This document presents a proposal for a project with Grand River Foods to help them reduce food product waste. The student team will implement a 5-phase process using a Balanced Scorecard framework and Key Performance Indicators to create a waste flow map for a specific product line. This will identify areas for improvement within Grand River Foods' waste processes and provide recommendations. The goal is to design tools that integrate sustainability concepts and drive eco-efficiency through reducing waste.
Raminder Singh has over 14 years of experience in manufacturing and supply chain operations. He is currently the Factory Manager at Nuflower Foods & Nutrition Pvt. Ltd., which manufactures therapeutic and supplementary pastes. Previously, he was the Operations Manager for Herbalife International India Pvt. Ltd., managing their third party manufacturing sites in India. He has a proven track record of optimizing production processes, improving quality standards, and reducing costs through initiatives like Lean Six Sigma projects.
Selleys Yates established an APC cross functional team and documented policies and templates to review existing and new packaging according to the Sustainable Packaging Guidelines. Waste and recycling audits were conducted at manufacturing sites to identify opportunities to increase recycling. A procurement policy promoting recycled content is under review. Collaboration with suppliers on packaging improvements and product stewardship outcomes were achieved through surveys and annual review plans. Clean Up Australia Day participation helped increase environmental awareness. Staff changes impacted momentum on some action plan targets.
Harishchandra has over 13 years of experience in food manufacturing, specifically meat industries working with chicken and beef. He is an expert in Lean Six Sigma and has extensive expertise implementing process improvements to optimize resource utilization and reduce costs without compromising quality. He is proficient in managing teams and knowledgeable about meat industry equipment. His areas of expertise include production management, quality control, project management, and lean concepts like 5S, SMED, VSM and more. He has a history of successful process improvements including capacity increases, reduced downtime and waste elimination.
The document summarizes the scope and framework of reverse logistics in the food processing industry. It discusses definitions of reverse logistics and reasons for product returns. Key points covered include the 5R activities of reverse logistics, frameworks for reverse logistics in food supply chains, barriers to implementation, and examples of reverse logistics practices by companies like Nestle, Tesco, and initiatives by FSSAI in India.
Tracey Richardson is a highly motivated Quality Assurance Professional with over 20 years of experience leading quality programs and initiatives. She has extensive experience developing quality programs and procedures for medical devices at Labotix Automation and leading quality and process improvement projects at PepsiCo Canada, generating significant cost savings. Her background includes developing quality manuals, SOPs, functional and technical specifications, and validation plans and protocols. She has strong skills in project management, training, statistical analysis, and computer systems.
The document discusses standards and standardization within Horizon 2020. It notes that Horizon 2020 will support the market uptake of innovation through activities like proof-of-concept, piloting, demonstration, setting technical standards, and pre-commercial procurement. Standards can be identified and developed through Horizon 2020 calls, and standardization bodies may be included in project consortia. The document provides examples of potential standardization roles and impacts in agriculture and organic farming projects.
Sustainability scorecard training module 1scmgreen
P&G defines sustainability broadly as ensuring a better quality of life for all now and in the future through both environmental and social responsibility. Sustainability is integrated into P&G's business strategy and operations, and they have a long history of sustainability initiatives. P&G is launching two new supplier sustainability programs - a third-party social sustainability audit program and an environmental sustainability scorecard to measure suppliers' performance in key sustainability areas.
Matthew Eric Hulsey is seeking a challenging career opportunity utilizing his manufacturing experience, chemical engineering expertise, and leadership skills. He has over 3 years of experience in manufacturing and operations management roles at Pepsi Beverages Company, where he supervised production lines and led Lean Six Sigma projects. Previously, he completed an internship at Tyco Fire Protection Products where he evaluated fire suppression chemicals and testing procedures. Hulsey holds a Bachelor of Science in Chemical Engineering from the University of Florida and is proficient in various production, sanitation, and computer software.
Raminder Singh has over 14 years of experience in manufacturing and supply chain operations. He is currently the Factory Manager at Nuflower Foods & Nutrition Pvt. Ltd., which manufactures therapeutic and supplementary pastes. Previously, he was the Operations Manager for Herbalife International India Pvt. Ltd., managing their third party manufacturing sites in India. He has a proven track record of optimizing production processes, improving quality standards, and reducing costs through initiatives like Lean Six Sigma projects.
Selleys Yates established an APC cross functional team and documented policies and templates to review existing and new packaging according to the Sustainable Packaging Guidelines. Waste and recycling audits were conducted at manufacturing sites to identify opportunities to increase recycling. A procurement policy promoting recycled content is under review. Collaboration with suppliers on packaging improvements and product stewardship outcomes were achieved through surveys and annual review plans. Clean Up Australia Day participation helped increase environmental awareness. Staff changes impacted momentum on some action plan targets.
Harishchandra has over 13 years of experience in food manufacturing, specifically meat industries working with chicken and beef. He is an expert in Lean Six Sigma and has extensive expertise implementing process improvements to optimize resource utilization and reduce costs without compromising quality. He is proficient in managing teams and knowledgeable about meat industry equipment. His areas of expertise include production management, quality control, project management, and lean concepts like 5S, SMED, VSM and more. He has a history of successful process improvements including capacity increases, reduced downtime and waste elimination.
The document summarizes the scope and framework of reverse logistics in the food processing industry. It discusses definitions of reverse logistics and reasons for product returns. Key points covered include the 5R activities of reverse logistics, frameworks for reverse logistics in food supply chains, barriers to implementation, and examples of reverse logistics practices by companies like Nestle, Tesco, and initiatives by FSSAI in India.
Tracey Richardson is a highly motivated Quality Assurance Professional with over 20 years of experience leading quality programs and initiatives. She has extensive experience developing quality programs and procedures for medical devices at Labotix Automation and leading quality and process improvement projects at PepsiCo Canada, generating significant cost savings. Her background includes developing quality manuals, SOPs, functional and technical specifications, and validation plans and protocols. She has strong skills in project management, training, statistical analysis, and computer systems.
The document discusses standards and standardization within Horizon 2020. It notes that Horizon 2020 will support the market uptake of innovation through activities like proof-of-concept, piloting, demonstration, setting technical standards, and pre-commercial procurement. Standards can be identified and developed through Horizon 2020 calls, and standardization bodies may be included in project consortia. The document provides examples of potential standardization roles and impacts in agriculture and organic farming projects.
Sustainability scorecard training module 1scmgreen
P&G defines sustainability broadly as ensuring a better quality of life for all now and in the future through both environmental and social responsibility. Sustainability is integrated into P&G's business strategy and operations, and they have a long history of sustainability initiatives. P&G is launching two new supplier sustainability programs - a third-party social sustainability audit program and an environmental sustainability scorecard to measure suppliers' performance in key sustainability areas.
Matthew Eric Hulsey is seeking a challenging career opportunity utilizing his manufacturing experience, chemical engineering expertise, and leadership skills. He has over 3 years of experience in manufacturing and operations management roles at Pepsi Beverages Company, where he supervised production lines and led Lean Six Sigma projects. Previously, he completed an internship at Tyco Fire Protection Products where he evaluated fire suppression chemicals and testing procedures. Hulsey holds a Bachelor of Science in Chemical Engineering from the University of Florida and is proficient in various production, sanitation, and computer software.
Jay Edwards has experience in sustainable packaging from working at Kraft Foods and now owns a consulting firm called Pack2Sustain. He discusses several best practices for supply chain engagement to promote sustainability, including using communities of practice and rewarding employees for ideas. External collaboration is also important, like the PET Technology Collaborative between major companies. Tools can help enable collaboration, such as Packaging Impact Quick Evaluation Tool (PIQET) for assessing packaging designs and Pack2Sustain's design for recovery reports. Government and non-profits can also play a role through initiatives like using sugar beet pulp in bioplastics.
Marigo's research aims to identify the business model emerging for sustainable competitive advantage in the food industry. The background document outlines pressures on the current unsustainable global food system and the need for food producers to develop dynamic capabilities to transition to new business paradigms. Marigo will conduct a case study analysis to learn about the capabilities, drivers, enablers, and constraints experienced by firms pursuing sustainable competitive strategies. The research seeks to understand how companies develop and maintain capabilities over time in response to environmental changes.
This project was done to show the advantages and disadvantages the Wal-Mart scorecard can offer a company by comparing their products against a competitor’s and how that data can be manipulated to raise or lower your score.
Gregory Martin Davis is seeking a position as Quality Manager for Plastics, Packaging Manufacturing, Food & Beverage Operations. He has over 35 years of experience in quality management roles, developing quality systems for companies ranging from startups to Fortune 100 enterprises. His experience spans industries including plastics molding, food/beverage packaging, medical devices, aerospace, and more. He has a proven track record of eliminating defects, improving yields and processes, achieving regulatory compliance, and driving overall business growth through quality leadership.
Kenneth R. Lee has over 20 years of experience in quality assurance and management for food production and warehouse operations. He has a proven track record of improving quality standards, reducing waste and consumer complaints, and implementing training programs. His expertise includes quality assurance, warehouse management, operations, and information technology auditing.
This document is a curriculum vitae for Ashoka D Hinchigeri summarizing his professional experience and qualifications. He has over 17 years of experience in pharmaceutical production, specializing in tablet, liquid, and softgel formulations. Currently he is Manager of External Manufacturing at Sanofi India Ltd, coordinating technical and commercial activities including new product development. Previously he held production management roles at other companies involving establishing softgel production capabilities and managing projects for international markets. He holds a BPharm and postgraduate diplomas in management.
Gwendolyn Williams has over 20 years of experience in pharmaceutical manufacturing, training, and quality assurance. She has held various roles at Merck including GMP trainer, learning specialist, release associate, cleaning supervisor, and validation specialist. Her experience includes developing training modules, reviewing documents, managing employees, and ensuring compliance. She has a Bachelor's degree in Biology and is Lean Six Sigma Yellow Belt certified.
Kurt Arthur Busse has over 25 years of experience in project management, research and development, and process engineering. He is seeking a senior level opportunity in technical project management where he can utilize his experience driving projects to benefit a company. His background includes managing projects that have generated or protected over $125 million in revenue. He has extensive experience developing new products, improving processes, and implementing production lines across various industries.
NOTE ON CONFIDENTIALITY
Link’s confidentiality policies for current and recent clients prohibit us from releasing clientspecific
information. The following Sustainability Scenario should thus be considered
representative of services that could be provided to support a spectrum of client circumstances.
