product Industry Project was initiated and managed by Opus InternationalConsultants Ltd. For more information about the Guide or cleaner production call the Cleaner ProductionSpecialist on 04-4717000.

Printed on 100% recycled paper.

Cleaner Production Guide for the Metal Product IndustryMinimising waste, reducing costs and caring for the environment

Cleaner Production Guide for theMetal Product Industry

September 1997

The Cleaner Production Guide for the Metal Industry was produced with support of the followingproject partners:

ECNZAuckland Regional CouncilNorth Shore City CouncilWellington City Council

Christchurch City CouncilHamilton City Council

Watercare ServicesNew Zealand Manufacturers Association

Production of the guide was financially supported by theSustainable Management Fund (Ministry for the Environment)

The guide is available from:Ministrys for the Environments homepage: http://www.mfe.govt.nzandOpus International Consultants LtdPO Box 12003 WellingtonPh 04-471 7000Fax 04-471 7770

AcknowledgmentsWe would like to thank all project partners for their support given during the project. In particular, we would like to thankCountertec Services Ltd, Galvanising Services Ltd, GUD (NZ) Ltd, Pacific Wire Ltd, Street Furniture Ltd, UniversalElectroplaters Ltd, Rokos Quality Power Coatings Ltd and Barclay Engineering Ltd for trialing and implementing cleanerproduction options and contributions towards the case studies. Thanks to Mercury Energy and ECNZ for assistingbusinesses with implementing energy saving options. Special thanks to Ken Osborne from Metal Protection Ltd for hisexpert advice in peer reviewing the Guide and to other New Zealand metal product businesses for comments received on thedraft Guide.

Opus International Consultants Limited has exercised due care in the preparation and presentation of this report. OpusInternational Consultants Limited gives no warranty and has no liability to any party for the accuracy or completeness ofthe information presented in this report or for the correctness of any interpretation of that information.

This work is copyright. No unauthorised copying, adaptation or issuing of this work to the public is permitted without theprior consent of the Opus International Consultants except where its copying, adaptation or issuing to the public isundertaken on a non-profit basis.


TABLE OF CONTENTS

1. INTRODUCTION.........................................................................................................................................................31.1. ABOUT THE GUIDE........................................................................................................................................................31.2. ABOUT THE PROJECT.....................................................................................................................................................31.3. USING THE GUIDE .........................................................................................................................................................41.4. THE METAL PRODUCT INDUSTRY...................................................................................................................................5

2. CLEANER PRODUCTION .......................................................................................................................................132.1. WHAT IS CLEANER PRODUCTION?...............................................................................................................................132.2. WHY CLEANER PRODUCTION? ....................................................................................................................................132.3. HOW DO YOU ACHIEVE CLEANER PRODUCTION?.........................................................................................................132.4. EXPLANATION OF THE KEY STEPS................................................................................................................................16

3. CP FOR GENERAL OPERATIONS ........................................................................................................................253.1. GENERAL INPUTS AND OUTPUTS FOR METAL PRODUCT BUSINESSES ............................................................................253.2. CP OPTIONS FOR GENERAL OPERATIONS......................................................................................................................253.3. CP CASE STUDIES FOR GENERAL OPERATIONS .............................................................................................................45

4. CP FOR METAL FABRICATION PROCESSES ...................................................................................................494.1. METAL FABRICATION PROCESS DESCRIPTION ..............................................................................................................494.2. METAL FABRICATION PROCESS INPUTS AND OUTPUTS .................................................................................................494.3. CP OPTIONS FOR METAL FABRICATION PROCESSES......................................................................................................494.4. CP CASE STUDIES FOR METAL FABRICATION PROCESSES .............................................................................................52

5. CP FOR METAL CLEANING PROCESSES..........................................................................................................555.1. METAL CLEANING PROCESS DESCRIPTION ...................................................................................................................555.2. METAL CLEANING PROCESS INPUTS AND OUTPUTS ......................................................................................................565.3. CP OPTIONS FOR METAL CLEANING PROCESSES...........................................................................................................575.4. CP CASE STUDIES FOR METAL CLEANING PROCESSES ..................................................................................................62

6. CP FOR METAL FINISHING PROCESSES ..........................................................................................................696.1. METAL FINISHING PROCESS DESCRIPTION ....................................................................................................................696.2. METAL FINISHING PROCESS INPUTS & OUTPUTS ..........................................................................................................706.3. CP OPTIONS FOR METAL CLEANING PROCESSES...........................................................................................................706.4. CP CASE STUDIES FOR METAL FINISHING PROCESSES...................................................................................................75

7. LEGAL REQUIREMENTS AND COUNCIL FUNCTIONS..................................................................................797.1. LEGAL REQUIREMENTS ...............................................................................................................................................797.2. RESPONSIBILITIES OF REGULATORY AUTHORITIES .......................................................................................................83

REFERENCES

APPENDIX 1: WorksheetsAPPENDIX 2: Overview of techniquesAPPENDIX 3: Summary of environmental and health impacts of chemicalsAPPENDIX 4: Sources of further informationAPPENDIX 5: Recyclers in New ZealandAPPENDIX 6: Hazardous waste recycling, treatment and disposal facilities


3 About the Guide

1. INTRODUCTION

1.1. About the Guide

This is the Cleaner Production Guide for the Metal Product Industry. The guide describes the preliminaryresults of the Cleaner Production in the Metal Product Industry project.

The Guide is primarily intended to provide information to New Zealand metal product manufacturingbusinesses on practical ways to reduce the environmental impact of their activities. The Guide presents a rangeof options for metal product businesses to reduce material, energy and water consumption, and minimiseproduction of waste, and summarises environmental legislation which affects metal product businesses. Theguide can also be used by government departments, local authorities, environmental organisations and otherinterested parties to inform and motivate metal product businesses about Cleaner Production (CP).

It is important to emphasise the status of the Cleaner Production Guide for the Metal Product Industry. It is anoptional guide which can be used by metal product businesses interested in minimising waste, reducingcosts and caring for the environment. The guide provides interested businesses with a process for improvingenvironmental management while reducing costs. It uses checklists and case-studies to provide guidance andstimulate ideas on reduction of environmental impacts. In many cases implementing the options presented inthe Guide will help businesses comply with legislation and regulations. However, there is no requirementfor businesses to investigate or implement the CP options presented in the Guide. It is the responsibility ofbusiness managers to determine the relevance and benefits of the information presented.

1.2. About the projectThe Cleaner Production in the Metal Product Industry project ran over a 15-month period and was fundedlargely from the Ministry for the Environment's Sustainable Management Fund with support from a number ofother project partners. The project was a partnership between Ministry for the Environment, ECNZ, AucklandRegional Council, North Shore City Council, Wellington City Council, Christchurch City Council, HamiltonCity Council, WaterCare, and the New Zealand Manufacturers Federation. Six metal product businesses fromthe Auckland Region participated in the project. These are Galvanising Services Ltd, GUD (NZ) Ltd, ColourtecServices Ltd, Street Furniture Ltd, Universal Electroplaters Ltd, and Pacific Wire Ltd. Expert advice wasprovided by staff from Opus International Consultants Ltd (Environmental Division), ECNZ, and WatercareServices.

The project had six key stages as summarised in Table 1. A final copy of the Cleaner Production Guide for theMetal Product Industry was sent by New Zealand Manufacturers Federation and Auckland Regional Councilto metal product manufacturing business throughout New Zealand in October 1997.

Table 1. Cleaner Production in the Metal Product Industry - key stages in the project.STAGE DESCRIPTION TIME FRAME1 Auditing of six metal product business July 19962 Identification and evaluation of CP options August - December 19963 Trial, implementation and monitoring of feasible options November 1996 - March 19974 Preparation of the draft CP Guide March - April 19975 Business workshops in Auckland, Hamilton, Wellington and

Christchurch on CP and the draft CP Guide.Review of the Guide.

