1. Introduction
Environmental problems are partly attributed to the complexity of industrial processes. Every product, which
material it is made from, has a cost of impact on the environment, either in terms of its production process,
from its raw materials consumption, or because of its use or final disposition.
For Chehebe (1997), the industrial management activity has lately been coping with alternate scenarios
of rational management, where the environmental variable has become a key element, because it does not
restrain its development and own sustainability. In this context, companies are integrating into their
strategic plans Cleaner Production (CP) tools, making possible the generation of environmental and
economic benefits.
Unlike conventional environmental technologies that focus on “pipe end” strategies, CP aims to
integrate environmental objectives with the industrial production process, in order to reduce waste and
emissions in terms of quantity and danger. Considering specific environments, CP provides a reduction in
environmental impacts, waste reduction, toxic gases and wastewater, optimizing the use of water and
energy, as well as a higher health and safety to employees and the public in general.
Another benefit considered by the CP process is the possibility for innovation in processes,
products/services, marketing and management organization (Oslo Manual, 2005), which can be linked to the
profile of the entrepreneur and the company's “intrapreneurs” (Dorion et al., 2010),
optimizing intellectual capital within the organization. In this sense, new concepts have emerged as a
way to identify actions and ways to circumvent the rapid changes in the internal and
external environments of the organizations (Mintzberg, 1994).
The Serra Gaúcha region is situated in the meridional State of Rio Grande do Sul, in Brazil, and is
known for its high rate of entrepreneurship, where in the city of Caxias do Sul the rate of business
venture is of one business every 14 people (GEM, 2012), making it one of the most entrepreneurial city in the
world. The city of Caxias do Sul has more or less 435,000 inhabitants with a rate of illiteracy of 2.36% and
an annual per capita income of U.S.$ 15,000.00. Two companies, Gecele Metalurgic Ltd and Soprano
Eletrometalurgic and Hydraulic Ltd, are located in the city of Caxias do Sul. They have operated for more than
50 years each and they are part of the leadership of their industry.
In this context, the objective of this research is to examine the results obtained by the implementation
of the CP process in these two companies. In addition to this introductory section, the paper is organized as
follows: the theoretical framework, addressing the issues related to CP, environmental sustainability, the
methodology, the results and discussion, and the concluding remarks.
2 Theorical Framework
2.1 Cleaner production
Cleaner production (CP) is a program of a United Nation Industrial Development Organization Unido/Unep which
emerged in 1991 through an intermediate approach between the Greenpeace Clean Production and the waste
minimization programme of the Environmental Protection Agency – EPA. CP has its origins in the related
proposals stipulated by the Stockholm Conference in 1972, as a concept of clean technology; a concept of
technology that would achieve three distinct but complementary purposes: to throw fewer pollution into
the environment, to generate less waste and to consume fewer natural resources, especially non-renewable.
In fact, CP integrates technological, economic and environmental processes, products and services, in order
to increase efficiency in the use of its inputs and raw materials and, by reducing waste, eliminating its
generation, or minimizing and recycling waste, to provide economic and environmental benefits (Glavic, Lukman,
2007; Taylor, 2006; Kjaerheim, 2005). The CP process aims to increase the efficient use of raw materials,
natural resources like water and energy, while being economically efficient and reducing the risk of pollution
to the environment (Geiser, 2001; Hamed and El Mahgary, 2004; Shin et al., 2008).
The Brazilian National Center for Clean Technology (CNTL, 2011) promotes sustainable development for
Brazilian companies, spreads the philosophy of eco-efficiency and the systematic use of CP, and enhances
competitiveness, innovation, social responsibility and environmental issues for Brazilian organizations. In
this scenario, the CP process is considered an essential tool to be used by companies which are looking at
efficient strategies for the management of environmental resources. This tool enables a company to work
in a social and environmental sustainable “milieu”, by providing improvements and both economic
and technological influences. In this context, the practices of CP bring a precautionary approach to
environmental management in an organization.
For Baas (1995), these are actions that allow a company to qualify itself as an efficient user of raw
materials in a production process. In addition, CP requires the application of specific knowledge,
investment in technology and changes in attitude of the managers and operators.