The Applications section at the end of this document addresses how Link’s Sustainability practice
can be applied to alternative scenarios.
Murali Krishna N is a Quality Assurance professional with over 4 years of experience in pharmaceutical companies. He has a M.Sc. in Biotechnology and B.Sc. in Biotechnology, Zoology, and Chemistry. He is currently working as an Executive Quality Assurance at Aurobindo Pharma Ltd where he is responsible for change controls, audits, sampling, and ensuring compliance. Previously he worked at Indian Immunologicals Ltd as an Officer in Quality Assurance where he performed in-process checks and monitoring, sampling, and maintaining GMP compliance.
Anthony D. Macer has over 25 years of experience leading operations and driving improvements at major poultry producers. As Director of Operations at Perdue Farms, he implemented initiatives that increased productivity 4.9%, boosted profits by $12 million annually, and established leadership in antibiotic-free and sustainable practices. Earlier in his career, as Plant Manager at Allen Family Foods, he accelerated productivity 7.6% and increased plant yields and profits by millions. Macer has a track record of exceeding goals through innovative solutions, process improvements, and motivating high-performing teams.
Georgette Robinson has over 7 years of experience in quality management and food safety in the food processing industry. She is HACCP, SQF, and FMSA certified. Her experience includes validating food safety programs, managing audits, ensuring regulatory compliance, and improving food safety culture. Currently she is the Quality Manager at CSC Sugar Refining ensuring compliance with customer, regulatory, and certification requirements.
Allan Glasby is a continuous improvement leader with over 15 years of experience implementing Lean Manufacturing and Six Sigma programs. He has saved companies over $300 million by directing operational excellence and continuous improvement initiatives. Glasby has expertise in quality management, process engineering, and leading cross-functional teams. Currently, he works as the Director of Process Development at The Kraft Heinz Company, where he leads a team improving manufacturing processes.
Assessment and Analysis of GSCM Barriers using AHPIRJET Journal
This document discusses barriers to implementing green supply chain management (GSCM) in plastic industries using analytical hierarchy process (AHP). 47 potential barriers were identified from literature and interviews. A survey was conducted to determine the most important barriers. AHP was then used to prioritize the key barriers based on their calculated values. The top barriers included lack of human resources, technical expertise, and government support for adopting environmental policies. Identifying and addressing the primary barriers can help plastic industries more easily implement GSCM and improve their environmental performance.
1. Nigamananda Pani has over 22 years of experience in pharmaceutical manufacturing, holding roles such as Plant Head, General Manager of Production, and Production Head.
2. He has extensive expertise in manufacturing solid oral dosage forms and managing large-scale pharmaceutical operations according to cGMP standards and international regulations.
3. Currently he is the Chief Technical Officer at MSJ Industries Pvt. Ltd. in Sri Lanka, where he is responsible for all technical operations including production, quality management, and facility compliance.
An experienced Director of Operations and Plant Manager with a proven track record of driving significant gains in revenue, profits, productivity, and efficiency through process improvements, systems optimization, capital investments, and change management initiatives. Skilled at maximizing throughput, quality, and sustainability while reducing costs for companies in the food production industry such as Perdue Farms, Allen Family Foods, and Townsend Inc. Well-versed in all aspects of food production, including HACCP food safety compliance.
This resume is for Melissa A. Schwartz, who has over 15 years of experience in supply chain management, production scheduling, quality assurance, and leadership roles. She is currently a Production Scheduler at Ventura Foods LLC, where she schedules production for 14 lines and oversees inventory management. Previously she held roles in quality assurance, production processing, and assistant scheduling. She is pursuing an associate's degree in business administration and holds certifications in supply chain management and production and inventory management.
Jordan Cambron proposes an alternate test option to complete a project management course. He will focus on completing five smaller daily projects over the first few weeks to develop skills like cost analysis, waterfall methodology, leadership, and critical chain project management. The larger final project will be leading a group to record veterans' stories for the Library of Congress. Cambron believes this customized curriculum will allow him to improve project management abilities relevant to his healthcare administration field of study.
The VA changed its document management program mid-project, causing reports to incorrectly show the status of previously settled issues. As neither the VA nor contractor could change statuses in the new system, they proposed having the system administrators make changes at the server level. The proposal involved collaborating to identify affected documents, having the vendor sort and change their statuses simultaneously, and recombining the documents.
The document provides a feasibility study for a proposed waste management and recycling project in Erbil, Kurdistan. It analyzes the project justification, objectives, benefits, strategy, stakeholders, environmental feasibility, marketing feasibility, quality management, social feasibility, and risk management. The conclusion determines the project is feasible from all perspectives analyzed, with medium-level risks identified and assessed. The project aims to establish a high quality waste management company, which would provide benefits like extending landfill lifetime, creating jobs, and generating revenue from compost sales.
This document proposes a waste management project with initiatives for communities and schools. For communities, it suggests scheduling garbage truck arrivals and providing trash cans on streets for garbage collection. For schools, it recommends building compost pits in backyards to process biodegradable waste into fertilizer and placing trash cans in restrooms, especially ladies' rooms, for student use. The overall goal is to keep surroundings clean and help the environment.
A Software Engineering Project on Cyber cafe managementsvrohith 9
Cyber Café Management is a complete package developed for management of systems in a cyber café. This project is intended to be used in a Cyber Café. All cyber cafes have some basic needs likeable to control the systems that are being rented to the customers and are charged on timely basis.
The present project presented in:-
1. Use case diagram
2. Sequence diagram
3. Activity diagram
4. Class diagram
Jay Edwards has experience in sustainable packaging from working at Kraft Foods and now owns a consulting firm called Pack2Sustain. He discusses several best practices for supply chain engagement to promote sustainability, including using communities of practice and rewarding employees for ideas. External collaboration is also important, like the PET Technology Collaborative between major companies. Tools can help enable collaboration, such as Packaging Impact Quick Evaluation Tool (PIQET) for assessing packaging designs and Pack2Sustain's design for recovery reports. Government and non-profits can also play a role through initiatives like using sugar beet pulp in bioplastics.
Marigo's research aims to identify the business model emerging for sustainable competitive advantage in the food industry. The background document outlines pressures on the current unsustainable global food system and the need for food producers to develop dynamic capabilities to transition to new business paradigms. Marigo will conduct a case study analysis to learn about the capabilities, drivers, enablers, and constraints experienced by firms pursuing sustainable competitive strategies. The research seeks to understand how companies develop and maintain capabilities over time in response to environmental changes.
This project was done to show the advantages and disadvantages the Wal-Mart scorecard can offer a company by comparing their products against a competitor’s and how that data can be manipulated to raise or lower your score.
Gregory Martin Davis is seeking a position as Quality Manager for Plastics, Packaging Manufacturing, Food & Beverage Operations. He has over 35 years of experience in quality management roles, developing quality systems for companies ranging from startups to Fortune 100 enterprises. His experience spans industries including plastics molding, food/beverage packaging, medical devices, aerospace, and more. He has a proven track record of eliminating defects, improving yields and processes, achieving regulatory compliance, and driving overall business growth through quality leadership.
Kenneth R. Lee has over 20 years of experience in quality assurance and management for food production and warehouse operations. He has a proven track record of improving quality standards, reducing waste and consumer complaints, and implementing training programs. His expertise includes quality assurance, warehouse management, operations, and information technology auditing.
This document is a curriculum vitae for Ashoka D Hinchigeri summarizing his professional experience and qualifications. He has over 17 years of experience in pharmaceutical production, specializing in tablet, liquid, and softgel formulations. Currently he is Manager of External Manufacturing at Sanofi India Ltd, coordinating technical and commercial activities including new product development. Previously he held production management roles at other companies involving establishing softgel production capabilities and managing projects for international markets. He holds a BPharm and postgraduate diplomas in management.
Gwendolyn Williams has over 20 years of experience in pharmaceutical manufacturing, training, and quality assurance. She has held various roles at Merck including GMP trainer, learning specialist, release associate, cleaning supervisor, and validation specialist. Her experience includes developing training modules, reviewing documents, managing employees, and ensuring compliance. She has a Bachelor's degree in Biology and is Lean Six Sigma Yellow Belt certified.
Kurt Arthur Busse has over 25 years of experience in project management, research and development, and process engineering. He is seeking a senior level opportunity in technical project management where he can utilize his experience driving projects to benefit a company. His background includes managing projects that have generated or protected over $125 million in revenue. He has extensive experience developing new products, improving processes, and implementing production lines across various industries.
NOTE ON CONFIDENTIALITY
Link’s confidentiality policies for current and recent clients prohibit us from releasing clientspecific
information. The following Sustainability Scenario should thus be considered
representative of services that could be provided to support a spectrum of client circumstances.
The Applications section at the end of this document addresses how Link’s Sustainability practice
can be applied to alternative scenarios.
Murali Krishna N is a Quality Assurance professional with over 4 years of experience in pharmaceutical companies. He has a M.Sc. in Biotechnology and B.Sc. in Biotechnology, Zoology, and Chemistry. He is currently working as an Executive Quality Assurance at Aurobindo Pharma Ltd where he is responsible for change controls, audits, sampling, and ensuring compliance. Previously he worked at Indian Immunologicals Ltd as an Officer in Quality Assurance where he performed in-process checks and monitoring, sampling, and maintaining GMP compliance.
Anthony D. Macer has over 25 years of experience leading operations and driving improvements at major poultry producers. As Director of Operations at Perdue Farms, he implemented initiatives that increased productivity 4.9%, boosted profits by $12 million annually, and established leadership in antibiotic-free and sustainable practices. Earlier in his career, as Plant Manager at Allen Family Foods, he accelerated productivity 7.6% and increased plant yields and profits by millions. Macer has a track record of exceeding goals through innovative solutions, process improvements, and motivating high-performing teams.
Georgette Robinson has over 7 years of experience in quality management and food safety in the food processing industry. She is HACCP, SQF, and FMSA certified. Her experience includes validating food safety programs, managing audits, ensuring regulatory compliance, and improving food safety culture. Currently she is the Quality Manager at CSC Sugar Refining ensuring compliance with customer, regulatory, and certification requirements.
Allan Glasby is a continuous improvement leader with over 15 years of experience implementing Lean Manufacturing and Six Sigma programs. He has saved companies over $300 million by directing operational excellence and continuous improvement initiatives. Glasby has expertise in quality management, process engineering, and leading cross-functional teams. Currently, he works as the Director of Process Development at The Kraft Heinz Company, where he leads a team improving manufacturing processes.
