Scales Why Are Waste Operations Installing On-Board Scales?


Given the rising cost of operating waste collection vehicles, it is becoming more important to evaluate the use of on-board weighing systems to reduce operating costs, meet new safety standards and improve fleet efficiency.system3

Electronic on-board scales are not new. They were introduced more than 30 years ago into trucking applications where monitoring gross vehicle or payload weight was necessary, but where platform scales were not readily available.

Over the years, improvements were made to these early electronic on-board scales.  Load cells were improved and specialty load cells were developed for fifth wheel applications. Center hanger solutions were created for 4-spring applications, single point load cells for single point suspensions and other solutions for most other spring suspensions. Strain gage based air sensors were added for an increasing number of air ride suspensions, and deflection suspension transducers for certain types of spring suspensions.  Hydraulic sensors were designed for vehicles equipped with hydraulic lift cylinders. Today, on-board scales can be installed on most trucks or trailers with air, spring or mixed suspensions (see On-Board Scale Configurations).

Key Benefits

Based on this product evolution, the applications for on-board scales are rapidly expanding and are found in almost every trucking industry. Organizations using on-board scales are reaping benefits far beyond just monitoring gross vehicle weight to avoid overweight fines. Given the high cost of time and equipment, on-board scales are having a dramatic impact on the efficiency and profitability of operating a vehicle or fleet. Following are some key benefits that on-board scales offer.

Vehicle Efficiency

Optimize residential and commercial vehicle efficiency by hauling the maximum legal payload on every trip to the landfill or transfer station without going to a platform scale. Searching for and using a platform to determine payload involves an additional step that diminishes efficiency.  The fee to obtain a weight from a platform itself involves a cost of approximately $9.00 per trip, but that is the least of the additional expenses incurred.  The driver time to travel to the scale, use the scale, and return is an expense incurred at the driver’s hourly compensation rate. In addition, the additional mileage traveled is an expense incurred at the operating cost of the vehicle. Knowing and then maximizing payload weight while loading helps avoid these added costs.

Eliminate Overweight Fines

Eliminating overweight fines typically is a secondary benefit to the many benefits of operating more efficiently. Paying less in fines saves money that could otherwise go to the bottom line. Fines often compound as the amount over the legal limit increases, and many public entities continue to seek alternate streams of revenue so the trend to fine for overweight loads is likely to continue. In addition, in some jurisdictions overweight fines escalate to misdemeanors as the amount over the legal limit exceeds affecting both drivers and their employer.

Transfer Trailer Load Weight
Transfer trailers to the maximum legal weight quickly at the loading point, without waiting in scale lines or driving to the nearest platform scale. You will never have to off-load and then re-load to get it right. Waiting in line to load costs in operator time at hourly compensation rates, vehicle operating costs and unnecessary fuel costs. When a drive is unable to know or maximize a load the first time, the result is often either being overloaded or underloaded.  In either case, this can result in a second or third trip to either add more or remove more weight. By loading to a maximum legal weight the first time, these operator vehicle and fuel costs are incurred once instead of multiple times.  An added benefit is to reduce the potential that an operator will decide to go ahead and proceed when overloaded to avoid a second or third trip rather than removing the overload. Or that an operator will proceed underloaded thereby under-using the capacity instead of adding more load.

Costs and Vehicle Life

Reduce maintenance costs and increase vehicle life by hauling loads that the vehicle was designed to carry. Many maintenance managers claim that on-board scales pay for themselves with reduced engine, brake and structural maintenance costs. Vehicles and related equipment are specified for a certain capacity. Any load less than capacity does not fully use the capital equipment or the operator’s capacity, and creates unnecessary fuel consumption via an inefficient trip and the need for more trips to haul the same payload. One example in a related industry was a fleet that was encouraged to not overload such that the average payload over time was 70 percent of capacity. By implementing on-board scales, approaching maximum payload at the point of loading allowed the same amount of product to be hauled by 20 to 30 percent less vehicles resulting in lower operating, maintenance and capital equipment costs, and less liability exposure. Another potential benefit involves equipment warranty. Vehicles with specified payload capacities typically carry warranty with a time limit and subject to operating a vehicle within specified limits, so consistently loading and operating a vehicle to but not above the legal limit helps simplify warranty claims and discussions.

