Manufacturing

TrojanUV Introduces Stormwater Management System at Cog Moors Wastewater Treatment Works

Challenge

Wales is said to be wetter throughout the year than Northern Ireland and England, and is known for intense rainfall activity. Therefore, effectively treating and managing the country’s substantial stormwater runoff is of utmost importance. It’s also subject to increased scrutiny from governing bodies.

Cog Moors Wastewater Treatment Works (WwTW) in South Wales services the areas of Barry and Penarth. Total population is approximately 240,000, and incoming flows can reach approximately five cubic metres per second (CUMEC).

Discharge from the Cog Moors WwTW is adjacent to three bathing water beaches. Due to the growing popularity of these beaches, especially from April through September, the Environment Agency Wales (EAW) introduced stringent stormwater spill limits (three per bathing season) and discharge consents.

Meeting a limit of three spills per bathing season meant construction of an additional 25,000 m³ of stormwater storage tanks. Considering this option involved significant construction costs and a greatly enlarged physical footprint for the WwTW (they already had 16,500m³ of storage tanks). These factors led Cog Moors WwTW to evaluate other possibilities for dealing with the spills. Choosing an option with a low carbon footprint (eC0₂) was another important factor for the WwTW.

Strategy

It was decided that an economic and environmental comparison would be made between the addition of storage tanks and adding ultraviolet (UV) disinfection to the treatment train.

Result

Trojan worked with Imtech Process Ltd – Cog Moors WwTW’s engineering contractor – to complete modeling and run a pilot project from May 2007 to January 2008. These studies proved to Cog Moors WwTW and the EAW that not only was UV technology very effective in treating stormwater, it was also the better economic and environmental choice.

In March 2009, three TrojanUV4000Plus™ systems were installed in time to treat water for the 2009 bathing season. As the last stage in the treatment process, the UV systems disinfect all storm flows prior to discharge into the sea.

The TrojanUV4000Plus has increased the quality of discharge, achieving the same environmental improvement to the bathing waters as reducing the number of spills to three per bathing season. A 0.5-log inactivation of bacteria and viruses was required for comparison, and the UV system easily and consistently achieved a 2-log reduction.

An economic analysis calculated capital cost, annual operating expense and 20-year Net Present Value (NPV) for both the UV disinfection and additional storage options. On all accounts, UV disinfection was the substantially lower cost option. Figure 1 displays relative cost comparison charts using the additional storage option as a baseline. UV disinfection’s capital expenditure was 34.2%; operating expense was 11.8%; and NPV was 42.9% of the cost of additional storage.

A carbon footprint analysis revealed the findings in Table 1. The eCO₂ for UV treatment of stormwater spills was 1,394 tonnes versus 12,860 tonnes for additional storage tanks. UV treatment has a substantially lower environmental impact, with the largest contributing factor being emissions from the construction of the concrete storage tanks.

Website Links

Full Cog Moors Wastewater Treatment Works Case Study

TrojanUV's New York City Drinking Water Case Study on ShareGreen

Manufacturing

TrojanUV Greens New York City Drinking Water Facilities

Challenge

New York City is home to more than eight million people, making it the most populous city in the United States. The City draws its drinking water from two protected surface water systems: the Catskill/Delaware and Croton watersheds. Historically, NYC has not filtered the water from this system nor did they require any additional barriers to microbial contaminants due to the pristine nature of the watershed.

In 2006, the United States Environmental Protection Agency released the Long Term Enhanced Surface Water Treatment Rule (LT2ESWTR). This new rule requires surface water treatment facilities to either filter their water or install an additional barrier for microrganisms as a multi-barrier disinfection strategy. The city of New York needed to comply with the LT2ESWTR by 2011.

Strategy

Engineers working on the Catskill/Delaware project evaluated a new filtration plant but the cost of installing a 2.2 billion gallon per day (BGD) filtration facility was significantly greater than other alternatives. After evaluation of available technologies, it was decided that UV was the most practical and cost-effective solution.

After evaluation of available lamp technologies, NYC chose to design a low pressure, high output (LPHO) lamp based UV system over a medium pressure (MP) lamp-based system. The LPHO units are capable of disinfecting the water utilizing approximately one-third the power of MP lamp units. Trojan Technologies offered a high-flow capacity LPHO lamp solution – the TrojanUVTorrent™ – which minimizes electrical costs while maximizing disinfection efficiency.