The methodology developed and supported by Unido (Luken, Navralti, 2007) offers to the productive sectors
viable alternatives for the identification of CP techniques that when implemented in productive processes
generate minimum quantities of solid waste, liquid effluents and air emissions, and produce energy and water
efficiency. The implementation of a CP program in a production process follows a sequence that includes
five steps (Unep, 2007; Luken, Navralti, 2007):
1st step: the planning and the organization – to convince the senior management and educating the
employees, to obtain the involvement and the commitment of the senior management; to inform the management and
the employees of the objectives of the evaluation of CP; to form a project group, to generate financial
resources and to train the necessary human resources required for the implementation of CP, to
identify and establish contact with the sources of information, establish the goals
of CP and the upcoming barriers;
2nd step: the screening and diagnosis – to select the focus for the assessment phase, to
develop a flow chart of the production process, to establish the focus for the assessment phase, supplying
data to compare "before and after", to identify the options for improving
a low or no cost strategy;
3rd step: the evaluation of the CP process – to develop a wide range
of options for cleaner production, to identify the options that can be implemented immediately and
those that require further detailed analysis, to run the balances of mass and energy, to carefully evaluate
the sources and causes of generation of waste and emissions, to develop a comprehensive set of options
for improvement, listed in priority order;
4th step: the economic, environmental and technical feasibility study – to subsidize the economic data
and to analyse the viability of CP opportunities, to select feasible improvement opportunities and to document
the calculations memories and the expected results for each opportunity.
5th step: the implementation and the continuity plan – to implement options for CP processes selected
and approved by economic, environmental and technical feasibility and to ensure its continuity, to implement
viable options for CP, monitoring and evaluating the implemented opportunities, to plan activities to ensure
the continuous improvement with the support of CP.
The concept of CP considers the environmental variable at all levels of the organisation, characterized
by actions that are implemented within a company, especially those related to the production process, in order
to make it more efficient in its use of inputs, creating more products, less waste, and also
contributing to the preservation of the environment (Stone, 2006; Shi, Peng, Zhong, 2008). It is noteworthy to
mention that the CP methodology offers viable alternatives to the organisations, through its deployment in
their production processes, which allows the minimization of solid waste, liquid effluents generation and air
emissions, energy use efficiency and rationalization of water consumption, bringing environmental benefits and
economical for companies by reducing the environmental impacts and increased process efficiency.
2.2 Environmental sustainability
Humanity faces a world of “far-reaching” and “anthropogenic-induced” environmental
problems, in an order of unprecedented magnitude in human history; the state of the environment has
significant implications for the wellbeing of humans and other species on earth, which is currently seriously
threatened (Waas, Verbruggen, Wright, 2010).
The concept of sustainability related to the use of available resources, whether natural or from human
capital has a historical process of construction, which resulted in indicators used by various nations.
The indicators of sustainable development in Brazil are part of a set of international efforts which
implement the ideas and principles embodied in the UN Conference on Environment and Development held in Rio de
Janeiro (Brazil) in 1992, with regard to the relationship between environmental development, and the
information it generates for decision making support. The information on the Brazilian reality is divided in
environmental, social, economic and institutional themes. Within these dimensions are postulated 60
indicators, originating from studies and surveys of Brazilian Institute of Geography and Statistics
and other institutions.
A huge number of concepts already exist, pictorially describing the interrelation between social,
environmental and economic sustainability (Mauerhofer, 2008). According to Dyllick and Hockerts (2002), the
dynamic equilibrium of sustainability occurs through three dimensions: i) economic
sustainability: which ensures that at any time a company’s cash flow is sufficient to
ensure its liquidity, ii) social sustainability: where value is added in the communities where the
organisation operates, enhancing the human capital of individual partners. It is understood that companies
must manage human capital in a way that lets the stakeholders understand the
motivation of the company, and in general, agree with the value system of the company, and
iii) environmental sustainability: where only natural resources that should be consumed at a rate
below its natural reproduction are used, or in another rate less than the development of substitutes.
These resources do not cause emissions that are accumulated in the environment at a rate beyond the
capacity of natural systems to absorb it. Finally, a company cannot engage in activities that
degrade the ecosystem in any manner, whenever and has to be accountable for such.
In that sense, if humanity wishes to reverse the situations that were built over the
years by the modern civilization, it is necessary to generate sustainable environmental reflexions,
involving all sectors of society such as economics, politics, education, health and others
(York et al., 2003). In that sense, the intention is to procure a better quality of life and a balanced
ecosystem for all human beings, thus meeting the needs of the present without compromising the ability of
future generations. However, for this to be possible and feasible, it is necessary that all societies to be
educated to establish consumption control measures, involving both the consumers and companies. There is an
urgent need to develop environmentally friendly products, with the re-use of materials that do not harm the
environment (Dorion et al., 2009; Beck, 1992).