Safety and Liability

Increase safety and eliminate liability exposure by keeping weight within legal limits allowing braking distance to remain constant and tracking around corners to be more predictable. Braking distance increases with weight. If a vehicle is overloaded, the braking distance required increases. Cornering also degrades when a vehicle is overweight—another safety concern. If an accident occurs involving an overload vehicle, that is an element that is considered fault and damages.

Driver Retention

Increase driver retention by assuring a safe load and no exposure to overweight fines. Providing drivers with tools to perform their job efficiently and safely is one key element to obtaining and retaining the best operators. Additionally, providing an on-board weighing system that allows them to maximize payload without overloading reduces exposure to overweight fines, and even misdemeanors in some jurisdictions.

Operation Efficiency

Improve operation efficiency by recording weights, load cycles, dump cycles and route/service times. Knowing your loaded truck weight is a critical component to the overall efficiency of your fleet. This information allows you to make decisions regarding your routes, billing and maintenance. With the increasing use of on-board computers, wireless communications and GPS equipment, weight information can be collected and transmitted real time back to the home office, so decisions can be made on the fly or records kept monitoring the capacity and efficiency of the operation over an extended time period.

Trends

When waste operations consider the benefits obtained from on-board scales, they typically calculate their payback to be from three to 12 months. This will shorten in the future as the cost to haul without on-board scales continues to increase due to the following industry trends:

  • Increasing competition and the need to improve efficiency and reduce costs
  • Increasing enforcement of overweight regulations
  • Increasing need to reduce liability exposure
  • Increasing difficulty finding and retaining competent drivers
  • Increasing demand for more information

A Dramatic Impact

On-board weighing systems provide significant benefits to waste companies, and given today’s high cost of time and equipment, installing a scale system can have a dramatic impact on the profitability of operating vehicles. However, it is important to talk to a knowledgeable supplier with a wide range of products and experience installing and supporting on-board scales. There are many types of scale technologies and it is critical to invest in a system that meets the vehicles specific requirements and your company’s long-term goals.

On-Board Scale Configurations

Body scales, suspension scales, front fork scales and shear pin load cells used on roll-off scales directly measure the load and are proven to be the most accurate and reliable over an extended period of time. They work by being installed on the vehicle in configurations to directly measure the load.

Body Scales—Body scales are installed between the body and frame of rear loaders, side loaders or front loaders to provide optimal performance. In these applications the body weight is transferred directly through the load cells allowing the strain gauges to measure a voltage change that relates to changing loads.

Fork Scales—Fork scales are another solution for a front loader where the principle is essentially the same. As the front forks pick up a container, the weight is transferred through the fork itself. In this application, strain gauges installed in the front fork load cells measure a voltage change indicating bin weight that the operator can monitor, record and use for decision-making.

Suspension Scales—Suspension scales of all types exist to provide the full benefits of a load cell scale system. These are most often applied in transfer station environments using fifth wheel load cells on transfer tractors or yard tractors to measure weight directly. For transfer trailers a variety of load cell solutions exist such as center hanger suspension scales, single point load cells and Chalmers suspension scales. All of these spring solutions use direct load measurement and can be mixed and matched.

Roll-Off Scales—Roll-off scales are another way to scale roll-offs using shear pin load cells, and are the most common method to obtain optimal performance.  In this specific application load cell shear pins are installed in the rear hinge assembly to measure the rear of the container. The weight of the front of the container is often obtained by measuring the hoist cylinder pressure with a hydraulic pressure sensor, or sometimes by installing load cells or shear pins under the hoist assembly depending on configuration and application requirements.

Secondary Measurement Devices—Secondary measurement devices such as deflection transducers measure the deflection of a part of the vehicle such as a suspension member or axle. They are mounted on suspension equalizing beams, rear end housings, or axles of the vehicle and measure the deflection of the axle or suspension under load to correlate to the weight.

Secondary Pressure Sensors—Secondary pressure sensors such as air sensors measure changes in air bag pressure to correlate to weight. Mixed air and spring scale solutions are often the best fit for a variety of application requirements depending on configurations, cost and user objectives.

