In 2006, despite much progress, Goodyear, one of the world's largest tyre companies, was still sending waste to landfills around the world and defined waste as anything it no longer required. To change, the company realised it needed to understand its waste, including how to better handle and segregate it so it could become a valuable raw material for others.
The zero waste to landfill journey
In 2007, a corporate directive required all 100 Goodyear manufacturing plants in 29 countries to eliminate waste sent to landfills by the end of the year. Each plant was asked to create a waste matrix to identify every type and amount of waste leaving their facility. Facilities then developed waste management plans that identified the proper way to handle and manage each type of waste so it could be made valuable to others.
Unsurprisingly, results showed waste was not being properly segregated, even items "easy" to recycle like wood, glass and metal. Yet, Goodyear learned a fundamental lesson by analysing its waste. When waste materials were combined in a container, they had no value to either the company or anyone else; however, once separated, they had value to others as a raw material. This finding resulted in segregation containers being placed throughout facilities.
Research also revealed that certain types of waste – those typically difficult to recycle – needed to be handled differently to be used as a raw material by others. For example, uncured scrap rubber could not be stored in large quantities as it would form into a mass difficult to handle. New handling methods were thus devised to separate the rubber into small quantities. The company also found that a small amount of its waste could not be recycled or reused, but had some energy content when burned, making it attractive to waste-to-energy facilities.
Engaging associates on the journey
Achieving zero waste to landfill required changing the corporate culture – from a mindset where waste had no value to one where waste streams could have value to others. This culture change happened through commitment, research, communication and education.
For instance, proper segregation became part of each associate's annual training and waste management was discussed in daily team meetings. Waste captains were assigned at each facility to educate others on proper waste management at work and at home.
Further, Goodyear engaged with recycling and reprocessing vendors to implement new processing opportunities, refine waste handling methods, and identify new waste uses. The company also developed close business relationships with other industries to become a source of raw materials.
The challenges of waste handling
As Goodyear was implementing the zero waste to landfill initiative, it also faced challenges. These included the need for additional internal labour (and storage space) to handle and manage the segregated materials but also additional costs incurred by facilities. The only solution to offset these higher costs was to generate increased revenue by selling the wastes that had value and could be used as a raw material by others.
Successful results and a bright future ahead
By the end of the first quarter of 2008, Goodyear had achieved its goal of zero waste to landfill and has maintained that position ever since. While it was initially more expensive to implement the programme at many facilities, today, revenues generated from selling recyclable materials exceed costs associated with the recycling programme. For example, in North America, zero waste to landfill doubled the region's waste management costs in 2008. However, revenues generated from the sale of recycled materials have increased every year since and, by 2012, exceeded costs.
Today, all manufacturing facilities are required to maintain zero waste to landfill, with the goal of reducing the amount of waste used as heat recovery. Associates also continue to drive this continuous improvement while Goodyear finds more beneficial uses for reusable scrap material which can in turn help fund further improvements.
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