Assessment and Analysis of GSCM Barriers using AHPIRJET Journal
This document discusses barriers to implementing green supply chain management (GSCM) in plastic industries using analytical hierarchy process (AHP). 47 potential barriers were identified from literature and interviews. A survey was conducted to determine the most important barriers. AHP was then used to prioritize the key barriers based on their calculated values. The top barriers included lack of human resources, technical expertise, and government support for adopting environmental policies. Identifying and addressing the primary barriers can help plastic industries more easily implement GSCM and improve their environmental performance.
1. Nigamananda Pani has over 22 years of experience in pharmaceutical manufacturing, holding roles such as Plant Head, General Manager of Production, and Production Head.
2. He has extensive expertise in manufacturing solid oral dosage forms and managing large-scale pharmaceutical operations according to cGMP standards and international regulations.
3. Currently he is the Chief Technical Officer at MSJ Industries Pvt. Ltd. in Sri Lanka, where he is responsible for all technical operations including production, quality management, and facility compliance.
An experienced Director of Operations and Plant Manager with a proven track record of driving significant gains in revenue, profits, productivity, and efficiency through process improvements, systems optimization, capital investments, and change management initiatives. Skilled at maximizing throughput, quality, and sustainability while reducing costs for companies in the food production industry such as Perdue Farms, Allen Family Foods, and Townsend Inc. Well-versed in all aspects of food production, including HACCP food safety compliance.
This resume is for Melissa A. Schwartz, who has over 15 years of experience in supply chain management, production scheduling, quality assurance, and leadership roles. She is currently a Production Scheduler at Ventura Foods LLC, where she schedules production for 14 lines and oversees inventory management. Previously she held roles in quality assurance, production processing, and assistant scheduling. She is pursuing an associate's degree in business administration and holds certifications in supply chain management and production and inventory management.
Jordan Cambron proposes an alternate test option to complete a project management course. He will focus on completing five smaller daily projects over the first few weeks to develop skills like cost analysis, waterfall methodology, leadership, and critical chain project management. The larger final project will be leading a group to record veterans' stories for the Library of Congress. Cambron believes this customized curriculum will allow him to improve project management abilities relevant to his healthcare administration field of study.
The VA changed its document management program mid-project, causing reports to incorrectly show the status of previously settled issues. As neither the VA nor contractor could change statuses in the new system, they proposed having the system administrators make changes at the server level. The proposal involved collaborating to identify affected documents, having the vendor sort and change their statuses simultaneously, and recombining the documents.
The document provides a feasibility study for a proposed waste management and recycling project in Erbil, Kurdistan. It analyzes the project justification, objectives, benefits, strategy, stakeholders, environmental feasibility, marketing feasibility, quality management, social feasibility, and risk management. The conclusion determines the project is feasible from all perspectives analyzed, with medium-level risks identified and assessed. The project aims to establish a high quality waste management company, which would provide benefits like extending landfill lifetime, creating jobs, and generating revenue from compost sales.
This document proposes a waste management project with initiatives for communities and schools. For communities, it suggests scheduling garbage truck arrivals and providing trash cans on streets for garbage collection. For schools, it recommends building compost pits in backyards to process biodegradable waste into fertilizer and placing trash cans in restrooms, especially ladies' rooms, for student use. The overall goal is to keep surroundings clean and help the environment.
A Software Engineering Project on Cyber cafe managementsvrohith 9
Cyber Café Management is a complete package developed for management of systems in a cyber café. This project is intended to be used in a Cyber Café. All cyber cafes have some basic needs likeable to control the systems that are being rented to the customers and are charged on timely basis.
The present project presented in:-
1. Use case diagram
2. Sequence diagram
3. Activity diagram
4. Class diagram
Maseno university year iii project proposal school management systemfranklinokech2
This document presents a school management system project developed by three students at Maseno University. It discusses the background and need for a school management system in Kenya. Currently, school management is largely manual which makes record retrieval difficult and requires large storage space. The objectives of the project are to develop and test an integrated school management system and determine flaws in current systems. The proposed system aims to promote efficient management, enhance security and access to information, and reduce costs. It will include modules for administration, finance, examinations, staff management and SMS communication. The system is designed for Kenyan secondary schools.
Just tried to make a project proposal of my "Hospital Management Project". It may have errors.I have taken help from some source.It will be pleasure to me this proposal it helps someone.
City officials have asked students to research waste disposal facilities and recycling alternatives to inform the city's plans to build a new waste facility and recycling plant. Students will conduct research in groups on waste disposal and recycling, then create a class website and podcasts to share their findings and make recommendations to the city. The project aims to help students better understand waste practices and their environmental impacts, while developing research, collaboration, communication and problem-solving skills through their work.
Proposal bull hotel website design & developmentmikerogerhexagon
The document is a proposal from Hexagon Infosoft Solutions Pvt. Ltd. to design and develop a website for Bull Hotel. It outlines the requirements, proposed technology solution using WordPress, development process, engagement model of hourly payments totaling $720, resource allocation plan, and benefits of choosing Hexagon such as on-time and on-budget deliverables. It provides contact details for Manoj Jayswal, Business Manager at Hexagon Infosoft Solutions Pvt. Ltd.
The document discusses waste classification and management. It outlines various types of waste including domestic, factory, e-waste, construction, agricultural, and more. The waste management process includes waste generation, handling, storage, collection, sorting, processing, transport, and disposal. Key aspects of waste management are minimization, recycling, processing, transformation, and land disposal. The goal is developing an integrated management plan based on the waste lifecycle and sources.
Group Members Leader : Ng Jia Woei Members : Lee Beun Yew Lee Chiew Wen Jason Deong Teh Hang Ming
Recycling is important to address global warming by reducing waste and energy usage. Recyclable materials include glass, paper, aluminum, asphalt, iron, textiles and plastics. Recycling has a long history and was encouraged during World Wars for resources. It helps conserve resources and energy compared to raw material production. Let's participate in recycling to care for our earth.
Bonnie Smith
Owner of Café Au Lait
- Provide overall budget
- Approve project plan
- Attend key meetings
- Sign-off on deliverables
- Promote event internally
High
High
Planning &
Execution
Sponsor/
Stakeholder O
This document discusses solid waste management. It defines solid waste and provides classifications of municipal solid waste including garbage, rubbish, ashes, demolition waste, and more. It also describes hazardous waste. The document outlines the key components of solid waste management systems including waste identification and minimization, collection, segregation, storage, transportation, treatment, energy recovery, and disposal. It provides details on collection services and discusses processing and disposal methods like compaction, incineration, and landfilling.
The document is a proposal from WebPixTrics to design a website for XXX Company Pvt. Ltd. It includes an overview of WebPixTrics, their mission, vision and team. The proposal outlines a 5 step process for developing the website including preliminary research, strategic planning, graphic design, front-end programming, and quality assurance. It proposes delivering all specified pages and features using technologies like HTML, PHP, MySQL, JavaScript and more. The estimated budget and payment terms are also included along with responsibilities of both parties.
SOLID WASTE MANAGEMENT PROJECT at KALUTHARA(KALUTHARA URBAN COUNCIL)
A presentation Done by the 1st Year Students (Group 2) of the Department of Forestry and Environmental Sciences, University of Sri Jayewardenepura for the Environmental Chemistry Assignment..
This document outlines a proposed project to develop a tourist attraction information website for Purwakarta, Indonesia. The project aims to provide more online information about Purwakarta's tourist destinations to promote tourism and share its beauty with the world. It discusses the background and problem identification, project aim, research questions, significance, literature review, theoretical framework, methods, ethics, resources, timeline, and budget.
The document provides guidance on writing a successful project proposal in 3 steps:
1. Plan the project by collaborating with stakeholders, developing a work plan and timeline, and drafting a concept paper and proposal.
2. Design the project using a conceptual model to identify problems, objectives, and interventions, and develop goals, objectives, activities, and indicators.
3. Write the proposal including an introduction, methodology, budget, monitoring and evaluation plan, sustainability discussion, checklist, and conclusion. Templates are provided for each section.
Breakaway Design House proposes developing an instructional spelling game called "The Octopus Spelling Game" over six weeks for $216. The game is designed to help elementary students improve their spelling and typing skills through an interactive interface featuring an octopus character. It will be developed using Adobe Flash and be accessible online and for PC and Mac. Formative evaluations will take place during development with the final product delivered by April 27, 2007.
This document discusses conventions for film openings including introducing characters and location, establishing genre, and using an enigma to intrigue viewers. It provides examples from Ferris Bueller's Day Off and 10 Things I Hate About You to illustrate how openings immediately provide context and set expectations. Mise-en-scene and editing techniques like match cuts are discussed as ways to create atmosphere, suspense, and focus viewer attention on what may come later in the film.
The Food and Beverage Industry: Advancing on the Path to Product SustainabilitySustainable Brands
This Pure Strategies report will help those in the food and beverage industry learn: how to maximize business value to keep pace with competitors' progress in product sustainability; steps for building strong corporate alignment and bringing product sustainability into the core of the business; and where companies in the food and beverage sector plan on focusing their product sustainability efforts in the coming years to address emerging issues.
The document provides an overview of pesticides and agrochemicals in India. It discusses the Indian agrochemical market size and growth rate. It outlines the industry structure, including the number of technical manufacturers, formulators, and distributors. It also examines challenges faced and opportunities in the industry. The document then provides recommendations for various stakeholders, including the need for product innovation, farmer solutions, and integrated pest management.
This document discusses key environmental sustainability trends impacting the cosmetics and personal care industry. It finds that sustainability has become embedded in daily operations and strategic decision making for companies. Key trends include companies measuring environmental footprints, addressing packaging waste, ensuring product and ingredient toxicity and safety, and engaging in sustainable procurement. Regulations on these issues vary between regions and can pose challenges for companies operating globally.
The project report on organization study og global green company
detailed slides and power point
complete details on green global company
project on global green company
about infrastructure of green global company
design of green gloabl company
development of global green comapny
internship on green global company
strategy used in green company
This document provides a summary of a presentation on sustainability practices in the pesticides and agrochemicals industry. It discusses the Indian agrochemical market overview and industry structure. It then covers challenges faced like non-genuine products and opportunities in exports and declining Japanese industry. Imperatives are discussed for various stakeholders like companies needing product innovation and the government regulating non-genuine pesticides. Sustainability strategies and practices of companies like Rallis India, Bayer CropScience and Monsanto India are then summarized.