Actually, it is perceived that in Brazil, most companies have shown a neo-Schumpeterian behaviour to seek
recognition in a society. The adoption of social and environmental standards and, the eagerness of leading
companies to disclose their procedures (balance report) mostly occur in moments in which these
organisations are valued within the market. In recent years, environmental issues have been the focus of
discussions in the political, academic and consumer spheres, thereby increasing the significance of economic
activities that are related (Bowen, 2000; Niemeijer, 2004).
One of the main challenges facing the world in this millennium will be to
ensure that companies protect and improve the quality of the environment, with the
aid of performance-based standards and the judicious use of economic instruments in a harmonious regulatory
framework; since organizations that integrated strategic decisions and included the environmental issues will
gain significant competitive advantages in the market.
However, in order to have awareness toward environmental sustainability, it is necessary for organizations to
acquire natural resources responsibly and consider for any product development the use
of renewable sources of energy and materials.
3 Method
This research is characterized as a multiple case study, of exploratory nature, which aims to fill some
gaps on the knowledge related to the concept of Cleaner Production (CP), with the aim to contribute to
the consolidation of this important and complex subject; most importantly to contribute scientifically to the
implementation of a robust theory concept into industrial productive processes. The objective of the study is
to review the results achieved by the implementation of CP in the production process
in two major companies of the Serra Gaúcha region.
According to Yin (2009), the adopted methodology constitutes an empirical investigation and aims to
investigate a contemporary phenomenon within a specific context, especially when the boundaries between the
phenomenon and the context are clearly defined, such as in this case. In this matter, two
researchers were involved with the implementation of CP during a period of one year. It was possible
to monitor the entire process of implementation of CP, enabling the development of analytical and
conceptual components as well as the inference method in the preparation and the implementation of the
improvement of the actions.
Data collection and information came through document analysis, direct observation and interviews. The
respondents constitute an integral part of the staff of the company, directly involved with the process under
study (production operation, engineering, manufacturing management and upper management), the interviews
were realized during the month of April 2011. All interviews were recorded by means of audio,
as well as field notes were taken. The average time of each interview was of about 53 minutes.
For the analysis and the interpretation of the data collected, it was used a content analysis
method, which according to Weber (1990), in the process of content analysis, were used the a priori
grounded categories from the theoretical framework and the objectives of this research delineated the
following themes: i) cleaner production, ii) processes and products improvement, iii) deployment steps,
iv) economic benefits, v) environmental benefits, and vi) learning.
In order to validate the data collected, a triangulation process was held between the
interviews and the documents provided by the companies and, to maintain the reliability, two researchers
validated the transcriptions of the interviews based on the recommendations of qualitative research
methodology (Weber, 1990).
3.1 Cases study
Were conducted two case studies; one about Gecele Metallurgical Ltd., a leading plastic company and
another about Soprano Electrical and Plumbing Ltd, a leading metal company; both located
in the city of Caxias do Sul. The Gecele Metallurgical Company Ltd. operates mainly in the field
of accessories for the furniture industry. It was founded in 1955, initially providing
treatment surface finish services for metal parts. Currently, the company's product
line consists of several components used in the furniture industry, and the furniture knobs that
constitute its main products. The company is also present in the construction industry and concentrates
in the manufacture of locks for cabinets, doors and numbering for buildings. Besides these products,
the company provides services in the segments of metallization of home furnishings, lighting, house wares and
footwear. Gecele Metallurgical Ltd. operates with 164 employees, which are divided
into three work shifts.
It is worth noting that the company is serving the national market and also Latin America. To
keep up to date, the organisation has participated in major trade fairs related to furniture
accessories for almost 10 years, more specifically in nine editions of the International Fair of Machinery and
Raw Materials of Latin America. To attend its customers, the company's principle is to offer quality at
affordable prices for an evolutive market demand. Another feature is the responsibility for sustainability, as
evidenced in the implementation of the principles of CP, and the treatment of their waste in the
production process.
The other case study was conducted at the Soprano Electrical and Plumbing Company Ltd, which acts in the
Brazilian market since 1954, serving the domestic and North American market. Currently, the company has its
headquarters in the Metal-mechanic Pole of the Serra Gaúcha, located in the city of
Caxias do Sul and has Business Divisions in five cities of Brazil. The company operates in several market
areas, striving for innovation and quality of its products. The company has a high level of technology to
produce diverse lines of items, divided into five business divisions: i) hydraulic, ii) films, resins and
metals, iii) electrical materials, iv) construction, v) utilities. The business division Soprano Electrical
and Plumbing Ltd currently employs 208 persons manufactures products such as telescopic hydraulic cylinders,
hydraulic pumps for line (agricultural, light and heavy vehicles).
