Eleven major companies take quality environmental management initiatives within president's commission

The President'S Commission on Environmental Quality (PCEQ) is translating TQEM theory into action at industrial facilities around the United States. Eleven major corporations are undertaking voluntary demonstration projects at twelve facilities throughout the country to actively test TQEM. Corporate participants will share their conclusions about incentives, barriers, management processes, and metrics to produce a “blueprint” for successful TQEM programs elsewhere.     

ANSI/ASQC E4: A unified management standard for quality assurance of environmental programs

The need for a national consensus standard for quality assurance (QA) for environmental programs emerged from efforts to clean up sites contaminated by hazardous chemical and/or radioactive wastes. The waste management community has been using several different standards or sets of requirements for establishing the QA and quality control (QC) procedures for use during the cleanup of contaminated sites. Some of these requirements have been imposed by federal agencies, including the Department of Energy (DOE), the Department of Defense (DOD), the Nuclear Regulatory Commission (NRC), and the Environmental Protection Agency (EPA). Often, requirements have been chosen to fit a particular mission or regulatory requirements. The remediation and restoration of federally owned or operated hazardous waste sites has created a situation in which multiple organizations (including federal and state regulators, site operators, and remedial contractors) are overseeing or addressing the same technical problem, often at the same site, and using different QA requirements. The occurrence of multiple QA/QC requirements has resulted in costly and time-consuming duplication of effort. In addition, the perception of inconsistent and often conflicting requirements has created confusion and frustration. The need for a single set of QA/QC criteria to bring order and consistency to the application of QA in the environmental waste management area became increasingly clear, and led to the development of ANSI/ASQC E4, which may be approved and issued by this year.     

Environmental training fosters bottom-line education and regional economic development

The significant problems we face cannot be solved at the same level of thinking we were at when we created them. If Einstein was correct, the question that you should be posing to yourself right now is “how can I make the change to a different level of thinking?” This challenge was given to a group of managers from a broad range of businesses in a training program delivered at the Centre for Environmental Training (CET) in St. Catharines, Ontario, Canada. It will be examined in this article as part of a case study about the success of a TQEM approach to improving the bottom line of business. At the heart of this story is the germination of a business vision to make improved environmental performance a key factor in regional economic renewal. In keeping with the TQEM theme, this is a never ending story; this article is just the prologue.     

环境空气自动监测系统质量管理体系框架

在《环境空气质量标准》（GB3095—2012）发布并逐步实施的形势下,综合目前国内外环境空气质量自动监测质量管理体系、制度建设和质量控制技术内容,结合我国环境空气自动监测系统实际状况和需求,研究并提出了环境空气质量自动监测质量管理体系的总体框架,该框架包括质量保证体系和质量控制体系两部分。     

Environmental management information systems: New tools for measuring performance

Successful implementation of environmental management information systems (EMIS) has become essential to the success of total quality environmental management (TQEM) programs. Effective TQEM programs will be early indicators of which companies survive and thrive in today's competitive business environment. Highly competitive industries such as chemicals, electronics, and oil and gas are becoming very effective in cooperating to develop metrics, models, and tools that are based on business processes rather than regulatory edicts. Now electric power companies, newly exposed to market competition, are starting to develop and implement these metrics, standards, and tools. That industry provides a model for joining TQEM and EMIS.     

Building audits into tqem measurement systems at P&G

This article discusses an approach to building environmental compliance audits into an effective TQEM measurement system. With this approach, companies can move their existing programs from just “meeting the law” to being viewed as “leaders in environmental excellence.” The benefit of this change is that local communities are more likely to allow their environmental leaders the operating flexibility that minimizes cost and the necessary permits for expansion.     

Engaging your networks

The following is an excerpt form Grace Wever's new book Strategic Environment Management: Using TQEM and ISO 14000 for Competitive Advantage (John Wiley & Sons Inc., 1996). In this chapter entitled “Engaging Your Networks,” she shows how companies can “design-in” satisfaction through supply chain partnerships and join hands productively with customers and stakeholders to address EHS issues of mutual concern. Guidelines for value-added partnering are included as well as many illustrative company samples.     

Identification of river water quality using the fuzzy synthetic evaluation approach.

Proper identification of water quality conditions in a river system based on limited observations is an essential task for meeting the goals of environmental management. Various classification methods have been used for estimating the changing status and usability of surface water in river basins. However, a discrepancy frequently arises from the lack of a clear distinction between each water utilisation mode, the uncertainty in the quality criteria employed and the vagueness or fuzziness embedded in the decision-making output values. Owing to inherent imprecision, difficulties always exist in some conventional methodologies when describing integrated water quality conditions with respect to various chemical constituents, biological aspects, nutrients, and aesthetic qualities. This paper presents a comparative study using three fuzzy synthetic evaluation techniques to assess water quality conditions in comparison to the outputs generated by conventional procedures such as the Water Quality Index (WQI). Based on a set of data collected at seven sampling stations, a case study for the Tseng-Wen River system in Taiwan was used to demonstrate their application potential. The findings clearly indicate that the techniques may successfully harmonise inherent discrepancies and interpret complex conditions. A further, newly developed fuzzy synthetic evaluation approach described in this paper might also be useful for verifying water quality conditions for the Total Maximum Daily Load (TMDL) program and be helpful for constructing an effective water quality management strategy.     