About the Author: Waste Advantage Magazine & Byron Mucke

Source: WIH Resource Group, Inc. – Waste Management Consulting, Recycling, Environmental, Transportation, M&A & Alternative Fuels Solutions for Business & Government

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  • Recycling Programs Optimization
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  • Research & Polling – Customer Satisfaction Surveys
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  • M&A Due Diligence
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38 of the Most Inspirational Leadership Quotes…Ever


No one can deny the power of a good quote. They motivate and inspire us to be our best.

managers-leaders

 

 

 

 

Here are 38 of my absolute favorites:

1. “I alone cannot change the world, but I can cast a stone across the water to create many ripples.” -Mother Teresa

2. “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” -Maya Angelou

3. “Whether you think you can or you think you can’t, you’re right.” -Henry Ford

4. “Perfection is not attainable, but if we chase perfection we can catch excellence.” -Vince Lombardi

5. “Life is 10 percent what happens to me and 90 percent of how I react to it.” -Charles Swindoll

6. “If you look at what you have in life, you’ll always have more. If you look at what you don’t have in life, you’ll never have enough.” -Oprah Winfrey

7. “Remember no one can make you feel inferior without your consent.” -Eleanor Roosevelt

8. “I can’t change the direction of the wind, but I can adjust my sails to always reach my destination.” -Jimmy Dean

9. “Nothing is impossible, the word itself says ‘I’m possible’!” -Audrey Hepburn

10. “To handle yourself, use your head; to handle others, use your heart.” -Eleanor Roosevelt

11. “Too many of us are not living our dreams because we are living our fears.” -Les Brown

12. “Do or do not. There is no try.” -Yoda

13. “Whatever the mind of man can conceive and believe, it can achieve.” -Napoleon Hill

14. “Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do, so throw off the bowlines, sail away from safe harbor, catch the trade winds in your sails. Explore. Dream. Discover.” -Mark Twain

15. “I’ve missed more than 9000 shots in my career. I’ve lost almost 300 games. Twenty-six times I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.” -Michael Jordan

16. “Strive not to be a success, but rather to be of value.” -Albert Einstein

17. “I am not a product of my circumstances. I am a product of my decisions.” -Stephen Covey

18. “When everything seems to be going against you, remember that the airplane takes off against the wind, not with it.” -Henry Ford

19. “The most common way people give up their power is by thinking they don’t have any.” -Alice Walker

20. “The most difficult thing is the decision to act, the rest is merely tenacity.” -Amelia Earhart

21. “It is during our darkest moments that we must focus to see the light.” -Aristotle Onassis

22. “Don’t judge each day by the harvest you reap but by the seeds that you plant.” -Robert Louis Stevenson

23. “The question isn’t who is going to let me; it’s who is going to stop me.” -Ayn Rand

24. “If you hear a voice within you say, ‘You cannot paint,’ then by all means paint and that voice will be silenced. -Vincent Van Gogh

25. “Build your own dreams, or someone else will hire you to build theirs.” -Farrah Gray

26. “Remember that not getting what you want is sometimes a wonderful stroke of luck.” -Dalai Lama

27. “A person who never made a mistake never tried anything new.” -Albert Einstein

28. “What’s money? A man is a success if he gets up in the morning and goes to bed at night and in between does what he wants to do.” -Bob Dylan

29. “I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do.” -Leonardo da Vinci

30. “When one door of happiness closes, another opens, but often we look so long at the closed door that we do not see the one that has been opened for us.” -Helen Keller

31. “When I was 5 years old, my mother always told me that happiness was the key to life. When I went to school, they asked me what I wanted to be when I grew up. I wrote down ‘happy.’ They told me I didn’t understand the assignment, and I told them they didn’t understand life.” -John Lennon

32. “The only person you are destined to become is the person you decide to be.” -Ralph Waldo Emerson

33. “Everything you’ve ever wanted is on the other side of fear.” -George Addair

34. “We can easily forgive a child who is afraid of the dark; the real tragedy of life is when men are afraid of the light.” -Plato

35. “Nothing will work unless you do.” -Maya Angelou

36. “Believe you can and you’re halfway there.” -Theodore Roosevelt

37. “What we achieve inwardly will change outer reality.” -Plutarch

38. “Control your own destiny or someone else will.” – Jack Welch

Did I miss any? Please share your favorite quotes for others to enjoy in the comments section below.