In separate work, Trojan assessed the relative carbon dioxide (CO₂) emissions associated with both MP and LPHO solutions through a joint project with the University of Western Ontario. It was estimated that for the Catskill/Delaware Facility, the low pressure solution would lead to the release of approximately 13,700 fewer tons of carbon dioxide (CO₂) annually than a medium pressure option (assuming that for typical conditions, the system operates at 70% of its peak capacity). Over 20 years, this equates to 274,000 fewer tons of carbon dioxide, making the TrojanUVTorrent™ the most environmentally-friendly solution for NYC.

Result

CATSKILL/DELAWARE UV FACILITY

In 2005, Trojan Technologies was selected as the manufacturer for the UV portion of NYC drinking water project. In 2009 and 2010, Trojan delivered 56 TrojanUVTorrent™ UV units to the Catskill/Delaware UV Facility. Each unit is capable of delivering a 40 mJ/cm² dose to 40 million gallons of water per day (MGD). This disinfection requirement, set by the NYC Department of Environmental Protection, delivers greater than 3-log reduction of microorganisms such as Cryptosporidium and Giardia. The TrojanUVTorrent™ was custom-designed by Trojan’s engineers and scientists in order to meet the challenging design parameters of this unique project.

CROTON WATER TREATMENT FACILITY

 In 2006, Trojan Technologies was selected to supply the UV equipment for the new Croton Water Treatment Facility. This facility has the capacity to treat up to 600 MGD of high quality drinking water. Trojan is supplying 20 TrojanUVTorrent™ UV units. Each unit is capable of producing a dose of 40 mJ/cm² to treat a flow of 30 MGD.

When completed in 2011, the Catskill/Delaware and Croton water plants will supply residents of NYC with over 2.8 BGD of high quality drinking water.

Website Links

Full New York City Drinking Water Facility Case Study

TrojanUV's Stormwater Management System Case Study on ShareGreen

Food and Beverage

Winnipeg Oven Heat Recovery

Challenge

In 2008, the company committed to replacing its aging Winnipeg fresh bread and rolls facility. The original facility was almost 100 years old and suffered from high costs to modernize the building and equipment. Hydro pricing had been increasing on average 3% per year, and natural gas pricing was increasing 22% over the first 6 months of 2008. Continuing at these cost increases, the plant would find utility costs becoming a significant factor in overall plant profitability. Cost savings for operating the plant could be realized by recovering waste heat for other uses inside the facility, and the capital and operational costs of the installation of a statute regulated steam system could be avoided.

 

The main stakeholders in this project were upper management, our production staff, central engineering, Air Management Technologies and Manitoba Hydro.

Strategy

The main goal of the heat recovery system was to negate the need for equipment and infrastructure costs to operate a conventional 50 BHP steam boiler system with its 70% overall gas to heat efficiency, and replace this with a system that would recover waste heat that is effectively 100% efficient. Avoiding the boiler plant at full loading would displace the need to combust over 1.7M BTU/hr of natural gas, avoid 172 lbs/hr of 10% boiler blow down water, and negate a boiler water treatment program that would have required wastewater monitoring and potential treatment. In the spring of 2008, Central Engineering completed a detailed review of the statute requirements of P95-92, The Power Engineers Act, to determine what design options and constraints would be encountered to build a heat recovery system, and compared this to the needs of a conventional steam boiler system. Manitoba Hydro was consulted for interpretation of some clauses of the Act and it was determined that, from a capital standpoint, heat recovery was a lower cost option. MB Hydro expressed interest at this time to support, via incentives, the installation of a heat recovery system depending upon design performance.

 

Air Management Technologies was contacted in early summer 2008, to provide a proposal for heat recovery to be incorporated in the overall plant design. In consultation with the oven suppliers, AMF and Bake-Tech, and the dough proofing supplier, Bake-Tech, a design was formed based upon a similar installation done two years previously at another Weston’s facility in the USA. Detailed design calculations indicated that the full boiler loading could be avoided, resulting in a potential net savings of 113,178 m3 of natural gas per year, with electrical consumption being held the same for both the heat recovery and conventional boiler options. Usage of potable city water was not needed for the heat recovery system, so boiler blow down issues would be avoided. Once the heat recovery design was completed, Manitoba Hydro was contacted in late summer 2008 to engage their support for the design and the offering of potential incentives.

