4M14 7 Sessions Engineering for Sustainable Development

1
4M14 - 7 Sessions Engineering for Sustainable
Development

• Session 5
• Waste and materials use
• Industrial Sustainability
• Charles Ainger
• V P for Engineering for Sustainable Development,
  CUED
• With Guest??????

2
The big question What is waste?
PhillipinesManila waste dump - is this waste -
yet?
3
Start with a story - about a can of Cola.

• Materials Transport
  Country Energy/processing

Mine - Bauxite x 1/2 Al-O2
Australia
Mined
truck
Smelted
throwing the can away takes a second
Ore carrier
Heated/rolled 900F
Sweden/ Norway
cold rolled
ship
Punched/formed into cans
Smelter - Al-O2 x 1/2 Al
truck
Sweden/ Germany
washed, dried, painted x 2
truck
Drinking the cola takes a few minutes
laquered
flanged
England
truck
Water/flavored syrup/ phosphorus/caffeine/ carbon
dioxide gas
sprayed inside with a protective coating
ship
France
truck
Idaho
ship
inspected
Sweden/Siberia/ British Columbia
sugar beet
Palletised/forklifted warehoused
truck
purchased within three days
phosphorus
cardboard
Washed/cleaned/filled
color
milling/refining
supermarket
forest pulp
harvested
sealed
chemical manufacturer
excavated from mines
Palletized
Reducing - electricity for 100,000 people
4
Why does this seem cost-efficient?

• We (as consumers) pay (directly) only forthe
  end product
• the price does not include the cost of
  externalities.
• social, environmental, resource use and health
  costs

• so the cost signals to manufacturers are
  incomplete
• we have a linear thinking mind-set
• each part of the process is separately
  optimised
• But we dont look at the process as a whole...

5
What is Waste? - philosophy

• Dictionary
• Verb To use, consume, or expend thoughtlessly,
  carelessly, or to no avail
• Noun Anything or anyone unused or not used to
  full advantage rejected as useless, worthless or
  in excess of what is required

More fundamentally
6
What is waste? - UK legalistic
DETR Definition of Waste In common usage waste
can sometimes be taken to mean any inefficient
use of resources, including wasting water, energy
or time. However, for the purposes of this
strategy we are considering waste in a narrower
sense. The definition of waste in force in the
UK is the definition given in Article 1(a) of the
amended Framework Directive on Waste, which
states that waste shall mean any substance or
object in the categories set out in Annex I which
the holder discards or intends or is required to
discard. There are currently 16 categories in
annex 1 to the Directive. As can be seen,
determining whether something is waste is not
simple. The question of whether or not a
substance or object is waste is one which must be
determined on the facts of the case and in the
light of judgements issued by the European Court
of Justice. Since the adoption of the Directive
the European Court of Justice has considered
several cases on the definition of waste. Advice
to help you decide whether something is waste can
be found in DOE Circular 11/94.
7
5. Waste and materials use

• Materials and resources impacts
• Waste the hierarchy
• New thinkers on waste
• Solutions examples
• Challenges, barriers and incentives

8
Session Focus - Industrial Sustainability

• In this session 6, our focus is
• on environmental aspects, not social (see
  Session 4)
• on Products and Manufacturing rather than civil
  engineering and projects - (see CD file VVV for
  more on Construction)
• on Materials - and waste in that sense rather
  than on energy CO2, (see Session 2 and CD file
  xxx) and water (see Session 3 and CD file YYY) -
  but there will be a reminder or two...
• no detail on Legislation (see CD file ZZZZ)

9
Waste and materials use

• Materials and resources impacts
• Waste the hierarchy
• New thinkers on waste
• Solutions examples
• Challenges, barriers and incentives

10
Waste sources by sector

• DeTR Waste Arisings is the widest definition
• within this, Controlled Waste in UK was about
  140 M tonnes
• but this includes only Industrial, Commercial,
  Construction Demolition (excluding surplus
  spoil), and Household .
• The total tonnage of waste arisings may be
  roughly triple this..

