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human resources or leadership. At any given time, not all processes are equally important for improving the business performance. Based on efficiency, quality, customer satisfaction, cycle time, and cost, some processes are prone to errors or waste while other processes perform as planned. The Six Sigma Business Scorecard requires understanding the Business Performance Index (BPIn) measurements in each process category and reviewing the operational effectiveness in that context. Performing a business opportunity analysis, to identify areas that adversely affect the profitability and growth, is a good way to ensure measurements have a specific purpose rather than just giving nice-to-know information. Measurements are crucial tools used to identify opportunities for improvement, monitor progress, and inform the leadership about the state of the business. However, the most important reason for taking measurements is to make problems visible so that they can become opportunities for improvement. Good measurements identify or magnify the problem areas so they cannot remain hidden. If problems are visible, they cannot be ignored and thus will have to be fixed. Otherwise, they continue to bother the company s leaders as an area to address. Conversely, if problems are not identified, they will be hidden and ignored, and the waste will continue to build.

implementation plan. The timeline should be viewed as a control document to evaluate the progress of the team versus preestablished milestones. Proper planning is needed to ensure the timeline is achievable and will meet the goals of the project. Table 8.1 shows some general guidelines for the time required for each step of the solid waste minimization process. Please note that the timeline assumes that the team will be devoting approximately 30 percent of their time to the project and 70 percent of their time to normal job duties. On average a successful project requires approximately 3 to 4 months to complete. Table 8.1 shows the timeline created for the case study.

Table 10-3

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The nal deliverable from the de ne stage of the process is the budget. The budget identi es the nancial resources available to the project for process improvements and data collection assistance. The budget could include such items as

Training and reference materials Outside training Data collection and trash sort tools (gloves, yard sticks, scales) Data collection labor Equipment purchases (baler, grinders)

Container purchases (desk side and workroom oor receptacles) Communication funds (newsletters, banners, posters) Travel funds to visit top performing sites for benchmarking Meeting refreshments (if desired)

Identifying process measurements begins by looking at all aspects of a process: inputs, process steps, and outputs. The inputs are typically related to the material or information, method or approach, machine or tools, people resources or skills, environmental factors, and measurement capability. The objective is to identify (1) inputs that are performing at a high level (almost at the 100 percent level of acceptability), (2) the variables that show larger variances from the target values, or (3) parameters that directly correlate to the process output. The significant parameters are chosen to be the measurements at the process level for monitoring.

Several approaches exist when creating the budget. For example, project start-up funds could be allocated by management and spent at the team s discretion. Management could allocate $1000 to $10,000 for the items listed above and empower the team to best utilize the funds. Many successful companies have taken the approach that no additional dollars will be allocated to the project. The team is given the base budget of the previous year s solid waste removal and recycling costs for a start. The team must then creatively use this same budget to reduce the environmental impact of the organization. All expenditures would be cost justi ed based on return on investment and available funds in the budget. This approach is generally preferred by management, because no additional funds are needed and the outcome of the project at a minimum will be breakeven for the organization. As a rst step in reviewing previous waste removal records, the team determines the budget by calculating last year s expenditures. For the case study example, the team was given $4000 by executive management to cover tools and program start-up costs.

Type of light Sunlight (sunny day) Sunlight (dull day) Sunlight (overcast day) Incandescent lamp Compact fluorescent lamp Fluorescent lamp Ultraviolet lamp Orange sodium street light Load voltage (V) Current (mA)

Reviewing the existing organizational records for solid waste and recycling usually provides signi cant insight into the amounts, types, and patterns of waste generation. Very useful data and information can be gained to help focus the efforts of the team and eliminate the need for the collection of existing raw data. Collecting highquality records will save a great deal of time, money, and effort versus raw data collection via a trash sort or facility walk through. The types of records to collect include

Purchasing, inventory, maintenance, and operating logs Supply, equipment, and raw material invoices Equipment service contracts Repair invoices Waste hauling and disposal records and contracts (including 1 year of amounts and fees collected) Contracts with recycling facilities and records of earned revenues from recycling Major equipment list Production schedule (representative of a year) Company brochure or product information Material safety data sheets (MSDS) Facility layout (hard copy plus CAD copy, if available) Process ow diagrams

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