 

In the fall of 2008, the main challenges for the system to proceed were to convince upper management that the design would be as reliable as a conventional steam system, and that the cost of ownership would be favorable. The reliability of the design concept was dealt with by consulting the USA facility where the original heat recovery system had been in operation for over 2 years. Topics related to capacity, reliable operational time, system maintenance and complexity for plant staff were discussed during several conference calls, and compared very favorably to a steam system. The resulting positive comments were forwarded to upper management decision makers. Cost of ownership was a comparison of capital outlay, labor costs, chemical costs and water usage costs between the heat recovery and steam systems. While capital outlay was found to be similar, secondary operational costs were found to be avoidable in the case of water and chemicals, or reduced in natural gas consumption.

Result

In the spring of 2009, upon completion of the construction of the new facility, the heat recovery system was put on line. Upon start-up, the cold start loading of both production line proofers was carried by the heat recovery from the rolls line only, validating the main design requirement of displacing the need for a steam boiler. In addition, the commissioning showed that a surplus of heat would be available for other secondary uses in the future, as the bread oven recovery unit was not in use at this time. Data collection presented to Manitoba Hydro during the months of July-August 2009 and during November 2009 showed that the heat recovery actually achieved was equivalent to 60,783 m3 of natural gas per year and 67,093 m3 of natural gas per year respectively. Scaled to the use of a 70% steam system, this gives a savings range of avoided natural gas consumption of 86,832 to 95,847 m3 per year, which is 76% of the designed target. The full potential savings of 113,178 m3 from the design could not be achieved due to the changes in production at the facility. The model required 24 hrs per day continual operations to keep the circulating fluid hot, but plant operations of 20 hrs per day allowed for cool down of the heat recovery fluid. Additionally, we learned that review of statute requirements in tandem with the governing utility would allow for a more complete understanding of design constraints and opportunities.

 

The business case to drive the heat recovery system resulted from net reductions in required capital and operational costs. The installation of a steam system would have required additional money to construct a separate steam plant building, a water treatment plant for boiler water, a wastewater treatment plant for boiler blow down, and more complex distribution piping. These extra costs were estimated at over $400,000. Operational costs would have been escalated with a steam plant due to chemical treatment programs, additional water use, and stationary engineering requirements. Chemical treatment programs cost on average $5000/yr for our facilities and water use savings would be nominal. Reallocation of stationary engineering salaries towards more technical maintenance staff was the preferred staffing option. Proven gas savings of 86,000 to 95,000 m3 gas per year amounted to a minimum of $27,000/yr in natural gas savings for this installation. Manitoba Hydro supplied a net incentive of $29,000 to the project upon supply of the verified gas usage data. The overall cost of project was $242,000, with year one total savings of $461,000 for operations and capital with ongoing savings of $32,000, excluding repairs and maintenance costs of the avoided steam plant building. The project embedded in the company psyche that heat recovery is economically viable, and would be the method of choice for future replacements or green field installation of systems requiring steam.

 

Read more about the Winnipeg Facility in the Natural Resources Canada OEE publication.

Website Links

http://oee.nrcan.gc.ca/industrial/technical-info/library/newsletter/archives-2010/Vol-XIV-no-15-aug15.cfm?attr=24#a

Food and Beverage

Tetra Pak's Tetra Recart Provides Eco-Minded Packaging Alternative to Cans and Jars

Challenge

Tetra Pak changed the face of packaging over 60 years ago when it introduced aseptic (shelf-stable) carton packaging for milk. This innovation was driven by the need for a packaging product that could be transported and stored without refrigeration. Today, Tetra Pak continues to innovate to meet the ever-changing needs of customers, retailers, and the end consumer. Now more than ever before, consumers are seeking more sustainable solutions, including nutritious products that are packaged responsibly.

True to the company’s legacy to develop and manufacture innovative packaging solutions, Tetra Pak has produced a carton that has successfully met the challenge to stock the stagnant canned food aisle with a viable alternative that is lightweight, recyclable and made mainly from a renewable resource.

Strategy

For Tetra Pak, innovation is about renewing and refreshing as much as it is about creating something new. Tetra Pak first conceptualized a “retortable carton” – which enables filled projects to be sterilized within the package – years ago. At that time, the industry and consumers simply could not envision it.

