GPBooklet36_47

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Achieving Higher Productivity Through GP

4. CASE STUDY : MUSHROOM CANNING

Mr. Augustine is the owner ofJaya Canning Factory. He produces canned mushrooms for exportto Japan. Raw materials come from the countryside in 50-kg bags. The mushrooms are weighed

and then soaked in water to remove big particles of soil and sand. After that the mushrooms will

be washed in stainless steel drums 3 times. They are then steeped in 3% brine solution. The

mushrooms will then be boiled for one hour at 100C and then cooled down by spraying waterover them and steeping them into water. After that the mushrooms will be manually checked to

separate the spoiled ones. They are later washed one more time prior to canning. The cans will

be weighed and filled with brine solution (2% brine, 0.1% acetic acid). They will be heated forair removal and then closed. The cans are now washed and heated for pasteurization. They are

cooled down by water and packed for distribution.

The factory has already built a wastewater treatment facility to treat their wastewater with the

capacity of 160 cubic meters per day. During operation the neighbors often complain to the

factory about the bad smell and bad water quality discharged from the factory. And sometimes ithas got a warning from officers from the Department of Environment.

Mr. Augustine, owner of the factory, wants to solve this problem and has contacted Dr. Tay from

Singapore to make a new design of waste water treatment plant so that the factory will be able totreat their waste according to the government standard.

Upon the arrival of Dr. Tay, they start to go through the factory together and here is theirdiscussion:

Dr. Tay: After our survey I believe your wastewater treatment plant facility is toosmall to treat your waste right now.

Mr. Augustine: How do you know that our facility is too small? It was designed by aqualified engineer and it was working perfectly well in the beginning.

Dr. Tay: I can see from the color of your aeration system that there are not enough

micro-organisms to digest your wastewater. This is because yourwastewater flow is too high and it flushes most of the micro-organisms out

of the system. You will have 2 options to select: either to enlarge your

wastewater treatment plant to cope with the waste you generate or toreduce your wastewater so that your plant can cope with it.

Mr. Augustine: Do you think we can reduce our wastewater as we have already installed

our equipment and we can not afford to buy a new one?

Dr. Tay: Certainly you can do that. Have you heard about GP that was initiated by

APO? This GP methodology can assist the industry to reduce their wasteat sources.

Mr. Augustine: Yes, I have heard about it. But dont you think its going to be veryexpensive to go through the whole process? Dont you think its easier and

Asian Productivity Organization 36

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cheaper to enlarge the wastewater treatment plant and we can get away

with this problem?

Dr. Tay: No, I think going along with GP methodology will be cheaper than

enlarging the plant, and besides, in the long run you can even make money

from your saving as you dont have much waste to treat and you use lessraw materials.

Mr. Augustine: That sounds good. OK. We better start to work on GP in our factory. Buthow can we start?

Dr. Tay: This is the APO manual, which you can follow step by step, and you canstart with the first one by forming a GP team to collect your base line

information. Once you get your information, itwill be very easy to see

your problems and opportunities to generate options for GP practices.

Mr. Augustine: Yes, I will start with this GP team, but I would like to request you to beour expert to assist us in working on this GP and advice us in

implementing it.

Dr. Tay: Yes, I can do that and we will start tomorrow to find the base line

information and plant investigation. Please inform your staff about this asthey will have to work closely with your GP team.

Mr. Augustine: Yes, dont worry about that. You will get our full support on this project.See you tomorrow. And we are looking forward to seeing the result.

