Characteristics of organic wastes 812.6.4 Implementation and continuation
To achieve the CP result, the following tasks should be undertaken:
Prepare cleaner production plan: the CP measures are organized according
to the expected dates of implementation. Additionally, the person or department
with the prime responsibility for the implementation should be identified.
Implement feasible cleaner production measures: The effort needed to
implement various cleaner production measures can differ substantially. Simple CP
measures (like good housekeeping) can be easily implemented. However, focus
should be on complex CP measures, which require a substantial investment (high
cost option) and detailed preparation such as planning for equipment installation
and funding requirements. The installation of equipment requires supervision in
order to safeguard optimal use of the new facilities.
Monitor cleaner production progress: Simple indicators should be used to
monitor CP progress and to keep the management as well as other interested parties
frequently informed. The choice of the measurement method is crucial. It can be
based on the changes in waste (and/or emission) quantities, changes in resource
consumption (including energy) or changes in profitability. The evaluation of the
monitoring data should include changes in the production output and/or changes in
the product mix.
Sustain cleaner production: The ongoing application of the cleaner production
concept may require structural changes in the organization and management system
of the company. The key areas are: integration into the technical development of
the company, proper accountability of waste generation, and employee
involvement. Integration into the technical development could include preventive
maintenance schedules, integration of environmental criteria (such as energy and
resource consumption) in the selection of new equipment, or integration of CP into
long term research and development plans. Employee involvement can be achieved
by staff education, creation of regular opportunities for two way internal
communication and employee reward programs.
The following case studies demonstrate CP activities done at some industries in
Thailand, Australia, and U.K.
Case study A: Frozen shrimp industry, Thailand
A frozen shrimp factory in Thailand, having over 4,000 workers and staffs,
operates eight hours a day, six days a week. The main products are frozen
shrimp and cuttlefish. Ninety percent of the factory products are exported:
twenty percent to United States, ten percent to Europe and sixty percent to Asia.