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Most companies have difficult times implementing a sound strategy effectively throughout the corporation. Strategic blunders throughout a corporation can lead to its major fall. However, the main reason for mediocre performance and profitability is poor execution of simple, well-known principles. Many companies devote resources to developing a sound corporate strategy without somehow recognizing the need to execute it well. They assume people will just figure that part out. Without a well-thought-out execution and institutionalization process, however, the new ideas, strategies, or programs become the cannonball of the year. Employees become immune to new initiatives about which the management is so excited. Leadership thinks it has assigned people to tasks and empowered them to perform; therefore, it now blithely expects results. When a major initiative is launched in an organization, the leadership (CEO or equivalent) must be passionately committed to it. Unfortunately, the whole process of commitment is often reduced to a few slogans. The initiative simply stays a slogan without producing any results. Commitment must instead be based on the real understanding by the leadership of its potential benefits at both personal and corporate levels. Such an approach allows employees to see something for themselves and for the company. If the potential return on investment for their effort is clear and visible, they are interested in working on it; otherwise, no matter how bright an idea or how strong the leadership, the strategy will not yield the desired results.

If you need to convert flow of water between metric and imperial, I suggest you nip along to: www.deltainstrumentation.com/calcs.html

interconnected levels of energy, waste, and process analyses. This method allows for an ef cient, cost-effective analysis, in essence combining three audits into one. This TAA concept is similar to the WAMRP in that both involve universities and aid companies in reducing waste. The major differences are that TAAs analyze more functions for the business, are only conducted for manufacturers, have less involvement from students, and are not provided free of charge.

2.11 Summary

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This chapter provided a broad overview of the solid waste industry and solid waste minimization. An understanding of these concepts is critical for an overall understanding of the eld and aid in developing optimal solutions. The worldwide generation rates provide an overview of the solid waste problem and the need for engineering solutions. The government s response to these problems was also introduced with a discussion of laws and regulations. Finally, from the practitioner s standpoint several tools were discussed to minimize solid waste, including solid waste exchanges, life cycle assessment, and the human factors of recycling.

In the case of Six Sigma initiatives, many companies have started to train people in herds, expecting miracles But the miracles are not happening I was at a company recently where I learned about the performance of its internal processes and was amazed that the company even survived as long as it had Two days later I read in the newspaper that the company had saved hundreds of million dollars through its Six Sigma initiative If I had asked the employees about the improvement, however, they would have said that they had not seen a penny from all the savings To the employees, the savings appeared to exist because of the management s number manipulation techniques rather than because of any actual improvement Each Six Sigma project at a large corporation is expected to save about $100,000 to $250,000.

The purpose of a project, plan, or initiative (solid waste minimization or otherwise) is to achieve measurable results that can be tied into the original goal. These results or bene ts are often critical in determining the fesasibility or acceptance of a project proposal. These bene ts are also the key selling points used when promoting solid waste minimization to stakeholders and decisions makers. The bene ts of solid waste minimization and recycling can be separated into four areas:

Manufacturer s figures can often be optimistic and sometimes unreliable. While the minutiae sometimes don t matter, if you want to be sure and test flow rate, all you need is a gallon bucket and a stopwatch. Time how long it takes to fill up the bucket.

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