May - September 1997

6 Circulation of the CP Guide to metal product businesses in NewZealand

October 1997


4 About the Guide

1.3. Using the Guide

We have included on the back cover prompt questions to highlight key information and help you navigateyour way through this guide. The format of the Guide is as follows:

Chapter 1 describes the background of the project and provides general information on the metalproduct industry.

Chapter 2 provides an introduction to CP, its benefits and how it can be implemented by metal productbusinesses.

Chapter 3 provides CP information for general activities (which are common to all metal productbusinesses).

Chapters 4 to 6 provide specific information on CP options relevant to metal shaping, metal cleaningand metal finishing processes respectively. Each of these chapters describe the inputs and outputsassociated with the processes involved. A checklist is provided containing a selection of CP options thatcould be implemented by businesses to reduce resource consumption (inputs) and waste generation(outputs). The checklist provides a useful start point for businesses to identify potential options forfurther investigation. They were compiled using options from various sources.1 The checklist isfollowed by a number of case studies which describe CP options in more detail. The case studiessummarise CP options implemented by the six metal product businesses. They provide detailedinformation on the methods used to implement CP and the costs and benefits associated with theirimplementation.

Chapter 7 outlines the legislation and regulations which affect the metal product industry. Whenimplementing CP options it is important to ensure that all relevant legislation is complied with. In manycases, however, non-compliance may provide the incentive to investigate and implement CP options. Forexample, a chemical can be replaced with a less toxic chemical to comply with environmental or healthand safety regulations.

A selection of additional information which may be useful to businesses wanting to implement CP isprovided in the Appendices. These are:

Appendix 1 provides worksheets that can be used by businesses who want to establish CP. Appendix 2 summarises the health and environmental impacts of common chemicals and metals used

by metal product businesses. Appendix 3 summarises a number of new technologies that could be used for metal finishing processes. Appendix 4 lists organisations that can be contacted for more environmental information, including

project partners, government organisations, local authorities, energy supply companies and who tocontact for new technologies applicable to the metal product industry.

Appendix 5 lists contact details for recyclers that are currently operating in New Zealand. Appendix 6 provides a list of hazardous waste recycling, treatment and disposal facilities in New

Zealand.

Cluistra and Smink, 1991; Hofman and Koppert, 1991; de Hoo et al, 1991; Huisingh et al, 1991, Kothuis and van Berkel, 1992;US Environmental Protection Agency, 1990 and 1992.


5 About the Guide

1.4. The metal product industry

1.4.1. Industry description

The metal product industry includes businesses engaged in processes that fabricate, machine, treat, coat,plate, paint and clean metal parts. In general, the metal product industry is divided into those businesses thatprocess materials owned by other parties on a contractual basis, and businesses that manufacture their ownproducts.

Figure 1 summarises the key steps involved in metal processing. The manufacture of most metal productsinvolves three main processes: metal fabrication: metal shaping and machining (outlined in detail in chapter 4); metal cleaning: preparation of metal surface for finishing (outlined in detail in chapter 5); metal finishing: e.g. treatment, plating, galvanising, painting and lacquering (outlined in detail in chapter

6).

Supply of materials

Material storage

Metal shaping

METAL PROCESSING

Metal cleaning

Metal finishing

Packaging

Storage

Transport and sale

Figure 1 Process scheme of a metal product businesses2

2 Note: not all metal product businesses undertake metal fabrication, cleaning and finishing.


6 About the Guide

1.4.2. Why the metal product industry?

The metal product industry was selected for this project because: the industry generates a very complex array of waste, often hazardous waste; the metal product industry is an example of an industry which is largely unaware of CP and its benefits.

With a few limited exceptions, the industry has made no effort to avoid or minimise the waste generated; there are approximately 2,6003 businesses involved in processing and manufacturing metal products in

New Zealand (which equates to approximately 13% of all manufacturing businesses) (see Table 2). Theproject therefore targets a good proportion of the manufacturing industry;

the majority of metal product businesses are small to medium in size, with 70% of New Zealandbusinesses having less than five employees (see Table 2). Consequently, these businesses generally haveless resources available (in the form of time, expertise, or finance) to either investigate or implement CP. Bydemonstrating the success of CP in a number of selected metal product businesses, there is considerablepotential to transfer the findings to the remainder of the industry nation-wide;

the industry exports products and increasingly has to meet more stringent overseas demands to produceenvironmentally sustainable products;

European and US metal product businesses have gained extensive experience in the implementation of CPoptions in the metal product industry. New Zealand businesses have the potential to benefit from thisexperience through the transfer of findings to a New Zealand demonstration project and the production ofindustry specific guidelines4.

Table 2 Size distribution of New Zealand manufacturing and metal product businessesSIC (Standard Description Size distribution of businesses TotalIndustrial Code) 0-5 employees 6-9 10-49 50-99 100+2/3 Manufacturing

businesses13,940 businesses70.2%

2,28711.5%

2,90714.6%

3932%

3461.7%

19,873100%

381 Fabricated metalproduct businesses

1,799 businesses69.2%

34013.1%

39815.3%

391.5%

230.9%

2,599100%

1.4.3. Businesses participating in the project

Six metal product businesses were selected to participate in this project, including Colourtec Services Ltd,Galvanising Services Ltd, GUD (NZ) Ltd, Pacific Wire Ltd, Street Furniture Ltd, and UniversalElectroplaters Ltd. The main criteria for selection was a demonstrated commitment and motivation bybusiness managers to reduce waste. It was also important that the businesses represented the key processesof metal product businesses. The following section describes each participating business and lists theoptions implemented and the specific reasons for participating in the CP project. The options implementedby these businesses and the benefits they obtained are described in more detail in chapters 3 to 6.

3 February 1994 figures.

4 Punte, 1995.


7 About the Guide

COLOURTEC SERVICES LTDCraig Milburn, Colourtec Services Ltd, PO Box 22 670, Otahuhu, AucklandPh 09-2767253 Fax 09-2766397

Company profileColourtec Services Ltd is a privately owned powder coat and liquid paint application company. Thecompany is also involved in metal component manufacture and coating. The company is located inAuckland and currently employs 30 staff who work in two shifts. Processes include metal fabrication,cleaning/treatment, powder coating, spray painting and paint stripping.

Reason for participationThe company participated in the project because it was interested in improving its environmentalperformance and reducing costs at the same time. It was particularly interested in the reduction of energyand water consumption and in finding an alternative for methylene chloride used for paint stripping.

SummaryBy replacing methylene chloride with heat treatment for paint stripping of products, the company haseliminated the landfilling of the chemical and saves over $3,600 per year.

Type of projects implementedNegotiation of tariffs for bulk power consumption, installation of counter current rinsing, paint stripping byincineration rather than methylene chloride

GALVANISING SERVICES LTDMr A. Lonsdale Cooper, Galvanising Services Ltd, PO Box 13181, Onehunga, AucklandPh 09-6366003 Fax 09-6365967

Company profileGalvanising Services galvanises steel products and nail components to provide an anti-corrosive layer. Themain processes are metal cleaning and hot dip galvanising. The business employs 20 staff.

Reason for participationThe company participated in the cleaner production project due to its social responsibility towards theenvironment and also to comply with trade waste regulations.

SummaryGalvanising Services has virtually eliminated the liquid effluent discharged to trade waste by implementinga Cleaner Production programme. The mechanical cleaning process has reduced acid consumption by 50%.Annual savings from projects implemented to date are approximately $40,000 with a maximum paybackperiod of 1.5 years.

Type of projects implementedSelf-regulating flow valves, recycling and filtration of rinse water from cleaning baths, replacement ofcaustic cleaning and acid pickling by mechanical rumbling, continuous preflux filtration, use of inhibitors,fume suppressants and surface wetting agents, removal and recycling of zinc dross and dust, temperaturecontrol and insulation of prefluxing bath, negotiating reduced power rates for bulk power consumption.