After that the GP team was formed and started working in the factory to get information for GPapproach. The initial assessment report produced by the GP team is shown in the attached Initial

Assessment Report. From this information you are requested to work on the GP Methodology

and obtain the following results:

1. Organize group members into GP team roles.

2. Material Balance (water and material).

3. Environmental aspects and problems of your factory.

4. GP options to reduce your wastewater.

5. Determine whether you will need to enlarge your treatment plant.


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INITIAL ASSESSMENT REPORT - CASE OF MUSHROOM CANNING

1. Background

Jaya Canning Factory is a medium sized canning firm located in Jl. Samudera Barat, Selangor

Darul Ehsan, Malaysia. The factory produces canned mushrooms for export to Japan. The

background information is as follows:Product : Mushroom, Lychee, Fruit salad

No. of employees : 300Total floor area : 1000 m

2

No. of working days per week : 6

Normal working hour per day : 10

2. Manufacturing Process

The manufacturing process of mushroom canning is shown in Figure 26. Raw materials come

from the countryside in 50-kg bags. The mushrooms are weighed and then soaked in water to

remove big particles of soil and sand. After that the mushrooms will be washed in stainless steeldrums 3 times. They are then steeped in 3% brine solution. The mushrooms will then be boiled

for 40 minutes at 100 degrees Celcius and then cooled down by spraying water over them andsteeping them into water. After that the mushrooms will be manually checked to separate the

spoiled ones. They are later washed one more time prior to canning. The cans will be weighed

and filled with brine solution (2% brine, 0.1% acetic acid). They will be heated for air removal

and then closed. The cans are now washed and heated for sterilization. They are cooled down bywater and packed for distribution.

2.1 Raw Materialsused in the process are as follows:Raw mushroom 9,600 kg/day

Salt 450 kg/dayAcetic acid 12 kg/dayTap water 261.0 m

3/day

2.2 Products- Production of mushrooms on the day of investigation was 35,125 cans/day. The

net weight of each can is 565.0 grams. The drained weight of each can is 250.0 grams.

2.3 Wastewatergeneration and its characteristics are shown in Table 5.

2.4 Solid Wastesgenerated within the process were as follow:

Broken and spoiled mushrooms. 279 kg/day

Soil and sand in steeping tanks. 144 kg/day

2.5 Domestic Water used for other activities apart from processing was measured to be about

12.5 m3/day.


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Distribution

Wiped by machine

Boiling can

Cleaning Can

Sealing

Cooking

Brine filling

Can weight

Canning

Washing

Steeping in brine wastewater

Boiling wastewater

Cooling by spraying and steeping wastewater

Spoiled mushroom separation mushroom waste

Weighing

Soaking wastewater, soil and sand

Cleaned using machine wastewater

wastewater

wastewater

wastewater

Cooling water

Figure 26 : Flow chart of mushroom canning process


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Volume Characteristic

Process Steps (m3)/day PH Temp

(C)

SS

(mg/L)

BOD

(mg/L)

TKN

(mg/L)

TP

(mg/L)

Cl-

(mg/L)

1/6/98 1/6/98 1/6/98 1/6/98 1/6/98 1/6/98 1/6/98 1/6/98

Washing of raw material1. Steeping mushroom 5.92 6.65 29 21,900 2,488 - - -

2. Primary wash 28.55 7.41 31 2,370 224 - - -3. Secondary wash 26.40 7.43 30 1,110 220 - - -

4. Tertiary wash 28.72 7.59 30 120 18 - - -5. Steeping in brine 7.10 6.37 31 250 - - - 10,9406. Floor cleaning 32.70 - - - - - - -

7. Free discharge from unclosedvalve

6.99 - - - - - - -

Total of washing from 1-7 136.38 - - - - - - -

Production8. Boiling mushroom 6.68 6.89 88 290 11,980 - - -

9. Spraying 5.32 7.34 53 80 612 - - -Steeping 41.05 7.00 40 113 1,905 - - -Washing 8.25 7.14 34 73 726 - - -

10. Leakage in water hose 0.11 - - - - - - -11. Free discharging due to walking 8.31 - - - - - - -

for valve closing - - - - - - -12. Can washing 2.10 - - - - - - -13. Floor cleaning 5.09 - - - - - - -

14. Cooling 21.80 7.07 60 0.57 1.04

Total wastewater from 8-14 98.71 6.59 36 90 142 82 7.6 -

Grand total amount by calculation 235.09 - - - - - - -

Table 5 : Wastewater amount and characteristic at each step of the process


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GLOSSARY

Agenda 21 - Agenda 21 is a 300-page plan for achieving sustainable development in the 21st

century. It was adopted in the first international earth submit, at the United Nations Conference

on Environment and Development (UNCED) held in Rio de Janeiro, Brazil, on June 14th

, 1992.Agenda 21 deals with all issues related to the environment and its development. These issues

include social-economic development, inequality in the use of resource between nations and

within nations, inter-generation equity, population, the carrying capacity of the earth and theneed for cooperation between nations.

