Facility ID: 38039SQNTN450NO
Facility Name and Address: CRANE COMPOSITES INC 450 N HWY 368 GRAND JUNCTION, TN 380390569 Parent Company: CRANE CO Industry: All Other Plastics Product Manufacturing (326199) Chemical: Methyl methacrylate |
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Reporting Year | Section 8.10: Newly Implemented Source Reduction Activity | Section 8.10: Methods to Identify Activity | Section 8.11: Optional Pollution Prevention Information* |
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2007 | Other Environmental Practices - Installed regenerative thermal oxidizer in 2006. Continue to maintain 95% VOC capture effeciencey. | ||
2006 |
Source Reduction:: W35: Installed vapor recovery systems
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Methods to Identify SR Opportunities: T11: Other
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2003 |
Source Reduction:: W19: Other changes in operating practices
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Methods to Identify SR Opportunities: T11: Other
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2002 |
Source Reduction:: W19: Other changes in operating practices
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Methods to Identify SR Opportunities: T04: Participative team management
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2001 |
Source Reduction:: W13: Improved maintenance scheduling, recordkeeping, or procedures
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers |
Methods to Identify SR Opportunities: T04: Participative team management
Methods to Identify SR Opportunities: T06: Employee recommendation (under a formal company program) Methods to Identify SR Opportunities: T11: Other |
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2000 |
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers
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Methods to Identify SR Opportunities: T04: Participative team management
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1999 |
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers
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Methods to Identify SR Opportunities: T05: Employee recommendation (independent of a formal company program)
Methods to Identify SR Opportunities: T04: Participative team management |
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1998 |
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers
Source Reduction:: W52: Modified equipment, layout, or piping |
Methods to Identify SR Opportunities: T05: Employee recommendation (independent of a formal company program)
Methods to Identify SR Opportunities: T04: Participative team management Methods to Identify SR Opportunities: T01: Internal pollution prevention opportunity audit(s) |
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1997 |
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers
Source Reduction:: W52: Modified equipment, layout, or piping |
Methods to Identify SR Opportunities: T05: Employee recommendation (independent of a formal company program)
Methods to Identify SR Opportunities: T04: Participative team management Methods to Identify SR Opportunities: T01: Internal pollution prevention opportunity audit(s) |
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1996 |
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers
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Methods to Identify SR Opportunities: T05: Employee recommendation (independent of a formal company program)
Methods to Identify SR Opportunities: T04: Participative team management |
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1995 |
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers
Source Reduction:: W52: Modified equipment, layout, or piping |
Methods to Identify SR Opportunities: T05: Employee recommendation (independent of a formal company program)
Methods to Identify SR Opportunities: T04: Participative team management Methods to Identify SR Opportunities: T01: Internal pollution prevention opportunity audit(s) |
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1994 |
Source Reduction:: W14: Changed production schedule to minimize equipment and feedstock changeovers
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Methods to Identify SR Opportunities: T05: Employee recommendation (independent of a formal company program)
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The Waste Management Hierarchy |
The waste management hierarchy established by the Pollution Prevention Act (PPA) guides waste generators toward the best options for managing wastes.
The preferred option is to prevent pollution at its source, but for waste that is generated, the preferred management methods are recycling, followed
by burning for energy recovery, treatment and, as a last resort, disposing of the waste.
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