© premanet e.v. prema - profitable environmental management
TRANSCRIPT
©PREMAnet e.V.
PREMA - Profitable Environmental Management
©PREMAnet e.V.
Introduction or: Lessons learned
•Over 30 Years of „saving the environment“ tells us that the topic„Environment“ should not handled
isolated and theoretical
©PREMAnet e.V.
Introduction or: Lessons learned
•Over 30 Years of „saving the environment“ tells us that the topic„Environment“ should not handled
isolated combined and but and theoretical practical
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developed by :
GIZ - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH - German International Cooperation -
PREMA Profitable Environmental Management
financed by:
BMZ - German Ministry for Economic Cooperation and Development
implemented by:
PREMAnet - Association of licensed trainers
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Centralamerica:Mexico, Costa Rica, El Salvador, Jamaica, Cuba, Guatemala, Nicaragua
Africa/ Middle East:Zimbabwe, Zambia, Republic South Africa, Kenya, Nigeria, Algeria, Tunisia, Morocco, Ghana, Jordan, Egypt
Latin America:Brazil, Bolivia, Chile, Ecuador, Peru, Venezuela, Uruguay
Asia:Philippines, Indonesia, China, Vietnam, Thailand, India, Sri Lanka
Europe:Germany, Rumania, Montenegro, Croatia, Bulgaria, Macedonia
Countries where PREMA has been implemented
in total: > 40 countries
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Economicefficiency
OrganisationalLearning
Environmentalperformance
Cost savings and increase in productivity
Less waste, air emissions and
effluents
Enhanced capacity to implement changes
PREMA means a triple win for companies
PREMA = triple win
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generation of NPO disposal of NPO
Raw material
Energy
Water
Input Process Output
desired final product
Non-productoutput (NPO)
Total NPO-costs
Input-costs of NPO + Processing-
Costs of NPO + Disposal-Costs of NPO =
10-30% of total cost of production
NPO = all material, energy and water which is used in the production process but does not end up in the final product.
NPO = all material, energy and water which is used in the production process but does not end up in the final product.
Non-Product Output (NPO)
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Examples for Non-Product Outputs (NPO)
• Raw materials not up to requested quality standards• Auxiliaries• Rejects/ defects and costs for reprocessing • Wastes (solid, liquid, toxic, non-toxic)• (Waste) water• Energy• Emissions (including noise and odours)• Losses in stock (due to storage conditions)• Losses during manipulation and transportation (intern, extern)• Packaging materials (with little exceptions)• Client reclamation and client retours• Losses due to insufficient maintenance• Losses due to accidents• Virtual NPO (opportunity costs = missed production)• Production capacities used for reprocessing• Machinery standstill times
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Model NPO Flow Chart
............
3
Additional inputs are shown on the left (in blue)
waterenergy
...................m³
auxiliaries....... .kg
...................kWh
water..................m³energy ...............kWhauxiliaries .........kg
Non-Product Output (NPO) is shown on the
right (in red)
............................. kg
waste water …..m³atmospheric….m³/kgemissionswaste energy …kWhsolid waste ...... kg
waste water …… m³atmospheric ... m³/kgemissions waste energy.....kWhsolid waste .... kg
The main input appears on the top
(in blue)Raw Material
The final product isshown at the bottom
of the process (in green)Final Product
Intermediate Product 2etc.
Production step 1
Production step 2
Production step 3
............................. kg
waste water ......... m³atmospheric.....m³/kgemissionswaste energy......kWhsolid waste .....kg
water ................ m³energy ............kWhauxiliaries .........kg
Intermediate Product 1
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Flow analysis
Analysis of costs / environmental
impact
Analysis of Causes
Developmentof measures
Implementation of measures
Integration in company structure
2
34
5
6
PREMA Cycle of Implementation
1
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company visitsby trainers
What are the elements of a PREMA programme?
PREMA is a 6 to 8-month programme for innovation teams from medium-sized companies.
Good Housekeeping(GHK)
company visitsby trainers
Evaluation & Integration
Implementationof measures
~8 weeks
Cost Management(EoCM 1)
~8 weeks
Analysis andfirst measures
Developmentof measures
~8 weeks
Cost Management(EoCM 2)
company visitsby trainers
Networkmeeting
Networkmeeting
Networkmeeting
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Economic savings
Annual net savings: approx. 2.5 Mio. €
Additional costs: 250,000 €
Procedure in the company
Metal industry China -Substitution of raw materials achieves significant savings
Environmental impacts
Acid wastewater discharges are reduced by approx. 30%
Organisational development
Establishment of an internal PREMA team
Stimulation of PREMA-oriented re-assessment of additional processes
From low quality raw materials…
..to high quality steel
The problem: Low quality raw materials required three additional preprocessing steps, which lead to high rejects rate, energy losses and wastewater discharges
The measures: NPO calculation helped the company to realize that it is better to pay higher for better quality raw materials than to pay more for the three pre-processing stages
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Economic benefit
• investment costs: 1,000 € for the extension of the storage room
• annual saving: 15,000-30,000 € through the reduction of raw material costs by 4-5%
• payback period: < 1 month
Procedure in the Company
The problem:Cut according to customer requirements
Achieved environmental benefit
• reduction of timber waste by 4-5%• reduced resource (wood) use
Organisational improvements
• Increased awareness of the significance of the raw material wood and its costs among the staff
High amount of waste, since the timber cannot be optimally cut.