The study of scope and implementation of lean aspectsprj_publication
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins by noting that pharmaceutical companies face challenges like rising costs and need to deliver quality products quickly within a competitive environment. While other industries have benefited from approaches like Lean and Six Sigma, the pharmaceutical industry has been slow to adopt lean manufacturing.
The study aims to outline the scope for applying lean management principles in the pharmaceutical industry in order to improve quality and efficiency. It conducted surveys at 6 pharmaceutical companies in Hyderabad, India to understand their quality systems and potential for lean implementation. The surveys found awareness of lean was highest through websites and management guides, while business processes showed the lowest awareness. This indicates pharmaceutical firms should look for more opportunities to apply
The study of scope and implementation of lean aspectsprjpublications
The document discusses the scope and implementation of lean aspects in the pharmaceutical industry. It begins with an introduction to lean strategies and their historical use in eliminating waste and improving efficiency. While lean has been successfully adopted in other industries, the pharmaceutical industry has been slow to implement it. The study aims to identify lean management principles that can be applied in the pharmaceutical manufacturing environment to improve quality and productivity while reducing costs. It also discusses conducting surveys of pharmaceutical companies to understand their current quality systems and openness to lean implementation. The goal is to determine how lean principles can enhance processes to achieve very high productivity, short lead times, and exceptional product quality.
This document summarizes lessons learned from food companies' experiences with sustainable sourcing initiatives involving large-scale agriculture. Key lessons include:
1) Engage producers as partners by focusing on continuous improvement and outcomes over time rather than annual comparisons or prescriptive checklists.
2) Recognize the limits of demand-driven requirements, as sustainability goals need flexibility to adapt to changing conditions.
3) Collaborate with other companies and organizations to address challenges that no single entity can solve alone.
4) Sustainable food production requires building trust and shared understanding across diverse stakeholders through high-quality engagement.
This document summarizes lessons learned from food companies' experiences with sustainable sourcing initiatives involving large-scale agriculture. Key lessons include:
1) Engage producers as partners by focusing on continuous improvement and outcomes over time rather than annual comparisons or prescriptive checklists.
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With 30 years of experience across the food science and packaging spectrum, Dr Claire Sand through her company, Packaging Technology & Research, offers clients solutions using Strategy, Technology, Consulting and Coaching.
Want to know more about how this article affect your business? Reach out to Dr Sand on Linked In - https://www.linkedin.com/in/clairekoelschsand
Want to keep learning from Dr. Sand? View more of her presentations and articles at http://www.packagingtechnologyandresearch.com/thought-leadership.html
Dr. Claire Sand | Owner, Packaging Technology & Research, LLC; Adjunct Professor, Michigan State University; Columnist for Food Technology Magazine
http://www.packagingtechnologyandresearch.com/
The 2009 sustainability report summarizes Ecolab's sustainability efforts and progress. It discusses how sustainability is core to Ecolab's mission of helping create a cleaner, safer, healthier world. In 2009, Ecolab made progress toward goals in economic performance, environmental stewardship, and social responsibility. It established teams to systematically drive sustainability initiatives throughout the company. Ecolab also pledged new goals to reduce its global water consumption, disposed waste, and effluent water by 18% per metric tonne of shipped product by 2015. The report highlights how Ecolab helps customers reduce environmental impacts and costs through products, programs, and on-site support.
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Food processing cluster for finance, subsidy & project related support cont...Radha Krishna Sahoo
The Chittoor Fruit Processing Cluster (CFPC) in India (1) faced problems like poor quality, pollution, and competition prior to 1998 interventions. The interventions by APITCO and support from government agencies (2) improved exports, sales, jobs, and infrastructure like packaging facilities and pollution treatment. This led to the cluster's growth and sustainability over time (3).
Similar to Grand River Foods Waste Management Project Proposal (20)
Food processing cluster for finance, subsidy & project related support cont...
Grand River Foods Waste Management Project Proposal
1. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
1
Disclaimer:This proposalwasdeveloped by a team of studentsfromtheEnvironmentand Business
programatthe Universityof Waterloo in partnership with Grand River Foods.Itis intended solely for
the internaluse of Grand River Foodsand may notbeprovided to any otherperson orentity without
the expressed written consentof theEnvironmentand Businessprogram.Whileevery effortwas
madeby the studentsto ensureaccuracy and completeness,neitherthe Environmentand Business
programnortheproposalauthorsareableto warrantthedegree of accuracy or completenessof this
report.This proposalwasprepared on a best effortbasisand is intended to beof assistanceto
managementonly.Thereadershould notrely solely on the contentto makeany businessdecisions.
1.0 Summary of Proposal
Productwaste is the mainsource of productioninefficiency,especiallywithinthe food
productionindustry.Toremaincompetitivewithinthe foodindustry,itisimportanttoclose all
possible loopstodivertwaste fromreachinglandfillsandincrease profitmargins.GrandRiverFoods,
a foodmanufacturingcompanylocatedinCambridge,isseekingimprovementstoitsapproachto
drive eco-efficiencywithintheiroperations.The goal of thisprojectistoincrease revenue by
avoidingmaterial waste,whichwill be done byimprovingthe efficiencyandproductivityof capital
and material flows.The questionthatthisprojectaimstoansweris:How can conceptsof
sustainabilitybe integratedintoGrandRiverFoods’businessstrategies?Thiswillbe accomplishedby
designingandcreatingawaste flowmapthat highlightsall areasof opportunityof improvement.
To narrow the scope of thisproject, focuswill be made onone specificproductline or
productwithin the facility.Toaddressthisproblem,the teamhaspreparedafive-phase processthat
will be implementedin winterof 2016. The phases,outlinedinthe Methodologysectionof this
proposal,will addressthe client’svisionandstrategy,use of KeyPerformance Indicators(KPIs)
withinthe BalancedScorecardframework,waste flow mapping,analysisof findings,andcreationof
recommendations.Quantitativeandqualitative datainthese phases will be collectedthrough
methodssuchas one-on-oneinterviews,documentationanalysis,andvisual audits.
The keymeasure of successfor thisprojectisto create a waste flow mapanduse thistool to
identifyareasforimprovementsandgapsinthe processflow of waste at the facilityfora specific
productline or productand provide recommendations.Theserecommendationswill be basedoff of
information gatheredfrompreviouslymentionedmethods. We hope torecognize positive changes
inwaste managementpractices,where the use forwaste isnolongerlimitedtocompostorenergy
generation.
2. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
2
2.0 Statement of Problem
The questionthatthisresearchaimsto answeris:Basedon an environmental impacts
baseline,how cansustainabilityconcepts,theories andframeworksbe integratedintoGrandRiver
Foods’operationswiththe purpose of drivingeco-efficiencyfromafoodproduct waste perspective?
The overall issue thatthisprojectwill addressisthe inefficiencieswithinmanufacturingsystems
froma foodproductwaste perspective.
SubQuestions:
1. What are some waysfoodproduct waste can be prevented,reduced,repurposedor
recycled?
2. Can a managementframeworkbe implementedtoeffectivelytrackandmanage the
efficiencyof usage withinGrandRiverFoods?
3. How can foodproduct waste be usedto Grand RiverFoods’advantage?
Currently,GrandRiverFoodslacksa methodto track the facility’sinputsandoutputsof food
productsand itswastes,andthe efficiencyof the process.Toaddressthisproblemthe teamwill
implementafive-phase processwithaframeworkbasedona combinationof the Balanced
Scorecardand KPIsthat will be furtherdetailedwithinthe methodologysectionof the report.
The waste flowmappingprocessandresultinganalysiswill focusonaproduct line or
product.Thiswill provide afoundationwithwhich GrandRiverFoodscan utilize inthe future.The
teamwill developthe frameworks,conceptsandwaste flow mapinhopesof variousapplications to
otherproductsand productlineswithinthe facility.Thisispossiblewiththe flexibilityof the
managementtool thisprojectwill create.
3.0 Project Objectives
The overall objectiveof thisprocessistodesignandcreate a waste flow mapthathighlights
all areas of opportunityforimprovement.Thistool will identifyproblemswithinthe waste processes
and that will helporganizeandbreakdownthe gapsandinefficienciesthatneedtobe addressed.
From this,the teamwill establishrecommendationsthatcandrive productand material efficiency.
In orderto narrow the scope of the project,the focuswill be onimprovementsforaspecific
productor productline withinthe facility.The projectismeasurable inthatthe indicatorof progress
will be the informationgatheredfromthe mapprocesswaste flow andthe findingsand
recommendations.The goalsof the projectare attainable due tothe academicresourcesavailableat
3. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
3
the university,anditisrealisticgiventhe time constraintsof the project.Intermsof the timely
mannerof the project’scompletion,the timelineshowsthe breakdownof the specificdatesof tasks
to be completedandthe date of completionforthe final project.
4.0 Context
Productwaste is the mainsource of productioninefficiency,especiallywithinthe food
productionindustry(Thogersen,1996).In mostmanufacturingscenarios,increasingproductivityand
productyieldfrommaterialsisthe more reliabletechniqueforincreasingprofitmargins(Thogersen,
1996) Grand RiverFoods,beingnodifferent,aimstoachieve ahigherlevelof productivitythrough
reducingtheirenvironmental impactandimprovingfoodproductioninordertoachieve theirgoals
and dailyoperations.
Currentlyone of Grand RiverFoods’maintechniques toreduce foodwaste senttolandfillis
to sendtheirorganicwaste to Rothsay.Rothsayisa recyclingcompanythatreclaimsmaterialsfrom
organicwaste in orderto create biofuelsforresearchandconsumeruse.Inadditiontopartnerships
withrecyclingfirms,GRFalsohopestoestablishanenvironmentalframeworktocreate baseline
data to determine productlineefficiency.GRFalsoisa part of the SaveONEnergyProgramandare
workingalongside consultantstointegrateenergyefficienttechniquesinto theirnew extensionof
theirfacility.
In orderto contextualize andassessthe bestmeansof reachingGRF’smission,several
techniquesforreducingorimprovingthe use of foodwaste were assessed.Throughourresearchwe
discoveredthatthe by-productsfromdailyoperationscanbe giventothirdpartyrecycling
companies.These companiestake foodmanufacturingby-productsandconductresearchtocreate
cookingoils,soaps,lubricants,livestockfeed,andevenbiofuels(Linetal.,2013; Farmani &
Rostammiri,2015; Arvanitoyannis&Ladas,2008; Frenkel etal.,2014). This technique iscommonly
used.Thisoptionalsocoversa potential reclamationof financesasfoodmanufacturingwaste is
unusedmaterial,orunclaimedprofit.
