Riordan Manufacturing wants to improve its sustainability practices. In this paper Learning Team C summarizes the business audit assessments on Table one that contains important objectives, targets, and programs involving sustainability. The next section identifies and summarizes the relevant technologies, strategies, products, and practices that increase sustainability. Learning Team C also identifies three best practices that Riordan Manufacturing should consider implementing by describing new items or practices to implement, a summary of cost-benefits, justify why benefits outweigh the costs, and implementation steps for the new items. The last section is a discussion about if the EMS recommendations eliminate the need to comply with state or federal regulations.
Environmental policy will require objectives that focus environmental actions to achieve targets that use quantifiable measures with specific endpoints that relate to the objectives and develop progressive goals that responsible parties’ actions must achieve. In the appendix Table one the Development of Environmental Policy Commitment is an assessment summary nonsustainable process, objectives, target, programs, and responsible party at Riordan Manufacturing four locations Michigan, California, Georgia, and China. Beginning with policy commitment, the rows develop nonsustainable initiatives that Riordan should commit to resolve at each facility. The next column objectives provide the specificity of nonsustainable operational areas that align to specific task for focusing resources and efforts. Targets are quantifiable goals in percentages and have a definite ending point for concluding actions reflect periods of a year or months. The environmental program found on table one are a result from planning activities by the responsible party who is accountable for the activities of the implementation team.
The responsible party will represent each environmental policy and the selection of each employee was on interest basis to establish an environmental management system at Riordan. This list of individuals is not exhaustive and additional employees with skills and interest may join to assist responsible parties achieve policy objectives. According to Wilson and Sasseville (1999) it is important to remember when developing a new environmental management system takes no single approach for assigning responsibilities and in small companies an individual may have to handle several functions.
Technology, Strategies, Products or Practices The Environmental Protection Agency (2002) describes the permanent total enclosure (PTE) as a capture device that collects and vents organic hazardous air pollutants (HAP) and volatile organic compounds (VOC) to an abatement device. The PTE can be permanent or temporary enclosures that must pass a five point Environmental Protection Agency Method 204 the Criteria and Verification of a Permanent or Temporary Total Enclosure to qualify as an PTE. Once the criteria are met the PTE is assumed to have 100% capture efficiency. If Riordan chooses an PTE the organization can avoid the need for frequent capture efficiency test. The PTE meets or exceeds requirement by the National Emissions Standards for Hazardous Air Pollutants (NESHAPs). This technology can align to Triple Bottom Line minimization strategy by reducing hazardous air pollutants in addition to improving worker health and safety throughout the receiving and molding operations at Riordan facilities. The energy performance indicators (EPI) are technology that the Environmental Protection Agency supports to manage how manufacturing plants use energy and compares to the industry standard. Riordan Manufacturing may obtain an Environmental Protection Agency energy performance indicator through Energy Star. Operational energy use data...