Introduction: Overview of Sustainability for Manufacturers

Table of Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2John Engler, President and CEO, National Association of ManufacturersJerry Jasinowski, President,The Manufacturing Institute

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Introduction: Overview of Sustainability for Manufacturers . . . . . . . . . . . . . 4John Kennedy, President, Controls Group, Johnson Controls, Inc.

Manufacturing Resource UseManufacturing Energy and Fuel Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Manufacturing Energy Sector Inputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Manufacturing Water Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Manufacturing Waste Disposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Energy,Water and Waste-Reduction OpportunitiesSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Increase Energy Efficiency To Reduce Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Riverdale Mills Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Finance Energy Efficiency Upgrades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Centura Health Medical Center. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Increase Water Efficiency To Reduce Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

General Dynamics C4 Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Improve Waste Management Through Waste Reduction, Reuse, Sale and Donation . . 16

ACE Clearwater Enterprises. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Improve Waste Management Through Recycling . . . . . . . . . . . . . . . . . . . . . . . . . 18

Vermeer Manufacturing Co.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Improve Indoor Environmental Quality To Increase Productivity . . . . . . . . . . . . . 20

Knoll, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Reduce Transportation Impacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Bayer Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Reduce Environmental Impacts and Potential Business Liabilities . . . . . . . . . . . . . 24

Ford Motor Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Identify Marketing Opportunities Presented By Increased Environmental Procurement Standards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Toyota Manufacturing North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Resources To Make Your Facilities More Efficient and Less Wasteful . . . . 28-33

Energy Efficiency, Water and Waste-ReductionGuidebook for ManufacturersProven Ways To Reduce Your Costs and Improve Operations

Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers

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PrefaceIf you’re like most manufacturers, there aren’tenough hours in a day to complete every-thing you absolutely have to do. No doubtthere are many things you’d like to do if onlyyou had the time, such as figuring out waysto increase the energy, water and waste effi-ciency of your plants and offices.You knowthat investments in these areas can save yourfirm money and contribute to its positiveenvironmental public image. Still, unlessyou’re faced with the immediate need toreplace a motor or light fixture that doesn’twork, there always seems to be somethingmore pressing or of greater priority in thecapital budget.

The purpose of this guidebook from theNational Association of Manufacturers and itsresearch and education arm,The Manufac-turing Institute, is to make saving energy andreducing water and waste expenses so simpleand natural that it becomes part of a manu-facturer’s daily routine.This is importantbecause there are opportunities for significantcost savings.According to latest U.S.Department of Energy figures, manufacturers can realize steam savings of up to 20 percentjust by improving steam systems. If steam sys-tem improvements were adopted industry-wide, the annual benefits would amount to$4 billion in fuel cost reductions and 32 million metric tons of emission reductions.Likewise, motor-system energy use could be reduced by as much as 18 percent byapplying proven efficiency technologies andpractices. Similar savings are also available inboth compressed air and process heating.

As the examples in this guidebook from largeand small companies alike and from all acrossthe country show, energy efficiency andwater and waste reduction can and should bea “team” pursuit throughout your organiza-tion.We specifically added real-life storiesfrom diverse manufacturers such as RiverdaleMills, General Dynamics and VermeerManufacturing to show how they haveachieved their efficiency goals.

This guidebook is not just for you but for allof your company’s employees, suppliers andcustomers. Distribute copies of it. Post it onbulletin boards. Even send it to your localmedia and government agencies. Empower-ing everyone you work with will lead to theexchange of great ideas to save your compa-ny energy and money, making it more prof-itable as you mold a positive environmentalcorporate image.

The material in this guidebook is posted onour Web site—www.nam.org/efficiency—tofacilitate its use in every plant and office ofevery manufacturer who wants to succeed inthis cost-conscious, competitive marketplace.

John Engler, President and CEONational Association of Manufacturers

Jerry Jasinowski, PresidentThe Manufacturing Institute

Proven Ways To Reduce Your Costs and Improve Operations

AcknowledgmentsMany people helped develop this booklet,and The Manufacturing Institute and theNAM are grateful for their help, which wasrendered each step of the way.

First and foremost we thank the companiesthat supplied the information in each of thebest practices sidebars:• ACE Clearwater Enterprises • Bayer Corporation• Ford Motor Company• General Dynamics• Knoll, Inc.• Riverdale Mills Corporation• Centura Health Medical Center• Toyota Motor Manufacturing North America, Inc.

• Vermeer Manufacturing Company

Their success stories clearly illustrate for allmanufacturers what steps they took tobecome more efficient with energy, waterand waste removal.These companies arecommunicating their innovations to theiremployees and communities.

We thank Johnson Controls, Inc., for its gen-erous support towards the development,printing and distribution of this booklet.Johnson Controls is a Fortune 150 companythat develops and implements cost-effectivestrategies to make buildings more comfort-able, productive, safe and energy efficient.Johnson Controls helps deliver lower costs tomanufacturers by making their facilities moreproductive assets, allowing them to focus ontheir core mission of manufacturing.

Michael Arny, Steve Olson and Jenny Carney at the Leonardo Academy inMadison,Wis., wrote and edited this publication and interviewed many of the companies. Leonardo Academy is anindependent nonprofit organization that runs the national Cleaner and Greener program. Leonardo Academy provides andsupports programs that put the competitivemarketplace to work on improving the environment. Environmental improvementvehicles include education, analysis,consumer programs and the development of innovative approaches to public policy implementation.

Thanks also go to Barb Haig, president ofBarbara Haig Communications, for writingand editing assistance.

We also want to thank Mark Whitenton, theNAM’s vice president for Resources &Environmental Policy for his guidance andmany good suggestions.Thanks also to KevinSullivan at the NAM for the layout anddesign and Marissa Gandelman for the finalediting and proofreading. Bill Canis, execu-tive director of The Manufacturing Institute,supervised the project, with responsibility forbudget, content and editorial direction, coor-dination with other departments and printproduction. Slade House, an intern at theinstitute, assisted with the research and interviewing of companies for the “BestPractices” sidebars.

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IntroductionThe significant increase in energy prices overthe past year, plus events that highlighted thevulnerability of our energy supply, has ledmany manufacturers to look for ways toreduce energy use, purchase energy moreefficiently and manage energy more inten-tionally over the long term. Beyond thefinancial necessity to reduce energy use,many manufacturers have also come tounderstand that conserving scarce resourcesand limiting their impact on the environ-ment is simply the right thing to do.Thisbooklet provides practical suggestions, realcase studies and many useful resources tohelp companies reduce costs and improveoperations while limiting our impact on theenvironment.We commend the NationalAssociation of Manufacturers for their commitment to helping manufacturersunderstand this issue and we are pleased to underwrite the effort.

By their very nature, the businesses ofJohnson Controls, Inc., contribute to energyconservation and environmental quality.The

products we make and the services we pro-vide help our customers save energy, reducepollution, purchase energy effectively andmanage energy efficiently.We have been onthe forefront of developing high-performance“green” buildings for more than 15 years.Wewere pleased to receive the 2004 WorldEnvironment Center Gold Medal for“International Corporate Achievement inSustainable Development.”We also operatemore than 200 manufacturing plants of ourown.We have worked hard to conserveresources and improve facility effectiveness in our own plants and for many of our manufacturing customers.We would bepleased to have the opportunity to workwith you as well.

John KennedyPresident, Controls GroupJohnson Controls, Inc.