About the Author: Dr. Travis Bradberry, Coauthor Emotional Intelligence 2.0 & President at TalentSmart

Source: WIH Resource Group, Inc. – Waste Management Consulting, Recycling, Environmental, Transportation, M&A & Alternative Fuels Solutions for Business & Government

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For more information, Visit our website by CLICKING HERE and contact us today to see how we can best serve you by phone at 480.241.9994 or by e-mail at admin@wihrg.com.  Follow us on Twitter @WIHResource

WIH Resource Group’s Diversified Client-Specific Services

  • Waste Management Consulting
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  • Research & Polling – Customer Satisfaction Surveys
  • Landfill Operations Consulting
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8 Tips to Creating Successful Relationships


Over the years, I realized relationships in business mean everything. Whether it’s a new employer or a new Customer, the beginning of a relationship sets the standards for how the two of you will interact moving forward. With so much riding on this new relationship, it’s important that you are clear and detailed about these standards.

Referrals

To that end here are 8 important tips regarding establishment of the parameters for a new business relationship:

Tip #1: Be yourself.

Too many people try to be something they aren’t. They try to be too clever or too much fun. I learned over the years people can see through it when you are putting on an act.

Tip #2: Do as you would be done by.

My mum taught me this. Treating others as you want to be treated is the first and foremost concept that applies to all relationships, business or otherwise. In a business relationship, it means you treat your contact as you would like them to treat you.

Tip #3: Be sure to give positive reinforcement to behaviors you prefer.

Many studies have shown the best way to get more of the behavior you like is to acknowledge it with positive reinforcement. Rather than blasting a subordinate, co-worker, or client with criticism when they cross you, you should instead compliment the behavior you like.

In addition to remembering to acknowledge it, be sure that you give the positive reinforcement in the moment or directly after the incident. The happy feelings associated with the exchange are likely to make a better impression in their mind, improving your chances that you will enjoy the behavior again. For example, to the employee who presented both a problem and solution with an account: “I like how you came in with a proposed solution for that problem we had with the account. It makes my job easier when I have solutions presented to me instead of just problems.”

This does not mean, however, negative feedback is never warranted. It is important to also acknowledge the problems when they occur. When you do this, however, be sure to focus on the “the behavior” and not the individual. If you attack the person instead of the behavior, you can damage the business relationship.

For example, when a Customer emails your manager about a shipping problem instead of you, you might say something like, “When emails go to my manager about shipping problems first, there is a delay before I hear about it making it take longer to fix the problem. Can you please email me directly with those complaints?“

Tip #4: Be realistic about what you expect from people.

You can’t expect a new employee, co-worker or Customer to know all the rules in the first week, and in some cases, even in the first month. You must give them time to adjust to the new system and take in the feedback they receive. If you are consistent with positive reinforcement, it will work. Don’t give up too soon.

In addition, they might have expectations as well. Be open to what they bring to the table, as it might be a great way of doing things you hadn’t considered. I always tell my team, “None of us is as clever as all of us.”

Tip #5: Be Honest.

Don’t lie. I don’t need to say any more.

Tip #6: Accept the fact you will argue.

Relationships are not always smooth sailing. Conflict resolution is all part of building a relationship. Accept the fact you will argue, but when you do make it short lived. If you are in the wrong, apologize. Discuss what caused the argument and work out how to avoid it for the future.

Tip #7: Make time for the person.

Always make time to just chat to the person. Do this without any ulterior motive.

Tip #8: Help them when they need it.

If they need help. Help them. Don’t think, “What’s in it for me?” It’s the times like this my mum would say, “You know who your friends are.” It’s funny when I have experienced hard times, the people I thought were my friends and I had a relationship with faded into the background and other people came to the fore. This is a great test of a relationship.

What are your tips for establishing the rules of your new business relationships? We’d all love to hear your insight in the comments below.

