Changes are Coming to Hazardous Waste Management

Changes Coming to Hazardous and Universal Waste Management in Ohio

Hazardous waste generator improvements are coming!   These changes are good, but will require generators here in Ohio to review their hazardous waste programs and be prepared to incorporate these changes by May 2019.

New definitions, requirements and regulatory references have been established for all categories of waste generators and also changing the smallest waste generator category known as Conditionally Exempt Small Quantity Generators (CESQGs), to now be called Very Small Quantity Generators (VSQGs).   All the changes are far too extensive to cover in a short blog, but some of the most significant changes will be covered.

Satellite Accumulation Point Management

 EPA has revised quantity limits for acute hazardous wastes (1 qt for liquids and 1 kg for solids) at satellite accumulation points as well as marking requirements on hazardous waste containers at satellite accumulation points.  Containers must still be marked with the words “Hazardous Waste” but now also have markings indicating the “Hazards” of the waste.

For Small and Large Quantity Generators, Satellite Accumulation Points must now meet generator-specific emergency preparedness and planning requirements, which previously only applied to a generators 90-day or 180-day centralized storage areas.

Emergency Preparedness and Planning

Requirements pertaining to emergency preparedness have been expanded to include posting emergency response information “next to telephones or in areas directly involved in waste generation and accumulation of hazardous waste”.  Further, all Large Quantity Generators (LQGs) will be required to prepare and submit to local first responders or the Local Emergency Planning Committee (LEPC) a Quick Reference Guide.

Episodic Generation

Many generators have been forced to scramble to meet higher generator category requirements or take the risk and liability of being in non-compliance when unplanned (or even planned) hazardous waste generation causes the generator to exceed their normal generator category limits.  Under the new rulemaking, EPA allows for a one time episodic hazardous waste generation event (planned or unplanned) allowing a VSQG or SGQ to remain in their normal waste generator category.

Source:  https://www.epa.gov/hwgenerators/final-rule-hazardous-waste-generator-improvements

 

BRIDGE: How a Signature Program Got its Roots

Not all problems are created equal.  Using one’s intuition or past practices might work for solving very simple problems.  Yet our past and our view of the future may limit our solutions.  When we are facing an issue or challenge that requires a fresh solution and has many interrelated components — perhaps several different constituents are involved or can be effected by the solution — a more robust process will bring you a clearer, more novel solution.  Based on Snowden’s (2007) research, there are four levels of problems – simple, complicated, complex and chaotic. As director of the Alber Enterprise Center, I helped to develop an issue management model specifically designed to resolve our clients’ complex problems.

In my own research comparing The BRIDGE Issue Management Process with other, more basic problem-solving models, I determined that there are three features that differentiate our model.  The BRIDGE:

  1. Identifies a system of interrelated solutions that resolve the issue;
  2. Provides templates for clients to document the desired outcomes, action steps, measurements, and resources into formal documents; and
  3. Gains buy-in from their respective organizations to implement and sustain the solution.

Deciding how to solve problems and issues can create a challenge in itself.  Giroux (2009) conducted a study of the decision-making habits of small business owners and entrepreneurs in Canada.  Using one’s intuition seems to be a common practice, as was learning from past incorrect decisions.  Also, emotions may unduly influence the decision if the problem is critical to the success of the business.  Without a formal process that helps them view the problem objectively, small business owners sometimes lacked the ability to make sound decisions (Giroux, 2009).  They are limited by their past experience and their view of the horizon.

There is history in the phrase “issue management process.” It was coined by the late Howard Chase in 1976 to describe a process he crafted for corporations to manage their public relations image and to influence public policy. Although Chase restricted his model to the corporate and public policy environment, issue management eventually progressed into a discipline used by other types of entities to develop strategies for a wide range of issues in their respective environments.

