Going Green – From the Forest to the Trees

2010 Green Manufacturing Initiative
Going Green – From the
Forest to the Trees
Sustainability:
a “Plant” Perspective
David Mayfield,
Advanced Environmental Engineer
DENSO Manufacturing Michigan, Inc.
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© 2010
Agenda
1. DENSO Fun facts
3 pp
Forest
2. Sustainability
3. Concepts
2 pp
3 pp
Trees
4. The DENSO plan
5. Examples
3 pp
5 pp
6. Barriers to success
7. Thinking out Loud
5 pp
1 pp
An overview of the Good and Challenges of
DENSO’s Environmental programs
2
© 2010
DMMI Overview
Our Facility
Our Products
- DMMI is located in Battle
Creek, Michigan
- We employ roughly 1,800
- on ≈ 99 acres in the Fort Custer
Industrial Park
- There are 6 buildings on site,
at roughly 1.4 million ft²
- Main bldg is ~1.1 million ft²
- DMMI is the manufacturer of
automotive heat exchangers,
including radiators, heaters,
air conditioning components
and their final assemblies
- Our customers include Toyota,
Honda, Chrysler, GM and
others
3
Fun Facts (2009)
- Our average electric bill:
> $550,000 / month
- Our average natural gas bill:
> $200,000 / month
- Used 62 M gallons of water
- Recycled 6.3 M lbs.
- 3.2 M lbs. metal
- 1.1 M lbs cardboard
- 84.7% of waste – recycled
- 91.6% of waste – diverted
from landfills
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Basic Core Manufacturing Process
Stamping/Forming
+
Metals (Al, Zn)
Oil
Sub-Assembly
Degreasing 
Brazing 
Surface Treatment
Coat or Paint
Final Assembly
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DMMI – Environmental Partnerships
Michigan Clean Corporate Citizen, 1998
EPA SmartWay Transportation Partnership, 2005
Michigan Business Pollution Prevention Partnership, 1998
EPA Performance Track Member – since 2000
Southwest Michigan Sustainable Business Forum
Calhoun County – Solid Waste Advisory Board Member
Calhoun County – Local Emergency Planning Committee
Battle Creek – Environmental Planning Committee
Battle Creek - Wellhead Protection Program
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What is Sustainability?
Forest
Green Mfg.
Competitiv
e
Advantage
s
Lean Mfg.
Resource
Management
Triple
Bottom Line
EMS
Is it?
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Compliance
Pollution
Prevention
Social
Responsibilit
y
Perception
Customer
needs
a) a catchy fad, full of buzz words
b) pollution prevention on Steroids
c) or something more?
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Sustainability, continued
Sustainability is a comprehensive, common sense
approach to incorporate environmental planning
and practices into all Business Operations
Basic Program Needs :
• Broad Business Perspective
• Integrated systems for improvement
• Sense of Social needs and perceptions
• Means to convert vision to reality
Goal is to optimize the balance between the
Economic, Social and Environmental needs (TBL)
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“Concepts #1” – Business Framework
The desire or passion of where you want to be
Vision
Strategy
Incorporation
Implementation
Develop the game plan – means to move forward
Awareness, Ownership and Leadership
Assigning resources / Implementing change
To win the Championship,
How will you play the game?
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“Concepts #2” – Integration !
< Programs > not just Projects !
Design
Metrics
(facility,
process)
(How do you know
where you are)
Purpose
(expectations,
passion,
Champions!)
Projects (P2)
(The action of
improving)
Purchasing
Are you starting
with
the right stuff ?
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“Concepts #3” –
the always dangerous “Pixie Dust !”
Theory
Sustainability
(Gold)
• Eco-Planning
• Design for Environment
Pollution
Prevention
(Silver)
• Continual Improvement
• 4-Rs = 3R’s + Rethink
• Conformance / EMS
Basics
(Bronze)
Reality
Progra
m scope
• Compliance
Everyone wants the Gold standard – but you can’t just “wish” it.
But, you can do almost anything with Time and Money
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© 2010
Life as a “Plant”
Trees
DENSO Corporate Environmental direction Eco – Vision 2005, followed by Eco - Vision 2015
The key “pillars” to the program …
• Eco –
• Eco –
• Eco –
• Eco –
Management
Products
Factory
Friendly
(programs inside of our walls)
(product & process design)
(efficient operations)
(Community involvement)
The Eco-Vision program serves as the backbone
for a Sustainability program at DENSO
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DMMI – Metrics of Sustainability
“Eco-Vision 2015” has a multi-media environmental action plan
Reduce Landfill Waste
75%, 1999-2010
Reduce CO2 emission,
18% 2004-2010
Reduce VOC (air) Emissions
30%, 2000-2010
Landfill Waste - Normalized
CO2 / Sales
160
Volume / sales
120
80
40
VOC / Sales
4,000
0.20
3,000
0.15
2,000
0.10
1,000
0.05
0
0
'04
'05
'06
'07
'08
'09
'10
0.00
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Reduce water Usage,
30% 2000-2010
2000
'01
'02
'03
'04
'05
'06
'07
'08
'09
'10
Reduce TRI emissions,
30% 2000-2010
other Elem ents include
TRI Emissions / Sales
Water Use / Sales
600
150.0
• Green Purchasing
• Education, Partnerships
& Social Sustainability
(volume / Sales)
500
100.0
50.0
400
300
200
100
0.0
'99
2000
12
'01
'02
'03
'04
'05
2006
2007
2008
2009
'10
0
2000
'01
'02
'03
'04
'05
'06
'07
'08
'09
'10
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Life as a “Plant”
Review of DENSO Eco-Vision 2015 at DMMI
Successes
Challenges
• Majority of targets being met.