ManufacturingResource UseNo segment of American society has asmuch to gain from efficiency and waste-reduction measures as the manufacturing sec-tor. Manufacturers are directly affected by theenergy cost of making products (industrial),as well as by the cost of maintaining officeoperations (commercial).They are furtheraffected by the cost of receiving raw materi-als and delivering finished goods (transporta-tion). Indirectly, an employee’s householdenergy costs (residential) have further impacton a manufacturer’s wage scales.

Manufacturing Energy and Fuel UseCredit must be given to the continuousimprovements in energy efficiency, particularlyin the manufacturing sector, which has ledthe country to be 46 percent more efficientin energy use per unit of GDP versus 30years ago. Despite these general improve-ments, high energy prices are still devastatingto manufacturers.The prices for natural gasand oil-based products have risen significantlyin recent years, making it more costly forU.S.-based manufacturers. In fact, the resultsof a poll taken at the September meeting ofthe National Association of Manufacturers(NAM) Board of Directors revealed that 93 percent of directors from small and medium manufacturing companies believethat higher energy prices are having a negative impact on their bottom line.A recent study by the NAM and theManufacturers Alliance (MAPI) found thatU.S. companies have a 22 percent unit-costdisadvantage compared with overseas com-petitors in a number of non-productionareas, including energy.

Natural gas is a good example of the chal-lenges manufacturers face. Since the begin-ning of 1999, manufacturers have seen naturalgas prices climb by 119 percent. Over thesame five-year period, the prices for manufac-tured products increased by only 14 percentand overall inflation ran at only 11 percent.Just in the past two years, gas prices have risenfrom $2 per MMBtu (million BTUs) to morethan $6 per MMBtu, with some spikes closeto $10 per MMBtu.With natural gas pricesrunning 10 times higher than overall infla-tion, it is no wonder that manufacturers haverelocated some production to other marketsor cut costs elsewhere to stay competitivewith overseas producers that have not experienced these same increases in naturalgas pricing. Rising fuel costs are of particularconcern to manufacturers since the industrialsector is the largest energy consumer in theUnited States.The pie chart below illustratesU.S. energy consumption by sector.

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Source: Prepared by the Leonardo Academy fromU.S. DOE/EIA data, Annual Energy View 2003,published September 2004.


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Manufacturing Energy Sector InputsThe process energy used by a manufacturerto produce goods or products dwarfs allother direct end uses combined (see Table 1on page 7).This suggests that manufacturershave the greatest opportunity to make energyefficiency improvements in the areas ofprocess heating and machine drive. Of nearlyequal magnitude, however, is boiler fuel.Tomaximize cost effectiveness, all other direct endimprovements (such as HVAC and lighting)can be combined into one all-encompassingefficiency improvement project.

Manufacturing Water UseWith water becoming a scarce commodity inparts of the United States, manufacturers canexpect to see their water bills continue toclimb steadily. In 2000, industrial water use(19,700 million gallons per day [Mgal/d]) was estimated to account for approximately 9 percent of total withdrawals for all cate-gories, excluding thermoelectric power(USGS, Estimated Use of Water in the United States in 2000). Industrial water usehas actually been falling since 1980, butbecause of competing demands for wateramong sectors, including agricultural andmunicipal uses, and uncertainty about futurewater supply and quality, many organizationsare increasingly interested in water efficiency.Water-reuse and efficiency measures reducewater supply and disposal costs. Reducing

water use also decreases the energy needed topump, heat or chill water. For manufacturersusing large volumes of water or located inregions with high water demand and low sup-ply, water efficiency measures can have largeeconomic benefits.

Manufacturing Waste DisposalAccording to the Environmental ProtectionAgency, industrial facilities in the UnitedStates generate and dispose of nearly 7.6 bil-lion tons of industrial solid waste annually.Data from the National Solids WasteManagement Association’s (NSWMA) 2002Tipping Fee Survey shows average nationallandfill tipping fees have increased substan-tially since 1985, rising from $8.20/ton to$33.70/ton. Regional variation in tippingfees is also significant, with fees in thenortheast ($69.07/ton) more than twice theU.S. national average in 2002. For manufac-turers generating large volumes of waste orfacing high regional tipping fees, wastereduction, recycling and reuse can havemajor benefits. Reusing, reducing or sourceprevention of waste cuts down raw materialscosts and reduces disposal costs.Waste man-agement practices may even generate rev-enue. Henry Ford demonstrated this in the1920s when he developed a process forturning wood scraps from his Model T pro-duction line into a useful product: the char-coal briquette.


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Industrial Sector End Use Category Trillion Btu Percent of TotalIndirect End Use (Boiler Fuel) 3,635 Direct End UseDirect End Use 7,655 100.0%

All Process Uses 6,323 82.6%Process Heating 4,055 53.0%Machine Drive 1,691 22.1%Electrochemical Processes 298 3.9%Process Cooling and Refrigeration 210 2.7%Other Process Uses 69 0.9%

All Non-Process Uses 1,314 17.2%Facility Heating,Ventilation and Air Conditioning 692 9.0%Facility Lighting 211 2.8%Conventional Electricity Generation 243 3.2%Other Facility Support 96 1.3%Onsite Transportation 69 0.9%Other Non-Process Uses 3 0.0%

End Use Not Reported 157Total 11,447

Source: Prepared by the Leonardo Academy from U.S. DOE/EIA data, 1998 Data from Annual EnergyView 2003, published September 2004.

Table 1: Manufacturing Sector Inputs for Heat, Power and Electricity Generation by End Use


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This is a summary of how to improve energyefficiency and water and waste reductionthroughout your organization.The followingpages describe each of these ways to reducecosts and improve operations in depth, includ-ing case studies from various manufacturersthat have achieved their own efficiency goals.

1. Increase Energy Efficiency. Objective:Raise energy efficiency to above-average levelsin the areas of motors and pumps, compressedair, steam, process heating or other buildingsystems, and develop cost savings and reducedemissions associated with energy efficiency.

2. Finance Energy EfficiencyUpgrades. Objective: Identify innovative funding approaches to energy efficiency upgrades.

3. Increase Water Efficiency. Objective:Employ systems and operational practicesthat minimize potable water consumption and deliver cost savings associated with water efficiency.

4. Improve Waste Management(Waste Reduction, Reuse, Sale andDonation). Objective: Implement practicesand equipment that reduce waste generationthrough material source reduction, reuse, saleand donations.

5. Improve Waste Management(Recycling). Objective:Apply practices thatdivert generated waste from the disposalprocess through the recycling of materials.

6. Improve Indoor EnvironmentalQuality To Increase Productivity.Objective: Install systems and implement prac-tices that maximize indoor environmentalquality and provide an optimal work environ-ment, thus enhancing the well being and pro-ductivity of building occupants.

7. Reduce Transportation Impacts.Objective: Reduce the environmental andeconomic costs of transporting goods andpeople to and from facilities.

8. Reduce Environmental Impacts andPotential Business Liabilities. Objective:Adopt policies and enhance building systemsto actively mitigate the environmentalimpacts of a facility, thus improving relationswithin the community, providing marketingopportunities and decreasing liability risks.

9. Identify Marketing OpportunitiesPresented By Increased EnvironmentalProcurement Standards. Objective:Minimize environmental impacts and position your company to meet expandingquality and environmental standards such asISO 9001 and ISO 14001.

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Summary: Energy, Water and Waste-Reduction Opportunities


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Energy efficiency actions offer one of thebest opportunities to reduce costs in manu-facturing facilities. In addition to reducedoperating costs, energy efficiency actionsreduce pollution such as greenhouse gasemissions and enhance the comfort ofbuilding occupants. Because of the risingcost of energy, most energy efficiencyinvestments have a rapid payback perioddue to lower energy use over the building’slifetime, downsized equipment, reducedspace needs for mechanical equipment andutility rebates.

