This document discusses environmental management systems and cleaner production. It begins by defining an environmental management system as a systematic approach to managing an organization's environmental programs. The goals of an EMS are to increase compliance with environmental regulations and reduce waste. It then outlines a hierarchy for environmental management with source reduction and recycling at the top. Various source reduction techniques are listed. It also discusses process optimization, reuse, recycling, recovery, and disposal. Finally, it provides an overview of the steps involved in a cleaner production assessment, including planning, assessment, feasibility analysis, implementation, and monitoring.

1. CLEANER PRODUCTION
MANAGEMENT
UNIT 3

2. ENVIRONMENTAL MANAGEMENT SYSTEM
• Environmental management system (EMS) refers to the management of an
organization's environmental programs in a comprehensive, systematic, planned
and documented manner.
• It includes the organizational structure, planning and resources for developing,
implementing and maintaining policy for environmental protection.
• More formally, EMS is "a system and database which integrates procedures and
processes for training of personnel, monitoring, summarizing, and reporting of
specialized environmental performance information to internal and external
stakeholders of a firm"

3. GOALS
• The goals of EMS are to increase compliance and reduce waste:
• Compliance is the act of reaching and maintaining minimal legal standards. By not being
compliant, companies may face fines, government intervention or may not be able to operate.
• Waste reduction goes beyond compliance to reduce environmental impact. The EMS helps to
develop, implement, manage, coordinate and monitor environmental policies. Waste reduction
begins at the design phase through pollution prevention and waste minimization. At the end of
the life cycle, waste is reduced by recycling.
• To meet these goals, the selection of environmental management systems is typically subject to
a certain set of criteria: a proven capability to handle high frequency data, high performance
indicators, transparent handling and processing of data, powerful calculation engine, customized
factor handling, multiple integration capabilities, automation of workflows and QA processes
and in-depth, flexible reporting.

4. ENVIRONMENTAL MANAGEMENT HIERARCHY
• The hierarchy places the highest priority on preventing pollution through source
reduction and reuse techniques, or closed-loop recycling.
• Preventing or recycling at the source eliminates the need for off-site recycling or
treatment and disposal.
• Elimination of pollutants at or near the source is typically less expensive than
collecting, treating, and disposing of waste.
• It also presents much less risk to workers, the community, and the environment.

5. ENVIRONMENTAL MANAGEMENT HIERARCHY

6. FOUR LEVELS OF THE ENVIRONMENTAL MANAGEMENT
HIERARCHY:
• 1. Source reduction
• 2. Recycling/Reuse
• 3. Treatment
• 4. Disposal

7. SOURCE REDUCTION TECHNIQUES
• Source reduction prevents the generation of wastes and environmental releases
and conserves natural resources. This technique is the preferred approach to
environmental management, as illustrated on the hierarchy.
The following are reduced through a source reduction approach:
• raw material usage
• hazardous waste generation
• solid waste generation

8. SOURCE REDUCTION TECHNIQUES
• inventory losses
• spills and accidental releases
• energy usage
• water usage
• environmental releases

10. 2. PROCESS AND EQUIPMENT OPTIMIZATION
• Process optimization is the discipline of adjusting a process so as to optimize
some specified set of parameters without violating some constraint. The most
common goals are minimizing cost and maximizing throughput and/or efficiency.
This is one of the major quantitative tools in industrial decision making.
• When optimizing a process, the goal is to maximize one or more of the process
specifications, while keeping all others within their constraints. This can be done
by using a process mining tool, discovering the critical activities and bottlenecks,
and acting only on them

11. AREAS
• Fundamentally, there are three parameters that can be adjusted to affect optimal
performance. They are:
1. Equipment optimization
• The first step is to verify that the existing equipment is being used to its fullest
advantage by examining operating data to identify equipment bottlenecks.
2. Operating procedures
• Operating procedures may vary widely from person-to-person or from shift-to-shift.
Automation of the plant can help significantly. But automation will be of no help if the
operators take control and run the plant in manual.

12. AREAS
3. Control optimization
• In a typical processing plant, such as a chemical plant or oil refinery, there are
hundreds or even thousands of control loops. Each control loop is responsible for
controlling one part of the process, such as maintaining a temperature, level, or flow.
• If the control loop is not properly designed and tuned, the process runs below its
optimum. The process will be more expensive to operate, and equipment will wear out
prematurely. For each control loop to run optimally, identification of sensor, valve, and
tuning problems is important. The process of continuously monitoring and optimizing
the entire plant is sometimes called performance supervision.