Extension’s new “signature program,” The BRIDGE: Issue Management Process, is not actually a program as educators know it.  It is a tool that anyone experienced with facilitating groups can utilize to solve complex issues with their constituents.  The BRIDGE creatively incorporates adaptations of several organization analysis tools designed by business scholars arranged in a logical flow.  First, the facilitator carefully chooses stakeholders familiar with the issue and invites them to a workshop to guide them through the process.  The facilitator then coaches the participants to storyboard what they can control or influence about the issue; to reflect on where they are currently and what they want as an end result in measurable terms; and to identify forces driving the issue as well as barriers that must be overcome.  The group then designs a comprehensive, multifaceted solution that specifies the action steps and addresses the human resistance to change that may hold back implementation.  Creating an evaluation plan for monitoring the outcomes is the final phase of the process.

We use The BRIDGE when 1) there are many components to an issue that are interrelated, and minor changes to one component could cause major consequences to others; 2) we want a creative solution that has not been done before; and 3) we have a short time period to resolve the issue.

I hope that this post helps to broaden your perspective on problem-solving vs. issue management, and that the next time you’re faced with a complex issue, you’ll reach for The BRIDGE tool kit.

Embrace the Changes: Quality & Environmental Management Systems

by Larry W. Sheppard, ISO 14001-2015 EMS & ISO 9001-2015 QMS Consultant

Companies currently certified to ISO 14001-2004 and ISO 9001-2008 must be re-certified to the revised standards by September 15th 2018 or risk the possibility of losing their certification.  The new standards did not add any new requirements; however, some of the existing requirements in the 2015 versions have significant changes. Transition for ISO 14001-2004 and ISO 9001-2008 certified companies should be easy to implement since they have an EMS/QMS base that meets most of the requirements of the 2015 version.

This is where the Alber Enterprise Center of The Ohio State University can assist your company during the transition to the new standards. We would be glad to meet with your management staff and present the new requirements in detail.

 Main changes in ISO 14001:2015 EMS

The new requirement is to understand the organization’s context has been incorporated to identify opportunities for the benefit of both the organization and the environment. Particular focus is on issues or changing circumstances related to the needs and expectations of interested parties (including regulatory requirements) and local, regional or global environmental conditions that can affect, or be affected by, the organization. Once identified as a priority, actions to mitigate adverse risk or exploit beneficial opportunities are integrated in the operational planning of the EMS.

 To ensure the success of the system, a new clause has been added that assigns specific responsibilities for those in leadership roles to promote environmental management within the organization.

The expectation on organizations has been expanded to commit to proactive initiatives to protect the environment from harm and degradation, consistent with the context of the organization. The revised text does not define ‘protect the environment’ but it notes that it can include prevention of pollution, sustainable resource use, climate change mitigation and adaptation, protection of biodiversity and ecosystems, etc. i.e. environmental performance.

There is a shift in emphasis with regard to continual improvement, from improving the management system to improving environmental performance to be consistent with the organization’s policy commitments.  In addition to the current requirement to manage environmental aspects associated with procured goods and service, organizations will need to extend its control and influence to the environmental impacts associated with product design and development to address each stage of the life cycle, i.e. acquisition of raw materials, design, production, transportation/delivery, use, end-of-life treatment and final disposal.

Main Changes in ISO 9001-2015 QMS

Major Differences in Terminology between ISO 9001- 2008 & ISO 9001-2015

 

ISO 9001-2008 ISO 9001-2015
Products Products and service
Exclusions Not used

(See Clause A.5 for clarification of applicability)

Management Representative Not used (Similar responsibilities and authorities are assigned but no requirement for a single management represented)
Documentation, quality manual, documented records Documented information
Work environment Environment for the operation of processes
Monitoring and measuring equipment Monitoring and measuring resources
Purchased product Externally provided product and services
Supplier External provider

 Documented Information has replaced the ISO 9001-2008 version need for the quality manuals and some procedures to define the documented QMS. Documented Information includes instructions, records of process performances, external provider’s performance, internal audits and management reviews etc.

As part of the continual improvement process risk base thinking was added to the revised standard. The concept of risk has always been implicit in ISO 9001 as preventive action. The 2015 revision makes it more explicit and builds it into the total QMS.