11
Waste per person - we all contribute...

• Domestic waste
• North America about 2 Kg/day of domestic
  rubbish
• Europe about 1/3 of that
• Including 2.5 Million plastic bottles per hour
• But - all sources are in the end produced on our
  behalf
• at least 2.5 tonnes/year each
• (Go Mad 365 ways to save the planet)

12
Water it takes more than you think

• 1 serving of hamburger, fries and soda requires
  7000 litres of water to produce it.

13
Energy impacts and costs of materials -
Embodied energy

• Embodied Energy
• Embodied energy is the total energy required
  to produce a material, system or facility.
• This should include the energy required for
  extraction and transport of raw materials,
  processing, production and waste disposal.

14
But of course we dont all waste the same -
global inequality in waste

• Rich

poor
Rich West - 550 litres/p/d
15
Growth on a finite, delicate planet - the most
important equation

• The IPAT equation
• I P x A x T
• I Global environmental impact
• P Population
• A Affluence (Level of services used)
• T Technology used (resource or waste
  assimilation efficiency)

• Engineers most direct everyday impact is on the
  T - the technology
• engineering is fundamentally about conversion
  of resources into artifacts. (D Thom, FICE,
  2000)
• so how do we measure the relative Technology
  efficiency, per unit of Affluence?

16
Resources efficiency - Materials Flows
(Wuppertal Institute for DEFRA, June 2002)
17
UK 1970 - 1998 Population, affluence (GDP) and
resources use (TMR)

• This shows some of the key elements of the I
  PAT equation, for the UK
• P Population
• A Affluence - as GDP
• one aspect of AxT total resource efficiency -
  as TMR and DMI.

• Relative growth 1979 - 1999
• TMR grew by 12, but is flat from 1990
• Population grew by 7
• GDP grew by 88

It shows that GDP is becoming de-coupled from
resource use - ie that T - resource efficiency -
is improving (but - be careful..)
(Wuppertal Institute for DEFRA, June 2002)
18
International Trends Affluence (GDP) and
Resources efficiency (TMR)

• Here is a comparison of developed countries
  performance in resource use TMR per capita -
  which is part of improving T
• There is a large variation..
• The EU 15 together have increased GDP while
  keeping a constant TMR
• all developing countries will start in the
  bottom LH corner...

(Wuppertal Institute for DEFRA, June 2002)
19
The most important (?) part of resources
efficiency - CO2

• The UK compares quite well with several other
  developed countries.but
• Our CO2 emissions are about 80 of our Domestic
  Processed Output total materials used in the
  domestic economy, which flow to the domestic
  environment.
• So - we tend to use the atmosphere as our global
  waste bin...

(Wuppertal Institute for DEFRA, June 2002)
20
Industry can spearhead efficiency gains

• (Tomorrows Markets, WBCSD, 2002)

But - we need to improve faster!
21
The Industrial Sustainability Challenge - for
Product Design and Manufacturing

• Virtuous but un-competitive companies will not
  be part of our future. Socially or
  environmentally destructive companies must not be
  part of our future.
• The challenge is to create the conditions where
  social and environmental benefits go hand in hand
  with competitive advantage. A new vision for
  business is needed.
• (Making Values Count, Association of Chartered
  Certified Accountants, Research Report 57, 1998).

• In your peak working lives next 10 - 20 years
• 10 fold resources efficiency improvement
• at least 60 reduction in global warming
  emissions
• effectively zero waste - no discharges to the
  environment
• 100 water recycling

22
Waste and materials use

• Materials and resources impacts
• Waste the hierarchy
• New thinkers on waste
• Solutions examples
• Challenges, barriers and incentives

23
We can, surely, improve on todays 10 materials
use efficiency?
We (as consumers) pay (directly) only forthe
end product
There are also social, environmental, resource
use and health costs
24
Resources efficiency - impacts occur throughout
our linear materials use...
25
Waste solutions - the hierarchy

• Remove (disposal - to land,or
  sea-bed)
• Recover (energy - by incineration
  - ash still for disposal), or better
  (materials - by recycling into new products)
• Reuse (use the product
  again directly)
• Reduce (use less and waste less)

RETHINK

• Reduce
• Reuse
• Recover
• Remove 

26
Move from a linear process to a waste cycle, by
moving up the hierarchy...
Start as high up the hierarchy as possible..
BUT we need commercial incentives to reduce..
27
Recent UK waste disposal - still near the bottom
of the hierarchy..