4 Results
4.1 Implementation of the Gecele production system related to cleaner production
The Gecele production system includes Five dimensions: a) design system, b) processes, c)
efficiency, d) Total Productive Maintenance (TPM), and) Six Sigma. These dimensions are
split into modules, which correspond to different methodologies and complementary systematic process
improvements, products and manufacturing management. This study addresses two cases to
production processes, specifically about the CP module.
The company implemented the CP process, observing the following steps: i) planning and
organization: where the involvement of the middle management and the senior officers occurs, through
the establishment of the goals and the definition of the project team. With the analysis of the problems, the
project team and the management team should have understood the challenge presented and identified in the
processes that would be prioritized for wastes reduction; ii) pre-assessment and diagnosis: where the project
team mapped all the processes, including the design of the flowchart, and performing with the environmental
assessment process, which allows to identify the focus of the actions of the CP process; iii) evaluation
of CP: where it results in the elaboration of the material balance and the establishment of the
performance indicators, as well as the identification of the causes of waste generation and possible
solutions. With the qualitative and quantitative information, it was developed a new CP process, as
described in the cases presented below; iv) technical, economic and environmental feasibility studies: where
the project team conducted the feasibility study for the new process, considering the customer requirements
(technical specifications) and the possible environmental impacts. Were also evaluated their economic
viability, ensuring that the CP process promotes an economic and environmental sustainability of the
organization; v) contingency plan options implementation: the company used the premises of the Project
Management Institute (PMI, 2012) methodology for the development and the management of CP projects, as well as
the improvement of actions. From the Gecele production system, were used performance and monitoring indicators
for a constant evaluation of the process by the management team; adopting measures of adjustment and
improvement.
4.1.1Change in the production process of the polystyrene handle
With the implementation of new production processes and a change in production method, the company promoted
the reduction of polystyrene waste and other contaminants, such as the paint tape,
contributing significantly to the reduction in production costs. The case described below
shows a reduction at the source by modifying the process.
The old process for the production of the handle is called extrusion, which starts feeding the extrusion
machine, with the industrial polystyrene. Then the machine removes the moisture from
the material, so that the material passes through the calibration tool, occurring
extrusion into a desired shape (rod extruded). The rod is cooled to receive a surface coating
treatment, called hot stamping paint, which is applied above, below and on the sides of the
rod, with the adequate tools to paint across the outer surface of the piece. At
the end of this stage of the process, the rods are cut to 835mm.
After cutting, the 835mm rods are mounted on fixtures to receive another treatment of painting,
including the varnishing. After the drying process, the stems get cut
in a size suitable for the type of handle. The cut stem is mounted on bases injected (similar
to the ones described in the New Process).
It is observed that the old process generates a residue of 2.09%, increasing the production costs and
the potential for pollution from industrial activity. It also consumes more energy, material and human
resources, which are considered as waste. Based on the concept of reducing waste of
resources and reduction of components, the company developed a new production process for this type of
handle.
The new process begins by feeding the injection-moulding machine, with industrial polystyrene. Then the
machine removes the moisture from the material and injects the melt polystyrene that has the desired
shape of the handle in the matrix. This moulded part will receive a surface
treatment called metallization.
Bonding to occur, the parts are assembled in jigs and taken into the paint booths. Initially the pieces are
ionized after they receive a base coat of varnish, going directly to a drying ultraviolet light (UV) tunnel.
The following step of the process is the application of metallic covering, which occurs with the
application of chromium plating on the machine where the chrome filaments migrate to the ionized parts,
causing a homogeneous coverage, without any risk to the health of the workers, as this activity occurs within
a hermetically isolated machine. Afterwards, the final step occurs of applying the top varnish and UV drying.
With the advent of this new process, the waste generated is only of 0.14%, which includes a
reduction of 93.3% over the old process. As shown in Table 1, the cost
of quality is not made ??up for the loss of raw materials, human resources and other inputs used in
the manufacturing process, which are lost on the generation of waste. The new process led to cost average
savings of about U.S.$ 1.9 per month.
Table 1 shows the variation of the manufacturing costs, with a decrease of 50.3% over
the old process. Another factor observed is an increase in production capacity of 7.7%,
which demanded an investment in tools in the amount of U.S.$ 42,000.00, with a payback estimated
at 11 months. It is noteworthy that in both cases the water used for cooling comes from collected
rainwater. In the old process, the circuit was from an open use of water, causing water loss by evaporation.