Employee Training: Part 1

DSCN0345When we ask “What is employee training?” it is not surprising that we get different responses.  Of course, no one particular answer is more correct than another.  One definition of training to consider is as follows: Training is the process whereby people acquire capabilities to perform jobs.  No company wants poorly trained employees.  Their mistakes can be very costly to your company.  Training provides employees with specific, identifiable knowledge and skills.  Sometimes we will talk about training and development together.  Development is different than training. Employee development is broader in scope and focuses on employees gaining new capabilities useful for both present and future employment.  Training may include “hard” skills and “soft” skills. A “hard” skill would be learning how to operate a machine or piece of equipment.  A “soft” skill would be how to effectively communicate with other employees.

In this series of articles, we will discuss several key components of employee training.  These include the following:

  • Training defined.
  • Strategic training approach.
  • Four phases of the training process.
  • Types of analysis to determine training needs.
  • Internal, external and e-learning training delivery methods.
  • Levels of training evaluation.
  • Intercultural competence training for global employers.

We have seen contemporary training in companies change considerably over the years.  Factors affecting the changes include the competitive environment and technology.  Four specific areas have been affected.  Each area is discussed below:

A. Organizational Competitiveness and Training

Companies realize that training their employees is important to a successful business.  Estimates say approximately $60 billion is spent annually on training in the U.S.  On average this expense is 1.5% – 2.0% of payroll expenses.  This data is from a study conducted by The American Society for Training and Development (ASTD).  Training can be compared to “continuous improvement.”  If your employees are not properly trained, you could lose competitive advantage in the market.  Retraining good employees is enhanced by an effective training program.

B. Knowledge Management and Training

Historically, competitive advantage among companies was measured in terms of physical capital.  Today, “intelligence” is considered a raw material used by “knowledge workers.”  Knowledge management is the way a company identifies and leverages knowledge in order to be competitive.  Technology can help transmit knowledge, but having technology does not mean employees will use it to manage knowledge effectively.  Knowledge management is a conscious effort to get the right knowledge to the right employees at the right time.  This way it is shared and implemented in your company.

C. Training as a Revenue Source

Many companies make a profit from selling training.  In some cases, training is included with a product purchase, for example, a new human resources information software package.  Purchasing a new machine for the production department can be less than successful without proper training from the manufacturer.  Future sales can be increased by providing product training.

D. Integration of Performance on Training

Job performance, training and employee learning must be integrated to be effective.  The link between training and job performance is critical.  Let’s look at safety fall protection personal protective equipment (PPE).  If your employees were simply shown a training video it is doubtful that the equipment would be used properly.  As an alternate method of training, the trainer could demonstrate how to properly put on the equipment, have the employees put the equipment on themselves and provide real-time feedback.  We think it is obvious which training method works better.  Other topics could incorporate everyday business issues as learning examples.  This would increase the realism of training exercises and scenarios.  This method integrates training, learning and job performance.

John M. Turner, Ph.D. is the President of JMT & Associates and a solutions partner who has been providing quality human resources consulting and training to Alber Enterprise Center’s clients for several years.  Please contact info@alberosu.com for more information on John’s services.

Using the SIPOC Model to Break the Silo Culture

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Managers often see large and complex organizations from a functional or vertical view.  This works in some cases where individuals are close to subject matter experts.  In this environment subordinate managers tend to perceive other functions as enemies rather than partners.

This silo structure prevents interdepartmental issues from being resolved.

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Each department has its goals and there is often competition for limited resources.  The result is sub-optimization of the organization – one department being able to meet its goals at the expense of the organization.

The traditional approach shows a silo structure where separate and autonomous groups are unconnected and each department’s manager becomes the customer.  Activities take place but value to the end customer may be compromised.

If the organization is small, then the traditional vertical organization may be sufficient to get things done and still meet the requirements of the customer.

 

The traditional mindset is- if each piece is managed then the needs of the end customer are met.  This is erroneous.

The silo structure often gives rise to a silo culture, one that does not encourage collaboration, but instead perpetuates the “blame game” and “finger-pointing”.  There are several structures within the organization that supports this behavior.  In some cases, there are functional metrics which conflict with the overall direction of the company, in other cases the reward and recognition system supports the silo culture.

The SIPOC template moves organizations away from this and provides the steps to create a customer focused organization.

