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been using financial measures As many as 50 of these financial measures can be used in conjunction with the process-level measurements The financial success of the business correlates directly to its operational excellence Good operational performance correlates directly to good financial results Conversely, poor operational measures eventually lead to poor financial results This relationship is so direct and simple, but it is still overlooked by management, as seen in many decisions on a daily basis Employees are almost always aware of this managerial oversight They wonder why the leadership overlooks the facts of what employees see on the floor Especially in tough financial times, this leads to employees perception of leadership s hypocrisy and lack of commitment to corporate success Employees believe that one bad leadership decision can have an adverse impact on hundreds of things that the employees do well.

book. Specifically, I would like to mention Mr. James Walters of the Lucas County Solid Waste Management District and Dr. Robert Bennett of The University of Toledo for their guidance and support related to solid waste minimization. I also wish to thank the numerous undergraduate and graduate students who have conducted research in the Environmentally Conscious Design and Manufacturing Laboratory at The University of Toledo. I wish to acknowledge Laura Franchetti for her editing and critiquing skills and moral support during the writing this book. Also, I thank the many unnamed people who assisted in the preparation of this book or who worked on some of the projects used as examples. Matthew J. Franchetti, Ph.D., P.E.

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Biomass therefore is a result of solar energy additionally, biomass takes carbon dioxide out of the atmosphere. When we burn it we simply put back the carbon dioxide that was taken out in the first place the only carbon emissions are a result of processing and transportation. Looking at hydropower, you might wonder how falling water is a result of the sun, but it is

In the extremely competitive world of business and manufacturing, solid waste disposal is often overlooked In many companies, few stakeholders are aware of the destinations of the generated wastes and associated costs There are associated costs with excess raw materials, scrap parts, poor use of resources (including labor), and outdated materials All of these contribute to a company s solid waste stream, and must be addressed when calculating the costs of disposal In addition, it is not an ecologically or economically sound decision to allow recyclables to enter land lls Thus, destinations and the costs associated with them must be addressed Solid waste disposal typically accounts for 3 percent of a manufacturing organization s expenses In 2007, Ford Motor Company (Ford) reported net revenue of $1725 billion and expenses of $1536 billion, with a pro t of $18.

9 billion, and General Motors (GM) reported net revenue of $1811 billion and, expenses of $1666 billion, with a pro t of $145 billion Solid waste disposal costs are approximately $46 billion and $50 billion for Ford and GM, respectively Considering the multibillion dollar expenses associated with solid waste disposal for these companies, signi cant cost savings can be realized by analyzing and minimizing solid waste generation As indicated in the previous example, waste analysis and minimization can be nancially very advantageous to companies and should be evaluated However, many companies do not have any personnel capable of performing the evaluation due to time constraints and lack of knowledge and experience in the eld.

The ful llment of this need for an experienced evaluator with available time has led to research opportunities and a competitive disposal and recycling market, and has opened new elds of recycling It is easy to get wrapped up in the emotions of environmental protection, waste minimization, and recycling often associated with environmental activists or tree huggers The real challenge is to have these initiatives make business sense for corporations around.

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