Benchmarking - Benchmarking is an effective management tool for improving productivity,quality and environmental performance of a company. Benchmarking is a process of

continuously identifying, measuring, comparing and improving products and services against the

best performance practices of other companies in or outside the industry.

Biochemical Oxygen Demand (BOD) - An index of water pollution used for indicating the

content of biochemical degradable substances in a water of effluent sample. The oxygen up-take

by micro-organisms together with the sample is measured in grams per cubic meter.

Biodegradable - A substance is biodegradable when it has the ability to be broken down

physically and/or chemically by microorganisms. For example, many chemicals, food scraps,cotton, wool, and paper are biodegradable; plastics and polyester generally are not.

Biodiversity - Biodiversity is the number and variety of organisms in the ecologicalcomplexes in which they naturally occur. Organisms are organized at many levels, ranging from

complete ecosystems to the biochemical structures that are the molecular basis of heredity. Thus,the term encompasses different ecosystems, species, and genes that must be present for a healthy

environment. A large number of species must characterize the food chain, representing multiple

predator-prey relationships.

Checklist - Checklist is a form of checksheet used to remind the process manager when a

particular task is being executed. The relevant data is first obtained and thereafter a list of

pointers is then listed to guide the user during the execution of processes.

Checksheet - Checksheet is a tool used for tallying and collecting data over time to show

trends or recurring patterns that need to be understood and controlled. This tool is one of the 7QC tools used by Quality Control Circles (QCC) to improve the quality of work processes.

Chemical Oxygen Demand (COD) - Chemical Oxygen Demand is a measure of the oxygen

consumed in the chemical oxidation of organic matter in water or effluent. It is a quicker testthan BOD but does not always correlate with that test.

Chlorofluorocarbons (CFCs) - A family of chemicals commonly used in air conditioners and

refrigerators as coolants and also as solvents and aerosol propellants. CFCs drift into the upper

atmosphere where their chlorine components destroy the ozone layer. CFCs are thought to be a

major cause of the ozone hole over the Antarctica.


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Cleaner Production (CP) - Cleaner Production is defined as the continuous application of an

integrated, preventive, environmental strategy applied to processes, products, and services toincrease overall efficiency and reduce risks to humans and the environment. The intention of this

approach is similar to that of Green Productivity and is being promoted by United Nations

Environment Program (UNEP). Cleaner production requires changing peoples attitudes,

responsibility for environmental management and evaluating technology options. Otherpreventive approaches, such as eco-efficiency and pollution prevention, serve similar goals.

Control Chart - Control chart is a type of line graph used to assess and maintain the

suitability of a process. A typical control chart will show deviations / variability of performancein a parameter of a process from the set tolerance limits.

Design for Environment (DfE) - DfE is a design process in which environmental attributesare treated as a design objective to reduce the environmental impact and improve the

performance of a product. If effectively applied, this process will lower production and

operational costs. This is because efforts are made to ensure efficient use of natural resources

throughout the entire life cycle of the product.

Eco-efficiency - Eco-efficiency is a strategy that emphasizes on economics in addition to

environmental improvement. It not only focuses on reducing material use and waste, it isconcerned with resource productivity, that is, maximizing the value added per unit of resource

input.

Effluent - Effluent refers to the wastewater discharged from a factory.

Employee Suggestion Schemes (ESS) - ESS is a system that aims to harness ideas from thelower level of the entire organization. The ideas will be brought to the attention of the top

management for follow-up actions. This system is usually comprised of structured and organized

activities to capture, evaluate, implement, monitor and reward ideas generated.