Implementing industrial ecology and design for environment practices: Lawrence livermore national laboratory

Lawrence Livermore National Laboratory (LLNL), one of the nation's three national security laboratories, is initiating a major research effort in industrial ecology with the goal of increasing the economic and environmental efficiency of the U.S. and global economies. Closer to home, ongoing efforts to reduce LLNL's environmental impact on the surrounding community provide an example of how the environmental efficiency of a major research facility can be systematically improved. In the late 1980s, LLNL initiated its waste minimization and pollution prevention program, changing its focus from end-of-pipe waste management to a proactive and preventive strategy—total quality environmental management (TQEM). LLNL's success in integrating pollution prevention with R&D and operational activities is well illustrated by the waste reduction and energy and water conservation accomplishments described in this article. LLNL represents a model of how industrial ecology, design for environment, and pollution prevention can be incorporated into a comprehensive R&D and operational program. This article describes LLNL's developing industrial ecology program, gives some specific technical accomplishments that have application to many industrial facilities, and presents a case study of TQEM at LLNL's remote experimental test facility, Site 300. The integration of TQEM philosophy with LLNL's scientific capabilities holds much promise for new ideas and creative solutions to national and international industrial ecology concerns.     

The data game: Measurement,uncertainty, and the challenge of quality

“Measurement, Uncertainty, and the Challenge of Quality,” by Carl Frankel, argues that corporations expect too much of science and measurement, in parallel with a culture that is similarly disposed. While science and measurement are essential to environmental progress, they are also limited in important and often overlooked ways. For instance, risk assessment provides only grossly approximate answers, and subjective quality—a central component of sustainable development—is rarely measured at all. New strategies for measuring the qualitative aspects of experience are urgently required.     

Achieving quality environmental audits: Twenty tips for success

In 1995 the authors spent a considerable amount of time conducting audits and audit training classes all over the world. In rolling out Colgate-Palmolive's reengineered environmental audit program, they coupled a two-day training program with a three-day audit. Whether in Asia-Pacific, South America, Europe, or the United States, auditors, especially those newly trained, always seemed to fall into the same traps time and again. In order to facilitate the learning process, the authors prepared a list of 20 tips to use at the beginning and end of all training programs and audits. In this article, the authors share the 20 “golden rules” to help all auditors improve the quality of their audits.     

Selecting measures for corporate environmental quality: Examples from TQEM companies

Companies undertaking TQEM programs must decide how to measure continuous improvement in the environmental field at the outset of their implementation activities. In the past three years, the leading TQEM companies have made these tough choices and have begun to share their findings with the larger professional community. The author proposes a model for classifying environmental measurement data and presents examples of approaches adopted by TQEM companies.     

EXPERIMENTS IN IMPROVING RURAL WATER SUPPLIES1

ABSTRACT: A series of studies and experiments were conducted to identify rural water supply quality problems and to develop and demonstrate solutions. We found that rural people had severe and widespread problems, while state agencies held potential answers. Communications between experts and town officials were weak or absent. To bridge this gap, an information system was devised and tested. A computer program was developed to provide a printout map of the state, showing town boundaries and the quality of water supplies for each public water system monitored by the State Health Department. The map and data were published in local newspapers with an explanation of the map and its symbols. Town health officers were interviewed to determine the results of the public disclosure. We found that the news releases led to increased awareness, interest, and understanding of water quality and demands for ameliorative action. This program was supplemented by two publications: “A Layman's Guide to Eutrophication” and “A Handbook for Rural Water Uses.” The handbook explains the nature of drinking water standards, the reasons for these standards, the dangers and results of not meeting the standards, and cost-effective alternatives for improving water quality.     

Achieving environmental excellence through TQEM strategic alliances

Generally speaking, today's TQEM initiatives do not improve a firm's activities beyond the shipping dock and onto consumer and postconsumer use and reuse. Although internal TQEM efforts do improve environmental impacts of a firm's operations, most firms remain focused on the traditional bottom-line objective of increasing throughput. For these reasons, most firms implementing TQEM miss the many opportunities to improve environmental performance (including cost and quality) through asset recovery, resource sharing, and reuse. However, by taking the advantages of teamwork beyond corporate boundaries, firms can close the loop on environmental improvements. Inter-firm teaming for environmental advantage, which we define as TQEM alliancing, initiates a cyclical approach to environmental performance improvement. It does so by forging strategic relationships among firms that can leverage each other's environmental weaknesses. TQEM allying is a round-robin game plan. In this article, the authors show how it allows firms to take their environmental improvement initiatives beyond regulatory compliance (and into proactivity), beyond pollution control (to total pollution avoidance), and beyond profitability (for a quantitative as well as qualitative bottom line), because firms will be integrating external as well as internal functions across different business domains.     

