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Sometimes it is difficult to quantify measures for certain parameters, and it requires creativity to establish a realistic, practical, and economic measurement that will quantify variances in the process The measurement method does not have to be perfect in terms of absolute measurements The rate of improvement, instead of the absolute value, becomes more critical in making positive contributions to the process output and the ultimate profitability For example, let s look at two competing car manufacturers One has a starting defect rate of 130 defects per unit and the other, 110 defects per unit At the end of 2 years, if both companies have achieved their planned rate of improvement of 10 times in 2 years, the defects per unit will be 13 and 11, respectively In both cases, the results are much better than what they started with.

The purpose of reviewing these records is to determine the total amount of waste generated annually, the total amount of material recycled annually, and the total waste removal and recycling cost structure. A review of purchasing records can also be bene cial to backtrack into an estimate of waste components generated. For example, shipments often arrive in cardboard containers. By researching the number of containers received per year and estimating the weight per carton, the team could estimate the total weight of cardboard boxes disposed each year. Often times, the janitorial staff, maintenance, purchasing, and accounting staff will be most useful when gathering these records. In addition, customer service at the waste hauling and recycling companies may record more detailed records than the information that appears on monthly invoices. The team should be aware of several limitations that exist from the existing records, such as

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collect this information. The records do not usually provide information about speci c waste components (a trash sort is generally needed for this data). The records can be dif cult to use if more than one business shares a dumpster. Figures 8.4 through 8.13 serve as the data collection worksheets for the existing record review. Included in these worksheets are the recommended documents to collect.

In this experiment we are going to look at the range of values for power produced from different light sources. Take your solar cell, and connect it in the same manner as when we measured current voltage curves, and try different sources of light. Plot the results in a copy of Table 10-3. How does the power generated compare with natural light

The goal of this step is to aid the team in fully understanding the business processes and capabilities of the facility. An understanding of these processes is crucial in developing alternatives to reduce solid waste. A process owchart is a hierarchical method for displaying processes that illustrates how a product or transaction is processed. It is a visual representation of the work ow either within a process or an image of the entire operation. Process mapping comprises a stream of activities that transforms a well-de ned input or set of inputs into a prede ned set of outputs. A well-developed process owchart or map should allow people unfamiliar with the process to understand the interaction of causes during the work ow and contain additional information relating to the solid waste minimization project (such as tons of waste generated per year and annual cost of disposal). To create a process map, it is important to determine the start and stop points because you will create the process map between those points. The SIPOC (supplier input process output and customer) tool can help. The tool name prompts the team to consider the supplier (the S in SIPOC) of the process, the inputs (the I) to the process, the process (the P) the team is improving, the outputs (the O) of the process, and the customers (the C) that receive the process outputs.

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