The secondtechnique isan adjustmenttofoodpackagingtoassistin the reductionof food
loss.Ina studybyWilliamsetal.,(2012) it wasdiscoveredthatinnovationstothe package,
independentof whetherornotthe packaginggainsa higherenvironmental impact,canloweroverall
environmental impactof the product.Changingthe shape,material,orcontentof the package,
whichallowsthe endusertoreceive asmuch productas possible,reducesfoodwaste.The
preventionof foodwaste,whichembodies alargerenvironmental footprintthanthatof the
packagingwaste,thusreducingoverall environmental impact.
4. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
4
4.1 Balanced Scorecard and KPIs
The last twotechniqueswillbe the onesimplementedbythisproject.Thisincludesthe use
of a BalancedScorecardand KPIs.The significance of the BalancedScorecardisthatitutilizes
strategyto drive focusinkeyareas.It iseffective inestablishingabaselineandcontinuously
monitoringthose areasagainstthe desiredoutcome.The BalancedScorecardwill create a
methodologyinwhichGrandRiverFoodscanidentifyKPIsthroughanalysisof productionlinesand
factoryaudits.KPIsare metricsidentifiedbyGrandRiverFoodsandthe projectteamthat will be
material toimprovingthe environmental impactandfinancialperformance of Grand RiverFoods.
These KPIswill be observedovertime andbe evaluatedaccordingtotheircurrentenvironmental
impact(Bai & Sarkis,2014). Usingthe BalancedScorecardand KPI,the projectteamwill be able to
separate,analyze,andassessthe level of GrandRiverFoods’environmental impactandstrategize
howto eliminate low hangingfruit(Kaplan&Norton,2005). Inadditiontothis,the Balanced
Scorecardwill helpidentifyprimarystepswithinthe chosenproductionlinethatare inefficient,or
can be improvedtopreventwaste,reclaimmore productfrommaterial,orimprove productivity.
4.2 Lean Manufacturing and WasteFlow Mapping
Upon the use of the BalancedScorecard,Grand RiverFoodswill be requiredtoimplementa
waste managementprogram.However,tocomplete thistask,the appropriate frameworkforthe
waste managementanalysisisrequired.Asacommonmanufacturingtool,leanmanufacturing
principlesandtoolsare oftenusedinmanyindustries(Kurdveetal.,2015). Lean manufacturingisa
methodthatwas firstusedinthe automobile industrytoeliminate anyunnecessarywaste orlosses
duringthe productionphase of the products,includingthe optimizationof equipmentandlabour
performance efficiency(Lopesetal.,2015). Not onlydoesthe uniquenessof leanmanufacturing
include environmental aspects(material waste),butalsoitinvolvesthe reductionof lossesin
operation(Kurdve etal.,2015). Leanmanufacturingholdstwofundamental principlesthatmakes
the tool unique:“visualization”and“goand see”(Kurdve etal.,2015). These twoprinciplesare very
importantconceptstoacknowledge withinthe companytofullycomprehendthe manufacturing
process.
Withinleanmanufacturing,thereare several complementingtoolsthatcanbe concurrently
usedto betterassessthe efficiencyrate withinamanufacturingfacility.One tool isthe Value Stream
Map (VSM).The VSMisa visualization tool thatcan be widelyappliedfromsingle productlinestoan
entire supplychain.The VSMcan be drawn out withoutheavydetailsandcanbe usedto easily
identifypotential opportunitiesinefficiencyimprovements(Kurdveetal.,2015). Additionallyan
5. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
5
environmental VSM(E-VSM) canbe usedto identifywaste hot-spotsandopportunitiesinenergy
efficiencyupgrades.
Withthe use of leanmanufacturingtools,the visualized mapswillbe analyzed andthe
opportunitiesforfurtherproductionefficiencywill be identified.Tobe able toprioritize andchoose
the opportunities,the waste hierarchy,shownonFig.1,will be used(SmithandBall,2012). This
waste hierarchydisplayswhichpreventionand minimization of waste opportunitiesare the favoured
and shouldbe pursuedimmediately.
Figure 1. Waste Hierarchy (Smith and Ball, 2012)
Lean manufacturingtoolspreviouslymentionedare oftenintegratedwitheachotherand
usedinmany industries.However,throughcompanycase studiesof leanmanufacturingtools,many
issuesandgapswere identified.One of the mainissuesare time constraints.Manycase studies
identifiedthatthere wasnotenoughtime andlabourforthese toolstobe effectivelyintegratedinto
everydayoperations.Anotherkeyissueidentifiedisthatmostof the facilitiesidentifyingaslean
manufacturingonlyconcentratedonthe leadand labourtime efficiencyinsteadof material waste
efficiency.These keycomponentsof the leanmanufacturingtool andprincipleswere often
ineffectivelyintegratedwithinthe pre-existingprocess(Curve etal.,2015). GRF, havinglimited
resourcesandtime,wouldnotbe a viable candidate forthistechnique.
Puttingthese toolsandprinciplesintothe contextof GRF,the gapsand issuesidentifiedin
leanmanufacturingprovidesanopportunityforimprovementinmaterial wasteefficiency.Lean
manufacturingisthe basisforefficientmanufacturing.A techniquethatbranchedoff fromlean
manufacturingtoolsandprincipleswasWaste Flow Mapping(WFM).The WFM solelyconcentrates
on the improvementof the material waste efficiency. Inaddition,the WFMisa conceptthat can be
implementedwithinashorteramountof time and withhigherefficiencyratesinwaste
management,thuswithinthe reachof GRF’sconstraints.WFMissimilartoleanmanufacturingin
the visualizationof waste hotspots.Yetmore effectively,the WFMalsoidentifiesopportunitiesfor
6. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
6
improvementsonamap horizontally,mappingresultsonafacility-widescale,andvertically,per
productline (Fig.2) (Kurdve etal.,2015).
Figure 2. Example of an eco-map of waste generation points (Kurdve et al., 2015)
Throughour research,methodology,andcollaborationwithGrandRiverFoods,we asa teamhope
to contribute thiscase to the bodyof researchregardingfoodmanufacturing.The usage of our
BalancedScorecard,KPIs,andwaste flow mapping,willdemonstrate acase example forhow these
toolscan be synergized.Itwill alsobe lookedintohow these toolscanworktogethertoidentifythe
problem,assessandvisualize gaps,aswell asdeviseandexecute asolution.The identifiedKPIs will
be heavilyassesseduponwhatandhowtheycan improve GRF’sdailyoperations.The researchwill
demonstrate the effectivenessof awaste flow mapand how it can be usedasa visualizationtool to
analyze andidentifywaste improvementopportunities. The GRFcase will highlighthow aWFM can
be appliedtoa foodmanufacturingsetting.
4.3 Key Terms
Balanced Scorecard - A frameworkthatutilizesstrategytodrive focusinkeyareas.Itestablishesa
baseline tocontinuouslymonitorareasagainstthe desiredoutcome.The BalancedScorecardcan
serve asa methodtoidentifyKPIsthroughanalysisof afirm’sstrategy.
Lean Manufacturing - The processof eliminatingwaste throughimprovingthe qualityof production
time andcost as opposedtoreducingproduct.The focusis uponimprovingthe "flow"or
smoothnessof work,therebysteadilyeliminatingunnecessarystepsthroughthe systemandnot
upon“waste reduction”.
7. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
7
Key Performance Indicator - A businessmetricusedtoevaluate factorsthatare crucial to the
successof an organization.
Waste Flow Mapping- A visualizationtool usedtoidentifythe waste generatinghotspots.Thistool
isusedhand inhand withthe leanmanufacturingframework.
Value Stream Map - A visualizationtool fromthe leanmanufacturingframeworkthat isused forany
productor service.Thismapisusedto analyze the whole processfromthe beginning tothe endof
the product,includingthe supplychainsandendof life.
Eco-efficiency- The deliveryof competitivelypricedgoodsandservicesthatsatisfyhumanneeds
while progressivelyreducingecologicalimpactsandmaintainingquality.
5.0 Methodology
The overall goal of the proposedstudyisto integrate sustainabilityconcepts,theoriesand
frameworksintoGrandRiverFoods’operationswiththe purposeof drivingeco-efficiency.Within
the overall goal,the followingstudywill seektoactionthese areasof sustainability.The proposed
studywill utilize interviews,on-site audits,anddocumentanalysisasmethodstodrive the
integrationof eco-efficientsolutions.The studywill seektoseparate sectionsas“Phases”toallow
for the integration andutilizationof thesemethods.
In regardsto topicsor aspectsthat will be includedinthe study,the projectwill consider:
Grand RiverFood’smanufacturingfacility,directinputtofoodproduction,directwaste fromfood
production.Directinputto foodproductionincludesall materials(i.e.ingredients,packaging,water)
requiredtocreate a final product.Directwaste fromfoodproductionreferstoall directwaste on
site or duringthe productmanufacturinglife cycle wherewaste isdefinedasanyoutputof material
that isnot intendedasfinal product.
Topicsor aspectsthat will be consideredoutof scope forthisprojectinclude:wastewater
and wastewatertreatment,directairemissions,directenergyconsumption,indirectenergyuse and
waste,andprocesschanges.Wastewaterandwastewatertreatmentwillnotbe coveredinthisstudy
because of pre-existingconcernsregardingpotentialimpactstofoodsafety.Aswell,directair
emissionswill notbe consideredbecausecurrentemissionscausedbythe facilityare negligible.
Indirectenergyuse andwaste will alsobe scopedoutof thisprojectdue tothe complexityand
extendedanalysisrequiredforexamination.Processchangesrefertoanychangesinregards to food
productionthatdeviate fromthe currentmodularnature of the facility.These changeswill be
omittedbecause of clientrequirementsforthisconfiguration.
8. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
8
Phase 1: Conduct PreliminaryOne-on-one interviewwithmanagement
Withinthe firstcomponentof the proposedstudy,the understandingof GrandRiverFoods’
strategyand visionwillneedtobe establishedinordertodrive the entiretyof the project.To
determine whatstrategyGRFemploysandwhatthe firmseesitsoverall visionasbeing,aseriesof
one-on-oneinterviewswillbe conductedwithmanagement.Because the scope of the studyhas
beenestablishedasonlyconsideringthe Cambridge facilities,the seriesof interviewswill be
directedatthe PlantManager, Katie Kuzuchar.Katie’sseniormanagementpositionoverseesall
operationsatGRF. She has beenselectedasthe pointof contact for the strategyandvisionaspectof
the studybecause she bringsan understandingof all processesandcanhelptoidentifywhich
productor line tofocuson.
Phase 2: Apply Strategy and Visioninto a Framework
Followingthe completionof the one-on-one strategyandvisioninterviews,the studywill
implementthe framework.The specificframeworkthatwill be appliedtoGRFis the Balanced
Scorecard.Thisframeworkisnon-prescriptive,meaningthatitisflexible andcanbe appliedtoany
organization.The BalancedScorecardworksbyapplyingthe strategyandvisiontoa fourpillar
structure that consistsof financials,customers,internal businessprocesses,andlearningsand
growth.Withineachof these fourpillars,KPIsare developedtomeasure specificgoalsorto highlight
areas of focus.Thisstudywill seektoapplythe strategyandvisionof GRF intoa scorecard that will
reflectkeyareasof focusfor the fourpillarsthatis specifictothe topicof waste.
KPIsthat are developedduringthe scorecardingprocesswill be usedduringthe nextseveral
phasesinorderto highlightmaterialityconsiderationsforthe business.Theywillalsoserve the focus
of measuringbaselineandprogressforissuesandtacticsregardingwaste.
Phase 3: Waste Flow Mapping
Withinthe framework,there will be afocuson waste.The inputandoutputof commodity
and materialswill be trackedusingawaste flow mappingtool.Waste examinedwill include
materialssuchas ingredients,packaging,waterusage,yetexclude energyor time wastedasoften
prescribedinleanmanufacturing.The goal of the implementationof WFMis to increase the
efficiencyof currentwaste managementpractices.Frequencyof site visitsandotherdetailsin
regardsto clientengagementsare displayedinthe Ganttchart (Appendix D).
9. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
9
Phase 3.1: IdentifyingaProduct or Product Line
Withthe cooperationof the plantmanager,aspecificproduct,productline,ora groupof
productswill be chosenforfurtheranalysis.Thisalsoincludesdefiningthe limits andboundariesof
the waste flowmapor in otherwords,specificallydeterminingthe pointsatwhichthe visual audit
will commence andconclude.Inthe interestof time,narrowingthe scope of thisresearchtoa
productor productline will allowformore thoroughandcomprehensive results.Asopposedto
implementingthistool facilitywide,implementationof thistool ona smallerscale will allow any
challengestobe resolvedefficientlyandwithlessrisk.
Phase 3.2: ReviewofDocumentation
Typesof documentationreviewedcaninclude andare notlimitedtoStandardOperating
Procedures(SOP),anyexistingProcessFlow Charts,anddatasetsthat pertaintoproduction
informationsuchasbatch size,scraprate,and cycle times. By gatheringbackgroundinformation,
the team will gainabetterunderstandingof the historyandoperational processesof GrandRiver
Foodsas well asstudytrendsof how the companyoperatesyear-round.Documentreview will also
helpprepare the teamforfurtherinterviewswith GRFs’personnel.All datagatheredwill have the
potential tobe usedtodevelopthe waste flow mapof a productor product line andwill be kept
confidentialasperthe client’srequest.
Phase 3.3: Conductinginterviews
The main purpose forconducting additionalinterviewsistoadda humandimensiontothe
quantitative datathatwasgatheredthroughdocumentationreview.Itisalsoto discoverand
deepenthe understandingof productionandwaste managementrelatedprocessesthatare relevant
to the chosenproductor productline.The followingpositionshave beenchosenforinterviews
because of the rolesthat theyplayat Grand RiverFoods.A total of 7 employeeswill be interviewed.
The extensiveknowledge andexpertise theyhave acquiredfromtheirpositionswill provide valuable
insightthatmay be helpful whenmakingconclusionsandrecommendationsatthe endof this
research.
WasteMaterial Handler - At leastone waste material handlerwill be interviewedforthisresearch.
Waste material handlerswillbe helpful whendeterminingmostcommonwastesandquantities
generatedbyGRF ona recurringbasis,currentwaste disposal practices,andanyissuesregarding
currentprocesses.Because of theirexposure tothe facility’soperations,theirfeedback will allowfor
10. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
10
the identificationof inefficientprocessesidentifiedfrompersonal observation.
ProductionEngineer - ProductionEngineersspecificallywill helpidentifythe processflow stepsof
the product or productline observedinthisresearch.Theyshouldalsobe knowledgeable and
provide the teamwithtechnical informationsuchasinputandoutputquantitiesrequiredor
producedbya machine anditsefficiencyrates.Inaddition,otherinformationthatthe interview
hopestoreveal includesprior improvementmodificationsthathave beenunsuccessfulorexisting
problemareasthatare currentlybeingobserved.
Line Leader - Line leadersensure thatproductionrunssmoothlyandmeetsthe dailyorweekly
quota.Line leadersfrommorningandnightshiftswill be interviewedregardingprocessinefficiencies
that theyhave personallyobservedtodetermine if anydiscrepancieslie withindifferentproduction
shifts
Phase 3.4: On-Site Visual Audit
Thisstepof conductingthe Waste Flow Mappingwill require the teamtoperformon-site
monitoringof on-goingoperationsanddetailednote taking.Atthisstage,specificprocessstepsfor
the WFM will be definedbywalkingthroughthe processesthatthe productundergoesorwhat
componentsare setwithinthe productline.Examplesof possibleprocessstepsinclude insertionof
raw materials,mixer,former,oven,freezing,packaging,andsoforth.Waste collectionpointssuchas
containerswill alsobe mapped.
Phase 3.5: MappingWaste Flows
All data collectedas aresultof the documentationreview,interviews,andvisual auditswill
be usedto plota waste flowmapof the product or productline investigated.The waste flow map
will plotall inputsandoutputsof the productionline pertainingtothe topicof waste.MicrosoftVisio
will be usedtocreate the map/chart. The final productwill serve asavisualizationtool usedto
observe the company’senvironmentalimpactinregardstowaste.
Phase 4: IdentifyingProblemAreas
The completedmaterial flowmapwill be interpretedtoidentifyopportunitiesfor
improvementwithinaproductline.Anyprocessstepsthatare identifiedashavinganinefficientor
unexpectedamountof inputsoroutputswill be flaggedduringthisanalysis.Inefficienciescanbe
identifiedbyutilizingthe scorecarddevelopedfromPhase 2.Thisscorecardwill include material
indicatorsorKPIsthat will enhance the abilityof the studytounderstandconcerninghighorlow
resource use.Once processsteps are flagged,the analysiswill attempttoreconcile whytheyare
11. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
11
particularlyhighorconcerning.If there are still discrepancies,effortswill be made toexplainthe
issuesathand.Examplesof possible sourcesof waste includeexcessive inventory,poor qualityof
productwhichresultsinreworking,ormixedwaste thatcanbe furthersorted.
Phase 5: Recommendations
Upon the completionof the analysisinPhase 4,the resultswill be discussedandreflectedin
Phase 5. Thiswill entail aclose examinationof the findingsandfurtheranalysisintopotential
recommendationsbasedoff of the findingsfromthe previousphase.A brief review of optionswithin
the recommendationswilldetailhowfindingsfromthe priorphasescanbe translatedintoGRFs’
operations.Recommendationsthatare developedwilluse the Waste HierarchyfromFigure 1to
determine priorityforcommunicationtothe client. Recommendationswill alsobe scoredina
prioritizationmatrixbasedonrelativebenefit,cost,andrisk.
6.0 Communication of Results
The intentof thisprojectis to gatherfindingsthatwill be usedtoformrecommendationsto
be appliedtoGrand RiverFoods.These recommendationswill focusonanyissuesfoundinthe
overall processof waste flowswithinthe facility,includinginputsandoutputs.A detailedresearch
documentof the findingsandrecommendationsof the projectwill be createdandpresentedtothe
plantmanagerof Grand RiverFoods,Katie Kuzuchar.Asplantmanager,she isinterestedinmaking
improvementstoincrease the efficiencyof internaloperations.Asstatedinpreviousmeetings,
waste relatedissueswill become afocusof GRF in theirupcomingmanagementplan.The findings
and recommendationsoutlinedbythisstudywill helptosupplementintegrationof waste
managementpracticesandefficiencystrategies.
It isup to the client’sdiscretionwhetherornotthisresearchdocumentisto be distributed
internally.Inthe future,GRFmayface challengesinimplementingthe frameworkandKPIsdue to
the projecthavinga smallerscope relativetoGRF’slargeroperations.Issuesmayarise when
applyingconceptslearnedinthisprojecttootherproductsor productionlines.Additional
deliverablesforthe clientinclude the auditreports,the waste flow map,projectposter,anda
presentationdiscussingprojectfindings.
12. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
12
7.0 Project Schedule
Phase 1 of thisresearchwill beginassoonasthe teamreceivesthe appropriate ethics
approval as required.Phase 1,where we willgatherthe informationneeded forcreatingthe
technical strategy,istobe completedbyJanuary8 to allotmore time for the otherphasesof this
project.Phase 2 involvesthe integrationof ourframework.Thiswill beginuponthe completionof
Phase 1 and will be completedbyJanuary15. Phase 3, the waste flow map,will requirethe most
time as itinvolvesmanyactivitiesthatare highlydependentof eachother.Forthisreason,the
activitiesof Phase 3is spreadoutoverthe course of 4 weeks,tobe completedbyFebruary12.Phase
4, identifyingproblemareas,istobe completedbyFebruary19. Thisphase will consistof compiling
all findingsandestablishingagap analysis.Lastbutnot least,Phase 5 will bringtogetherall possible
recommendationsandorganizingthembypriority.Phase5is to be completedbyFebruary22.
Upon the completionof the five Phases,the projectteamwillworktosynthesizeourresults
and prepare the appropriate documentstodisseminate ourfindingsandrecommendations.The
final reportandotherdeliverableswill be submittedtothe clientbyApril 4at the latest.A detailed
overviewof the projectschedule,tasks,andpersonsresponsible isoutlinedbelow inthe Gantt
chart.
13. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
i
References
Arvanitoyannis,I.S.,& Ladas,D. (2008). Meat waste treatmentmethodsandpotentialuses.