Energy efficiency strategies can includeimprovements in both manufacturing equip-ment and building systems.As Table 1 onpage 7 shows, building systems such asprocess heating, motors and pumps, com-pressed air and steam can account for a largepart of the energy used in manufacturingprocesses. HVAC and lighting equipment arealso significant energy users.Therefore,concentrating your building equipment and system upgrade efforts in these areas can really pay off.

Best Practice ActionsImplement energy efficiency retrofits, effec-tive building and equipment maintenance,and other energy-saving techniques to reduceenergy use on an ongoing basis.Recommended measures include:• Use higher efficiency lamps and/or ballasts

and use daylighting where practical.• Eliminate leaks in inert gas and com-

pressed air lines/valves.• Use the most efficient type of electric

motors and know ahead of time where to

find high-efficiency replacement motors sothat you can get them quickly when exist-ing motors break down.

• Install compressor air intakes in the coolestlocations.

• Install occupancy sensors.• Reduce the pressure of compressed air to

the minimum required.• Use energy-efficient belts and other

improved mechanisms.• Reduce HVAC output on weekends, holi-

days and at night.• Purchase and install ENERGY

STAR® rated equipment wher-ever possible. ENERGY STAR isa government-backed program help-ing businesses and individuals protect the envi-ronment through superior energy efficiency.

• Use an effective, consolidated utility-billpay system that is linked to energy-usemonitoring provided by a buildingautomation system.

• Assess the economic and environmentalimpacts of adding insulation to your facilityto help reduce energy consumption, savecosts and minimize emissions output.

• Conduct a plantwide energy efficiencyassessment or energy audit. Based onresults :• identify systems and operations that are

good candidates for energy efficiencyand waste minimization improvements;

• plan and implement specific energy andcost-saving projects; and

• contact an energy service company andconsider an energy-savings performancecontract, if warranted.

1. Increase Energy Efficiency To Reduce Costs


Riverdale Mills Corporation, a Massachusetts-based manufacturer with 105 employees,makes steel welded wire mesh for use insecurity fences, lobster traps, crab traps,erosion-control gabions, aquaculture,poultry farms and many other applications.Its product,AquaMesh®, revolutionized thelobster and crab industry.The company isdedicated to harnessing energy efficiencythroughout all of its operations to enhanceits competitiveness.

Among the many innovative applicationsadopted by President & CEO JamesKnott, Sr., are natural-gas-powered gener-ators that make electricity for one-half thecost the public utility charges.A combina-tion of natural-gas-fired generators and ahydropower turbine allows Riverdale Millsto make their electricity for about$400,000 a year, compared to the cost ofbuying it at approximately $800,000 ayear.These internal combustion generatorsalso provide space heating that Riverdaleuses for the building and in their manufacturing processes.The process forcapturing heat from the generator involvessending the engine exhaust through aboiler to make steam and delivering hotwater from water jackets to space heatersand process heat plates.Without this gen-erator heat, Riverdale would have to run

costly boilers for the manufacturingprocesses and space heating.

Located on the Blackstone River,Riverdale Mills restored a 1901hydropower turbine and its civil works ata cost of $130,000.The turbine savesRiverdale $100,000 a year in electricitycosts, which resulted in a payback periodof only 1.3 years.A new turbine wouldhave produced similar electricity and costsavings but cost $300,000 with a three-year payback period.

Knott acknowledges the importance ofRiverdale Mill’s energy-efficient features.“The lower my energy costs, the lowermy selling prices; and that’s why we’reable to compete with other foreign anddomestic manufacturers.”

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Best Practice #1 Case Study


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Lack of capital should not be a constraint forfacility upgrade projects. Energy projects areoften more financially attractive when financedthrough multiple investment-financing instru-ments. For example, utility incentives can becombined with debt financing.The mostappropriate set of options will depend on thetype of organization, size and complexity ofthe projects, internal capital constraints, in-house expertise and other factors.The mostcommon financing alternatives are—• grants : federal, state and local;• internal financing : Improvements are

paid for by direct allocations of revenuesfrom an organization’s currently availableoperating or capital funds;

• debt financing : Capital is acquiredthrough simple loans, bonds or other debtinstruments; and

• lease and lease purchase agreements:Equipment and improvements are acquiredfrom a private vendor such as an energyservice company (ESCO) that may financethem internally or through a third party.Up-front outlays are not required from thebuilding owner.

One increasingly popular vehicle for financingenergy efficiency upgrades is the energy savings performance contracts (ESPC). ESPCsare an affordable way to make investments innew energy-efficient equipment. ESPCs areunique contracts through which privateESCOs provide energy-efficiency improve-

ments to facilities at little or no up-front capital cost to the manufacturer.

ESPCs can be structured to take advantage ofany combination of financing alternativesdescribed above. Manufacturers can make theupgrades they need now and pay for themlater through the resulting energy savings.Facilities owners and operators benefitimmediately through new equipment,expertise from energy service professionals,ongoing maintenance services and the abilityto accomplish many projects all at once. Bestof all, these savings can be guaranteed.Themanufacturer also retains any savings thatexceed the ESPC payments during the dura-tion of the contract, and retains all savingsonce the contract is complete.

After you enter into an agreement with anESCO, the ESCO will identify and evaluateenergy-saving opportunities and then recom-mend a package of improvements to be paidfor through the savings.The ESCO willguarantee the energy savings and work tostructure the project so the energy bill costsavings meet or exceed the annual paymentsto cover all the project costs.These contractsand guarantees usually last 7 to 15 years. Ifthe energy savings don’t materialize, theESCO pays the difference for the energy sav-ings shortfall, not you.To ensure savings, theESCO offers staff training and long-termmaintenance services.

2. Finance Energy Efficiency Upgrades


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Centura Health’s St. Mary-Corwin MedicalCenter in Pueblo, Colo., found that reduc-ing energy costs was a relatively painlessoperation.The 523,877-square-foot, 400-bed hospital was already working with anenergy service company (ESCO) for pre-ventive maintenance of its heating, coolingand ventilation systems.When the ESCOsuggested a package of equipment upgradesthat would pay for itself through energysavings, facility supervisor Joe Colistro andmanager Jim Skelly realized it was an excel-lent way to extend the capabilities of analready approved federal grant.

An energy audit of St. Mary’s showed thatmodifications to its cooling system wouldincrease the comfort of both patients andstaff and result in big cost savings.Theenergy-efficient features of the buildingupgrade included new starters and two-speed motors for 20 air-handling units,cooling tower modifications, a new high-efficiency chiller and an improved chilledwater delivery system.

In addition to mechanical modifications, thecompany installed a new computerizedenergy management system, allowing thehospital staff to monitor and control thechilled water system, air handling systemsand boilers from a central location.Theenergy management system provides instan-taneous readings of room temperature,humidity and energy use throughout thefacility and automates many of the systems.

The energy savings performance contract(ESPC) was financed by the ESCO

through shared savings with a guaranteedpayment of financed amount.The ESPCprojected energy savings of $161,500 peryear. More importantly, the ESCO agreedto accept 95 percent of the hospital’s actualsavings over a seven-year period as paymentfor all costs not covered by the grant.Theproject actually delivered energy savings of$178,077 per year and, in the end, St. Mary’swas able to keep the equipment and use allof the post-contract energy savings to makefurther improvements to its facility.