8 About the Guide

GUD (NZ) LTDChris Wood, GUD (NZ) Ltd, PO BOX 19175, Avondale, AucklandPh 09-8287089 Fax 09-8282244

Company profileGUD (NZ) Ltd manufactures and assembles air and car filters for cars, trucks, and heavy commercial,industrial and construction equipment vehicles. Processes include sheet metal fabrication, metal cleaning,metal coating (painting) and assembly. The company employs 93 staff.

Reason for participationThe company has established an ISO 9001 and the automotive specific QS 9000 quality managementsystem. As part of this, resource consumption and waste production have been addressed. GUD (NZ) Ltdparticipated in the project because it wanted to further improve its environmental performance.

SummaryMany options implemented by GUD are simple no cost and low cost good housekeeping and managementoptions, while providing significant savings. Additional options are being investigated and trialed currentlyand are likely to bring further savings.

Type of projects implementedWaste monitoring, stock management by labelling of raw materials, central light and power switches,replacement of fluorescent lights with metal halide lights, establishing an Energy Task Force, repair ofcompressor leakages, pressing products from metal off-cuts, metal recycling, reuse of metal working fluid,use of low energy filter paper, plastisol and polyurethane, use of air knives to dry products, powder coating.

PACIFIC WIRE LTDShiu Singh, Pacific Wire Ltd, PO Box 22198, Otahuhu, AucklandPh 09-2704249 Fax 09-276576

Company profilePacific Wire manufactures galvanised and bright wire for various applications such as fencing, nails, steelmesh, armoured wire for cables. Processes include the mechanical drawing of wire from steel rods, wirecleaning and galvanising. The company employs 80 staff.

Reason for participationWaste reduction is part of an operational excellence (OPEX) programme. OPEX is Pacific Wires continualimprovement programme which has an objective of enhancing operational effectiveness through energysavings and minimising waste to bring benefit to the company. Management are also committed toproducing products in an environmentally responsible way.

SummaryThe total annual savings resulting from CP options implemented to date are estimated as well over $0.5million per year with a payback period for each option implemented varying from immediate to less thanone year. The adjustment of the raking procedure alone saved the company several $100,000s per year andincreased product throughput.

Type of projects implementedCardboard and paper recycling, boiler shutdown during non-production hours, installation of a central powerswitch and daylight sensors, reuse of steam condensate from cleaning baths, recovery of bath dragout,regeneration of sulphuric acid, caustic soda regeneration, and raking adjustment to prevent lumps on wires.


9 About the Guide

STREET FURNITURE NZ LTDKen Croskery, Street Furniture NZ Ltd, PO Box 354, Papakura, AucklandPh 09-2999060 Fax 09-2962190

Company profileStreet Furniture manufactures indoor and outdoor furniture and hospitality products, generally made frommild steel which is either zinc electroplated, hot dip galvanised or powder coated. The fabrication of sheetmetal is undertaken by Street Furniture, but the product finishing is contracted out.

Reason for participationThe company is committed to manufacturing products with minimum environmental impact. Although thecompany was unable to implement CP options, it wanted to be advised about options that could beimplemented in the new plant that is to be built.

SummaryThe company is currently building a new factory. CP options will be implemented in the new plant.

Type of projects implementedReuse of waste paper

UNIVERSAL ELECTROPLATERS LTDBrian Featherston, Universal Electroplaters Ltd, 8 Lovegrove Crescent, Otara, AucklandPh 09-2747496 Fax 09-2741621

Company profileUniversal Electroplaters is involved in the electroplating of plastic products for clients, such as showerheads, hooks, and shoe tacks. Processes include metal cleaning and electroplating.

Reason for participationThe company participated in the project because it wanted to reduce costs and environmental impact. It wasparticularly keen to reduce trade waste discharges and metal consumption.

SummaryThe company is currently trialing and implementing CP options listed below. Their benefits have not yetbeen quantified.

Type of projects implementedInsulating covers on cleaning baths, installing flow valves in cleaning baths, foam depressant liquid forcleaning baths to reduce evaporation, use of air knives rather than evaporators to dry products, ion exchangeto recover gold from electroplating baths.


10 About the Guide

1.4.4. Other New Zealand businesses

A number of case studies undertaken by other metal businesses in New Zealand have also been included inthe guide. Accord Ltd, Methven Tapmakers Ltd, and Pacific Coilcoaters participated in a CP project ofMinistry for the Environment5. Barclay Engineering participated in a CP project undertaken by OpusInternational Consultants in 19956. Metal Protection Ltd has implemented CP options with the assistance ofa current Opus staff member. Rokos Quality Powder Coatings Ltd attended the Hamilton workshop in May1997 and implemented a CP option as a result. A description of the business is provided below along with alist of the options implemented and the specific reasons for participating in the CP project. The optionsimplemented by these businesses and benefits they obtained are described in more detail in chapters 3 to 6.

ACCORD INDUSTRIES LTDRodger Batkin, Accord Industries, P0 Box 51-395, Pakuranga, AucklandPh 09 5768014 Fax: 09-5766019

Company profileManufactures metal components from brass, aluminium and steel for whiteware and similar products. Thecompany employs 100 staff.

Reason for CP projectsRecycling of scrap metal as it is recognised as a valuable and useable resource.

SummaryScrap metal and other materials are recycled, reducing disposal costs.

Type of projects implementedMaterial recycling, material substitution, waste reduction, reduction in the use of hazardous substances.

BARCLAY ENGINEERING LTDArthur Barclay, Barclay Engineering Ltd, PO Box 35019, Naenae, WellingtonPh 04-5676500 Fax 04-5679345

Company profileBarclay Engineering Limited manufactures plant of electrical and plumbing fasteners and fittings andemploys 40 staff. The company designs and manufactures a range of 2000 to 3000 products by metalstamping and pressing. Products are manufactured from brass, copper, aluminium, steel and stainless steel.

Reason for CP projectsBarclay Engineering Ltd was interested in improving the environmental performance of the business, byformally addressing CP opportunities.

SummaryAs a result of a number of no and low costs CP options, Barclay Engineering saves over $10,000 per year.

Type of projects implementedWater-based coolant, recycling of metalworking fluid through centrifugation, bath lids to control evaporation,water-based cleaning of aluminium parts, recycling of 111-trichloroethylene, treatment of sludge with cement.

Ministry for the Environment, 1993 and 1994Punte, 1996


11 About the Guide

METAL PROTECTION LTDKen Osborne, Metal Protection Ltd, PO Box 12381, Penrose, AucklandPh 09-6343600 Fax 09-6221129

Company profileMetal Protection Ltd was founded in 1955 and specialises in bright zinc plating, gold passivating and relatedfinishes. The company has developed and trademarked a series of electroplating systems known asENVIROZINCTM, ENVIROGOLDTM and ENVIRODRABTM (a dual layer coating of tin and zinc with anolive drab passivate and a special sealer, salt spray tested to 2000+ hours). The company employs 23 staff.

Reason for CP projectsMetal Protection Ltd has a philosophy of caring for the environment. CP techniques have been applied tohelp comply with trade waste bylaws, and in the longer term, to obtain a reward from the efficienciesgained. Their environmentally responsible practices will be used as a marketing strategy.

SummaryProcess bath liquids containing chromium and cyanide are treated prior to disposal to comply with tradewaste regulations, saving $30,000 per year. Chrome and nickel plating baths are continuously recycled,providing savings of $45,000 per year. Environmental savings are reduced chemical consumption, improvedwastewater and sludge quality.

Type of projects implementedDissolved air flotation wastewater treatment, cleaning bath recycling through atmospheric evaporation.

METHVEN TAPMAKERS LTDKevin Marks, Methven Tapmakers, P O Box 847, DunedinPh 03-4551149 Fax: 03-4554748

Company profileManufactures tapware and employs 128 staff.

Reason for CP projectsWater discharges represented a major waste of resources. Discharge fees have also been introduced,providing an incentive to reduce water usage.