• This only covers controlled waste - and most of
  the other waste arisings also go to land
  disposal of some kind...

28
Technologies for the waste hierarchy

• Remove - disposal
• Landfill - transport siting, lining, leachate,
  covering, landfill gas
• Incineration - transport siting flue gases
  reduces landfill volume (ash) by 75

• Recover - materials (contd.)
• Recycle - into same product again
• Recycle - into a different product

• Reuse - same product, directly
• Milk Bottles - 24 times trippage rate (needs
  to be gt 20 to be less impact than recycling)
  

• Recover - energy materials
• Incineration - see above
• Pyrolysis/gasification - less polluting useful
  solid/liquid product
• Composting/digestion - only organic materials
  open gt soil conditioner, sealed gt methane too

• Reduce - use less waste less
• Less material - design efficiency milk bottle
  550gm gtgt 240gm
• less hazard - remove fridge CFCs

29
Iron recycling - resources savings in UK, USA,
Japan, Netherlands and Germany
(Wuppertal Institute for DEFRA, June 2002)
30
Feedback 1, in groupsApplying the hierarchy
to the cola can
How sustainable
Separate-able
Recover-able
Recycle-able
Reuse-able
Reduced
Embodied Energy
Material
Weight volume
Container


Card Plastic Aluminium Foil
325g 288ml 1.13 g/ml
Carton



Card Plastic Aluminium foil
275g 250ml 1.10g/ml
Cardboard can
Aluminium
375g 330ml 1.14 g/ml
Aluminium can
Glass Metal
650g 375ml 1.73 g/ml
Glass Bottle
Plastic type 1 Plastic type 2
425g 375ml 1.13g/ml
Plastic bottle
31
Heres one from last year..
32
Waste and materials use

• Materials and resources impacts
• Waste the hierarchy
• New thinkers on waste
• Solutions examples
• Challenges, barriers and incentives

33
The potential is there - a huge new technical
challenge

• We can drive materials efficiency
• It has been estimated that only 6 of its vast
  flows of materials end up in products
• We can drive energy efficiency
• The whole economy is less than 10 as
  energy-efficient as the laws of physics permit
• (From Natural Capitalism 1999)

34
New thinkers on waste

• Bill McDonough mimic Natures cycles
• Taiichi Ohno muda - any human activity which
  absorbs resources but creates no value
• James Womack Daniel Jones - Lean Thinking
• Walter Stahel service and flow

• The next business frontier is rethinking
  everything we consume what it does, where it
  comes from, where it goes, and how we can keep on
  getting its service from a net flow of very
  nearly nothing at all - but ideas.
  (Natural Capitalism, 1999)

35
Bill McDonough mimic Natures cycles

• Waste equals food
• Respect diversity
• Use solar energy

36
Bill McDonough Cradle to Cradle

• ..he envisions a technically advanced world of
  zero waste, where nothing ever hits the trash bin
  and all materials, under a kind of karmic
  destiny, can be recovered to lead productive
  lives over and over again. (Wired, 2002)

37
Bill McDonough The NEXT Industrial Revolution
Grass roofs - Ford, USA
38
Taiichi Ohnothe most ferocious foe of waste
human history has produced (Womack
www.lean.org)

• Waste is any human activity which absorbs
  resources but creates no value - MUDA
• Ohnos ideas were systematized by Womack and
  Jones in their Lean Thinking - which has four
  elements
• continuous flow of value
• as defined by the customer
• at the pull of the customer
• in search of perfection (the elimination of
  muda)
• all four elements are needed together

39
Taiichi Ohno Muda - Japanese for waste,
futility or purposelessness...

• mistakes which require rectification,
• production of items no one wants so that
  inventories and remaindered goods pile up,
• processing steps which arent actually needed,
• movement of employees and transport of goods from
  one place to another without any purpose,
• groups of people in a downstream activity
  standing around waiting because an upstream
  activity has not delivered on time, and
• goods and services which dont meet the needs of
  the customer
  (restated by Womack and Jones)