Colistro found that energy performancecontracting can be a satisfactory experi-ence that frees up hidden resources formuch-needed capital improvements. Evenwithout grants or utility rebates, energy-saving projects generate their own capital.Additional project benefits included theelimination of cholorofluorocarbons(CFCs), improved comfort for patients andreduced maintenance of aging equipment.

“It was definitely worth it for us to dothe performance contract.We really benefited from the timely work, goodsubcontractors and the expertise of theenergy service company.”



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Water efficiency has many benefits in manufacturing facilities. Efficient water usereduces operating costs, water use fees, waste-water treatment expenses and energy costsfor heating, chilling and pumping.Additionally, minimizing water volumesreduces maintenance and life-cycle costs ofbuilding equipment.Water-efficient manufac-turing processes will also help meet droughtallotments and lessen burdens on communitywater supplies and treatment facilities.

There are a number of water-efficiencyactions that can easily be incorporated intomanufacturing facilities. Equipment andpractices that use less water or recycle waterthrough capture and reuse can be introducedto existing manufacturing processes. Otherstrategies for conserving water can be imple-mented throughout the building, such aslow-flow fixtures and automatic controls inlavatories. In situations where high-qualitywater is unnecessary (toilet flushing, janitorialtasks, irrigation and building systems), watercollection systems or graywater can be used.

Best Practice Actions: Manufacturing Process• Conduct an audit of water use in

manufacturing processes and use data to determine ways to minimize or eliminate water demands.

• Install closed-loop systems that reuse waterover and over again.

• Develop systems that treat industrial waste-water that can then be reused in the man-ufacturing, building or irrigation systems.

• Consider ways to simultaneously improvewater and energy efficiency, particularlythrough recycling or heat recovery fromwarm water.

Building Systems• Install water-efficient plumbing fixtures

that, at a minimum, meet the requirementsof the Energy Policy Act of 1992.

• Use graywater collected from showers,sinks and lavatories for use in water closets.

• Install waterless urinals in male restrooms.• Use automatic faucets with sensors in

high-use public areas where faucets mightotherwise be left running.

• Use onsite treated wastewater for sewage conveyance.

Grounds Irrigation• Feed irrigation systems with captured rain-

water, appropriate graywater or onsitetreated water.

• Landscape with native or adaptive plantsthat do not require additional water inputsto survive in local climate conditions.

• Use high-efficiency irrigation technolo-gies, including micro-irrigation, moisturesensors or weather data-based controllers.

3. Increase Water Efficiency To Reduce Costs


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General Dynamics C4 Systems has taken a comprehensive approach to water effi-ciency at its Scottsdale,Ariz., facility byreducing or recycling water used for manufacturing processes, building systemsand grounds maintenance.

The use of water reclamation technologywithin the facility’s cooling tower systemhas reduced water consumption anddiverted water from entering the municipalsewage system.Annually, approximately 5 million gallons of water are recycledthrough the use of this system.

By upgrading restrooms to feature faucetaerators, retrofitting diaphragm valves inurinals and water closets, and installing sen-sors on fixtures, General Dynamics has alsoreduced fixture water use in its Scottsdalefacility by 26 percent.The company hasalso begun to install waterless urinals,capable of saving 45,000 gallons of waterannually. Not only will the site save about 1 million more gallons of water annuallyafter all existing urinals are upgraded, butthe fixtures also will reduce maintenancecosts by about $38,000 annually.

General Dynamics has also taken measuresto reduce water use for landscaping. Insteadof maintaining turf grass in a climate ill-suited for such purposes, the company is inthe process of converting its six-acre lawnback to desert landscaping.The conversionto desert landscaping is being done instages, and the project is expected to becomplete by the end of 2006. Until that

time, General Dynamics is discontinuingwinter seeding of the lawn, which previ-ously had required potable water irrigationpractices.These combined measures willsave nearly 14 million gallons of potablewater annually.

To date, overall water efficiency effortshave saved approximately 21 million gal-lons of water each year, which equates toabout a 22 percent reduction of annual siteconsumption. Overall, the site has thecapability to save more than 24 milliongallons of water annually for about a 26 percent annual site consumption savings.

The facilities management team at GeneralDynamics has monitored the site’s waterconsumption since 1991, and the processuncovered the fact that the company wasoperating 26 percent below the EnergyPolicy Act baseline. From a communityprospective, General Dynamics initiativeshave aligned with the governor and citymayors’ objectives to conserve water use statewide.



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Effective waste stream management canreduce raw material and waste disposal costs,create revenue streams and improve the envi-ronment by conserving natural resources andreducing the pollution associated with trans-porting waste and disposing of it in landfillsand incinerators.The best approach to man-aging solid waste and reducing costs is toavoid creating it in the first place. Sourcereduction and waste prevention (e.g., reuse)reduce the amount of trash discarded with-out the additional energy investmentrequired for recycling activities.

Changes in the design, manufacture, purchaseor use of materials can lead to significantreductions in the amount of waste generatedin a manufacturing facility. One major sourcereduction strategy is waste reduction throughimproved design and manufacturing processes.Another component of waste reduction isreusing materials.That prolongs the usefullife of these materials, thus delaying final dis-posal and the production of more waste. Forexample, provide coffee mugs to employeesinstead of disposable cups.

Another option is to donate unused office orbuilding supplies to charity or sell or exchangematerials through a commercial materialsexchange. Donations can generate additionaltax write-offs for your organization.

Best Practice Actions: Reduction, Reuse, Sale and Donation• Analyze your facility’s waste stream to

understand the waste production patternsin the building and onsite and establish acurrent building waste baseline.

• Evaluate how each type of waste in thewaste stream can be reduced throughsource reduction, reuse, donation or sale.

• Develop, implement and maintain a waste-reduction plan for your building thatincludes procurement/management poli-cies and annual waste-reduction goals.

• To minimize packaging waste, eliminateunnecessary packaging; switch to reusablematerials; redesign packaging to eliminateexcess material while maintaining strength;work with customers to develop a packag-ing return program; and switch to reusabletransport containers.

• Align your waste hauler’s financial incentiveswith your facility’s waste-reduction goals.

• Encourage practices that reduce and reusematerials before the recycling stage toreduce the amount of recyclable volumeshandled. For instance, building occupantscan use reusable bottles, ceramic coffeemugs, bags and other containers.

• Reduce office paper waste by implement-ing a formal policy to use both sides of thepaper when duplicating all draft reports, andmake training manuals and personnel infor-mation available electronically.

• Improve product design to use less material.• Purchase products in bulk to reduce the

packaging brought into the building.• Reuse office furniture and supplies, such as

interoffice envelopes and file folders.• Donate unwanted supplies to local schools

or nonprofit organizations.• Aggressively research potential markets for

waste such as cement, paving or fiberboard manufacturing. Seek opportunitiesto sell waste as raw materials.

4. Improve Waste Management Through Waste Reduction, Reuse, Sale and Donation


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ACE Clearwater Enterprises installed itsfirst eco-friendly clean line in 2001 following internal discussions noting the workplacedangers and disposal costs of perchlorethyl-ene (perc).With more than 180 employees,ACE is a manufacturing facility specializ-ing in “complex formed and weldedassemblies” for the aerospace, automotiveand power generation industries.Theirformed details must be cleaned to stringentspecifications prior to welding, endprocesses requiring grease-free surfaces and some machining operations.

While the perchlorethylene system fit customer requirements,ACE was not comfortable with the environmental hazards.ACE contracted with Hydro-Blast(www.hydro-blast.com) to assess theirneeds and develop a solution.