SummaryThe amount of water used in the plating shop has been reduced by about 42% by installing water meters andtraining staff. Savings of more than $12,000 per year will be achieved, with a payback period of 17 days.

Type of projects implementedWater conservation.


12 About the Guide

PACIFIC COILCOATERSPacific Coilcoaters Ltd, Auckland

Company profilePacific Coilcoaters produces 30,000 tonnes of Color Cote flat painted steel roofing each year. PacificCoilcoaters is located in Penrose, Auckland, is a member of the Fletcher group and employs 62 staff.

Reason for CP projectsHigh water consumption and increasing water costs.

SummaryThrough a waste minimisation programme costing approximately $300,000, Pacific Coilcoaters hasachieved annual after-tax savings worth more than $940,000. The main environmental benefits of theprogramme are more efficient use of resources, greater energy efficiency and reduced waste disposal.

Type of projects implementedReduced handling of coils, reduction of steel corrosion, water-cooling tower to reuse water, oil skimmingfrom caustic baths and chemical recycling, new painting machine to reduce scrap.

ROKOS QUALITY POWDER COATINGS LTDOphir Bennet, Rokos Quality Powder Coatings Ltd, PO Box 5681, HamiltonPh 07-8472483 Fax: 07-8472472

Company profileRokos Quality Powder Coatings Ltd undertakes paint stripping and powdercoating of metal products. Thebusiness employs 7 staff.

Reason for CP projectsHigh water consumption and increasing water costs.

SummaryWater consumption for rinsing objects has been reduced by 91%. Annual savings are between $7000-8000.

Type of projects implementedCounter current rinsing.


13 Cleaner Production

2. CLEANER PRODUCTION

2.1. What is Cleaner Production?

Cleaner Production (CP) seeks to minimise the quantity or toxicity of waste being produced by:

reducing the quantity of materials, energy and water used through:- efficient management (e.g. good housekeeping and maintenance procedures);- substituting materials and resources for less hazardous and less toxic alternatives;- changing practices and equipment for more efficient alternatives;

reusing materials, energy, water; recycling materials, energy, water; recovery of useful materials from waste.

CP is all about addressing waste at its source rather than at the end of the process. With CP the definition ofwaste is broader than usual, and includes all solid, liquid and gaseous forms of waste. Implementing CP withinany business enables all forms of waste to be minimised, improves efficiency and reduces costs.

2.2. Why Cleaner Production?

Activities and processes which create adverse environmental effects are subject to pressures from consumers,interest groups, trading partners, and the media. Added to this are the requirements of government, insurers andlenders. These factors combine to make a compelling argument for responsible environmental management.Metal product businesses, like many other businesses, are increasingly becoming aware of this.

The adoption of CP has the potential to bring the following benefits to metal product businesses:

reduced operational costs through reduced spending on resources (raw materials, energy, and water) andreduced disposal costs (waste, wastewater);

reduced risk of liability under environmental legislation; improved health and safety conditions for staff; improved staff morale (international studies have shown that employees "feel good" working for companies

that are environmentally responsible); improved public image nationally and internationally; secure access to growing export markets which demand environmentally responsible products; contribute to maintenance and improvement of New Zealand's environmental quality; sustain and maintain New Zealand's environment.

2.3. How do you achieve Cleaner Production?

Efficient and effective implementation of CP within a business results from the systematic identification,evaluation and implementation of CP options following eight key steps as shown in Figure 1. A briefexplanation of each step is provided in section 2.3.1 along with comments about how these steps were appliedat metal product businesses that participated in the project. The Ministry for the Environment CleanerProduction Guidelines provides a more detailed explanation of these steps for those interested.7

Ministry for the Environment, 1994.



2.4. Explanation of the key steps

Step 1. Plan and organise

The key element of successful CP programmes is planning and organisation. Key planning actions whichshould be addressed at the beginning of any CP programme are listed below.

Key actions Step 1 applied to six metal product businessesObtain management commitment. The managers of six metal product businesses in the

Auckland region agreed to participate in the CPproject and committed to implementing CP optionsidentified wherever appropriate within the business.

Select an Environmental Champion and/or WorkingGroup and communicate to staff. It is also helpful toform a small group to support the champion throughthe project. In this project it was helpful to have anindependent expert to help the champion seek staffsupport.

Each of the businesses identified an EnvironmentalChampion, who was appointed for the period of theproject to identify, trial and implement options andmotivate staff.

Agree general project objectives and timeframes.Your project objective should clearlycommunicate your overall aim of the project.

A possible project objective could be: To monitormaterials, energy and water and to reduce, reuse,recycle and recover waste where possible. You mayalso wish to identify more specific targets such asreducing energy by 10%, waste by 20% etc. These canbe very helpful in motivating staff.

Potential difficulties which may arise during your CPproject should be identified and addressed.

Difficulties observed during this project were limitedfinancial resources to implement CP options, highworkload for staff to look into environmental effects,audit and trial and implementation of options must notinterfere with plant operation, options must not betechnically complex.



Step 2. Collect initial data

The second step requires a brief assessment of the current operation at the overall business level. Initialinformation and data should be collected on material, water, energy consumption and waste generation, asshown in the table below. Collecting this data enables identification of priority areas which require furtherinvestigation.

Key actions Step 2 applied to six metal product businessesDetermine quantities, distribution patterns (percentageof total) and costs for different types of waste. UseWorksheets 1 in Appendix 1.

GUD NZ continuously monitors resourceconsumption, waste generation, and productrejections. If quantities deviate from the normalpattern, staff is asked to determine the cause.

Determine sources, uses, quantities and costs of waterand energy used. Use Worksheet 1 in Appendix 1.

Total quantities and costs of water and energy wereidentified. For most businesses, however, it was notpossible to breakdown this data on a department orprocess basis.

Determine the main existing procedures which havean influence on environmental management, e.g.: waste collection procedures; waste disposal methods (for main types of wastes); purchase and supply practices; environmental management responsibilities.This enables identification of procedures which havea positive and negative impact on environmentaleffects.

Key procedures include: general, hazardous (and in some cases recyclable)

waste is collected separately; purchasing is managed centrally; only few of the businesses have included

environmental responsibilities in a staff membersjob description.

Determine regulatory requirements that need to bemet (e.g. consents).

Galvanising Services and Universal Electroplatersneeded to improve wastewater quality to ensure futureconsent requirements.Colourtec Services could not find a appropriatedisposal method for methylene chloride, as landfillingin the Auckland region is prohibited since July 1996.

Determine what has already been implemented toreduce environmental effects.

None of the businesses had an environmental policy inplace. Energy audits had been undertaken previouslyfor GUD NZ. Pacific Wire had also participated in aMinistry for the Environment CP case study.

Identify the largest problems from an environmental,cost, health or labour perspective. Use worksheets inAppendix 1.

The largest problems varied per business. Forexample, GUD (NZ) faces high energy costs,Colourtec Services has a high water consumption, andGalvanising Services has a high water consumption,wastewater discharges, and health and safetyproblems resulting from emissions from thehydrochloric acid bath.



Step 3. Selection of key areas and departments

On the basis of the data collected in step 2, an initial selection is made of key waste and/or processes whichyield greatest potential for further investigation in the short term.

Key actions Step 3 applied to six metal product businessesSelect key wastes which offer the most significantpossibilities for CP. A key waste is a specified wastestream or number of waste streams that are selectedfor further investigation for CP opportunities. Theseare often waste streams that cost a lot of money, eitherin raw materials or disposal costs, have significantvolume or toxicity, or offer environmentalcompliance.Examples include electricity, gas, water use,wastewater, emissions, general waste, hazardouswaste.

Galvanising Services selected water as a key wastebecause no water saving or wastewater reductionoptions had been implemented previously.Street Furniture selected general waste as a key wastebecause of the high costs associated with wastedisposal in combination with the potential forrecycling.Some of the businesses used bills and council letters tohelp identify key wastes.