40
Walter Stahel service and flow

• Instead of selling the customer a product that
  you hope shell be able to use to derive the
  service she really wants
• provide her that service directly at the rate and
  in the manner in which she desires it
• deliver it as efficiently as possible,
• share as much of the resulting savings as you
  must to compete, and pocket the rest
  (Natural Capitalism)
• Both parties have an incentive to collaborate to
  make more money by using less product

41
The product life-cycle - impacts and waste four
levels of intervention...
4. Overall Business Model
(Thanks to Joe Machado, Sustainability Manager,
Shell Chemicals)
42
Comparing the Approaches
43
Waste and materials use

• Materials and resources impacts
• Waste the hierarchy
• New thinkers on waste
• Solutions examples
• Challenges, barriers and incentives

44
Level 1 Unit Operations

• a) end of pipe - treat dispose
• Solid incineration w/o heat recovery
• Liquid treatment of waste water
• Gas catalytic NOx reduction

• b) avoidance - more efficient more product per
  unit feedstock less energy per unit product
• Olefins furnace energy efficiency
• Ethylene oxide catalyst efficiency

• c) upgrade unit output value new applications
  isolate valuable products
• Benzene extraction unwanted fuel component to
  plastics
• Sulphur extraction acid rain to chemical
  reagent

(Thanks to Joe Machado, Sustainability Manager,
Shell Chemicals)
45
Level 2 Taiichi Ohno Muda and car windscreens -
integrated process

• Traditional manufacturing
• very large float glass furnace - cool, cut,
  crate, ship 500 miles
• 47 days later, unpack, cut to shape - minus 25
  waste - reheat, shape, cool, repackage, ship 430
  miles
• 41 days later, unpack, fit seals, repack, ship
  560 miles to factory
• 12 days later, unpack and fit to car 100 days,
  1500 miles later

• Efficient manufacturing
• eliminate the muda - the cooling, reheating,
  unpacking, repacking, shipping, delays and losses
• build a smaller plant at the same place as the
  car factory
• carry out all the steps in im-mediate succession
  under one roof
• deliver windscreens just as fast as the assembly
  line pulls them in
• Basic principles - match scales continuous flow
  optimise whole
• so - what about the Cola cans?

46
Level 2b Manufacturing Process - waste into
alternative products
Eco-Industrial Park, Kalendborg, Denmark A
complex industrial eco-system in operations
since the 1980s
47
Level 3 life-cycle use

• a) Waste minimisation in use
• low temperature detergents
• re-fillable detergent dispensers - packaging
  elimination
• clean fuels low-sulfur diesel, hydrogen fuel
  cells, hybrids

• b) Closing material loops after use
• recycling pre- and post-consumer plastics,
  de-polymerisation
• solvent recovery industrial systems for
  paints, adhesives
• post-consumer PET compounds for construction,
  durable applications
• re-manufacturing Xerox components designed
  for disassembly, re-use
• re-use redundant network computers for
  schools, dis-advantaged

(Thanks to Joe Machado, Sustainability Manager,
Shell Chemicals)
48
Levels 3 4 Interface Carpets

• worlds largest manufacturer of nylon and PVC
  carpet tiles over 5 Billion pounds of Interface
  carpet lie in landfillslast at least 20,000
  years...
• Transition from selling carpet to leasing
  floor-covering services
• Level 3 invented Solenium - new polymeric
  floor covering, which can be completely
  re-manufactured back into itself - 35 less
  materials intensive, 4 x as durable - so 7 x
  savings overall again leased not sold
• Level 4 Interface keep floor covering clean and
  fresh on a monthly Evergreen Lease - replace
  overnight only the 10 -20 of worn tiles, not the
  whole carpet 5 x savings in materials increases
  employment, removes disruption
• overall, combine to give 31 x less materials and
  embodied energy - a 97 saving on standard
  broadloom carpet. Net climate impact zero.

We look forward to the day when our factories
have no smokestacks and no effluents. well
spend the rest of our days harvesting
yesteryears carpets, recycling old
petro-chemicals into new materials, and
converting sunlight into energy.
(Ray Anderson, CEO, 1997)
49
Level 4. Sell Service not Product..