ACE’s first machine was a custom-builtwasher using a closed-loop system.Theonly byproduct is pure steam, meaningnothing goes into the wastewater systemand, ultimately, the environment. By usingmild, biodegradable detergents and hightemperatures, greasy parts are cleaned anddried in less than four minutes.The micronwater filters are the only waste generated.Following the success at its Torrance,Calif., facility,ACE installed a larger washer at its metal-forming facility inCompton, Calif.

Costs for cleaning have been reduced andperc system waste-disposal hazmat chargeswere eliminated. Quarterly testing of clari-fier chemicals, independent lab analysesexpenses and special breathing equipmentrequirements were also eliminated.This hasproduced annual facility cost savings ofapproximately $37,000.

Ace Clearwater’s facilities are no longerlisted as having hazardous waste.This hasgreatly reduced time spent on local EPAreporting requirements and brought praisefrom local officials who recognize thevalue of an environmentally consciousbusiness.“Our investment in these twomachines was more than $600,000,” saysGary Johnson, vice president of AceClearwater Enterprises,“however, the savings gained for a healthier workplaceand to the environment is priceless.”



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After source reduction, the second-best strategy to reduce solid waste is recycling.Recycling involves the segregation, collec-tion, storage and removal of recyclable orcompostable materials. In addition to reduc-ing waste and the associated disposal costs,recycling collection can generate substantialrevenue for organizations.Although recyclingmetal, glass, plastic, paper and other wasteexpends energy and is therefore less effectivethan reuse, the process of recycling allows thematerials within those products to be reused.

The costs and returns of recycling programsdepend on local resources and marketdemand for specific materials. By investigat-ing local market conditions, organizations candevelop a recycling program that is economi-cally beneficial.The environmental benefitsof recycling include saving energy and preventing pollution associated with theextraction and processing of raw materials,reducing the need for landfilling and inciner-ation, and conserving natural resources.

Best Practice Actions: • Put your larger volume waste to work to

earn money instead of being a disposal

expense by identifying local waste handlers and buyers for glass, plastic,office paper, newspaper, cardboard,metals and organic wastes.

• Have in place a building occupant recycling program that addresses the sepa-ration, collection and storage of materialsfor recycling including (at a minimum)paper, glass, plastics, cardboard/OCC, met-als, batteries and fluorescent lamps anddiversion from landfill disposal.

• Place recycling containers throughout thebuilding and conduct occupant and main-tenance personnel awareness campaigns onbuilding recycling procedures.

• Research local recycling efforts to find thebest method of diverting recyclable mate-rials from the waste stream.

• Consider employing cardboard balers, alu-minum can crushers, recycling chutes andother waste-management techniques tofurther enhance the recycling program.

• Investigate external markets for recyclablesand expand collection to include new,marketable materials.

• Increase the recycled content of materialsin your manufactured goods.

5. Improve Waste Management Through Recycling


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“Bad press can make your neighbors nervous,” says Terry Butler, director ofenvironmental health and safety ofVermeer Manufacturing Co.Headquartered in Pella, Iowa,Vermeerbelieves in protecting the environment andpreserving the company’s reputation. Intoday’s Internet world, anyone can view acompany’s environmental track record.That’s why Vermeer continually minimizesthe environmental impact of its operationsthrough waste recycling programs.Promoting these programs by giving facto-ry tours and visiting with local schoolgroups boosts Vermeer’s public image,giving it the double advantage of both costsavings and public relations benefits.

“Recycling pays, and if people don’t thinkyou can save money by reusing, they’re notlooking hard enough,” says Butler.Theirsolvent recycling program required aninvestment of $142,000, but had a paybackperiod of just six to eight months and con-tinues to pay for itself year after year.Thecompany inventoried the hazardous andnon-hazardous wastes generated at thefacility, assessed their disposal costs andexplored the options and costs for recy-

cling or reusing the wastes.The result:Vermeer saves between $135,000 and$175,000 annually just from recycling onewaste stream.

Vermeer’s other environmental protectionefforts include recycling pallets by grindingthem into wood chips with a Vermeerchipper and selling them as feedstock forboilers or mulch.Their processed watertreatment exceeds allowable industry levels.Vermeer prevents pollution of nearbywaterways by sampling for pollutants dur-ing rainstorms and appropriately storinghazardous material.These programs helpkeep the waterways around Vermeer’s plantpristine, while saving them money.



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Indoor environmental contaminants canoriginate within the building or be drawn infrom outdoors. Poor indoor air quality canincrease occupant illnesses, absenteeism andhealth care costs.A lack of natural lightingand views to the outdoors can also negativelyaffect productivity and health.

Maintaining optimal IEQ reduces liability forbuilding owners, increases building valuationand improves the health and productivity ofbuilding occupants. Liability issues are espe-cially significant in manufacturing processesthat involve chemicals or processes that couldpotentially endanger worker health. Becauseemployee salaries and benefits represent a sig-nificant portion of operating costs, actionsthat improve employee attendance and pro-ductivity are highly beneficial.

IEQ problems can be a result of ventilationsystem deficiencies; overcrowding; offgassingmaterials; mechanical equipment or manufac-turing processes; tobacco smoke; microbiologicalcontamination; or outside air pollutants.Indoor environment problems are preventableand solvable. Nevertheless, maintaining ahealthy and comfortable indoor environmentin any building requires integrating manycomponents into a complex system.

Best Practice Actions: • Take a proactive approach to indoor air

quality rather than reacting to problems asthey occur.

• Approach IEQ improvement in a compre-hensive manner that considers ventilationeffectiveness, moisture management andcontrol of contaminants.

• Integrate permanent monitoring and con-trol technology into HVAC systems tomaintain optimal temperature, humidity andventilation and to detect air contaminants.

• Use high-quality outdoor air and ensureadequate ventilation rates to maintainsuperior indoor air quality.

• Locate fresh air intakes away from possiblesources of contamination.

• Ensure that potential air contaminants frommanufacturing processes are properly con-trolled by providing appropriate storage anddisposal systems, training workers for properhandling and routinely testing air and sur-faces to ensure acceptable exposure levels.

• Minimize the use of volatile organic compounds (VOCs) in your building byminimizing their use in manufacturingprocesses and by preferentially purchasinglow-VOC content materials for cleaning,construction and maintenance.

• Use entryway systems (grills, grates, mats,etc.) to reduce the amount of dirt, dust,pollen and other particles entering thebuilding at all entryways.

• Consider the use of low-impact environ-mental cleaning products and providetraining for the janitorial staff on how touse the new products better to be morecost effective.

6. Improve Indoor Environmental Quality (IEQ)To Increase Productivity


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Knoll, Inc., a furniture producer with fourmanufacturing sites in North America,strives to design its manufacturing processesto protect the health of its employees,the communities they reside in and theenvironment. One element of this is main-taining high indoor environmental qualityin all their facilities by minimizing the useof hazardous chemicals in its manufactur-ing processes.

Volatile organic compounds (VOCs) arecommonly used in paints, solvents, adhe-sives and other materials used during themanufacture of furniture. Exposure toVOCs, either during the manufacturingprocess or due to outgassing from the finalproduct, can cause human health problemssuch as eye, nose and throat irritation;headaches; loss of coordination; nausea;organ and central nervous system damage;and cancer. Knoll has altered its manufac-turing process to minimize the use of theseharmful compounds. Strategies for achiev-

ing this have included converting toformaldehyde-free glues; replacing solvent-based finishing materials with water-basedalternatives; and providing safe, above-ground storage tanks for solvents to prevent contamination.