However, in the new process, the water circuit is closed, not wasting water in the process, contributing to
the environmental sustainability of the company.
4.1.2 Replacement material for painting
The case described below shows operating practices, with the replacement of painting
materials and reducing resource consumption at the source with the use of new
technologies, contributing to the economic and environmental sustainability of the company.
In the old painting process, called “standard varnish”, was used for surface treatment,
which used to generate a loss 25% of the material in the process. With the
replacement of the painting materials and the implementation of new technologies, a 60%
reduction in material loss and a significant 9.6% in cost reduction were attained.
To improve such development, the project team benefited from the help of painting operators,
manufacturers of painting materials for the testing and the adequation of the appropriate formulation for
painting, giving the lowest possible loss in the process, and generating a technically desired
performance and a sustainable process.
4.2 Cleaner production at Soprano Electrical and Plumbing Company Ltda
The company implemented the CP process in 2007, observing the following steps: i) the planning and the
organization with the involvement of middle and senior management for setting goals and the definition of the
improvement group (eco-team), ii) the pre-assessment and the diagnosis that resulted in the mapping of
the processes, the design of the flow chart, performing the environmental assessment process, iii) the
evaluation of CP, with the balance sheet material and the establishment of performance indicators, iv)
the economic, environmental and technical feasibility studies, and v) the implementation
of continuity plans and options.
The concepts of CP were effectively disseminated and implemented through the groups of improvements
(eco-team), whose principles are: i) to contribute to the improvement and the development of the company, ii)
to respect human nature, by building a satisfactory workplace, and iii) to develop the infinite possibilities
of human mental ability and allow its application.
With the work of the groups of improvements, the company found a way to systematically make the improvements
that resulted in waste reduction and losses, as well as greater efficiency in production. The case
described below provides results, such as source reduction and process innovation, which occurred
through the adoption of measures that resulted in significant improvements, reducing costs and
promoting environmental benefits.
4.2.1 Innovation in process: exchange of soluble oils in grinders
The improvement group (eco-team) used a method of analysis and problem solving, which proposes that
each problem should be considered and treated as improvementopportunities. They should result in wastes
reduction, which cause earnings to the company and improve their working environment. The case is
presented according to the method used by the Soprano Group and was executed in eight stages, as
described below.
Stage 01 - Problem Identification: to start the project improvement, where the group
listed the problems and opportunities in the sector of grinders. Among the situations listed, the highlight
was the waste of soluble oil in the fluid exchange of the tanks of the grinding machines. For the
prioritization of the opportunities, were used the criteria of severity, urgency and trends, which are part of
the methods of the improvement group, which evaluates the negative impact on the operations of the
industry. From such criteria, were chosen the most significant opportunities for improvement.
Stage 02 - Observation: this step includes a detailed description of the process with the
design of the flow chart of activities and the data survey of the situation. At this point, it is
important to know the frequency and the intensity, in which the problem occurs, to measure and qualify
the effects of the problem. The group performed an on-site observation of the process, using check-up
sheets and holding meetings to discuss the direct effects of the process, which led to waste generation. The
results show some data collected during the observation stage: a) the oil change occur twice a month in
each grinding machine, for a total of three grinders; b) in the three grinders are exchanged 120 litres of oil
and 1.080 litres of water, totalizing 1,200 litres of disposal waste; c) each month, 1950 kg of sludge residue
are discarded; and d) are consumed monthly 120 litres of oil and 1,080 gallons of water, in exchange for
the grinders.
Stage 03 - Analysis: after data collection, the group discussed the probable causes of the problem,
observing the techniques and the method employed. For the survey and the analysis of the probable causes, it
was observed the influence of the following factors on the problem: a) the people, b) the inspection
channel, c) the method, d) the environment, e) the material; f) the machinery. This analysis
identified the main sources of waste, showing that there were no procedure for the separation of
sludge and the re-use of the oil, causing a high volume of waste from the oil change.
Stage 04 - Action plan: based on the problem analysis studies, the improvement group has
developed action plans, capable of eliminating the causes of waste. The action plan follows the methodology of
the company, which records the action in a document containing: a) what will be done, b) who will do the
action, c) when it will be executed, e) where it is applied, f) why - justifying the action, g)
how it is operationalized as the action, and h) how much the action will cost.