Select key processes for further CP investigation.Because each business comprises of many complexprocesses, it may not always be sensible to investigatethe entire business at once. It makes more sense tostart with one clearly defined area or process andachieve success. Having achieved success and gainedthe support of staff the programme can be expandedto cover other processes.Selecting the process will depend in part on the natureof the options and support of staff. If general waste ischosen, you may want to focus initially on officesonly, whereas if water is selected, an investigation ofa key process may be appropriate. Energy could beinvestigated at a business level because of the generalnature of options. It can be helpful to select processeswhere staff are supportive and avoid processes earlyon where key staff do not support the project.

GUD selected the oven and use of compressed air asthe key process because they were the highest singleusers of energy.Street Furniture selected the entire business foridentifying options to recycle waste because it is asmall business.Galvanising Services selected the pre-treatment of thenail galvanising plant because most of theenvironmental impacts (water consumption, wastewater, hydrochloric acid emissions and disposal) werelocated there.



Step 4. Assess activities to identify wastes generated at department level

This step involves a walkthrough of the selected processes to identify where wastes or selected wastes aregenerated.

Key actions Step 4 applied to six metal product businessesSelect staff to assist in the audit of key wastes orprocesses. These could include members of theEnvironmental Committee (formed in step 1) andenthusiastic staff from the department or processselected. It may be helpful to take a professionalperson who is unfamiliar with business on your auditto ask independent questions. Often these people canhelp identify new options which you may not be ableto see.

The Environmental Champion of the business wasaccompanied by an external process engineer and anexternal CP specialist.GUD formed an Energy Task Group comprising of 5people, including the Production Manager, TechnicalManager, and three production, technical andmaintenance staff.Pacific Wire formed small teams of staff for eachprocess to discuss waste problems and find solutions.

Walk through the department at normal operatingtime to identify all those situations where the keywaste (identified as a priority in step 3) is generated.Record when, where and in what form the waste isgenerated. Having identified where waste is generatedask yourself why it is generated. Knowing why willhelp you identify options to prevent or minimisewaste. Use Worksheet 2 in Appendix 1.

An initial walk-through audit was completed for allbusinesses and identified all forms of waste (energy,water and solid waste). The audit also provided agood opportunity to identify previously implementedoptions.



Step 5. Identify CP options

Key actions Step 5 applied to six metal product businessesFor each waste detected during the audit you shouldidentify possible CP options which would enable thatwaste (or the effects of that waste) to be prevented orminimised. Two effective methods that can be used toidentify CP options include: using the CP checklist and case studies included in

this guide (see chapters 3-6) for ideas. Ask a staffmember from the appropriate processes or wastesto complete the checklists, select priority optionsand determine who should investigate high priorityoptions further. It is important to emphasise thatthe checklists provide a selection of potentialoptions and should be considered as suggestionsonly. Businesses should decide for themselveswhich options are appropriate having completedfeasibility analysis relevant to their own situations.

a brainstorming session with other staff to identifyoptions in a group. Encourage your team to thinkcreatively about all possible solutions. Thinkingoutside the square should be encouraged assome solutions may require a radically differentway of doing things. Provide incentives for goodideas and be careful not to discouragecontributions by dismissing or criticising ideas ofindividuals in the team.

Use Worksheet 3 in Appendix 1.

CP options that had already been implemented andpotential new CP options were identified for allbusinesses on basis of the walkthrough audit, the CPchecklists, and in some cases brainstorm sessions withstaff (e.g. Pacific Wire). A number of options wereidentified by the audit team members during theaudits. In other businesses options were identifiedfollowing brainstorm sessions with staff or followingreference to the checklists in chapters 3-6.

It is often impractical to undertake a full feasibilityanalysis for every option identified. Therefore a briefevaluation of each option should be undertaken tocreate a priority list of options which offer greatestpotential in the short term. These options will besubjected to full feasibility analysis.Your brief evaluation could cover: impact on production process and product; impact on the environment; implementation costs (are they no or nominal cost

($3,000);

likely payback (will it reduce costs by a small orsignificant amount.

This process was undertaken using the existingknowledge of business staff and did not requireadditional detailed research. The process enabledpriority options to be identified, some to be identifiedas lower priority and some to appear impractical forreasons such as space or managing workloads.



Step 6. Evaluate CP options

Key actions Step 6 applied to six metal product businessesPrior to implementing options it is critical thatpotential CP options are evaluated to determine theirfinancial, technical and environmental feasibility. Thelevel of analysis required will vary depending on theoption - some will be quite simple and others morecomplex but should generally cover the factors listedbelow.

High priority options were evaluated to determinetheir technical, financial, environmental and healthfeasibility. The case studies provided in chapters 3-6include details identified during the feasibilityanalysis.

For the technical feasibility analysis consider: impact on product quality; required changes in process and equipment; effect on other processes and activities effect on number of personnel; extra training required; permits or consents required; storage facilities; laboratory checks required.Use Worksheet 4 in Appendix 1.

Galvanising Services replaced acid pickling bymechanical rumbling. This required a major technicalfeasibility analysis because the entire cleaning systemhad to be replaced. It was also critical to ensure thatthe mechanical cleaning method would not adverselyaffect the galvanising process or the product quality.

For the environmental feasibility analysis, considerfor the current and the alternative option: the quantities of resources consumed; the amount and toxicity of waste produced.Use Worksheet 5 in Appendix 1.

Colourtec Services had to determine that the adverseenvironmental effects associated with the use anddisposal of methylene chloride were greater thanthose of incineration (the alternative technique forpaint stripping).

For the financial feasibility analysis consider: investment:

- equipment;- construction materials;- installation;- permits/consents;

ongoing costs;- materials;- training;- maintenance;- energy, water.

savings:- materials;- waste disposal or treatment;- liability savings;- energy, water;- income from by-products (e.g. recycling);- transport.

Use Worksheet 6 in Appendix 1.

All businesses completed a financial feasibilityanalysis to determine payback periods andinvestments. It was important to all businesses thatpayback periods were reasonable (

Cleaner Production Guide for the Metal Product IndustryMinimising waste, reducing costs and caring for the environment Cleaner Production

Step 7. Prioritise CP options and plan for implementation

Key actions Step 7 applied to six metal product businessesHaving completed feasibility analysis of selected CPoptions you will have the information available toidentify and prioritise suitable options forimplementation.You can prioritise your options for implementation onthe basis of: least effort to implement; greatest payback; least investment; greatest environmental savings; no effect on product or production process; improved health and safety; achieving compliance; any other factor which is important to your

business.Use Worksheet 7 in Appendix 1.

Having completed the analysis businesses decided toprioritise implementation of options for many differentreasons as shown below. greatest payback / least effort: Pacific Wire saves

$100,000s per year by having adjusted the rake toprevent lumps on wires. As no costs were involvedthe pay-back period was immediate.

least investment: Universal Electroplaters onlyrequired $50 to purchase bath covers, and did soeven though energy savings were just $200 peryear.

greatest environmental savings: Pacific Wirereduced its caustic soda consumption with 20,000L per year by recycling it onsite.

no effect on product or production process: GUDis using air knives rather than compressed air todry products. As products dry faster, the productquality is improved.

improved health and safety: Galvanising Servicesuses fume suppressants for the hydrochloric acidbath. This option actually increased costs slightlybut health and safety conditions for staff haveimproved significantly.

achieving compliance: Colourtec Services meetscompliance requirements by stripping paint byincineration rather than methylene chloride.

Prior to implementation you should carefully planthose actions needed to ensure successfulimplementation of the option. Prior to implementationconsider the need to: modify policies and procedures; plan budgets (e.g. for equipment purchase, often a

year ahead); train and educate staff; provide staff with the time necessary to do the

work; apply for any consents which may be required.Use Worksheet 8 in Appendix 1.

The six participating businesses set time and moneyaside to enable trial and implementation of CPoptions during the project.