These actions have reduced VOC emissionsby 75 percent in wood-finishing operations,99 percent in metal-coating operations and99 percent in adhesive operations.



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Transportation of goods and people can becostly and affect air quality. Freight transporta-tion costs directly affect the price of goodsand the profits realized by manufacturers andshippers.An efficient transportation systemspurs economic growth, reduces environmen-tal impacts and gives product manufacturersand shippers a competitive edge.

In addition to directly addressing freighttransportation procedures, companies canrelieve pressure on the local transportationinfrastructure by encouraging alternativecommuting opportunities for employees. Ofthe 520 million cars worldwide,Americansown 200 million. Choosing environmentaltransportation options improves the qualityof life for employees and employers byreducing motor fuel use, reducing the emis-sion of pollutants from vehicles, preventingcongestion on roadways and minimizing thenumber of parking spots needed on facilitygrounds. Company-sponsored commutingprograms can be an appealing benefit toemployees, aiding in the recruitment andretention of high-quality workers.

Best Practice Actions: Freight Transport• Optimize the use of existing transportation

networks to minimize the need for newtransportation lines.

• Preferentially purchase materials from localsources that require less transport.

• Consider packaging options that minimizematerials use and, therefore, weight andsize of products.

• Invest in or contract with companies thatown fleet vehicles with high fuel efficiency,

low emissions and advanced systems forreducing idling time.

• Use information technology for inventorycontrol and managing shipping logistics toensure the most efficient transport ofgoods and reduce unnecessary shipments.

• Investigate ways to reduce the weight anddistance traveled by cargo leaving andarriving at your facility.

Commuter Transport• Survey building occupants to determine

how mass transportation options mightmeet their needs, and if mass transit incentives would be a valuable benefit to employees.

• Facilitate employee access to mass transitstops with walkways or shuttles.

• Provide incentives to minimize the use ofsingle-occupant vehicles, such as mass tran-sit passes, preferred or discounted parkingfor carpoolers, and storage and changingfacilities for bicycle commuters.

• Support the use of alternative fuel orhybrid vehicles by offering alternative fuelrefueling stations, preferred or discountedparking for drivers of alternative vehicles,or by purchasing alternative vehicles forthe company fleet.

• Encourage telecommuting for eligibleemployees to reduce commuting frequency.Provide the necessary infrastructure in thebuilding and in homes of telecommutersand provide incentives for telecommuting.

• Develop a communications program tomake employees aware of alternative trans-portation options and incentives, includinga system for setting up carpools for employ-ees traveling to work from the same areas.

7. Reduce Transportation Impacts


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Bayer Corporation sites—and other companies, from small businesses to multi-national corporations—are signing on aspartners in the EPA’s voluntary transporta-tion and air quality programs. By providingresources, promoting best practices andencouraging partnerships, the EPA hopesto encourage efficient use of the nation’stransportation system, higher air qualityand reduced greenhouse gas emissions.

The EPA’s voluntary transportation pro-grams seek non-regulatory opportunitiesto recognize leaders in protecting the envi-ronment.The EPA’s Best Workplaces forCommutersSM program recognizesemployers that provide exemplary com-muting options for their employees thatreduce traffic congestion, protect air quali-ty and reduce greenhouse gas emissions.Bayer Corporation received this distinctionin 2003 by making the San Francisco BayArea’s Best Workplaces for Commuters list.The EPA estimates that nationwide, pro-gram participants are reducing the numberof miles driven daily by 3 to 6 million,annually saving between 35 and 70 milliongallons of gasoline, and preventing theemission of 300,000 to 600,000 metrictons of carbon dioxide (CO2) each year.

Another voluntary opportunity from theEPA, the SmartWaySM TransportPartnership is a collaborative voluntaryprogram between freight carriers, manu-facturers and retailers.The program isdesigned to encourage cooperationbetween shippers and carriers to reduceemissions from the freight transport sectorthat cause air pollution and contribute toclimate change. In addition to the envi-ronmental benefit, the EPA estimates thatby 2012, the program will save approxi-mately $9 billion in fuel costs by reducingthe need for as much as 150 million barrels of oil annually.



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Most efficiency improvements in equipmentand processes have economic as well as envi-ronmental advantages. Reducing environmen-tal impacts improves public relations withinthe local community and may enhance themarketing appeal of your products.Addition-ally, companies can reduce the risk of potentialliabilities through manufacturing practicesthat mitigate the environmental and humanhealth impacts of their facility.

To maximize the benefits to your company,consider doing a comprehensive assessment ofthe environmental impacts associated withyour facility. Determine how efficiencyimprovements could lessen these impacts, howyou can make further improvements and howenvironmental initiatives can enhance relationswith your community and customers.

Best Practice Actions: • Keep score and report your resource con-

sumption, emissions and waste productionbefore and after efficiency improvements.

• Establish a program for communicating yourenvironmental achievements to employees,community members and customers.

• Adopt a comprehensive plan for makingcontinued improvements in environmentalprotection by identifying opportunities,setting target goals and implementingpractices and improvements that achievethose targets.

• Investigate environmental certification andaward programs that will recognize theachievements of your facility.

• Release an Annual Corporate EnvironmentalReport that highlights your environmentalperformance and improvements.

8. Reduce Environmental Impacts And Potential Business Liabilities


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Ford Motor Company has revitalized itshistoric 750,000 square foot River RougePlant in Dearborn, Mich., so that it nowhandles three different vehicle platforms andnine different models. Chairman Bill Ford,Jr., wanted to “transform a 20th-centuryindustrial icon into a model of 21st-centurysustainable manufacturing.”The new facilityincludes a wide range of features that miti-gate its environmental impacts.

Ford’s use of vegetation in its naturalstorm-water management system helpsprotect the nearby Rouge River while sav-ing the company money on operatingcosts.The centerpiece of this system is theworld’s largest living roof.The 10.4-acreroof can absorb up to 4 million gallons ofwater per year while filtering out pollu-tants that normally run off into the RougeRiver. In addition to filtering and retainingrainwater, the maintenance-free roof willlast twice as long as a traditional roof andprovides natural insulation.

Energy efficiency is another prominentfeature of the Rouge plant. Daylighting,heat wheel recovery systems and jumboHVAC units in the assembly plant reduceutility expenses. Indoor air quality initia-

tives, materials recycling/reuse programs,reduced consumption of potable water,porous parking areas and the creation of awildlife habitat are some of the other fea-tures of the Rouge facility.

Ford highlights the facility to communi-cate its commitment to social responsibilityand environmental leadership.As part of atour program that showcases its innovativemanufacturing facility, Ford invites visitorsto view its green roof from the 80-foot-high Observatory Deck. Interactiveexhibits, touch-screen kiosks and hands-ondisplays explaining the facility’s environ-mental features are also located on theObservation Deck.


Companies Setting Standards For SuppliersMany companies on a voluntary basis areincluding requirements in their procurementpolicies that set standards for the practices oftheir suppliers.They are doing this becausethey have decided it is good for their businessand results in improving relations withemployers, customers and the public.Thesecompanies recognize that the practices of theirsuppliers affect the quality of their productsand are part of their overall footprint. Giventhis growing practice among purchasers, itmakes sense for manufacturers to preparethemselves to make these supplier standards amarketing opportunity rather than a barrier.

The range of topics included in supplierstandards set by customer companies is

expanding over time.These standards for sup-pliers initially focused on product quality, buthave expanded over time to include businesspractices and environmental impacts.