Today, Tetra Pak is capitalizing on the stagnant canned food aisle with its ground-breaking retortable carton packaging system: Tetra Recart. The Tetra Recart package fulfills the increasing demands of consumers by offering an alternative to cans for entire food categories including vegetables, soups, tomatoes, beans and even pet food.

Result

Tetra Pak’s Tetra Recart provides an innovative and sustainable option for customers, retailers and consumers alike. Tetra Recart differs from traditional carton packages in order to withstand the rigours of the retorting process. It is optimized to work with batch retorting systems, which sterilize the package and its contents simultaneously using steam and hot water under pressure. The product inside is typically heated to more than 130°C during retorting – a temperature required to render the contents commercially sterile and therefore shelf-stable over a determined span of time.

To understand the innovation of Tetra Recart, it is important to acknowledge Tetra Pak’s commitment to unlocking business and environmental value across the entire packaging lifecycle. Tetra Recart is a sustainable alternative to canned food. It is made mainly from paper (66 per cent), a renewable and renewed resource. The shape and weight of a Tetra Recart package makes it exceptionally efficient to transport. Unlike conventional steel cans, Tetra Recart is transported as flat cartons to the filling factory.

As a result, one standard truck with empty Tetra Recart cartons has the carrying capacity of nine standard trucks with empty cans. It also uses one-third the packaging to deliver the same amount of product. In addition to steel cans, Tetra Recart is also a viable alternative to glass jars:

• For every one million cans, Tetra Recart uses 32 tonnes less packaging, and
• For every one million jars, Tetra Recart uses 182 tonnes less packaging.

At the end of its life, Tetra Recart enters a new phase that will see it transformed and begin anew. With a 94 per cent national access rate, cartons are recyclable nearly everywhere in Canada. Recycled cartons are often turned into tissue or other useful and valuable paper products, dramatically reducing the carbon footprint of this innovative packaging system. In addition, in 2010, Tetra Pak partnered with a number of corporations and local government organizations to collectively provide $1-million in seed capital to Groupe RCM, a recycling facility in Yamachiche Québec. The facility launched a line that accepts all cartons (including Tetra Recart), as well as plastic shopping bags and cellophane to make a wide variety of plastic products including: flower pots, railway ties, guard rail posts, pallets and plastic lumber.

As a technological pioneer of the packaging industry Tetra Pak has always paid close attention to how society consumes food and beverages, and the behavioural and cultural shifts that reveal opportunities. Tetra Recart embodies the transformation and innovation that Tetra Pak brings to the marketplace to address consumer needs.

Tetra Pak Canada Ltd. was the winner of the 2011 GLOBE Award for Best Green Consumer Product.

Retail

Walmart Brazil and CEO Hector Núñez Receive Inaugural Prahalad Award

Challenge

At the CEF Gala Dinner last night, Núñez was honored for leading Walmart Brazil’s unprecedented efforts to protect the Amazon rainforest as award namesake, the late C.K. Prahalad, was recognized for his thought leadership on sustainability strategy.

More than 200 executives and sustainability industry leaders filled the Samsung Hall at the Asian Art Museum in San Francisco to honor Walmart Brazil and CEO Héctor Núñez with the C.K. Prahalad Award for Global Sustainability Leadership. Members of C.K.’s family, including his wife, daughter, son-in-law and grandson were in attendance at the Corporate Eco Forum’s Gala Dinner to witness the inaugural award to recognize Walmart Brazil’s historic work to preserve the Amazon rainforest.

“Nowadays sustainability is not just mandatory – it is crucial,” said Núñez as he accepted the award on behalf of the 80,000 Walmart Brazil employees who took his vision “from a PowerPoint presentation” to reality.

In June of 2009, Walmart Brazil convened a Sustainability Summit to introduce new mandates across their supply chain to protect the Amazon. At the Summit, Walmart announced historic plans to address some of the thorniest environmental and social problems in the world. Walmart Brazil will now ensure that its supply chain uses: no companies that employ slave labor; no soybeans sourced from illegally deforested areas; and no beef sourced from any newly cleared Amazonian land. The new mandates also call for a 70 percent reduction in phosphates in detergent and a 50 percent reduction in plastic bags by 2013.