13. REUSE-
• Reuse is the action or practice of using something again, whether for its original
purpose (conventional reuse) or to fulfil a different function (creative
reuseor repurposing).
• It should be distinguished from recycling, which is the breaking down of used items to
make raw materials for the manufacture of new products.
• Reuse – by taking, but not reprocessing, previously used items – helps save time,
money, energy and resources.
• In broader economic terms, it can make quality products available to people and
organizations with limited means, while generating jobs and business activity that
contribute to the economy.

14. RECOVERY-
• Resource recovery is using wastes as an input material to create valuable products as
new outputs. The aim is to reduce the amount of waste generated, therefore reducing
the need for landfill space and also extracting maximum value from waste.
• Resource recovery delays the need to use raw materials in the manufacturing process.
Materials found in municipal solid waste can be used to make new
products. Plastic, paper, aluminium, glass and metal are examples of where value can
be found in waste.
• Resource recovery goes further than just the management of waste.
• Life-cycle analysis (LCA) can be used to compare the resource recovery potential of
different treatment technologies. Improvements to administration, source
separation and collection, reuse and recycling are important. For example, organic
materials can be treated with anaerobic digestion and turned into
energy, compost or fertilizer.

15. RECYCLE-
• Recycling is the process of collecting and processing materials that would
otherwise be thrown away as trash and turning them into new products.
Recycling can benefit your community and the environment.

16. BENEFITS OF RECYCLING
• Reduces the amount of waste sent to landfills and incinerators
• Conserves natural resources such as timber, water and minerals
• Prevents pollution by reducing the need to collect new raw materials
• Saves energy
• Supports manufacturing and conserves valuable resources
• Helps create jobs in the recycling and manufacturing industries

17. STEPS TO RECYCLING MATERIALS
Recycling includes the three steps below, which create a continuous loop,
represented by the familiar recycling symbol.
• Step 1: Collection and Processing
• Step 2: Manufacturing
• Step 3: Purchasing New Products Made from Recycled Materials

18. RAW MATERIAL SUBSTITUTION
• Primary / auxiliary raw materials can be substituted if better options exist in terms
of costs, process efficiency, and reduced health and safety related hazards.
• Such an approach may be necessary if the materials already in use are difficult to
source, or become expensive, or come under the purview of new environmental
or health and safety regulations.
• In all cases of material substitution, it is crucial to test the suitability of the new
material in terms of environmental and economic benefits, optimum
concentration, product quality, productivity, and improved working conditions.

19. INTERNET INFORMATION & OTHER CP RESOURCES,
• Now a days a major tool which provide the important information about any
material or any technology is INTERNET. Cleaner production resources selection
can be done on the basis of Internet Research also.

20. OVERVIEW OF CP ASSESSMENT STEPS AND SKILLS
• The Cleaner Production Assessment (CPA) is perhaps the core service a center can
offer an enterprise. A good CPA helps the enterprise in many ways. The benefits of a
CPA include:
1. Identification, characterization and quantification of waste streams and thus
environmental and economic assessments of loss of resources (material and energy)
2. Identification of easy to implement and low-cost cleaner production options that
enterprises can immediately implement; and
3. Preparation of investment proposals to financing institutions for undertaking
medium to high cost cleaner production measures that may require technology or
equipment change.

21. THE GENERIC CPA PROCESS
A generic CPA process consists of the following steps:
• Planning and organization;
• Pre-assessment;
• Assessment;
• Feasibility analysis;
• Implementation; and Monitoring.

22. THE GENERIC CPA PROCESS

23. PLANNING AND ORGANIZATION
• Obtain commitment of top management;
• Involve employees;
• Organize a cleaner production team;
• Identify impediments/ obstruction and solutions to the CPA as a process; and
• Decide the focus of the CPA.

24. PRE-ASSESSMENT
• The first step the cleaner production team will execute is a preassessment. This
consists of four important tasks:
1. Compiling and preparing the basic information; (Process flow diagram)-The
preparation of a PFD is an important step in the CPA. To construct a PFD, it is best for
the cleaner production team to start by listing the important unit operations right from
receipt of raw materials to the storage / dispatch of final products. Next, each of the unit
operations can be shown in a block diagram indicating detailed steps with relevant
inputs and outputs.
2. Conducting a walkthrough- Site Visit and data collection

25. CONTINUE…
3. Preparing an eco-map:-Eco-maps are often direct indicators of the housekeeping status of the
enterprise. Eco-maps can be developed for specific themes as the following:
• Water consumption and wastewater discharge;
• Energy use;
• Solid waste generation;
• Odours, noise and dust; and
• Safety and environmental risks.
• Layout map of the entire operations in the organization
• Layout map of key departments

26. CONTINUE….
• 4. Carrying out preliminary material and energy balances- A material and
energy (M&E) balance is a basic inventory tool, which allows for the quantitative
recording of material and energy inputs and outputs. The basis of the material
balance is the PFD. An essential step in the M&E balance is to check that “what
goes in must come out somewhere.” All inputs should thus have related outputs.