Step 8. Implement CP options and measure and report success

This step requires implementation of feasible options, following necessary preparation efforts.

Key actions Step 8 applied to six metal product businessesHaving implemented options ensure that efforts aremade to monitor any changes to operational costs andservice quality. This is necessary to identify whetherthe desired results are being achieved. If they are notbeing achieved you should undertake further analysisto identify what changes are necessary to achievesuccessful implementation. Your monitoring systemshould report the following criteria in terms of yourproduction units. This will give you relevant trendinformation: quantities of materials, energy and water used; waste quantities; labour input; changes to operational costs.

See the case studies provided in chapter 3-6.

Communicate your successes to staff, clients,suppliers, the general public, and other businesses. Byrewarding your staff for CP successes, you willencourage their ongoing commitment and enthusiasm.This will stimulate staff to generate new ideas for CPand encourage other staff to participate.

GUD (NZ) displays charts at a central location ofthe plant showing the quantities of resources used,products rejected and waste generated. The effect ofimplemented options is clearly visible to staff.Pacific Wire regularly reports environmentalachievements during staff meetings and reports.

Dont stop here! Go back to: step 7: implement other feasible options identified step 6: evaluate other options identified for

feasibility analysis; step 4: assess other wastes generated and identify

potential options; step 3: select an other key area and/or process.

Greatest ongoing effort is occurring wherebusinesses created formal groups with CPresponsibilities, such as the Energy Task Force atGUD NZ and process teams at Pacific Wire.Cleaner Production required continuousimprovement to take advantage of new technology,address new costs and compliance requirements andmeet new customers needs.



2.4.1. The steps in practice

The methodology presented in 2.3.1 provides a useful process for implementing CP in your business. The stepsare relatively simple and can largely be undertaken by staff within your business. The steps do not need to beadopted rigidly and can be modified to better suit your business. The key to successful implementation of CP istaking a systematic approach, which moves at a pace appropriate to your business. A few successes achievedearly on will be met with more support than a larger number of unfinished or unsuccessful CP projects.


25 General Processes

3. CP FOR GENERAL OPERATIONS

This chapter provides an explanation of the general processes and activities undertaken within all metal productbusinesses. This chapter contains an overview of inputs and outputs (Figure 2), a checklist of general optionscovering energy, water and materials and a selection of case studies highlighting the techniques used andbenefits gained following the implementation of general CP options.

3.1. General inputs and outputs for metal product businesses

INPUTS OUTPUTSEnergy (electricity, gas oil): machines lighting fans heating

Water: cooling cleaning drinking toilets

Materials: detergents for cleaning office products (paper,

stationary)

Solid waste: packaging waste (paper,

cardboard, plastic) staff waste (e.g. food waste,

cups)

Liquid waste: wastewater from cleaning lubrication and cutting oils stormwater

Emissions: heat from machines CO2 and NO2 from heating

Figure 2 General inputs and outputs of metal product businesses.

3.2. CP options for general operations

The checklist overleaf summarises CP options that could be implemented by metal product businesses toreduce resource consumption (inputs) and waste generation (outputs) associated with general metal productgeneral business activities and processes. The checklists provide a useful start point for businesses toidentify potential options for further investigation.

Four types of checklists have been provided in this section, including: management initiatives; waste; water; energy.

The format of the checklists is as follows:

CP options: this column describes the suggested CP options that could be appropriate to your business. Cost: this column identifies the approximate implementation cost for each option. In the checklists

almost all options are identified with a no for nominal or no costs (ie. less than $300). Implementation: the implementation columns should be used to identify the implementation status of

the options. Options which have not been implemented should be marked by the no column. Options

METAL PRODUCTBUSINESS



that have been partly or fully implemented can be identified by ticking the appropriate column. TheN.A./Not feasible column can be used to mark options that are not relevant to your business. Optionsidentified in the no or partial columns can be considered for feasibility analysis.

Priority: this column should be used to identify the level of priority which the option has, where Arepresents high priority, B medium priority and C the lowest priority.

Responsibility: this column should be used to record the name of the person or people responsible forinvestigating the option further. You may also wish to use the column for including any other commentsyou may have on the option.

A number of the options have been described in more detail in the case studies section of this guide (section3.3).



MANAGEMENT INITIATIVESCP OPTIONS IMPLEMENTATION PRIORITY RESPONSIBILITYThese are suggested options only. Managers should decide which options are appropriate toinvestigate and/or implement.

Fully Partly No N.A./Notfeasible

(A>B>C) (Name of person)

Develop a general environmental policy including objectives and targets for improvement.Appoint an "Environmental Champion" or incorporate environmental tasks in the job description ofan existing staff member who can motivate staff and co-ordinate action.Establish an Environmental Committee to manage activities across the company.Develop a waste minimisation plan with objectives and targets.Develop a water conservation plan with objectives and targets.Develop an energy conservation plan with objectives and targets.Offer employee training: install an environmental notice board to inform staff about environmental issues, motivate

support and increase awareness; identify employee-specific environmental responsibilities; include an environmental component in induction training; hold regular environmental meetings with representative staff from the whole organisation.Introduce regularly scheduled drills and safety meetings.Document job responsibilities, operating procedures, etc.Communicate your environmental policy and progress to staff.Communicate your environmental policy and progress to your clients, contractors, suppliers orcommunity.Place notices encouraging staff to minimise "waste" wherever appropriate (eg turning off lights andtaps, avoiding excessive photocopying etc).Offer incentives to encourage and reward new and effective environmental ideas from employees.Reward staff for environmental progress especially when they save money (e.g. savings fromrecycling could be donated to a charity).Make it easy for staff to recycle (e.g. place cardboard boxes at each desk for collection of scrappaper and bins by photocopiers and printers.



GENERAL WASTECP OPTIONS COST IMPLEMENTATION PRIORITY RESPONSIBILITYThese are suggested options only. Managers should decidewhich options are appropriate to implement.


(A>B>C) (Name)

Segregation of waste for recyclingCardboard (see case study Pacific Wire) NoPaper (see case study Pacific Wire) NoPlastic No

Engine oil No

Lubrication oil No

Wood (eg pallets) NoCar batteries No

Organic waste No

Steel drums No

Monitoring and registrationWaste (see case study GUD NZ) NoEmissions No

Electricity No

Gas No

Raw materials No

Material handling and storageLable materials (see case study GUD NZ) NoUse a separate locked storage room No

Place liquid tight trays underneath chemicals No

Allow no storage outside storage room No

Restrict access to storage room No



GENERAL WASTECP OPTIONS COST IMPLEMENTATION PRIORITY RESPONSIBILITYThese are suggested options only. Managers should decidewhich options are appropriate to implement.


(A>B>C) (Name)

Keep storage area clean No

Allow no traffic through storage area No

Use returnable packaging (see case study Accord Industries) NoReuse packaging materials (see case study Street Furniture) NoUse coated positioners in forklift hoists to protect products(see case study Pacific Coilcoaters)

Low

Use one format pallets No

Co-operate with local businesses, for example: joint disposal of recycling of chemicals; joint treatment of wastewaters; combined (bulk) purchasing of materials to reduce waste

and costs (some solvents and chemicals are sold involumes that may exceed small users requirements);

exchange recyclable or reusable materials or chemicalswith other business rather than disposing of it.



WATERWATER USE CP OPTIONS IMPLEMENTATION PRIORITY RESPONSIBILITY

These are suggested options only. Managers should decide whichoptions are appropriate to investigate and/or implement.