InternationalJournalof Food Scienceand Technology,43(3),543-559. doi:10.1111/j.1365-
2621.2006.01492.x
Bai,C., & Sarkis,J. (2014). Determiningandapplyingsustainablesupplierkeyperformance
indicators. Supply Chain Management,19(3),275-291. doi:10.1108/SCM-12-2013-
0441[MA1]
Farmani,J.,& Rostammiri,L.(2015). Characterizationof chickenwaste fatforapplicationinfood
technology. Journalof Food Measurementand Characterization,9(2),143-150.
doi:10.1007/s11694-014-9219-y
Frenkel,V.S.,Cummings,G.A.,Maillacheruvu,K.Y.,& Tang, W. Z. (2014). Food-processingwastes.
Water EnvironmentResearch,86(10), 1498-1514. doi:10.2175/106143014X14031280668056
Kaplan,R.S., & Norton,D. P. (2005). The balancedscorecard:Measuresthatdrive performance .
Harvard BusinessReview,83(7-8), 172-180+194. Retrievedfromwww.scopus.com
Kurdve,M.,Shahbazi,S.,Wendin,M.,Bengtsson,C.,&Wiktorsson,M. (2015). Waste flowmapping
to improve sustainabilityof waste management:A case studyapproach. Journalof Cleaner
Production,98(Complete),304-315. doi:10.1016/j.jclepro.2014.06.076
Lin,C. S. K.,Pfaltzgraff,L.A.,Herrero-Davila,L.,Mubofu,E.B., Abderrahim, S.,Clark,J.H.,. . .
Luque,R. (2013). Foodwaste as a valuable resource forthe productionof chemicals,
materialsandfuels.currentsituationandglobal perspective. Energy and Environmental
Science, 6(2), 426-464. doi:10.1039/c2ee23440h
Lopes,R. B.,Freitas,F.,& Sousa,I. (2015). Applicationof leanmanufacturingtoolsinthe foodand
beverage industries. Journalof Technology Management&Innovation,10(3),120-130.
Smith,L.,& Ball,P.(2012). Stepstowardssustainablemanufacturingthroughmodelling
material,energyandwaste flows. InternationalJournalof Production Economics,140(1),
227-238.
Thogersen,J.(1996). Wasteful foodconsumption:Trendsinfoodandpackagingwaste.
ScandinavianJournal of Management,12(3),291-304.
Williams,H.,Wikström,F.,Otterbring,T.,Löfgren,M.,& Gustafsson,A.(2012). Reasonsfor
householdfoodwaste withspecial attentiontopackaging.Journal of Cleaner
Production,24, 141-148. DOI:10.1016/j.jclepro.2011.11.044
14. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
ii
AppendixA: InterviewQuestions
Management Interview Questions:
1. Four areas of focus for the balanced scorecard include,Finance,Internal BusinessProcesses,Learning
and Growth, and Customer Satisfaction.At a high level, can you explain the most important
components of Grand River Foods’ strategy (environmental, business,marketing)?
2. Is there a system in placewhereby KPIs aremeasured accordingto this strategy?
a. If yes, what is the system called?
b. Who currently manages and monitors this system?
3. Where do you see Grand River Foods in the next 5 or 10 years? How will Grand River Foods get there?
Waste Material Handler InterviewQuestions:
1. How many years have you been employed with this company?
2. How is wastesorted?
3. What arethe different types of waste that you observe?
4. Where are wastes stored, until they are removed off the property?
5. Have you ever been involved in any of the company’s waste management initiatives or wasteaudits
duringyour time atGrand River Foods?
6. From your observation,what waste management processes can improve?
a. How would you change this process?
7. What ideas do you have, do you think can increasethe efficiency of this productline?
8. If you have suggested any ideas in the past, what were some of the challenges you faced about
communicatingyour thoughts to management?
Production Engineer Interview Questions:
1. How many years have you been employed with this company?
2. Have you ever been involved in any of the company’s waste management initiatives or wasteaudits
duringyour time atGrand River Foods?
3. Have there been any kinds of process audits performed in the past5 years?
a. What were the procedures used in this audit?
b. What were some of the challenges thatcame up as a resultof this audit?
4. What arecurrent problem areas thatthe engineering department is workingon improving?
5. On average, at what capacity arethe machines in this productlineoperating?
a. What aretheir efficiency rates?
6. How often is preventative maintenance performed on the machines in this productline?
7. From your observation,can you comment on the different waste streams created by Grand River
Foods?
8. What ideas do you have, do you think can increasethe efficiency of this productline?
9. If you have suggested any ideas in the past, what were some of the challenges you faced about
communicatingyour thoughts?
Line Leader Interview Questions:
1. How many years have you been employed with this company?
2. At what capacity do the machines run duringyour shift?
3. Does the machinery or equipment often malfunction?
a. If so, can you identify which machines?
b. Do you know of potential reasons why they break down?
4. Have you ever been involved in any of the company’s waste management initiatives or wasteaudits
duringyour time atGrand River Foods?
5. What ideas do you have, do you think can increasethe efficiency of this productline?
6. If you have suggested any ideas in the past, what were some of the challenges you faced about
communicatingyour thoughts?
15. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
iii
AppendixB: Descriptionof Team
ProjectManager & Framework/KPISubjectMatter Expert(Michael Armel):Michael has experience
withprojectmanagingandcorporate reportinginhislasttwo co-opplacements.Whilehelpingto
launcha newrail service inToronto,he had the opportunitytolearnaboutprojectmanagement
principlesandhowcorporate reportingsystemscanbe integrated/implementedintoan
organization’soperations.Uponcompletionof hisundergraduate program, Michael will seekhis
projectmanagementCAPMdesignation.Inregardstothe project,Michael will be responsible for
producingtimelinesandcoordinatingdeliverables.Withinhisrole,he willalsoholdgroupmembers
accountable foragreedupondeadlines. Michael will be responsible forintroducingthe Balanced
ScorecardFrameworkandwill leadKPIdevelopment.Anyqueriesregardingthe frameworkorKPIs
will be directedtothistohim.
ClientCommunications/InterviewFacilitator(AlexanderYuan):Havingpreviousexperience asa
BusinessAnalyst,Alexmeetsthe requirementstoaccuratelyenvisionthe needsof the clientthrough
effectivecommunicationandbalancingscope andprojectneeds.Alex will be the mainpointof
contact for all clientcommunication.Alex will alsofacilitatecommunicationandwilltrackall
outgoing/incomingcommunication.
In additiontoa communicationsrole,Alexwillalso be responsible forcontacting,conducting,and
arranginginterviewsforthe desiredinterviewees.Inadditiontodatacollectionthroughinterviews,
a heavyanalysisof resultsisalsoexpected.
AdvisorCommunicationsFacilitator/Waste Flow MappingAnalyst(Kai Shimizu):Kai isresponsible
for ensuringthatanappropriate time slotischosenandconfirmedwithSeanwithinanappropriate
time frame.Ensuresthatan agendaiscreatedand sentto Seanwithin24 hours of the advisor
meeting.Designate/appointatleasttwoteammemberstoattendthe meeting.Ensuresthatany
documentationrequiredforthe meetingare readilyavailable. Kai will be responsible for
summarizingcollecteddataandplotfindingstocreate a waste flow map.Asthe WFM Analyst,he
will alsoleadthe teamwithidentifyingareasof opportunitybysummarizingthe quantitative data
associatedwitheachstepof the product line.Kai isqualifiedforthe positionashe workedasan
analystinpast co-oppositionsandhasbuilthisanalytical skillsthroughmultiple projects.Any
queriesregardingthe waste flowmapwill be directedtothistohim.
DocumentationAnalyst(KimberlyJogie): Kimwill be responsibleforcollectingandgatheringall
documentationwithineachphase throughoutthe project.The role will alsoinclude analyzingall
documentationthroughouteachphase andanalyzingandcompilingall final documents.She will also
coordinate withandprovide supporttoall membersandhelpinall documentationrequirements.
Kimhas the necessaryexperience throughpreviousteamandindividualprojectsshe hasworkedon
duringherpreviousacademicbackground.
On-Site AuditSpecialist(JacquelineWidjaja):Jacqueline will provide leadershipinconductingon-site
audits.Hermain responsibilitieswillbe tocreate and provide auditschedulesandchecklistsas
required,andtoensure thatsite visitsandauditgoalsare met.Herwork experiencesin
manufacturingfacilitiesmake herhighlyqualifiedforthisrole.She isalsocurrentlyworkingto
become a certifiedISO14001 LeadAuditorandstrivestobring forwardthe knowledgeandvision
requiredfora successful audit.
16. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
iv
Appendix C: Project Schedule
Client Deliverable Complete By
Phase 1: Vision and Strategy January 8
Phase 2: Integrating Framework January 15
Phase 3: Waste Flow Mapping February 12
Phase 4: Identify Problem Areas February 19
Phase 5: Recommendations February 22
Final Project and Client Deliverables April 4
17. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
v
Appendix D: Gantt Chart
18. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
vi
Appendix E:
ENBUS 402A – Team Applicationfor Approval fromthe Office of Research
Ethics
Student Names:
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
Email Addresses of team:
mjarmel@uwaterloo.ca
kjogie@uwaterloo.ca
kshimizu@uwaterloo.ca
j2widjaj@uwaterloo.ca
a2yuan@uwaterloo.ca
Type of Method: (interview,
survey, focus groups,
observation, photos, video)
Interview, Observation, Voice
Recording
Brief Description of Project:
The goal of this project is to determine how sustainability concepts, theories, and frameworks
can be integrated into Grand River Foods’, a food manufacturing company, operations with the
purpose of driving eco-efficiency from a waste perspective. This will be accomplished by
designing and creating a waste flow map that highlights all areas of opportunity of
improvement.
Type of people to be surveyed (adults, customers of client company, students, alumni, etc.):
Internal employees
Company Management
Identification of people to be contacted (client introduction, from public sources, etc.):
Katie Kuzuchar, Plant Manager
Waste Disposal Personnel
Production Engineer
Line Leaders
Number of people to be contacted: 7
19. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
vii
Specific Location for Survey or interviews:
Grand River Foods Facility & Office
685 Boxwood Dr, Cambridge, ON N3E 1B4
Permission has been received from Katie Kuzuchar Plant Manager)
Note: participant must be of 18 years or older and may not be a member of a vulnerable
population
Management Interview Questions:
1. Four areas of focus for the balanced score card include, Finance, Internal Business
Processes, Learning and Growth, and Customer Satisfaction. At a high level, can you
explain the most important components of Grand River Foods’ strategy (environmental,
business, marketing)?
