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During the training session, example problems and trainee exercises may be bene cial to allow the trainees to work together to solve waste minimization problems in their work units and identify new waste reduction opportunities. A group discussion can also be a useful component of the training exercise to gather feedback and employee perceptions. The trainees should be made aware of the key metrics of the waste reduction program. Speci cally the environmental and economic impacts in their work units should be presented and discussed. Many employees have a desire to help the environment and by discussing the tons of solid waste that can be reduced per year by applying the waste minimization programs and process changes, the employees can gain a sense of contribution and motivation. By discussing the nancial bene ts of waste minimization to the organization the employees can be made aware that the programs will enhance job security by improving the bottom line of the organization. The tracking and monitoring methods of the waste reduction programs should also be discussed. Trend charts that display waste reduction and economic performance versus expectations should be presented. The location of these charts and how to read them should also be provided. Suitable locations include common areas such as lunch rooms or informational boards and should be in line with organizational policies. Figure 9.1 shows a sample performance chart that may be used as a template.

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Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website.

Cardboard Waste Reduction 35 30 25 20 15 10 5 0 Jan- Feb- Mar- Apr- May- Jun08 08 08 08 08 08 Jul08 Aug- Sep- Oct- Nov- Dec08 08 08 08 08

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In conjunction with the training session, the waste minimization and management team should carefully consider a certi cation or recognition process. Most trainees will be more motivated if there is some type of reward process; a simple thank you from the unit supervisor, a catered lunch, door prizes, or monetary prizes for meeting established goals. Employees may gain a stronger sense of team work if a certi cation process is involved with new equipment deployment. For example, if a new cardboard baler is installed, the work unit can be provided with a certi cation checklist. If all items on the checklist are met, the process can be of cially certi ed and the work unit can be recognized and/or presented with an award mentioned above. Common elements of the checklist may include

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Adherence to safety standards Adherence to the standard operating procedure Housekeeping and cleanliness Achievement of waste reduction goals over a 3-month time frame Achievement of cost-reduction/revenue goals over a 3-month time frame

with a relatively wide core. Because of the width of the core, it enables light rays arriving from the source at a variety of angles (three in this case) to enter the fiber and be transmitted to the receiver. Because of the different paths that each ray, or mode, will take, they will arrive at the receiver at different times, resulting in a dispersed signal. Now consider the system shown in Figure 4-21. The core is much narrower and only allows a single ray, or mode, to be sent down the fiber. This results in less end-to-end energy loss and avoids the dispersion problem that occurs in multimode installations. Chromatic Dispersion The speed at which an optical signal travels down a fiber is absolutely dependent upon its wavelength. If the signal comprises multiple wavelengths, then the different wavelengths will travel at different speeds, resulting in an overall spreading or smearing of the signal. As discussed earlier, chromatic dispersion comprises two subcategories: material dispersion and waveguide dispersion.

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A typical training agenda includes a 1-day workshop for the affected employees that discusses the new process changes, equipment, the goals of the program, tracking methods, continuous improvement for the waste minimization program, and the need for a waste reduction mindset to change the organization culture. Below is a list of lessons learned that may be useful when developing agendas:

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