OUR dwindling water supply is a major priority for all Australians. And for companies focused on the long-term, sustainable water management is a regular agenda item.
As usual, we need to do more with less. We need to eliminate waste throughout manufacturing systems.
Technology can help, and the prudent plant engineer should always be looking to take advantage of equipment upgrades when the opportunity is available. But machines are not the only answer.
The call for environmental responsibility is inspiring many manufacturers to apply LeanSigma tools and management techniques to identify and reduce the waste of water and other natural resources. Let’s take “just-in-time,” one of the pillars of LeanSigma, and look at how its elements can be applied to water management.
To comply with just-in-time principles, a process must “flow” to “takt time” (the rate of customer demand), only producing what is needed, governed by “pull” from downstream consumers. The benefits of applying LeanSigma tools to these stages of production are outlined below.
Flow – Essential to this principle is that only good product moves to the next process. Water, for instance, must be the right grade, temperature, and pressure.
For this, LeanSigma does not rely on lab tests and audits, which are introduced too late to prevent wasteful reprocessing. Instead, a system of bold and simple visual cues along the production line is employed by
LeanSigma teams to ensure that bad product or processing techniques are not passed down the line. Flow also demands resources take the most efficient route to the point of use. Holding tanks, leaks and poorly designed plumbing are a rich hunting ground for those seeking to save water.
Takt time – Processing to takt requires all materials and resources to be at the point of use when needed. Significant savings can be realised by maintaining correct feeds, speeds and pressure of water flow.
During a recent week-long energy workshop (kaizen) a food processing plant reduced annual energy costs by more than AU$40,000 by synchronising water flow to product demand.
Pull – In a LeanSigma system, signals from downstream trigger the release of water only when it is needed and in a defined quantity; volume is defined as the minimum required to process to specification. Let’s take the example that it takes 100 litres of grade-A water to process one kilogram of green beans.
Only 100 litres should be released. If we do not finish cleaning the beans before the water runs out, or we have water left over, that will send a signal to the LeanSigma practitioner that we have a problem to be addressed or an opportunity to reduce water usage. In this way, pull techniques identify improvement opportunities, and control quality and costs.
By taking a LeanSigma approach to water management, we tap into human capital, engaging and educating our employees to reduce costs and encourage behaviours that save valuable natural resources for a sustainable future.
* Carl Deeley is managing director, TBM Australia.
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