Source: Republished by: WIH Resource Group, Inc. – Waste Management Consulting, Recycling, Environmental, Transportation, M&A & Alternative Fuels Solutions for Business & Government

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For more information, Visit our website by CLICKING HERE and contact us today to see how we can best serve you by phone at 480.241.9994 or by e-mail at admin@wihrg.com.  Follow us on Twitter @WIHResource

WIH Resource Group’s Diversified Client-Specific Services

  • Waste Management Consulting
  • Recycling Programs Optimization
  • Alternative Fuels for Truck Fleets & Landfills / BioCNG
  • Research & Polling – Customer Satisfaction Surveys
  • Landfill Operations Consulting
  • Business and Assets Appraisals & Valuations
  • Collection, Processing, Transfer & Disposal Procurement
  • M&A Due Diligence
  • Waste to Energy & New Technology Evaluation Environmental Services
  • Expert Testimony/Litigation Support
  • Facility Planning & Design
  • Finance and Economic Analysis
  • Mergers, Acquisitions and Divestitures
  • Operations & Performance Assessment (OPAs)
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Productive Paranoia in Managerial Leadership


How do you lead successfully in an uncertain, disruptive, even chaotic world?

Paranoid-Blog

Over the years, CEOs of companies have faced massive technology disruptions, deep industry recessions, sudden collapses in demand, price wars, oil shocks — you name it. But even so, they led their companies to great long-term financial performance. Their experience can guide leaders who now must lead in today’s disruptive world.

Some of these leaders have become legends, such as Andy Grove of Intel and Herb Kelleher of Southwest Airlines. Others remain fairly unknown outside their industry, such as John Brown of Stryker and George Rathmann of Amgen. What then were the leadership characteristics that separated the winning leaders from their industry peers?

Surprisingly, they were not more visionary (they did not stand out for their ability to “see” the future), and they were generally not more charismatic (yes, a few were, like Herb Kelleher, but not all, and so were some industry peers). Instead, we found three other characteristics.

Productive Paranoia. Bill Gates was hyper-vigilant about what could hit and damage Microsoft. “Fear should guide you,” he said in 1994. “I consider failure on a regular basis.” Herb Kelleher predicted eleven of the last three recessions. Andy Grove ran around “looking for the black cloud in the silver lining.” Productive paranoia is the ability to be hyper-vigilant about potentially bad events that can hit your company and then turn that fear into preparation and clearheaded action. You can’t sit around being fearful; you must act, like Herb Kelleher, who insisted on cutting costs and running lean operations in good times, so that they would be prepared for the next storm, imagined or real.

Empirical Creativity. Well, just staying alive does not produce greatness. You must also create. So we should expect these leaders to be highly creative — to create new, wonderful products. Yes, but here’s the rub. The leaders of the average industry peers also displayed lots of creativity. We found that the differentiating leadership principle was a certain approach to creativity, what we call empirical creativity — the ability to empirically validate your creative instincts. This means using direct observation, conducting practical experiments, and engaging directly with evidence, rather than relying on opinion, whim, and analysis alone (and, as a prior management consultant, I would include pure market analysis void of testing in this category). When Peter Lewis of Progressive, the car insurance company, had the idea of expanding into the safe-driver market, he did not move in one big swoop. Rather, he started with trials in Texas and Florida, then added more experiments in other states, and finally, three years later, when the concept was validated, he bet big on the new business. His idea was rooted in empiricism, not analysis alone.

Fanatic Discipline. Discipline can mean many things — working hard, following rules, being obedient, and so on. We mean something else: The best-performing leaders in our study exhibited discipline as consistency of action — consistency with values, long-term goals, and performance standards; consistency of method; and consistency over time. It involves rejecting conventional wisdom, hype, and the madness of crowds — essentially being a nonconformist. When John Brown of Stryker set the long-term goal of 20% annual net income growth, year in and year out (he hit it in more than 90% during 21 years), he was so committed to this quest that it could only be described as, well, fanatical. Markets down? Competition severe? Recession? Market hype? He did not care. He built a system of fanatic discipline to achieve the quest, no matter what. He was highly disciplined by showing consistency between his words (the goal) and his behaviors (everything he did to make it happen).

You need all three leadership skills in an uncertain world: Fanatic discipline keeps you on track; empirical creativity keeps you vibrant; and productive paranoia keeps you alive.

When I speak to leaders, I find it helpful to ask: When you consider these three leadership skills, which do you perceive as your weakest one, and how can you turn that into a strength?

A note on our research: We selected industries characterized by high levels of uncertainty and disruption, and contrasted companies that created outstanding long-term financial performance with industry peers that did not. Because our observation period was from the 1970s to 2002, we do not claim that these companies will continue to outperform in perpetuity.