• Chauffagistes sell warmth in France
• keep floorspace within certain temperatures
• 160 firms, 28,000 jobs
• the less energy and materials they use, the more
  money they make
• competition drives price down, and hence
  innovation

• Carrier sells coolth in USA
• redefines what they are selling - they lease
  coolth, at the pull of the customer
• capture the operating benefit of their very
  reliable ACs themselves
• incentive now - sell less ACs, to last longer,
  use less energy
• team up with others on lighting retrofit,
  superwindows, H V etc.

SafeChem (Dow) considers selling square metres
de-greased rather than litres of solvent.
50
Brainstorming and feedback in groups

• How could a company make and sell less
  product, and make more profit?

51
Waste and materials use

• Materials and resources impacts
• Waste the hierarchy
• New thinkers on waste
• Solutions examples
• Challenges, barriers and incentives

52
The Industrial Sustainability Challenge - for
Product Design and Manufacturing

• Virtuous but un-competitive companies will not
  be part of our future. Socially or
  environmentally destructive companies must not be
  part of our future.
• The challenge is to create the conditions where
  social and environmental benefits go hand in hand
  with competitive advantage. A new vision for
  business is needed.
• (Making Values Count, Association of Chartered
  Certified Accountants, Research Report 57, 1998).

• In your peak working lives next 10 - 20 years
• 10 fold resources efficiency improvement
• at least 60 reduction in global warming
  emissions
• effectively zero waste - no discharges to the
  environment
• 100 water recycling

53
The new thinking is available - now tackle the
barriers

• Externalities, like transport
• Locally central- ised manufacturing

• Legislation
• Regulation

• Taxes, levies incentives
• Business models

54
Legislation and regulation for change (the
lowest common denominator)
55
Regulations, Targets and Trading Systems - to
improve efficiency...

• UK LAs Statutory recycling
• target 17 in 3 years (a doubling or tripling of
  current rates) and 25 in 5 years
• tradeable permits in municipal biodegradable
  waste

True cost of waste cost of purchasing the
materials cost of transporting materials to
plant cost of storing materials at plant cost
of removing waste from plant cost of landfill
tax lost value of selling surplus material on

• UK Renewables Obligation
• Introduced in 2001
• Requires all energy companies to produce a of
  power from renewable sources

• UK, EU Carbon Trading
• Tradeable Credits for Carbon emissions saved
  annually, against targets
• Similar scheme for SOx reduced emissions in USA

56
Pricing Externalities - Taxes and Levies to
shift the cost burden

• Landfill tax (UK) (earlier action taken in much
  of rest of EU)
• Introduced in 1996 on waste to landfill bad
  Higher rate for hazardous waste than for inert
  waste
• Declared rising rate, to drive practical change
  in behaviour - predictability
• Proceeds from tax allocated to Environmental
  Trusts for improvements good

• Climate Change Levy (UK, EU)
• Introduced in 2001 on fossil-fuel energy use
  bad adds 0.42p/unit to electricity prices
• Levied on all companies who have not gained
  exemption
• Proceeds allocated to reduce National Insurance
  contributions - a tax on employment good

57
Transport underpricing hinders a move to local
centralisation...
Underpricing the real costs of transport - global
warming, human deaths and health, time,
environment loss - greatly distorts our
definition of an efficient manufacturing
process - (hence the Cola can)
58
Unsustainable Business Models?

• More technology than we want- slow down?
• Mobile phones 2.5G and 3G etc - do people
  actually want the technology, even if it is
  available
• Computing - speed and capability - Moores Law
  drives regular, unsustainable, replacement of
  hardware and software but I only use 10 of the
  capability, and I dont want to have to upgrade
  every year..