Stage 05 - Action: this stage covers the implementation of the action that was
planned, which in this case was to create a device to separate the oil from the
sludge. Thus, this oil can be used on other machines, dramatically reducing
the volume of waste.
Stage 06 - Verification: to verify the effectiveness of the action, the
group designed a flow chart of the new processes, by analysing each activity and
comparing what was planned to what was executed. It was found a 61.5% reduction of waste, which causes a
direct impact on production costs and the treatment and disposal of waste, contributing to
the economic and environmental sustainability of the company.
Stage 07 - Standardization: After checking the effectiveness, a new process was filed on work
instructions, and all employees of the area received a training to efficiently run the new
operation.
Stage 08 - Conclusion: at the end of the project, the improvement group met to record the gains implemented
and the improved learning within the organization with such project. In this case, the group
recorded some key learning results: i) the sector applied a rational use of the enterprise resource, with
a reduction in spending on oil and used water, ii) there was a significant reduction of waste sent for
disposal at the landfill, causing a reduction of damage to the environment, ii) the increase
in environmental awareness of the employees of the area.
With the implementation of the grinding process innovation, through the re-use oil, the company achieved
a 61.5% reduction in waste oil and water, causing a 67.9% reduction in spending on wastes treatment and
disposal. In the previous case, the grinders were producing 1200 litres of soluble oil and water, and more
than 1.950kg of industrial sludge, which were treated and disposed in a landfill at a cost of U.S.$
34,290.00 per year. With the innovative process implementation, were eliminated the oil and water
disposal, saving U.S.$23,292.00 annually. This process innovation also resulted in the preservation of natural
resources and less damage to the environment.
5 Conclusion
The choice of these companies for the research occurred because Gecele Metallurgical Ltd. has a
recognized representation within the industrial plastic production in Brazil, as well as Soprano
Electrical and Plumbing Company Ltd. Both have a historical importance in the region, which
jointly employ more than 1500 workers. Thus, the information provided by this research will
encourage other organizations to implement CP processes, both in the plastics industry, as well as
in other sectors. Another relevant aspect of this research refers to the importance, both economically and
socially, of the spread of CP in the academic community.
The Gecele production system, supported by the Cleaner Production module, allowed the data collection
related to production costs, costs for bad quality products and processes, waste costs and other losses in the
process. Based on this information, the managers and project team found subsidies to identify the problems,
analysed the effects, studied the causes and developed actions to continuously improve the
production processes.
The implementation of CP resulted in significant improvements in the production processes, achieved by
reducing losses and waste and re-using rainwater. A direct save with non-quality costs was estimated at
U.S.$ 23,440.00 per year, which sounds highly relevant in terms of implementation results. Another relevant
factor was the reduction of production costs of 93.3%, plus a 60% reduction in losses in
the painting process, caused by a substitution of materials and deployment of
new technologies. The generation of waste requires adequate treatment and final disposal, because of its
high level of toxicity. It is emphasized that this company is contributing to environmental
sustainability, as it develops new production processes, which generate less waste and losses, as well as it
performs the treatment of all waste and effluents generated by its production process. All these factors
contribute significantly to the economic and environmental sustainability of the organization.
The CP methodology was implemented in Soprano Electrical and Plumbing company Ltd in 2007, and from that
period were formed permanent improvement groups (eco-team) that contribute to the development of the company,
respecting human nature and improving the work environment. The innovation introduced in the grinding process
gives a clear portray of the Cleaner Production actions that the company developed, which resulted in
economic and environmental benefits. These economic benefits were of 67.9% in spending on treatment and
disposal of these wastes, saving U.S. R$ 23,292.00 annually. The environmental
benefits occurred through the reuse of oil, where the company obtained a 61.5% reduction in waste
generation, which we retreated and after disposed to a landfill. This process innovation contributes to
the preservation of natural resources, minimizing the harm to the environment, and also contributing
to the economic and environmental sustainability of the company.
There are also intangible gains with the implementation of CP, linked to awareness of the employees on
the issues of sustainability and ownership, in the sense of loss reduction and continuous improvement of
processes and work environment. Consequently, such gains are proportionate to the company's competitiveness,
because it intends to increase its production and market share for years to come.
Finally, this research shows limitations with regard to its capacity to generalize, since
it was only explored the reality of these two companies. Therefore, more comprehensive
analysis, assessing the implementation of CP in other cases would contribute to highlight the
scientific understanding of the issue. Relevant studies could be realized, comparing regions, sectors, supply
chains or even different perceptions among different actors inserted in this context.
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