For example, many manufacturers requiresuppliers to be ISO 9001 compliant and arenow expanding those requirements to ISO14001 as well. ISO 9001 addresses manufac-turing quality, while ISO 14001 addressesenvironmental issues in manufacturing.

Based on current trends, major manufacturersare projected to continue expanding theirenvironmental standards for suppliers.Manufacturers that reduce energy use, wateruse, waste and other environmental impactswill be well positioned to remain competitiveas suppliers to these companies.


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9. Identify Marketing Opportunities Presented ByIncreased Environmental Procurement Standards


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In Toyota’s view, environmental steward-ship is not only the practice of a goodcorporate citizen, it is good for business.To that end, the Environmental ActionPlan implemented by Toyota MotorManufacturing North America demandsthat the company achieve the highest level of environmental performance in the auto industry.

Recognizing the environmental impactbeyond its own facilities,Toyota encouragesand supports its parts and materials suppli-ers’ efforts to protect the environment aspart of the action plan.

For example, following Toyota’s issuance ofGreen Supplier Guidelines in 2000, 98 per-cent of its North American suppliers becameISO 14001 certified/registered.Toyota,which set an example by reducing water andenergy consumption 15 percent per unit of

production since 2000, also shares best prac-tices and ideas with its suppliers.

Toyota’s Green Supplier Guidelines alsorequire the elimination of chemicalsincluded on Toyota’s global chemical banlist and that suppliers create their owncompliance systems for the handling andtransportation of hazardous materials.



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Many resources are available to help manu-facturers increase energy efficiency. Selectedresources are listed below.

General Resources

Alliance to Save Energy (ASE)www.ase.org/section/topic/industryPhone: (202) 857-0666This organization promotes energy efficiencyworldwide to achieve a healthier economy, acleaner environment and greater energysecurity.ASE supports industrial performanceimprovements through energy efficiency andenergy management.

The alliance’s Industrial EnergyEfficiency Clearinghouse provides infor-mation that plant managers can put toimmediate use.The clearinghouse is anInternet platform that provides many down-loadable documents, and includes links toother Internet sites.

The alliance’s Industrial Sector conductsprogram marketing, communications andpublications.The team also produces a vari-ety of workshops and seminar presentations.

The alliance’s Industrial SectorPublications are updated monthly.

Alliance for Sustainable Built Environmentswww.sustainablebuiltenvironments.orgA group of business leaders dedicated tohelping the business community make wisedecisions that preserve our natural resources.Their goal is to inform decision-makers atevery level that the choices they make inregard to their facilities can be both econom-ically and environmentally sustainable.

Energy Services Coalition (ESC)www.energyservicescoalition.orgESC is a coalition of representatives of energy services companies (ESCOs), facilityowners, finance companies and state energyoffices.The Web site includes a guide tousing energy service companies and a listingof which ESCOs serve each state.

Industrial Energy Efficiency Clearinghousewww.ase.org/section/topic/industry/clearinghouseThis site offers information regarding freeenergy audits, energy accounting and check-lists for plant managers who want to takeaction immediately. Material also includesguides for selecting an energy services compa-ny, purchasing energy in today’s restructuredmarkets and tips for gaining managementapproval for energy improvement projects.

Leonardo Academywww.leonardoacademy.orgPhone: (608) 280-0255 A nonprofit organization to help you findthe resources you need to increase the effi-ciency and sustainability of your facility.

The Manufacturing ExtensionPartnership (MEP)www.mep.nist.govPhone: (301) 975-5020; (1-800) 637-4634A nationwide network of more than 400not-for-profit centers whose purpose is toprovide small and medium manufacturerswith the help they need to succeed in a wide range of areas. Most MEP centers areequipped to advise manufacturers on energyefficiency, providing links to local resourcesand expertise.

Resources To Make Your Facilities More Efficient and Less Wasteful


The Manufacturing Institutewww.nam.org/institute Phone: (202) 637-3107The research and education arm of theNational Association of Manufacturers,established to educate policymakers, manu-facturers and the media about the role ofmanufacturing in the nation’s economy andto help make efficiency a part of manufactur-ers’ daily routine.

Department of Energy’s IndustrialTechnologies Program (ITP)www.eere.energy.gov/industryPhone: (1-877) 337-3463A program to help companies reduce theenergy requirements of manufacturing whilestimulating economic productivity andgrowth.Their “Best Practices” program helpsindustrial manufacturing plants identifyopportunities to save substantial amounts ofenergy and money, increase production,reduce harmful emissions and enhance globalcompetitiveness.

U.S. Green Building Council (USGBC)www.usgbc.orgPhone: (202) 828-7422 The USGBC is a coalition of building indus-try leaders working to promote buildings thatare environmentally responsible, profitableand healthy places to live and work.TheUSGBC recently developed the Leadershipin Energy & Environmental Design (LEED)Green Building Rating System (LEED-EB),a set of performance standards for the sus-tainable upgrades and operation of buildingsnot undergoing major renovations.

Topic-Specific Information

Increase Energy Efficiency To Reduce Costs

Steaming Ahead: Energy-EfficiencyResources for Industrial Steam Plant Managers www.steamingahead.orgPhone: (202) 857-0666An organization dedicated to raising theawareness of energy efficiency opportunitiesin industrial steam systems. Steaming Aheadsupports the U.S. Department of Energy’sBest Practices Steam Program.

North American InsulationManufacturers Association (NAIMA)www.naima.orgPhone: (703) 684-0084NAIMA provides a full breadth of informa-tion on building and industrial insulation.NAIMA also provides details on environ-mental aspects of fiber glass, rock wool andslag wool insulations, as well as health andsafety and specification information.TheirWeb site includes an online literature libraryof more than 150 free and low-cost publica-tions on insulation.

U.S. EPA ENERGY STAR Buildings and Productswww.energystar.govPhone: (1-888) STAR-YESThis Web site includes energy-efficient prod-uct lists with store locators and guidelines forreducing building and facility energy use.

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The Department of Energy’s IndustrialTechnologies Program (ITP) BestPractices Programwww.oit.doe.gov/bestpractices/software_tools.shtmlPhone: (1-877) 337-3463Best Practices has a varied and expandingsoftware collection to help identify and analyze energy system savings opportunitiesin plants:• AIRMaster+— provides comprehensive

information on assessing compressed airsystems, including modeling, existing andfuture system upgrades, and evaluating savings and effectiveness of energy efficiency measures.

• ASDMaster: Adjustable Speed DriveEvaluation— helps determine the eco-nomic feasibility and electrical energy savings of an ASD application and includesa searchable database of standard drives.

• Fan System Assessment Tool(FSAT)—helps quantify the potentialbenefits of optimizing fan system configu-rations that serve industrial processes.

• MotorMaster+ 4.0—an energy-efficientmotor selection and management softwaretool that includes a catalog of more than20,000 AC motors.

• Process Heating Assessment andSurvey Tool (PHAST)—provides anintroduction to process heating methodsand tools to improve the thermal efficiencyof heating equipment.

• Pumping System Assessment Tool(PSAT)—helps industrial users assess theefficiency of pumping system operations.

• Steam System Tool Suite—offers asuite of tools for evaluating and identifyingsteam system improvements.

Insulation Thickness Computer Programwww.pipeinsulation.orgThis Web site provides case studies and back-ground information on industrial insulationbenefits. It also serves as an access point todownload NAIMA’s free software program,3E Plus, to calculate the appropriate thick-nesses of pipe insulation to specify in orderto achieve desired emissions levels, energysavings and thermal performance.