(A>B>C) (Name)

General Monitor water consumption (see case study Methven Tapmakers)Identify whether the size of water meters matches the waterflowInstall water meters on internal water pipes to measure consumption in keyactivity areasRegularly inspect for leaks and running water on: taps, toilets, showers; all visible pipe work; all valves; the plant roomDevelop a system for staff to easily report leaksRepair reported leaks promptlyUse tap water rather than distilled water wherever possibleUse cold water (rather than hot) wherever possibleInstall a water cooling tower to recycle water (see case study PacificCoilcoaters)

Bathroomfacilities

Use a flush system on toilets that stops when the hand is removed from flush

Reduce toilet flush capacity by installing a "weight" in the cistern, except fordual flush toiletsInstall dual flush toilet cisterns and reduce lower flow to 6-7 LEliminate urinals in new buildingsInstall timers or sensors on urinals to flush only after useInstall flow restrictors to shower fittings to reduce flow to 12 L/minuteInstall electronic sensor taps which turn off after hands are taken awayInstall elbow taps (e.g. wards, theatre, bathrooms toilets)Install flow restrictors on taps (aerators) to reduce flow to 5-6 L/minute



WATERWATER USE CP OPTIONS IMPLEMENTATION PRIORITY RESPONSIBILITY

These are suggested options only. Managers should decide whichoptions are appropriate to investigate and/or implement.


(A>B>C) (Name)

Cleaning Sweep where possible rather than hosing (e.g. pools, outside areas, theatre)Clean with brushes, mops, sponges rather than with running waterTurn taps and hoses off after useUse hoses with an easy shut off nozzle rather than walking to the tap to turnoff the hoseUse spray adjustable nozzles on hoses and tapsUse a proper ratio of water to cleaning agentPreclean with a broom or vacuum cleaner



GENERAL ENERGYCP OPTIONS IMPLEMENTATION PRIORITY RESPONSIBILITYThese are suggested options only. Business managers should decidewhich options are appropriate to investigate and/or implement.

Fully Partly No N.A./notfeasible

(A>B>C) (Name)

GENERALEnergy use Form an Energy Task Force to discuss energy saving options (See

case study GUD NZ)BUILDING LOSSESInfiltration Ensure doors seal properly, especially external doors.

Inspect building fabric and seal any holes.Ensure window seals are in good conditionInvestigate modifying exterior entries to reduce wind loss when externaldoors are opened i.e. wind screens, planting, wing walls.Note: It is important that adequate ventilation is maintained. ensure thatventilation levels are maintained within design limits for the specificfunction of the area.

Heat loss Determine if it is practical to physically separate heated/non-heatedareas.

Investigate the installation of fast closing doors on loading areas, andthe use of plastic strip doors where access is limited.Investigate whether air locks can be used between exterior doors andmain entry areas to reduce heat loss (care should be taken not to affectaccess/egress from the building).Re-evaluate space needs and do not heat buildings or sections ofbuildings that are not frequently used or are in poor repair.

Buildinginsulation

Insulate ceiling/roof spaces, especially on older buildings. Spaces aboveand around hot water cylinders and heaters/radiators require particularattention.Inspect existing ceiling/roof insulation and repair any areas that havebeen water damaged or altered.Inspect building structure and determine the extent and severity of anycold bridging across insulation, rectify if financially viable.Provide wall/ceiling/floor insulation between areas that areheated/cooled and areas that have no heating or cooling provided.

ELECTRICITY SUPPLYTransformeroperation

Match transformer size to actual requirements to reduce standing lossesand connection charges.





(A>B>C) (Name)

Energy usepatterns

Investigate the viability of installing limited submain check metering todetermine where electrical energy is being used.Arrange for supply authority to provide energy data on a regular basis,especially if the main meter/s are not accessible.Analyse consumption data to determine night use/ weekend use patternsand to determine the likely areas of electrical energy wastage. (Energyconsumption outside shifts can be reduced without effecting operations)Use the Electricity Supply Companys meters or alternatively, hireequipment on a regular basis to audit electrical consumption (Check thetotal load at any instant with the load of the equipment that should berunning. This will illustrate the potential for reduction).Investigate the adoption of the Monitoring & Targeting approach ofreducing energy consumption (good results have been achievedoverseas)

Tariff charges Investigate whether the installation of power factor correction equipmentwill reduce system losses and demand charges.Investigate the use of shifting suitable loads to night time use to makebetter use of night use energy rates and reduce required system capacity(maximum demand charges).Assess available electricity purchase tariffs annually

Co-generation(combined heatand power)

Consider the possibility of using co-generation where constant heat loadis required especially in new construction projects and if boilers arebeing replaced.

ELECTRICAL PLANT & EQUIPMENTMotors Carry out performance tests on larger motors - it is common for fan

motors and pump motors to be oversized and therefore operating wellaway from their optimum efficiency point.Investigate the replacement of high use existing motors with "highefficiency" motors when:- motors are oversized- motors are large, well loaded and operating for long periods- motors are being replaced following breakdown or damage.Where motors are oversized and/or the load on the motor varies, fitvariable speed controllers or soft start controllers with energy reduction





(A>B>C) (Name)

features. These motors are best incorporated into the control strategy forthe system.

Electric heating Scrutinise areas where supplementary electric heating is used (ieportable fan heaters). Repair or extend main heating system or providecontrollable electric heating.

Photocopyingmachines

Use photocopying machines with a "sleep" or "greensave" feature andturn off all photocopiers out of general hours. Where intermittent out-of-hours use is likely, install timer controls to prevent machines being lefton after use.

Printers Use printers with "sleep" or "greensave" feature.Computers Turn off personal computers at the end of each day or when not in use

for long periods of the day. Purchase computers with a "sleep" facility.Lifts Investigate energy use and power factor of lift installations using energy

monitoring equipment.Replace older motor-generator sets with modern variable speed motorsets, where financially viable or in need of replacement.Modify lift operating patterns to suit actual occupancy patterns, allowinglift motors to have longer "rest times" during periods of low use orreducing the number of lifts available during periods of less use.

COMPRESSED AIR SYSTEMSCompressed air Seal all leaks on the system. (it is best to find leaks outside operating

hours when all plant is off. Remember that the amplitude of the noisemade by the leak indicates the size of the leak) (See case study GUDNZ)Operate the compressor at the lowest pressure possible for needs (acompressor operating at 100 psi uses 12% more electricity than oneoperating at 80 psi.Lower distribution pressures result in lower leakage rates, thereforewhere it is not immediately practical to seal all leaks reducing the systempressure will reduce the operating cost.Distribution pipework should be sized to minimise the pressure dropalong the system (there is a compromise between pipework size andrunning costs)





(A>B>C) (Name)

A 500 l/s 7 Bar, 50 mm distribution system with a 2.6 Bar pressuredrop constitutes a 18 kW electrical load, in comparison a 100 mm distribution system carrying the same flow of air would constitute a 0.1Bar pressure drop and 0.4 kW electrical load (at 10 per kWh thisequates to $15,000 additional operating cost for the same system perannum)Air should be only treated to obtain the required standard. (Filters anddriers constitute pressure drops which increase the operating cost. It issometimes possible to distribute as low quality compressed air and cleanup at the point of use)Where possible shut off sections of the distribution network when notrequired (at weekends etc).Where a demand for control air exists (20 psi) outside standard workinghours, determine whether it is more cost effective to have an additionallow pressure air compressor to provide this demand and allow the mainair compressor to be shut off.Ensure that compressed air is required for the operation (often electricalmotors can be used instead, at less than one tenth of the operating cost ofcompressed air)Ensure that there are adequate drain points in the system and these areopened automatically or a manual systematic system is introduced. Airreceivers require draining regularly, a receiver full of water will causethe compressor to cycle between load and no-load more frequently thannecessary (running off-load still uses electricity) and could result incycling problems or overheating of the electrical starters.Site the air inlet for the compressor in a cool position, every 4 Celsiusresults in a 1% increase in electricity costs.

LIGHTINGGeneralManagement

Incorporate a "lights off" check into off shift security inspections.

Carry out energy awareness campaigns (especially related to lightinguse) on a regular basis.Check average lighting levels against codes/special requirements andremove fittings or de-lamp fittings where levels are higher than required.