SOURCES: Harvard Business Review – Morten T. Hansen is a professor at the University of California, Berkeley, and at INSEAD. He is the author of Collaboration and co-author of Great by Choice. In 2013, he was named one of the top management thinkers in the world by the Thinkers50. He is @GreatbyChoiceMH on Twitter.

Republished by: WIH Resource Group, Inc. – Waste Management Consulting, Recycling, Environmental, Transportation, M&A & Alternative Fuels Solutions for Business & Government

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For more information, Visit our website by CLICKING HERE and contact us today to see how we can best serve you by phone at 480.241.9994 or by e-mail at admin@wihrg.com

WIH Resource Group’s Diversified Client-Specific Services

  • Waste Management Consulting
  • Recycling Programs Optimization
  • Alternative Fuels for Truck Fleets & Landfills / BioCNG
  • Research & Polling – Customer Satisfaction Surveys
  • Landfill Operations Consulting
  • Business and Assets Appraisals & Valuations
  • Collection, Processing, Transfer & Disposal Procurement
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  • Waste to Energy & New Technology Evaluation Environmental Services
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Cutting Food Waste Could Save $300 Billion And Feed Hungry


Reducing consumer food waste could save the global economy up to $300 billion annually by 2030 as one third of all food produced worldwide ends up being discarded, a research group said on Thursday.

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Globally, the food wasted by consumers is worth $400 billion a year, and this could jump to $600 billion in the next decade, as the profligate middle class expands in developing countries, the group said.

Cutting the amount of food consumers discard by between 20 and 50 percent could save between $120 and $300 billion yearly by 2030, said the report for the Global Commission on the Economy and Climate, an international group chaired by former Mexican President Felipe Calderon.

Food waste in developing countries is due mainly to inadequate refrigeration equipment and poor transport links to markets and processing plants.

“Less food waste means greater efficiency, more productivity, and direct savings for consumers,” Helen Mountford, Global Program Director for the New Climate Economy, a Global Commission project, said in a statement.

“It also means more food available to feed the estimated 805 million that go to bed hungry each day.”

The UK-based Waste and Resources Action Program (WRAP), which produced the report for the Global Commission, is in a partnership with U.N. agencies including the Food and Agriculture Organization to give consumers tools for preventing waste.

In the United Kingdom, a program to improve efficiency – the Love Food Hate Waste campaign – helped households reduce food waste by 21 percent between 2007 and 2012, saving a total of 13 billion pounds ($20.1 billion), the WRAP report said.

In developing countries, about 25 percent of food waste could be eliminated with better refrigeration equipment, WRAP said.

Consumers are responsible for the majority of discarded food in developed countries, often as a result of buying too much at the grocery store or cooking too much, while most of the developing world’s waste happens before food reaches consumers.

Along with improving economic efficiency, reducing waste has big implications for the environment.

An estimated 7 percent of all greenhouse gas emissions, the equivalent of 3.3 billion tonnes of carbon dioxide, are due to wasted food, the report said.

SOURCES: Huffington Post – Reporting By Chris Arsenault; Editing by Tim Pearce

Republished by: WIH Resource Group, Inc.

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For more information, Visit our website by CLICKING HERE and contact us today to see how we can best serve you by phone at 480.241.9994 or by e-mail at admin@wihrg.com

WIH Resource Group’s Diversified Client-Specific Services

  • Waste Management Consulting
  • Recycling Programs Optimization
  • Alternative Fuels for Truck Fleets & Landfills / BioCNG
  • Research & Polling – Customer Satisfaction Surveys
  • Landfill Operations Consulting
  • Business and Assets Appraisals & Valuations
  • Collection, Processing, Transfer & Disposal Procurement
  • M&A Due Diligence
  • Waste to Energy & New Technology Evaluation Environmental Services
  • Expert Testimony/Litigation Support
  • Facility Planning & Design
  • Finance and Economic Analysis
  • Mergers, Acquisitions and Divestitures
  • Operations & Performance Assessment (OPAs)
  • Planning – Solid Waste, Recycling and Program
  • Program Management & Capital Project Planning
  • Rates, Financial Analyses & Appraisals
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Case Study: City Mulls Fueling Buses, Garbage Trucks with Landfill Gas by WIH Resource Group


Gas from Fargo’s landfill is already used to generate power and heat, but there’s enough left to fuel the city’s buses and garbage trucks as well.