From a culture of fixing to a culture of preventing at arm & hammer brand

Companies with a total quality management program in place are beginning to understand the need for of a fuller integration of environmental and health and safety functions within their overall quality framework. Intense international competition, a flat global economy, and an increasingly stringent environmental and health and safety regulatory climate are forcing management to consolidate whatever gains they have made on the compliance side. At the same time, a total quality approach demands flattening of hierarchies, increased empowerment in divisions and plant floors, and much greater integration through a team approach of most management functions. Making all of this work puts a heavy premium on communication and individual responsibility. As companies that are going through the process now understand, this calls for major changes in corporate culture and a deep commitment from top management. This article describes the quality improvement process at Church & Dwight, makers of the Arm & Hammer line of products, where the TQEM challenge is orchestrated by a triumvirate representing three management functions: engineering, quality, and marketing/public relations.     

Proposition 65 warning regulations must change—and soon!

Proposition 65 (Prop 65) is very much a part of the “right‐to‐know” landscape in California and, as we all know, Prop 65 warnings are especially visible in that state. This much is clear. What may be less clear are the sweeping changes in the “clear and reasonable warning” requirements now scheduled to take effect from August 30, 2018. This date may seem like a long way off, but it is right around the corner in terms of coming into compliance with these dramatic changes. This Washington Watch column summarizes the new warning requirements and the reasons why companies need to focus now on these changes.     

A CASE STUDY IN THE IMPLEMENTATION OF THE FEDERAL WATER POLLUTION CONTROL ACT AMENDMENTS1

ABSTRACT: A general model of the policy implementation process is utilized to facilitate a discussion of the way Section 208 of PL 92-500 is being carried out on an areawide basis. A study of four “208 areas” in the “New York-Philadelphia corridor” highlights the operation of several variables used in the model. The varying political and socioeconomic conditions in geographic areas which have similar water quality problems are leading to the evolution of vastly different implementing structures, or institutional arrangements. The analysis suggests that these differences may have important implications for the success of the program in each of these areas. A major underlying theme is that such problems are characteristic of the 208 process nationwide and reflect general difficulties associated with managing water quality in a federal system.     

Questions and Answers. From waste to improved production?

Please send me your comments and questions on TQEM. Address it to me: TQEM Questions & Answers Editor, 22 West 21st Street, New York, NY 10010. I will credit you with the question and send out an extra copy of TQEM. My thanks to James, Jack, and Sheila for sharing in the quality revolution this issue.     

Questions and answers. TQEM performance indicators—how do you measure up?

I have seen a number of corporations accept the philosophy of TQEM and start the process of total quality environmental management with great enthusiasm. I believe that many organizations are attracted because TQM principles demand measurements of success and results that are definable for the environment. It reduces the emotionalism that frequently tends to surround environmental issues. Emotionalism has perhaps been the bane and boon of efforts by corporations and advocacy groups to incorporate environmental issues into the day-to-day functions of organizations. Abt Associates, a well-known research-based consulting firm, recently completed a study of U.S. Fortune 250 firms' environmental management programs. Abt found evidence that environmental performance is a competitive issue. Benchmarking is hotly pursued to develop firm-wide indices of performance. One third of the benchmarking is against competition, another third is against worldwide firms. There is a race to develop “Best in Class” standards now. E2M and Abt Associates have combined resources to study corporate Canada's environmental management programs and compare these with those of the United States. This research will help companies benchmark activities and will build a strong North American data base. Unfortunately it will not be ready in time to answer TQEM's question for this issue. (The study results will be released to participating companies in Fall 1992.)     

Kodak's framework and assessment tool for implementing TQEM

Total Quality Management provides a powerful management foundation and framework to implement an organization's environmental vision and principles. The elements of TQM include customer/stakeholder focus, a high degree of senior management commitment, a long-term focus, and tools such as continuous improvement, empowerment, and a prevention-based approach. This article describes a matrix developed by major U.S. and Canadian firms that serves as (1) a guide to organizations implementing TQEM from the ground floor up and (2) an assessment tool that can be used internally or externally to measure progress toward environmental management excellence and to identify opportunities for improvement. The matrix is based on categories adapted from those used in the Malcolm Baldrige National Quality Award process. The relationship between individual matrix cell criteria and key concepts such as pollution prevention and sustainability is also described.