2. Is there a system in place whereby KPIs are measured according to this strategy?
a. If yes, what is the system called?
b. Who currently manages and monitors this system?
3. Where do you see Grand River Foods in the next 5 or 10 years? How will Grand River
Foods get there?
Waste Material Handler Interview Questions:
1. How many years have you been employed with this company?
2. How is waste sorted?
3. What are the different types of waste that you observe?
4. Where are wastes stored, until they are removed off the property?
5. Have you ever been involved in any of the company’s waste management initiatives or
waste audits during your time at Grand River Foods?
6. From your observation, what waste management processes can improve?
a. How would you change this process?
7. What ideas do you have, do you think can increase the efficiency of this product line?
8. If you have suggested any ideas in the past, what were some of the challenges you faced
about communicating your thoughts to management?
20. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
viii
Production EngineerInterview Questions:
1. How many years have you been employed with this company?
2. Have you ever been involved in any of the company’s waste management initiatives or
waste audits during your time at Grand River Foods?
3. Have there been any kinds of process audits performed in the past 5 years?
a. What were the procedures used in this audit?
b. What were some of the challenges that came up as a result of this audit?
4. What are current problem areas that the engineering department is working on
improving?
5. On average, at what capacity are the machines in this product line operating?
a. What are their efficiency rates?
6. How often is preventative maintenance performed on the machines in this product line?
7. From your observation, can you comment on the different waste streams created by
Grand River Foods?
8. What ideas do you have, do you think can increase the efficiency of this product line?
9. If you have suggested any ideas in the past, what were some of the challenges you faced
about communicating your thoughts?
Line Leader Interview Questions:
1. How many years have you been employed with this company?
2. At what capacity do the machines run during your shift?
3. Does the machinery or equipment often malfunction?
a. If so, can you identify which machines?
b. Do you know of potential reasons why they break down?
4. Have you ever been involved in any of the company’s waste management initiatives or
waste audits during your time at Grand River Foods?
5. What ideas do you have, do you think can increase the efficiency of this product line?
6. If you have suggested any ideas in the past, what were some of the challenges you faced
about communicating your thoughts?
For survey: By signing this form, we acknowledge that we will first gain permission from the
manager of the building/business before surveying people at the location(s) identified.
For interview or survey: By signing this form, we acknowledge that we will use the research
ethics letters of information, consent and feedback and list of questions approved.
For video or photos: By signing the form, we acknowledge that we will use the research
ethics letters of information, consent and feedback approved.
21. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
ix
Student Signatures:
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
Date: December 4, 2015
22. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
x
Information letter for Interview
December 4, 2015
Dear (insert participant’s name):
This letter is an invitation to participate in a project we are conducting for a final year
undergraduate course in Environment and Business at the University of Waterloo called
“Environment and Business Project” (ENBUS 402). The course instructor is Professor Patricia
MacDonald. We would like to provide you with more information about this project and
what your involvement would entail if you decide to take part.
We are researching and writing about how sustainability concepts, theories, and
frameworks can be integrated into Grand River Foods’ daily operations order to improve
eco-efficiency from a waste perspective. We consider you to be a subject matter expert on
company strategy or operations and would like to interview you in order to gain more
insight into areas of focus. The project will help us learn more about our topic area and also
develop skills in research design, collection and analysis of information, and writing.
Participation in this project is voluntary. It will involve an interview of approximately 30
minutes in length to take place in a mutually agreed upon time and location or by telephone
or Skype. If we use SkypeTM which is a United States of America company, USA authorities
under provisions of the Patriot Act may access data or meta-data related to these
communications. If you prefer not to talk via Skype, please tell us so you can participate
using an alternative method such as the telephone.
We have attached a copy of the interview questions for you to review. You may decline to
answer any of the interview questions if you so wish and stop the interview at any time or
decide to withdraw from this project by advising one of the student researchers or the
course instructor. With your permission, the interview will be audio-recorded to facilitate
the collection of information, and later transcribed for analysis. All information you provide
is considered completely confidential. You will not be identified to your employer and we
will not attribute any comments to you in our communications with your employer. In
reporting our work neither you, your company, nor your position title will be identified
without your permission.
Quotations from the interview may be used in our final paper, but only with your
permission. If you agree, we will send you a summary of the interview and the quotations
we would like to use so that you can change or withdraw any quotations that will be directly
attributable to you. Notes and/or audio-recordings collected during this study will be
retained for up to 12 months in a secure location and then confidentially destroyed and the
recordings erased. Even though we may present the study findings to our classmates, only
23. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
xi
the course instructor and our team will have access to all the data. There are no known or
anticipated risks to you as a participant in this study.
If you have any questions regarding this project, or would like additional information to
assist you in reaching a decision about participation, please contact us by email at
a2yuan@uwaterloo. You can also contact our course instructor, Professor Patricia
MacDonald at 519-888-4567 ext. 31898 or by email at patricia.macdonald@uwaterloo.ca.
We would like to assure you that this study has been reviewed and received ethics clearance
through a University of Waterloo research ethics committee. However, the final decision
about participation is yours. If you have any comments or concerns resulting from your
participation in this study, please contact Dr. Maureen Nummelin, Director, Office of
Research Ethics, at 519-888-4567 Ext. 36005 or maureen.nummelin@uwaterloo.ca.
We very much look forward to speaking with you and thank you in advance for your
assistance in this project.
Yours Sincerely,
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
University of Waterloo
School of Environment, Enterprise and Development
a2yuan@uwaterloo.ca
24. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
xii
INTERVIEW CONSENT FORM
I have read the information presented in the information letter about a project being conducted by
Michael Armel, Kimberly Jogie, Kai Shimizu, Jacqueline Widjaja, and Alexander Yuan for an ENBUS 402
Environment & Business course project at the University of Waterloo. The course instructor is Professor
Patricia MacDonald.
I have had the opportunity to ask any questions related to this project, to receive satisfactory answers to
my questions, and any additional details I wanted. I am aware that I have the option of allowing my
interview to be audio-recorded to ensure an accurate recording of my responses.
I am also aware that excerpts from the interview may be included in the course project paper to come
from this research, with the understanding that the quotations will be used with attribution and my
name attached but only if I provide consent to do so and if I have approved the quotations to be used.
Otherwise all quotations will be anonymous.
I am aware that the paper from which the interview is based, if chosen, may be posted on the School of
Environment, Enterprise, and Development (SEED) Department website.
I was informed that I may withdraw my consent at any time during the interview by advising the student
researcher or the course instructor.
This project has been reviewed by, and received ethics clearance through, a University of Waterloo
research ethics committee. I was informed that if I have any comments or concerns resulting from my
participation in this study, I may contact Dr. Maureen Nummelin, Director, at the Office of Research
Ethics at 519-888-4567 ext. 36005 or maureen.nummelin@uwaterloo.ca.
With full knowledge of all foregoing, I agree, of my own free will, to participate in this project.
☐YES ☐NO
I agree to have my interview audio-recorded.
☐YES ☐NO
I agree to the use of quotations attributed to me in the final paper after I have a chance to review the
quotation, revise it if needed.
☐YES ☐NO
I agree to the final paper where I am named being posted on the University of Waterloo’s School of
Environment, Enterprise and Development website at the end of term.
☐YES ☐NO
Participant Name: ____________________________ (Please print)
25. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
xiii
Participant Signature: ____________________________
Witness Name: ________________________________ (Please print)
Witness Signature: ______________________________
Date: ____________________________
26. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
xiv
Follow-up Letter for Interviews, Video and Photo-Journalism to
Share Quotes or Recordings or Photos
December 4, 2015
Dear (Name);
Enclosed is a copy of the paper we have written for the Environment and Business (ENBUS
402) course project that includes quotations from our interview.
We hope you like the paper we have prepared, and in particular we hope you will find that
we have been faithful to the information you gave us and to the general circumstances of
the (situation/occurrence discussed) as you described them. You will note that some other
sources, listed in footnotes, had views somewhat different from your own. If you feel that
we have misrepresented you in any way, or if my presentation of events with which you
were connected is not as you remember them, we invite you to send us your comments and
we shall take them into consideration as we prepare the final version of our paper. And of
course, you may, as always, contact my course instructor, Professor Patricia MacDonald at
519-888-4567 ext. 31898 or by email at patricia.macdonald@uwaterloo.ca.
This project was reviewed by, and received ethics clearance through, a University of
Waterloo research ethics committee. If your participation in this project raises concerns you
may contact Dr. Maureen Nummelin of our Office of Research Ethics, at 519-888-4567 ext.
36005 or maureen.nummelin@uwaterloo.ca,
We look forward to hearing from you by email within the next two weeks with your
comments or questions.
Sincerely,
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
University of Waterloo
School of Environment, Enterprise and Development
a2yuan@uwaterloo.ca
APPRECIATION LETTER
27. Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
xv
December 4, 2015
Dear (Name);
We would like to thank you for your participation in our ENBUS 402 course project. As you
may recall, the purpose of the project was to identify how sustainability concepts, theories,
and frameworks can be integrated into Grand River Foods’ operations to increase eco-
efficiency from a waste perspective.
The information collected during interviews will contribute to a better understanding of the
firm’s operation and potential opportunities for improvement.
Please remember that any information pertaining to yourself as an individual will be kept
confidential unless you have consented to sharing this information in our final paper. We
will be sharing our final paper with our class, the course instructor, and our Department
through a presentation. There is the possibility that our paper may be chosen to be posted
on the School of Environment, Enterprise and Development’s Website at the end of term.
If you are interested in receiving more information regarding this project, or if you have any
questions or concerns, please contact one of us at either the email address listed at the
bottom of the page or you can contact my course instructor, Professor Patricia MacDonald
at 519-888-4567 ext. 31898 or by email at patricia.macdonald@uwaterloo.ca.
As with all University of Waterloo projects involving human participants, this project was
reviewed by, and received ethics clearance through, a University of Waterloo research
ethics committee. Should you have any comments or concerns resulting from your
participation in this study, please contact Dr. Maureen Nummelin in the Office of Research
Ethics at 519-888-4567, Ext., 36005 or maureen.nummelin@uwaterloo.ca.
Sincerely,
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
University of Waterloo
School of Environment, Enterprise and Development
a2yuan@uwaterloo.ca