27. AN ENERGY BALANCE IS GENERALLY CARRIED OUT
THROUGH THE FOLLOWING STEPS:
• 1. For each type of fuel used (e.g. electricity, gas, diesel, fuel oil, etc.), write down the
amount consumed over a given period, along with the per unit cost and the total cost for
the period, show which of the fuels is used in each area of operations, and show energy
flows between the areas.
• 2. Estimate the proportion of each fuel used in each area of the operations. To do this, the
cleaner production team should prepare a list of the rated energy consumption of the
equipment, number of equipment's and the type of the fuel used. Once done for each of
the areas, the percentage usage of each fuel in each area can be calculated.
• Generally, M&E balances at this level are best set by examining three months of data and
computing monthly averages

28. ASSESSMENT-
1. Cost analysis in different areas is performed. It consist analysis of
• The cost of raw materials / intermediate products / final products lost in the waste
streams
• The cost of energy in waste streams, in terms of the energy consumed to heat or chill
them;
• The cost of treatment / handling / disposal of waste streams, including tipping or
discharge fees if any;
• The costs incurred, if any, in protecting the workers and maintaining safe working
conditions (e.g., shop floor exhaust systems);
• The potential liability costs from a possible accidental spill, discharge, or leakage.

29. ASSESSMENT-
2. Cause diagnosis through the fishbone diagram
• Identify the principal problem
• Identify the primary causes
• Identify secondary cause

31. CONTINUE……
3. Cleaner production option generation through brainstorming- Once the
points of action and priorities are understood and listed, the cleaner production
team should move on to the logical next phase; i.e. option generation.
• The option generation exercise is conducted through brainstorming, a commonly
used tool for generating ideas. Given a particular item which needs to be
resolved, the team and the enterprise personnel have to deliberate on the ways
and means of obtaining a solution to it. In this sense, the cause diagnosis
described in the earlier section provides a starting framework for the
brainstorming exercise.

33. ASSESSMENT-
Discussion points during brain storming-
• House keeping
• Process optimization-
• Raw material substitution
• New technology
• New product design
• Recovery of useful byproducts / resources
• Onsite recycling and reuse

34. FEASIBILITY ANALYSIS
Feasibility analysis consist of different stages-
1. Preliminary screening of options- The cleaner production team needs to
undertake a preliminary, rapid screening of the cleaner production options
developed so as to decide on implementation priorities. In such a screening
exercise, the options could be categorized into two classes-
a) Directly implementable options
b) Options requiring further analysis

35. CONTI….
2. Detailed screening of options- The team can now undertake a detailed
screening of the options in the category requiring further analysis in order to
determine which of the options are technically feasible, and ascertain both the
economic and the environmental benefits of implementing these options. Following
parameters are evaluated under this category -

36. a) Technical evaluation- The technical evaluation should cover the following aspects-
Materials and energy consumption, Product / byproduct quality, Human resources required, Risks in implementing the
option, ease in implementation and time required for implementation
b) Environmental evaluation- The environmental evaluation should include estimation of following benefits that each
option can bring about:
• Likely reduction in the quantity of waste/emission released (expressed on a mass basis);
• Likely reduction in the release of hazardous, toxic, or nonbiodegradable wastes/emissions (expressed on a mass basis);
• Likely reduction in the consumption of renewable natural resources (expressed on a mass basis);
• Likely reduction in consumption of non-renewable natural resources, e.g. fossil fuels consumed (expressed on a mass
basis);
• Likely reduction in noise levels;

37. c) Economic evaluation- The team must now evaluate the economic benefits of all the
reductions in waste generation and resource consumption that each option can bring
• Payback period is calculated.
• Payback Period in years = (Capital Investment/Annual Savings)

38. IMPLEMENTATION AND MONITORING
• Prioritization of cleaner production options- In this method, the team will
assign weights to each of the three aspects of the feasibility analysis (technical
feasibility, economical viability, environmental performance). These weights could
be decided through a brainstorming session and involving the top management.
• Preparing a cleaner production implementation plan- An implementation plan
consists of the organization of the projects required to implement the options,
the mobilization of the necessary funds and human resources, and logistics. The
implementation plan should clearly define the timing, tasks and responsibilities.

39. CONTINUE…
• Implementation- finally decision applied in project.
• Regular Monitoring- Each stage monitoring is required and daily progress
report is prepared.

40. THANKS