• Strong Management involvement
• Increased awareness
• Significant learning process
•
•
•
•
•
A Priority amongst Priorities
Global Targets, local realities
Too Many targets ?
Viewed as a staff function?
Pixie Dust - resources
DENSO achieved positive results,
After overcoming many challenges !
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Example #1 – Landfill Waste
DMMI tracking of Total LF Waste
Zero Landfill Waste (95%)
1,000
Sidebar:
4,000
x1,000 lb.
3,000
2,000
Landfill
8.4%
Combust
6.9%
Where
does
it go?
1,000
0
0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
DENSO Goal 
= 75% reduction
DENSO Goal  = “Zero” = 95% Reduction
Challenge Goal = “Zero”
= 99% Reduction
Recycle
84.7%
Currently, the biggest challenges:
1 - The law of diminishing returns !
2- International & cultural consideration
3 - The “process” – mfg. & packaging
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© 2010
Example: Waste Projects
Dry Flux Recycling
Office Recycling
The old way …
- paper or trash
- it just “goes away”
Now …
Reusing spent flux
… complicated process
- pulled 24 tons per year from LF
- saved $120,000 / year
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- each individual
sorts trash & others
Tracking “performance”, not volume
(what is the right metric?)
Goal: create a consciousness
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Example: Waste Projects
Dumpster Dives
Marketability
What you measure is what
you manage!
To the informed –
Scrap is a commodity!
- defined high bar areas and
streams for improvement.
- Is this true on the production
floor?
- Resulting project recycled
380 K pounds of materials
- Not every waste is “valuable”
Are you willing to pay?
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© 2010
Example #2 – CO2 Emissions
Reduce CO2 emission,
18% (normalized) 2004-2010
What about Green E?
Electricty
Nat. Gas
CR Target
CR Actual
CO2 History
250,000
Green Credits
- at 100%, need $ 1.23 M / yr
150.0
200,000
100.0
Wind
– limited (ANG fly zone)
150,000
100,000
50.0
50,000
0
0.0
'99
2000
'01
'02
'03
'04
'05
'06
'07
'08
'09
'10
Success has been about
“getting dirty” = hard work
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Solar PV ( … a string 216 miles long !)
– 2008 Pilot evaluation:
For $70 K = 12,600 KWH / yr
Payback = 15+ years
Impact = 0.01 % of total usage
There is no “one solution”
Focus: Conservation & Efficiency
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Example #3 –
Awareness & Involvement
How do we work within
the Rule of 10%
care
don’t
care
1. Use those who care
1. Create Champions
2. Provide opportunities
3. Listen
2. Shift the bell curve
4. Make it easy
5. Personalize
6. Reward good behavior
7. Live the message
The Environmental Conscience:
How do you make people care?
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© 2010
Barriers to Success (#1) –
Society
Society & Business – The emphasis for individuals is to be specialized
Admin.
Can we See the Forest
from the Trees?
Is the environment
“somebody else's job?”
Safety
Quality
Purchasin
g
Acctng
.
Engineerin
g
HR
Operations
Envir.
Design
Facilities
How do you create “integrated environmentalism”
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© 2010
Barriers to Success #2 –
Organizational Structure
How does your organization choose < Sustainability >
Culture:
* Aggressive / Passive ?
* Proactive / reactive ?
* Flavor of the day ?
Numbers
* Metrics – leading or lagging
* Manage #’s or #’s Manage
* Numbers vs. Programs
Goals
Ownership:
* Local, National, Global?
* Integrated ?
* Reasonable / Conflicting ?
* Understand vs. belief
* Duty vs. Purpose
Resources:
* Finance & staff
* Knowledge and Experience
* Input and Influence
Q1. What are you trying to achieve?
Q2. Who are you trying to impress?
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© 2010
Barriers #3 – “daily stuff”
 Convenience vs. Inconvenience
 The weakest link
Remember the
Program page ?
- what about
flat tires?
Rewarded Behavior is
Repeated behavior !
Does this always
work – no !
(more on next page)
Do we
a) set resources based on
the game plan, or
b) set the game plan on
available resources
Lofty Goals do not guarantee daily success
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© 2010
Barriers #4 – “human nature”
* Bad Habits
* Time
* Priorities
* If It isn't broke …
Cardboard
Trash
* Show me the money
3 feet
Biggest Challenges:
#1 : “I didn’t know”
#2 : the 10% rule
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© 2010
Thinking out Loud
In retrospect
1. Good programs “see the forest from the trees“
2. Integration is critical
(systems, programs, projects & people)
3. A good game plan is critical
(process and programs, not just projects)
4. Must understand the impacts of human behavior
5. Are there local & cultural considerations ?
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© 2010
Any Questions?
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© 2010