What is SIPOC

The acronym means – Supplier, Input, Process, Output, Customer

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In the SIPOC model, it is necessary to have a feedback system – feedback between the customer and the process, and between the process and the supplier.  The feedback loop ensures that the process is sustained and the organization does not revert to the old ways of doing things.

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Value of SIPOC

  • Promotes cross-functional collaboration – teams are able to work together to see the big picture
  • Improves knowledge on what happens outside of the department
  • Provides measurement not only on activities within a department but how they add value to the customer
  • A big tool for motivation -as employees begin to see the “big picture” and understand the role they play
  • In Lean Six Sigma the SIPOC model is vital for:
  • Promotes and helps sustain a process focus
  • Provides a foundation for process mapping and process management

Although organizations may be designed by specialties, the SIPOC model is useful to change how work gets done, and ensure that the needs of the external customers are met.  The tool provides the template for changing the culture of the organization from one that is confrontational to one that works across functional boundaries.  When this is allowed to happen, teams can identify and remove waste – activities that are non-value added in terms of meeting customer requirements.

The bottom-line is that the SIPOC model and Lean Six Sigma have the ability to change the thinking of individuals in the organization.  For more information, contact us or call 740-725-6325.

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner.  Norma heads a team of qualified professionals in the areas of Lean and Six Sigma.  Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.

7 Ways to Align Strategies Within your Organization

vision_and_alignment-325090-editedDo you run your company, or business unit, like items on a checklist?

This could mean that the organization is not aligned and that you are generating waste.

“Great Performance is 1% Vision 99% Alignment” Jim Collins, author of Good to Great

Every organization or institution, for profit or non-profit, is required to achieve results.  The method of getting those results can be structured, or unstructured.

In most cases organizations may have a vision, yet manage by using a strong silo structure.  Every department has its goals and do the best to achieve the stated objective but activities may conflict with the work of other departments.

There is a certain level of waste as groups within organizations work against each other.

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Can you achieve results?  Most definitely!!  Most companies and institutions achieve success for years with this model.

However, the problem becomes difficult when changes have to be made over a short period of time.  Such changes may include:

  • Radical changes in the economy
  • Mergers and acquisitions
  • Quick changes in existing customer requirements
  • New markets with new demands
  • The company hires new employees
  • Radical changes in the use of technology, etc.

Question: So how can you ensure that you change and still achieve organizational alignment?

Answer: Develop a Structured Business Operating System.

How can this be achieved?

  1. Vision Mission Values–Begin with a clear understanding of the vision, mission and values.  If they do not exist, then the management team should spend time to document them in a way that is clear and concise.
  2. Strategic Objectives–Document the strategic objectives of the organization as a whole.  Once this is done then this should be in a strategy map (a one page document summarizing the strategic objectives) so that it can be clearly communicated throughout the organization.
  3. Performance Measures (KPIs)– Based on the vision and strategic objectives top management should identify the top 10 key performance indicators (KPIs) that should be used to track performance.
  4. Standard Documentation–Each measurement should be placed on a run chart that shows performance over time.  A Pareto chart can be used to document the top areas that impact performance.  Problem solving teams should then identify the root cause of the performance and solutions that need to be in place for improvement.
  5. Deployment–The key performance measures identified by top management must be deployed in all areas of the organization.  This allows all employees to keep track of activities in each area and to be a part of problem solving activities.
  6. Review–The entire organization needs to have a systematic review process that focuses on key performance measures created in each area.  During the review process, teams evaluate the performance metric and the results of problem solving activity.
  7. Visual Management–The visual management system contains information on the key performance drivers in each area, and results of problem solving activity.  The system serves to communicate the progress of the company as it relates to key areas.

Every organization performs all these and more – so this is not new.  However it is the use of a structured process that will ensure that the organization can achieved expected results in a short time as well as promoting employee engagement.

At a recent luncheon for The Ohio State University Alber Enterprise Center (AEC), I was asked to deliver the following presentation.  Flip through the SlideShare “Aligning Strategies with Operations” to get a few ideas on how to achieve alignment.  

For more information about aligning your processes, contact us at 740-725-6325. 

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner.  Norma heads a team of qualified professionals in the areas of Lean and Six Sigma. Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.