By removing moisture and impurities, the landfill gas can be converted to natural gas suitable for use in specially equipped vehicles. That’s a good thing because fuel is one of the highest costs of operation for city vehicles. City buses, garbage trucks and police cruisers use an estimated 1,118 gallons a day or 407,900 gallons a year. City staff is mulling over the idea of converting part of the fleet to natural gas, especially residential garbage trucks, which get terrible mileage due to stop-and-go driving.

How much gas is in the landfill?

  • Total emissions is estimated at: 1,300 standard cubic feet per minute.
  • The city uses or sells: 900 scfm.
  • Untapped gas: 400 scfm.
  • How much?: Since the 1,300 scfm is an estimate, the city would likely invest in equipment to treat 100 scfm to start with. That can be converted to enough natural gas to replace 500 gallons of gasoline or 440 gallons of diesel a day.

HOW MUCH fuel does the city fleet use daily?

  • 48 buses use 673 gallons
  • 24 garbage trucks use 247.1 gallons
  • 43 police cruisers use 197.4 gallons
  • TOTAL: 1,118 gallons per day

How much does clean fuel cost?

All-in option

Phased-in option

  • $1.3 million to refine landfill gas for generator to start with. Fueling stations and other equipment may follow
  • $40,000 a year to operate
  • 1 year to break even on capital investment

Landfill gas is going to the generator now but it’s not refined enough and leaves a residue that requires annual cleanup. Refined gas will eliminate this cost.

What’s next?

City staff plan to go with the phased-in option and will issue a zero-interest bond to raise funds. The City Commission still has to OK any spending. As other funds become available, possibly federal grants, investments in natural-gas vehicles would follow.

FROM GARBAGE TO FUEL

City of Sacramento Refuse Trucks are already operating on RNG fuels

As garbage decomposes, it releases methane, CO2, water vapor and other gases that make it stink.

Gas extraction wells tap into gas deep inside a garbage mound and pipe it away.

Before it can be used, the gas is refined so it’s mostly methane, the combustible component of natural gas. Some CO2 and other gases are captured in filters and discarded.

Compressors squeeze the refined gas into a smaller volume to make refueling faster.

Besides saving money, natural gas burns cleaner than diesel or gasoline, which means less greenhouse gas and pollutants.

But there’s the added cost of natural-gas vehicles, new fueling stations and garage modifications so leaked gas doesn’t cause a fire. Also, landfill-gas emissions may vary day to day, so purchased natural gas will be needed as backup.

BioCNG / RNG fueling station located at a landfill.

SOURCES: Terry Ludlum, Fargo solid waste director; City OF Fargo; EPA

Republished by: WIH Resource Group, Inc.

For More Information, visit WIH Resource Group’s You Tube by Clicking HERE

Contact WIH Resource Group
For more information, Visit our website by CLICKING HERE and contact us today to see how we can best serve you by phone at 480.241.9994 or by e-mail at admin@wihrg.com

WIH Resource Group’s Diversified Client-Specific Services

  • Waste Management Consulting
  • Recycling Programs Optimization
  • Alternative Fuels for Truck Fleets & Landfills / BioCNG
  • Research & Polling – Customer Satisfaction Surveys
  • Landfill Operations Consulting
  • Business and Assets Appraisals & Valuations
  • Collection, Processing, Transfer & Disposal Procurement
  • M&A Due Diligence
  • Waste to Energy & New Technology Evaluation Environmental Services
  • Expert Testimony/Litigation Support
  • Facility Planning & Design
  • Finance and Economic Analysis
  • Mergers, Acquisitions and Divestitures
  • Operations & Performance Assessment (OPAs)
  • Planning – Solid Waste, Recycling and Program
  • Program Management & Capital Project Planning
  • Rates, Financial Analyses & Appraisals
  • Rates and Regulatory Support
  • Recycling Program Design
  • Renewables / Clean Energy Technology

Click here to request more information about these services and WIH RESOURCE GROUP)

Electronic Waste Recycling Kiosks Continue to Catch On – WIH Resource Group


Bellevue, Wash.-based Outerwall Inc., through its 1,890 kiosks in 42 states, ecoATM is outpacing its online competitors—think Gazelle and uSell—and its own previous collection rate by two months. It happened earlier this month when the company surpassed the 4 million mark in terms of the number cell phones, tablets, MP3 players and other electronic devices collected at its growing network of ecoATM kiosks.