Walmart Brazil recruited the presidents of the Brazilian operations of twenty major suppliers, including Cargill, Johnson & Johnson, Kimberly Clark, The Coca-Cola Company, 3M, Diageo, P&G, and Sara Lee, to sign an agreement on-stage at the Summit to meet these goals. The Brazilian Minister of the Environment and the head of Greenpeace in Brazil both spoke at the Summit and congratulated Walmart Brazil for its aggressive leadership.

“The planet works as a physical and biological system – and the heart of that system is the Amazon,” said Tom Lovejoy, the world-renowned conservation biologist who presented Núñez with the award. Lovejoy applauded Walmart Brazil’s work to curb the two biggest drivers of Amazonian deforestation -  soy and cattle operations. Deforestation accounts for approximately 70 percent  of Brazil’s greenhouse gas emissions.

“By taking extraordinary action to protect the Amazon, Walmart Brazil and Héctor Núñez have carved out a place in history as both pioneering environmentalists and savvy business strategists,” said MR Rangaswami, founder of the Corporate Eco Forum. “We created the Prahalad Award to honor the companies and individuals who best demonstrate that sustainability is the key driver of innovation. We can and must do a better job of integrating the principles of sustainability into core business strategy and Walmart Brazil, under Héctor Núñez’s leadership, has proven that it is not only possible, it is also smart business.”

Núñez closed his remarks by urging his fellow corporate executives to drive progress because government solutions will take a long time to enact.

“We need to act fast to prevent greater impact from climate change… Walmart is not looking back… We’re looking forward to a better future.”

Strategy

Result

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Retail

Levi Strauss’ Care to Air Design Challenge

Challenge

The Care to Air Design Challenge seeks the world’s most innovative, covetable, and sustainable air-drying solution for clothing. At stake? $10,000 in prize money from Levi Strauss & Co., the challenge sponsor – to be distributed among the finalists – in addition to an audience with our distinguished panel of eco-innovators.

Why Care?

Your favourite pair of jeans consumes energy throughout its life cycle, giving this fashion staple a carbon footprint. A complete third party lifecycle assessment on a pair of Levi’s® 501® jeans revealed that, on average, almost 60% of the climate impact comes during the consumer phase. Nearly 80% of that is due to the energy intensive method we choose for drying. Levi Strauss & Co. is taking strides to bring its carbon footprint down to zero and build sustainability into everything they do – but the LCA revealed that the company needs help from consumers to make the biggest difference.

The most effective way to reduce the climate impact of a pair of jeans is to air dry, yet the average US household chooses a dryer. Some communities have even banned clotheslines, calling them unsightly. Well Levi Strauss & Co. would like to challenge that point of view by finding clothesline designs or other innovative air drying solutions that are undeniably stylish, sustainable and effective.

To find out more details about entrance requirements and the judging criteria, read here.

Strategy

Result

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Professional Services

Day & Ross

Challenge

LEAN Reduces Carbon Footprint at Day & Ross

Is it possible to be a Green organization and still be profitable particularly in an industry that traditionally is not environmentally friendly? At Day & Ross General Freight, privately owned by the McCain family of McCain Foods Limited, we believe it is. As a member of the McCain Foods Group of Companies, Day & Ross is committed to sustainable growth, guided by our principles of integrity, safety, quality, and social and environmental responsibility. To us, that means continually working to enhance the quality of our products and services, and to preserve the quality of the environment wherever we operate. This includes minimizing our impact on the land, water and air we use. We regard compliance with the law as a minimum standard to be achieved. Our aim is to continuously improve our environmental performance by finding effective ways to reduce the adverse impacts of our business.

The challenge at Day & Ross was to implement practices that would drive productivity, improve our processes with a good ROI while reducing our impact on the environment. Day & Ross chose to embark on a Lean Journey in order to accomplish this.

Lean is a continuous improvement methodology and culture that strives for performance excellence through the involvement of all employees. Lean is a disciplined, data-driven approach for eliminating waste in all processes — from manufacturing to transactional and from product to service.

At Day & Ross Lean & Green is our strategy that will, on a foundational basis, alter the “DNA” of our company to become even more focused on sustainability and process improvement. We have also invested more in aligning our core strategies with the needs of our 3 most critical contingencies to our success as a business – Customers, Brokers and Employees.