Increase Water Efficiency To Lower Costs

WATERGY version 3.0www.eere.energy.gov/femp/information/download_watergy.cfmWATERGY is a spreadsheet model that useswater/energy relationship assumptions toanalyze the potential of water savings andassociated energy savings.

Water Wiser:The Water EfficiencyClearinghousewww.awwa.org/waterwiser/Phone: (1-800) 926-7337 This Web clearinghouse contains articles, ref-erence materials and papers on all forms ofwater efficiency.

Water Efficient Landscapinghttp://muextension.missouri.edu/xplor/agguides/hort/g06912.htmPhone: (573) 882-7477This Web site contains general descriptionsand strategies for water efficiency in gardensand landscapes.

U.S. EPA Water-Saving Tipswww.epa.gov/OW/you/chap3.htmlThis Web site provides guidance for commer-cial, industrial and residential water users onsaving water and reducing sewage volumes.


Water Efficiency Guide for BusinessManagers and Facility Engineerswww.owue.water.ca.gov/docs/water_efficiency_guide.pdfA resource developed by the CaliforniaDepartment of Water Resources that offersspecific measures for industrial and commer-cial site managers to improve water efficiency.

Improved Waste ManagementThrough Waste Reduction, Reuse,Donations and Recycling

EPA Industrial Waste Managementwww.epa.gov/epaoswer/non-hw/industd/index.htmThis Web site offers tools and recommenda-tions for reducing waste specific to manufacturing processes.

Recycling at Workwww.usmayors.org/USCM/recyclePhone: (202) 293-7330This program from the U.S. Conference ofMayors provides information on workplacerecycling efforts.

Waste at Workwww.informinc.org/wasteatwork.phpPhone: (212) 361-2400This online document from Inform, Inc.,and the Council on the Environment ofNew York City provides strategies and casestudies to reduce workplace waste generation.

Small Business Waste Reduction Guidewww.uwex.edu/ces/ag/sus/sbdc/tocdetl.htmThis resource from the University ofWisconsin-Extension identifies waste-reduc-tion opportunities and strategies for smallbusinesses, including manufacturing firms. Itincludes a number of case studies, includingelectronics manufacturing, plastics manufactur-ing, printing and wood products companies.

Business Waste Reductionwww.ciwmb.ca.gov/bizwastePhone: (916) 341-6000This program from the California IntegratedWaste Management Board assists in officerecycling and waste-reduction efforts.

National Recycling Coalition www.nrc-recycle.orgPhone: (202) 347-0450This Web site provides information on recycling ranging from “how to set up arecycling program” to “where to find buy-ers/markets for recycled goods.”

EPA WasteWise Programwww.epa.gov/wastewise/about/index.htmPhone: (1-800) 372-9473This is a free, voluntary EPA program to helpU.S. organizations eliminate costly municipalsolid waste, which benefits their bottom lineand the environment.

Improve Indoor Environment QualityAnd Increase Productivity

National Institute for OccupationalSafety and Health (NIOSH)www.cdc.gov/niosh/topics/indoorenv/Phone: (1-800) 356-4674NIOSH is the federal agency responsible for conducting research and making recom-mendations for the prevention of work-related injuries and illnesses. NIOSH is partof the Centers for Disease Control andPrevention (CDC).

Indoor Air Quality Association (IAQA)www.iaqa.orgPhone: (301) 231-8388IAQA is a nonprofit organization that disseminates information about indoor environmental quality.

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EPA Indoor Air Quality Web Sitewww.epa.gov/iaqPhone: (202) 343-9370This site offers a wide variety of tools, publi-cations and links to address IAQ concerns inschools and large buildings.The download-able IAQ Building Education and AssessmentModel (I-BEAM) software program providescomprehensive IAQ management guidanceand calculates the cost, revenue and produc-tivity impacts of planned IAQ activities.

Reduce Transportation Impacts

DOE: Energy Efficiency Transportation Sectorwww.eia.doe.gov/emeu/efficiency/ee_ch5.htmPhone: (202) 586-7237This article analyzes transportation in theUnited States, including information aboutfreight and passenger transportation, trendsand projections for transportation-relatedenergy consumption, and economic implica-tions or transport.

EPA SmartWay Transport Partnershipwww.epa.gov/otaq/smartway/index.htmPhone: (734) 214-4767This voluntary program, sponsored by theEPA, offers resources and support in adoptingfreight industry practices and technologiesthat increase energy efficiency, improve ener-gy security, reduce air pollution and theemission of greenhouse gases, and reducetransportation costs.This is a good resourcefor companies with their own transportationfleet or customers of freight services.

Best Workplaces for Commuterswww.bestworkplacesforcommuters.gov/index.htmPhone: (1-888) 856-3131 A program established by the EPA and theDepartment of Transportation that publicly

recognizes employers for exemplary com-muter benefits programs. It provides tools,guidance and promotion to help employersincorporate commuter benefits into theiremployee benefits plan, reap financial benefitsand gain national recognition.

The Department of Energy’s CleanCities Vehicle Buyer’s Guide For Fleetswww.eere.energy.gov/cleancities/vbg/fleetsA site designed to educate fleet managers andpolicymakers about alternative fuels and vehi-cles.The site provides pricing and technicalspecifications for light and heavy-duty AFVs, adirectory of alternative fueling stations andstate AFV purchasing incentives and laws.

The Department of Energy’s Fuel Economy Web Sitewww.fueleconomy.gov/fegPhone: (1-800) 423-1363A site that allows comparisons of cars basedon gas mileage (mpg), greenhouse gas emis-sions, air pollution ratings and safety infor-mation for new and used cars and trucks.

The Telework Collaborativewww.teleworkcollaborative.comThis organization combines the expertise andresources of five western states (Texas,Arizona, California, Oregon and Washington)to deliver some of the most respected tele-work program implementation materials inthe field.

Reduce Environmental Impacts And Potential Business Liabilities

Global Reporting Initiative (GRI)www.globalreporting.org/A multistakeholder process and independentinstitution, GRI’s mission is to develop anddisseminate globally applicable SustainabilityReporting Guidelines.


The Cleaner and Greenersm

Certification Programwww.cleanerandgreener.orgPhone: (608) 280-0256A whole company certification program thathelps businesses communicate their energyefficiency and environmental achievements totheir customers.

International Organization For Standardization (ISO) www.iso.orgISO is the world’s largest developer of standards. Simply Quality (formerly ISO Easy)—www.isoeasy.org—and ISO Online—www.iso.ch/—provide guidance for ISO certification.• ISO 9000 standards are management-

system standards that state requirements forwhat an organization must do to managethe processes influencing quality.

• ISO 14000 standards are management sys-tem standards that state requirements forwhat an organization must do to managethe processes influencing the impact of theorganization’s activities on the environ-ment (ISO 14000).“Environmental man-agement” in ISO 14000 is defined by themanagement processes companies have inplace to minimize harmful effects on theenvironment caused by its activities.

EPA Climate Leaderswww.epa.gov/climateleadersThis new, voluntary EPA industry-govern-ment partnership encourages companies todevelop long-term comprehensive climatechange strategies.

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Notes

Notes

Notes

ANUFACTURINGINSTITUTE

THE

MANUFACTURING MAKES AMERICA STRONG

1331 Pennsylvania Avenue, NW • Washington, DC 20004-1790www.nam.org/institute

0502-01-MI

Introduction: Overview of Sustainability for Manufacturers

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