Equally impressive is that the last time the company clinked glasses was just six months earlier in September for surpassing the 3 million mark with its automated device recycling kiosks, which rescue idle devices through a consumer friendly, cash-on-the-spot model at kiosks located in groceries, malls and big-box stores around the nation.

“ecoATM is safe, fast and convenient way for consumers to go and recycle their e-waste,” says Randy Erman, director of product marketing at ecoATM, which was bought in 2014 by Outerwall and joined the automated family of Redbox and Coinstar. The company also experienced exponential growth in its collection capability by adding more than 1,000 kiosks last year. Texas has the most ecoATM kiosks, followed by Ohio, then California.

“We’ve basically made a mousetrap that incentivizes people to go into their junk drawers and find those old idle devices and bring them to one of our kiosks for instant cash,” he says.

Kate Pearce, head of mobility research and senior strategist at Bandera, Texas-based Compass Intelligence, says smartphones are driving the buyback industry with carriers and re-commerce sectors populated by companies like ecoATM.

“The overarching theme here is extending the device lifecycle for a smartphone is good for the bottom line,” she says, adding that 33 percent of mobile users upgrade their phones annually. “When we talk to end users having an incentive of cash is a big driver and there is a small percentage of people who also have a green mindset and value sustainability.”

Pearce expects that by the end of 2015 there will be nearly 425 million idle or inactive mobile devices in the U.S., and of those, only about 100 million will be recycled.

What makes ecoATM unique is that it accepts phones of all shapes, sizes, colors, ages and conditions, without any of the haggling and awkwardness that could accompany a face-to-face transaction with a human, he says. “We have a catalogue of every single phone that we have ever collected and we have over 5,500 devices in that catalog going all the way back to the old satellite phones and the old text pagers,” Erman says. “Any and all of those devices will get a quote. Our customers are going to walk away with … the knowledge that they have recycled their device in an environmentally sound way.”

Depending on the make, model and condition, consumers can get up to $400 for devices. Newer iPhones and Samsung devices in great condition fetch a higher dollar value than an MP3 player that is a few years old, for example.

Erman says ecoATM uses patented, advanced machine vision, electronic diagnostics and artificial intelligence to evaluate electronics. Cameras capture each customer’s image and live operators verify that the image captured matches the image on the customer’s driver’s license.

Armored trucks collect the phones, just like with normal ATMs. All the devices come back to San Diego where they are processed and sorted. The company is able to find a second life for the majority of the devices it collects. For the remaining devices, ecoATM partners with certified e-waste reclamation facilities to ensure those materials are responsibly reused and recycled.

“We are an R2 certified recycler and what that means is that we are accountable for the phones after we purchase them and make sure that they’re either refurbished or torn down in an environmental way,” Erman says. “We work with a set of buyers to ensure that the precious materials are extracted so they can be reused and that phones that are in good enough shape can be repaired and refurbished. When they are refurbished, they are resold into the channel and that obviously has the biggest bang for the buck environmental wise.”

Source: WIH Resource Group & Waste 360

For More Information, visit WIH Resource Group’s You Tube by Clicking HERE

Contact WIH Resource Group
For more information, Visit our website by CLICKING HERE and contact us today to see how we can best serve you by phone at 480.241.9994 or by e-mail at admin@wihrg.com

WIH Resource Group’s Diversified Client-Specific Services

Waste Management Consulting
Recycling Programs Optimization
Alternative Fuels for Truck Fleets
Research & Polling – Customer Satisfaction Surveys
Landfill Operations Consulting
Business and Assets Appraisals & Valuations
Collection, Processing, Transfer & Disposal Procurement
M&A Due Diligence
Waste to Energy & New Technology Evaluation Environmental Services
Expert Testimony/Litigation Support
Facility Planning & Design
Finance and Economic Analysis
Mergers, Acquisitions and Divestitures
Operations & Performance Assessment (OPAs)
Planning – Solid Waste, Recycling and Program
Program Management & Capital Project Planning
Rates, Financial Analyses & Appraisals
Rates and Regulatory Support
Recycling Program Design
Renewables / Clean Energy Technology

Click here to request more information about these services and WIH RESOURCE GROUP)

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