Today most corporations are committed to pollution prevention programs. Any lack of progress that exists represents the failure of a methodology to transfer corporate commitment into implementation at the production area. Area managers must meet multiple demands with limited amounts of time, people, and capital. Pollution prevention often competes for priority with ongoing demands of production, safety, maintenance, and employee relations. These competing demands for the area manager's attention present barriers to pollution prevention. A pollution prevention methodology can overcome these barriers in two ways:
By providing corporate enablers for the production areas By providing production areas with a set of tools to simplify and shorten the assessment phase
Pollution prevention policies are effective when they are developed to mesh with the firm's overall programs (Hamner 1993). Total quality management (TQM) complements and aids pollution prevention. In many aspects, the goals of safety and pollution prevention are compatible. However, some aspects, such as lengthened operating cycles to reduce waste generation, increase the likelihood of accidents. The optimal pollution prevention program requires balancing these two potentially contradictory requirements.
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