59
The Sustainability Business Case...

• Waste costs money
• Waste reduction value creation
• Legislation, Regulation, Codes of Practice,
  Taxes and Levies
• Drive differentiation, innovation and creativity
• Investor expectations pension fund policies
• Sustainable indices FST4Good, DowJones, etc
• Corporate Governance
• Reputation and Risk management - licence to
  operate
• Match Staff values, improve recruitment and
  retention
• Fundamentally - you need a sustainable world, to
  be a sustainable company...
• See also www.wbcsd.ch www.sustainability.com/de
  veloping-value

60
Good Questions to ask a Manufacturer -
Potential for change

• 1. Approach - what policies, strategies or
  systems does the company have on Environment or
  Sustainability?
• 2. Definition of your process scope - does the
  company know the full story of its products -
  extraction, manufacturing, use, disposal -
  including transport and storage? (like the Cola
  can?)
• 3. Resources and energy efficiency - does the
  company know what its materials flows are, per
  of sales, or per unit of ouput? (like TMR, DMI,
  etc)

61
Good Questions to ask a Manufacturer - Action
for change

• What action for efficiency and sustainability has
  the company already taken?
• 1. Unit Operations (incl. extraction, and
  transport)
• 2. Manufacturing Process (within the widest
  scope)
• 3. Product life-cycle in use (waste heirarchy)
• 4. Overall Business Model (product to service?)
• And what suggestions from you, (if you are a
  visitor) might this new thinking on waste produce
  ?

62
Summary

• there is no theoretically correct definition of
  waste - each should look for a definition which
  most challenges them
• there is a huge amount we can do - combining
  these ideas a factor improvement nearer 100 than
  10? - and profitably
• there is scope for R D and more technology..
• and more contract incentivisation, tax and
  regulations
• the new ideas, mind-sets and thinking - already
  available
• We dont need to invent a sustainable world -
  thats been done already (Beynus).
• We need to learn from its success in sustaining
  the maximum of wealth with the minimum of
  materials flow.

63
End of Session 5 Key questions

• have you come across any of these ideas before -
  or actively used them?
• what would a zero waste industry look like?
• how could a company make and sell less
  product, and make more profit?

64
Sustainable design - some web sites

• The Demi Project a web-resource bringing
  together wide ranging information on design for
  sustainability. Dept of Design, Goldsmiths
  College, London. http//212.100.225.10185/
  info_at_demi.org.uk
• Centre for Ecoliteracy - Fritjof Capra.
  University of Berkley. http//www.ecoliteracy.org
• The Zeri Project - Gunter Pauli.
  http//www.zeri.org
• Lean Enterprise Institute - James Womack.
  http//www.lean.org
• William A McDonough, FAIA. http//www.mcdonough.co
  m
• Walter Shahel. http//www.interfacesustainability.
  com/stahel.html

65
Design for Sustainability - The Demi Project
Principles

• Efficiency - doing more with less
• Sufficiency - how much is enough?
• Scale - the right size, from the right place,
  involving the right people
• Systems - connection between Society and Nature
• Equity - fairness, with and across all systems
• Appropriateness - choosing the right thing
• (http//212.100.225.10185/)

66
Key References

• Wuppertal Institute, Resource Use and Efficiency
  of the UK Economy. DEFRA, London, (June 2002)
  http//www2.defra.gov.uk/environment/statistics/d
  es/waste/ research/ mfa/mfaressum.pdf
  enviro.statistics_at_defra.osi.gov.uk
• Hawken, P, Lovins A.B and Lovins L.H, Natural
  Capitalism the Next Industrial Revolution.
  Earthscan Publications Ltd, London, (1999) - and
  an introduction
• Lovins A.B, Lovins L.H and Hawken, P. (1999), A
  Road Map for Natural Capitalism. Harv.Bus.Rev.
  May/June, Reprint 99309
• McDonough, William and Braungart, Michael,
  (1998), The Next Industrial Revolution. Atlantic
  Monthly, 284(4), Oct.
• Womack, James and Jones, Daniel, (1996), Lean
  Thinking Banish Waste and Create Wealth in your
  Corporation. Simon Schuster, NY - and a
  summary
• Womack, James and Jones, Daniel, (1996), Beyond
  Toyota how to root out waste and persue
  perfection. Harv.Bus.Rev. 140-158, Sept/Oct,
  Reprint 96511
• And Industry sector Associations, and
  Professional discipline Institutions

67
Next Session 6 - 19th November Impacts,
Indicators and Consulation

• Impacts and conflicts - reminder
• Indicators
• Decision - making importance and trade-offs
• Case History - Loch Katrine Scheme, Scotland
• Challenges