Lean is the growth and development of our people into creative thinkers and problem solvers. Ensuring that 100% of our people are engaged, sharing ideas and coming up with the sustainability solutions we need today. Simple straight forward ideas to optimize the routes our vehicles take results in a more productive work environment and, a reduced impact on the natural environment.

Lean is the improvement of processes throughout the Day & Ross system and beyond. Using Lean/6 Sigma “tools” to improve all of our processes, we are reducing lead-time in all of our processes, from customer set-up, through delivery and administration. We are also working with a number of our customers to help improve their processes reducing their operating costs, which will help to reduce their carbon footprint as well.

With more than 10 million miles on North American highways every year, simply re-routing the trucks to eliminate non-value added stops or detours (a LEAN strategy) has had a significant impact on the amount of fuel used and the amount of idling by the drivers. Improved route optimization also increases the productivity of our drivers requiring fewer vehicles on the road to achieve the same end results. Load optimization is generating significant cost savings while improving service performance and reducing greenhouse emissions.

Through its LEAN & Green processes Day & Ross is also looking to “combine loads” within the entire Day & Ross Transportation Group to ensure that we do not have multiple trucks running the same lanes unless the trailers are full. This will cut down on the use of fuel and reduce emissions within the environment.

As part of the entire load optimization Lean process, Day & Ross have also recently introduced the LCV (Long Combination Vehicle). The LCV not only doubles up on our productivity using less equipment, but also reduces our carbon footprint from fuel, across Canada. This concept will benefit Day & Ross in the transportation world and give us a leading edge in servicing customers in an economical and environmental friendly way, with less emissions going into our atmosphere. The use of two 53’ trailers with only one power unit and the unit travelling at a maximum of 90km/h will also help to prolong the life of the tires. The amount of axles distributing the 62,500kg over 40m will create less stress on our roads, giving safer roads to travel on in the future with less maintenance required for upkeep. To remain competitive in today’s market this Kaizen “change for better” must take place.

Since the implementation of LCV’s within our network, we have already reduced greenhouse gas emissions by 40%. Comparing the use of a standard single trailer moving the short distance from Winnipeg to Calgary with a Day & Ross LCV the savings is 1077kg of Green House Gas emissions. Multiply this out by the number of miles driven across the country each year and the savings are significant. The benefits of doubling up the trailers also translates into hard dollar savings for reduced fuel costs. Since introducing LCV’s across Canada, Day & Ross has already reduced its fuel costs by several million dollars.

In addition to introducing the LCV’s, which effectively takes 1 truck off the road for every two trailers, Day & Ross are expediting the purchase of new trucks equipped with the latest emission compliant engines. Of our company owned fleet approximately 1/3 are equipped with these state-of-the-environment engines.
Based on current numbers submitted to the SmartWayTM Transport Partnership program (Day & Ross is a SmartWayTM Transport Partner), the initiatives related to greenhouse gases that are currently in place at Day & Ross are saving more than 85,000 tons of CO2 emissions yearly.

Other eco-efficient initiatives that have been implemented within Day & Ross as part of our Lean & Green strategy include changing our lighting in terminals, reducing all of our costs in energy. Re-routing fork lifts within our terminals to create more efficient standard work processes (LEAN) while reducing emissions (Green) and improving the corporate health of our facilities.

At Day & Ross, our Lean & Green strategy has resulted in direct cost savings through the reduction of fuel and energy costs. We have improved service, increased our value add to our customers and an improved awareness of how we together, can positively reduce our carbon footprint in the world we live in today and in the future.

We are focused on developing leaders at all levels that are striving towards that relentless pursuit of excellence through waste elimination, and that includes our Environment. In order to better our environmental sustainability we need 100% engagement from each and every one of our people which is the core principal of Lean.
Lean organizations tend to conserve resources and are able to combine environment sustainability with enterprise-wide practical strategies with clear, measurable returns. The Lean Journey allows us to combine our pursuit for excellence in our business while benefiting the natural environment. Our focus on service, quality, cost and delivery, and the elimination of waste in these areas of our business provides added value to our customers.

With a Lean & Green strategy in place creating an environmentally sustainable workplace is no longer seen as an altruistic PR move. Employees in a Lean environment are given the tools, and freedom, to look for alternatives and suggest solutions they may not have previously. We cherish that “can-do” spirit.