The measure:Production of various pre-defined cut sizes for standard parts (steps and banister bars), which are stored in clear arrangement
Optimised use of timber
Carpentry Germany -Reorganisation of product range offered
Food manufacturer China – Temperature control for full production during all seasons
Economic benefits• Investment costs: 113,636
€• Annual net savings: 39.770 €
(during the 1st winter = 0,5 year)• Payback period: app. 17 months
Environmental benefits• Decreased energy losses• Less air pollution per amount of
product
Organisational benefits• Improvement of overall manage-
ment capability and of professional level throughout the company
Action taken within the company
Occupational Health & Safety Improvements• Improvement of health standards in order to comply with HACCP requirements
The Problem and its Causes• High energy losses due to lack of insulation• Unreliable system for temperature control made use
of main production unit during summer or winter impossible
The Idea• Thermal isolation
of all operating parts and of the factory building
• Refurbishment of the production unit, installation of effective tem-perature control
Food manufacturer China – Reduction of solid waste through incentive system
Economic benefits• Investment costs: None• Annual net savings: 972 €
(if loss is reduced from 3 % to 2 %)
• Payback period: immediate
Environmental benefits• Reduction of solid waste
(broken bottles)
Organisational benefits• Enhanced responsibility of the
work unit and better self-management
Action taken within the company
The Problem The Idea
3 % of bottles brokenduring filling process 2 % or more losses 2 % or less bottles broken
costsadditional costs, if more than 2 % benefit
whole company absorbs costs Filling unit absorbs
additional costs
50 %filling unit
staff
50 %company
Application of a new policy
2 % loss ofglass bottles accepted by
standard
Chemical manufacturer China -Recycling of water for steam production (closed circuit)
Economic benefits• Investment costs: 477
ۥ Annual saving: 7,070 ۥ Payback period: 0.8 months
Environmental benefits• Less water consumption
Organisational benefits• Staff learned to manage water
in a closed circuit
The Problem and itsCauses The Idea
15 % of the water used for steam production was directly released as waste water into the water-treatment plant
Installation of a closed water circuit by rehabilitating existing tubes and pumps
The new system of water re-cycling
Action taken within the company
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Tianjin
PREMA® implementation in China
Hangzhou
Guiyang
Changzhou/Yangzhou
18©PREMAnet e.V.
Results achieved through PREMA® in China
11 training programs implemented in 5 cities
local partners: Environmental agencies, Productivity
Promotion Centres, Consulting firms
64 enterprises: with about 12 - 1,300 employees
implemented measures: 840
investments: 57.7 Mio. CNY ≈ 5.77 Mio. €
net economies per year: 123.7 Mio. CNY ≈ 12.37 Mio. €
average payback period: 5.2 months
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Realised economies
Potential economies in Chinese enterprises through PREMA
Energy Water Steal
* billion
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Type of measure:
Which results could be achieved with PREMA®?
Analysed Case Studies: 296 from 22 countries and 53 sectors
0,3%1,1%
51,4%26,5%
17,0%3,8%
New productsImprovement of the process (technique, organisational, personnel)Enhanced handling/stocking/cleaningNew installationsEnhanced relation with clients/suppliersOthers
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Investment costs (US $)
Which results could be achieved with PREMA®?
Analysed Case Studies: 296 from 22 countries and 53 sectors
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Payback period
Analysed Case Studies: 296 from 22 countries and 53 sectors
Which results could be achieved with PREMA®?
24%
31%9%
13%
23%
immediate1 day to 6 months7 to 12 months> 12 monthsnot quantifiable
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Environmental benefits (n = 348 effects)
Which results could be achieved with PREMA®?
25%
17%
11%7%
22%
9%5% 4%
Increased resource efficiency Increased energy efficiency
Increased water use efficiency Reduction of water pollution
Improved waste management efficiency Reduction of air pollution
Improved management of chemicals Reduction of ground pollution
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Instruments belonging to the ‘PREMA family’
• Good Housekeeping (GHK)(with different check lists: ….)
• Environmental oriented Cost Management (EoCM)
• PREMAplus
• Sustainable Management of industrial Areas (SMIA)
• Profitable Social Management (PSM)
• Chemical Management (CM)