Environmental Aspect - As defined by ISO 14000, environmental aspect is an element of an

organizations activities, products or services that can interact with the environment. A

significant environmental aspect can be referred to as the activities, products and services thathave a significant impact on the environmental.

Environmental Impact - As defined by ISO 14000, environmental impact refers to anychange to the environment, whether adverse or beneficial, wholly or partially resulting from an

organizations activities, products or services.

Environmental Management System (EMS) - Environmental management system is a

management approach which enables an organization to identify, monitor and control its

environmental aspects. An EMS is part of an overall management system that includes

organizational structure, planning activities, responsibilities, practices, procedures, processes andresources for developing, implementing, achieving, reviewing and maintaining theenvironmental policy. The International Organization for Standards (ISO) developed the ISO


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14000 series in 1996 as a collection of voluntary consensus standards to assist companies to

achieve environmental and economic gains through the implementation of an EMS.

Environmental Performance - Measurable results of the environmental management system

related to an organizations control of its environmental aspects, based on its environmental

policy, objectives and targets.

Failure Mode and Effect Analysis (FMEA) - FMEA is a disciplined method of using a

skilled team to analyze the potential failures of components, subsystems or systems. It is anengineering planning tool undertaken during the design stage to reduce the risk of failure of an

equipment, process or system.

Green Purchasing - Green purchasing is the action of procuring and using raw materials,

goods and services that are more eco-friendly. This action is applicable to both the producer and

consumer and will eventually place fewer loads on the environment.

ISO 9000 - The ISO 9000 is a series of international standards for developing, documenting,implementing and maintaining a Quality Management System in all kinds of organizations

across all kinds of industry all over the world. It was first published in 1987 by the InternationalOrganization for Standardization. The series was revised in 1994 and subsequently republished

in the year 2000.

ISO - ISO represents the International Organization for Standardization. It is an organizationto which most national standards organizations are affiliated. An ISO standard supersedes

national standards when issued.

Just-in-Time (JIT) Production System - The JIT Production System originated from the

famous Toyota Production System. It is a system that helps companies improve theirproductivity by providing the right quantity, at the right time and at the right place, utilizing

minimum amount of resources like manpower, materials and machines. Components of the JIT

Production System include; 7 Waste, kanban system, uninterrupted work flow, standardizationof jobs, process design, multi-skill workforce, Total Quality Control (TQC), total employee

involvement and supplier relations.

KAIZEN - Kaizen is a Japanese terminology that means small incremental continualimprovement involving everyone in the organization.

Life Cycle Assessment (LCA) - LCAis the process of evaluating the effects a product has onthe environment over the entire period of its life cycle by using a scientific approach that enables

the effects to be quantified. A complete LCA comprises of three interrelated components; life-

cycle inventory, life-cycle impact analysis and life-cycle improvement analysis.

OHSAS 18000 - A self-regulatory management technique, rather than a fixed set of safety

guidelines, published by the British Standards Institute to assist companies in developingdocumenting, implementing and maintaining an Occupational Health and Safety Management


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consumption should simultaneously meet the demands of social equity and responsibility,

environmental protection and economic efficiency.

Total Productive Maintenance (TPM) - TPM is a total approach to equipment maintenance.

It is comprised of a set of activities that prevents quality defects in the products manufactured

and equipment breakdowns. The implemented activities will lead to a safer work environment. Inthis approach, all resources in the organization are channeled to reduce the 6 Big Losses:

Breakdown Losses, Setup Losses, Idling Losses, Speed Reduction Losses, Defect Losses andYield Losses.

Total Quality Management (TQM) - Also known as Total Quality Control (TQC) or Quality

Improvement Process (QIP), TQM is an operational philosophy that is totally committed to

Quality. It emphasizes on continuous process improvement that involves everyone in theorganization with the aim of achieving customer satisfaction. In this approach, Organizations can

harness the collective wisdom of the employees through employee involvement programs like

Quality Control Circles, Employee Suggestion Schemes and 5S. When improving work

processes, the Management and Quality Improvement Teams often make use of the PDCA Cycleand the 7 QC Tools.

Value Added (VA) - Value added is a measure of the wealth created by a business enterprise.