Another LEAN Move Reduces  
Carbon Footprint at Day & Ross

The LCV (Long Combination Vehicle) has made its debut in New Brunswick. This 40m (120ft) unit consists of a power unit and TWO 53′ trailers joined by a dolly. The complete unit and its load can have a gross weight of 62,500kg. In New Brunswick the operator of a unit must attend a Professional Driver Improvement Course every 4 years, a day long course of theory on the fundamentals of LCVs, and a combined total of 4 hours OTR (over the road) training. This includes a thorough pre‐trip, enroute and post trip inspection to be certified. The operator must be re‐certified every year to operate LCVs in New Brunswick.

 

This concept will benefit Day and Ross in the transportation world and give us a leading edge in servicing customers in an econmical and environmental friendly way, with less emissions going into our atmosphere while hauling two 53’ trailers with only one power unit and the unit travelling at a maximum of 90km/h will prolong the life of the tires. The amount of axles distributing the 62,500kg over 40m will create less stress on our roads, giving safer roads to travel on in the future with less maintenance required for upkeep. To remain competitive in today’s market this Kaizen ”change for better” must take place.

 

The LCVs today within the Day & Ross system are travelling between Calgary AB and Edmonton AB, Montreal PQ and River Du Loup PQ, also Hartland NB and Salsibury NB just 10 miles west of Moncton NB. The transportation industry’s dream one day in Eastern Canada is to travel from Windsor ON to Halifax NS.

 

Day & Ross General Freight services every major Canadian city from British Columbia to Newfoundland.  The transportation operation, offering LTL and TL service for dry and temperature‐controlled goods, has 36 locations and more than 2,800 employees and owner‐operators across Canada.

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Professional Services

Schneider Electric – Light Control

Challenge

Building automation, metering and lighting control system will help Earth Rangers attain LEED Platinum certification

Schneider Electric has donated a building automation, metering and lighting control system worth $375,000 to help Earth Rangers upgrade their building from a LEED Gold to a LEED Platinum certification, and make their facility energy – and carbon-neutral.

 

Through school shows, community events and on-line programs, Earth Rangers makes children aware of the impact that humans have on the environment, inspiring them with a lasting passion to build a green future. “The fact that our building is 80% below the national average energy usage of a standard building sets an outstanding example of the mindset we want to encourage in children”, says Peter Kendall, Executive Director, Earth Rangers. Indeed, green building design students and professionals from around the world visit the facility to study its energy-efficient design and operation. “But, if we want to set the standard for how to operate a truly energy efficient, ‘green’ building, it’s vitally important that we continue to reduce our facility’s energy usage.”

This is why Earth Rangers asked Schneider Electric to install TAC building automation hardware and software, power monitoring and energy management tools, and PowerLink/ Clipsal Lighting Controls.

“To upgrade our building from LEED gold to LEED platinum, we’re going to have to continue to reduce energy usage”, explains Mr. Kendall. “Schneider Electric’s building automation/energy management system will help us achieve this goal. It will give us a much better view of where energy is being used in our facility and the intelligence to help us optimize energy usage to the point where we are completely self-sustainable.”

The Leadership in Energy and Environmental Design (LEED) Green Building Rating System™ is a third-party certification program and an internationally accepted benchmark for the design, construction and operation of high performance green buildings. There are four levels of certification – certified, silver, gold and platinum.

The Schneider Electric building automation/energy management system will also enhance Earth Rangers’ worldwide attraction as a demonstration site for new and emerging environmental technologies. “What’s missing in the marketplace is a site where you can evaluate how a new technology interacts with existing building technologies to drive energy conservation”, explains Mr. Kendall. In addition to providing visibility to Earth Rangers’ building control and energy usage system, the Schneider Electric system will allow real-time, on-line monitoring of the building, creating a virtual center to expand the Earth Rangers’ visibility and learning opportunities.

“We are delighted to be able to help Earth Rangers achieve energy self-sufficiency”, says Leonce Fraser, Vice President, Schneider Electric Canada.

For more information contact:

Peter Kendall, Executive Director, Earth Rangers.

[email protected], 905 417-3447 X 3000

Nicolas St-Germain, P.Eng. Solution Engineering Director, Schneider Electric

[email protected], 905-678-5261

Strategy

Result

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