(A>B>C) (Name)

Where de-lamping has been carried out, ensure redundant ballasts aredisconnected.Examine relocating light switching panels location to more convenientpositions.

Controls Investigate the installation of occupancy sensing to lighting for storerooms, basements etc where there are multiple entrances and variableoccupancy rates. Note: Lighting control and available savings vary greatlydepending upon the number and type of fittings, installation of lighting controlshould be assessed on a case by case basis depending upon the amount oflighting present and the required electrical modifications.Install a central light and power switch (See case study GUD NZ)Investigate the installation of daylight sensing controls to rooms andareas with good daylight and adjustable lighting levels.Investigate the installation of combined occupancy sensing and daylightsensing controls to office areas.Control exterior lighting by time switch and daylight sensor . If a manualsetting is provided, an indicator should be provided in a central location that exterior lights are on.Investigate the replacement of light switches with timers or occupancysensors in ancillary rooms i.e. stores, toilets, locker rooms. Rooms withseveral lights and one switch are well suited to this.Replace older style resistive dimming controls with electronicdimming/control units and matching light fittings.

Lamps andLuminaires

In larger areas with general area switching, investigate the possiblesavings from installing specialist lighting controls to provide reducedvoltage operation (energy saving for minimal reduction in output).Replace incandescent lamps with miniature fluorescent lamps in areaswhere lighting is on regularly e.g. corridor night lighting, office area,and/or lamp replacement is difficult.Replace incandescent lamps in exterior fittings with miniaturefluorescent lamps or replace entire exterior fitting with new fittings usinghigh pressure sodium or metal halide lamps.Replace old style 38 mm fluorescent tubes with 26 mm tri-phosphor ornew generation tri-phosphor lamps. (Ensure correct colour renderingtypes are used in special care areas).





(A>B>C) (Name)

Replace older fluorescent fittings, especially those with darkened oryellowed diffusers, with new fittings with more efficient diffusers, lowloss or electronic ballasts and 26 mm lamps. Fittings installed before1975 may contain PCBs in which case replacement or refurbishment isrequired anyway.Investigate high efficiency lighting such as SONs or metal halide lightsin large areas to replace fluorescent tubes. (See case study GUD NZ.)

AIR HANDLING PLANTSystem Design Where possible use natural ventilation as opposed to mechanical

ventilation. Roof vents with pneumatic or electric dampers can be usedto encourage natural ventilation in the summer.Scrutinise existing operating times and requirements in detail, oftensystems are on because they always have been and no-one knows wherethe switch is!Determine the extent of the Local Exhaust Ventilation systems andmodify systems to only extract air where required. High evaporationlevels above heated baths can result in significant energy and waterconsumption.Balance ventilation systems and control extract volumes to thoserequired. It is more efficient to limit flows through speed control andbalancing than to install more dampers in the system.Use timers and demand control to prevent plant running when notrequired. Occupancy Detection can be employed in toilet and storeareas (it is important that the Health & Safety of the room occupants isnot compromised).Use Heat Exchange Technology to transfer energy from heated exhaustair to inlet air. (Avoid re-ingestion of exhaust air into inlet grilles)

Maintenance Carry out filter maintenance correctly and keep records. If manometersare not fitted, install them.Clean diffusers, return grilles and extract grilles regularly. Note areaswhere dirt or loose material builds up.





(A>B>C) (Name)

BOILER OPERATIONGeneral Carry out effective chemical dosing to ensure the boiler is prevented

from corrosion damageStore fuel appropriately (Store wood in dry place if wood boilers areused).Maintain pumps and valves in good repair.Turn boilers off during non-production hours (See case study PacificWire).When large boilers are being replaced and there is a constant heatrequirement throughout the year, investigate co-generation of heat andelectricity.

Boiler loadfactors

Ensure that boilers are sequenced correctly, making sure that the boilersoperate at the maximum possible loading - i.e. one at high load ratherthan two at moderate load.Research and remove peaks in heat demand that require additionalboilers on at low load. This may require time-clock start-up of buildingheating times or process start times to be adjusted.Stabilise the heating system so that it is not necessary to leave boilersoperating off load as a backup.

Hot water boilers Match forced draught fan operation to boiler operation to reducecooldown. On large boilers install automatic dampers to reduce/preventairflow through the boiler when not on load.Modify the system so that where boilers are used in modular operationthey can all operate at their most efficient levels. (Note that separateflues may be required).Investigate the operation of pumps and ensure that pumps are controlledas effectively as the boiler.Provide outside air compensation/start-stop optimisation whereapplicable.

Steam boilers Determine the correct steam pressure consistent with the end userequirements and the control limitations of the boiler.Improve boiler tuning:- make regular checks of the flue gases and adjust the boiler accordingly- purchase suitable boiler tuning test gear for staff to use





(A>B>C) (Name)

Improve blow down operation/ procedures:- determine appropriate blow down procedures for the boiler(s)- monitor that blowdown occurs at the required intervals- ensure that the correct volume of water is blown down, if this is manualit may be necessary to inspect blowdown times.- check and maintain the blow down system regularlyRegularly inspect and maintain the boiler cladding

Boiler feed water Cover and insulate the feed water tankWhere the heat requirement of the system is close to the maximumoutput from a single boiler, maintain highest possible temperature in thefeed water tank in order to maximise the boiler rating (this could preventthe second boiler being required).Determine the appropriate chemical dosing system for the feed waterand the operation of the boilerWhere possible maximise use of waste heat for pre-heating feedwaterfrom:- contaminated condensate- hot discharges to waste- boiler blowdown- flash steamCheck and maintain the feed water dosing system regularly

HEAT DISTRIBUTIONGeneral Insulate and regularly maintain insulation on all pipes,(hot water, steam

and condensate) flanges, valves etc.Remove or blank off all redundant piping and dead legsCheck and maintain regularly all joints, glands, valves etc for leaks

Hot WaterReticulation

Check performance of pipework between boiler and circuit (look for atemperature drop).Ensure water pumping rate is correct throughout the heating system.Ensure thermostats are accurate.Eliminate leaks.Check for incorrect connections, e.g. flow to return at building entries.Modify circuiting to provide smaller zones, and modify controls toprovide temperature control better suited to spaces.





(A>B>C) (Name)

Steamreticulation

Determine whether the steam mains are:- properly sized- efficiently laid out- adequately drained- fully insulated- adequately air vented and modify where requiredDetermine all end users and their specific steam requirementsCarry out periodic inspections to determine the amount of steam used byeach end user, especially during evening periods.Investigate the reuse of condensate from treatment bath heating coils. Itis now possible to design systems which can detect contamination of thecondensate, therefore allowing condensate to be returned and disposingof contaminated condensate. This can considerably reduce the tankheating cost.Investigate provision of local steam or steam alternative to sites that donot require continuous steam and do not have a condensate return tomain boilers.Ensure that the condensate return system is appropriate for the systemwhen operating correctly and that no condensate receivers areoverflowing.Install separators where required to improve steam quality.Implement a maintenance system where traps, stainers, check valves etcare regularly checked and maintained.Determine whether reducing valves:- are correctly installed in adequately sized pipework with- have a separator/ drain point upstream- remote sensing point for pressure reducing valves at a point free fromturbulence from fittingsDetermine whether each steam trap is:- the correct trap for each application- correctly installed- protected by a strainer upstream- fitted with a check valve downstream when requiredDetermine whether by-passes are:- fitted around steam traps only when essential





(A>B>C) (Name)

- correctly used when installedRegularly inspect underground ducts to ensure that they are not full ofwater, a hot pipe in a pool of water is as effective as a Calorifier inusing heat.Monitor condensate return volumes and temperatures, unusually high orlow values of each indicate potential problems and heat wastage.

DOMESTIC HOT WATERElectricallyheated cylinders

Ensure thermostat settings are not above the value required to meetBuilding Code requirements.Provide additional insulation (thermal blankets) for older cylinders orreplace.Add additional storage to allow cylinders to be turned o

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