It is different from sales revenue because it does not include the wealth created by the suppliersor subcontractors to the enterprise. It can be said that value added measures the net output rather

than the gross output of the business enterprise.

Value Engineering (VE) - VE is a management technique applied during the design and

development stage of products and services. It uses a disciplined procedure to achieve thenecessary functions of a product, project or service at the lowest cost, without compromising

quality, reliability, performance and delivery. VE is usually complemented by the management

technique, Value Analysis (VA). The latter is used to analyze and improve existing project,

processes or system.

Volatile Organic Compound (VOC) - Volatile Organic Compound is the name given to non-

methane organic compounds that evaporate easily. It is one of the secondary pollutants thatdestroy the ozone layer. VOC is present in solvents and hydrocarbons produced from petroleum.

Waste Minimization (WM) - WM is the strategic reduction of waste at source, throughimproved manufacturing methodologies, more careful work procedures and improved product

specifications. It is capable of generating massive savings.

Work Sampling - Work sampling is also known as activity sampling. It is a method used in

Industrial Engineering for finding the percentage occurrence of certain work activity by

statistical sampling and random observations. This method helps to save time during datacollection and analysis.


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REFERENCES

Asian Productivity Organization internet website : http://www.apo-tokyo.org/gp.new/index.htm

APO, 5-day Training Manual on Green Productivity, Environment Department, Asian Productivity Organization,Tokyo, 1999,

APO, Green Productivity Practices, Environment Department, Asian Productivity Organization, Tokyo, 1999.

APO, Report of APO Survey/Symposium on Waste Minimization Practices, Asian Productivity Organization,Tokyo, 2000.

APO, Report of the APO Workshop on the ISO 14000 Standards: Environmental Labeling, Environmental

Performance Standard and Life Cycle Assessment, Asian Productivity Organization, Tokyo, 1999.

Eugene Lodewick Grant, William G. Areson, and William G. Ireson, Principles of Engineering Economy, 8th ed.,

John Wiley, New York, 1990.

Joseph Prokopenko and Klaus North, Productivity and Quality Management : A Modular Programme, International

Labour Organization, Geneva, and Asian Productivity Organization, Tokyo, 1996.

JPC, Green Productivity ~ Corporate Commitment to Environmental Protection, Japan Productivity Center forSocio-Economic Development, Tokyo, 1999.

Kamematsu Matsuda, Production Management: The Ins and Outs of Streamlined Manufacturing, PHP Institute, Inc.,Tokyo, 1993.

Kiyoshi Suzaki, The New Shop Floor Management: Empowering People for Continuous Improvement, The FreePress, New York, 1993.

Kiyoshi Wainai, Principles and Applications of Value Added Productivity Analysis, National Productivity Board,

Educational Publications Bureau, Singapore, 1987.

Masaaki Imai, Kaizen : The Key to Japan's Competitive Success, McGraw-Hill, New York, 1991.

Motomu Baba, TQM with Generating Kaizen : Knowhow of Japan's Quality and Productivity Improvement, Japan

Productivity Center for Socio-Economic Development, Tokyo, 1996.

National Productivity Board, Productivity Concepts : A Primer, National Productivity Board, Singapore, 1992.

Ronald W. Hilton, Michael W. Maher and Frank H. Selto, Cost Management : Strategies for Business Decisions,

McGraw-Hill, USA, 2000.

Shizuo Senju, Tamio Fushimi and Seiichi Fujita, Profitability Analysis : Japanese Approach, Asian Productivity

Organization, Tokyo, 1989.

Singapore Productivity and Standards Board, Primer on Total Factor Productivity, Singapore Productivity andStandards Board, Singapore, 1998.

Yasusi Fukuda and Tohru Sase, Integrated Productivity and Quality Improvement (IPQI) for Productivity

Facilitators, Japan Productivity Center for Socio-Economic Development, Tokyo, 1994.

http://www.apo-tokyo.org/gp.new/index.htmhttp://www.apo-tokyo.org/gp.new/index.htm

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GPBooklet36_47