Grand River Foods Waste Management Project Proposal

Grand River Foods Michael Armel20416836
Team 8 KimberlyJogie 20411797
ENBUS 402A Kai Shimizu 20431621
JacquelineWidjaja 20436948
Alexander Yuan 20408879
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Disclaimer:This proposalwasdeveloped by a team of studentsfromtheEnvironmentand Business
programatthe Universityof Waterloo in partnership with Grand River Foods.Itis intended solely for
the internaluse of Grand River Foodsand may notbeprovided to any otherperson orentity without
the expressed written consentof theEnvironmentand Businessprogram.Whileevery effortwas
madeby the studentsto ensureaccuracy and completeness,neitherthe Environmentand Business
programnortheproposalauthorsareableto warrantthedegree of accuracy or completenessof this
report.This proposalwasprepared on a best effortbasisand is intended to beof assistanceto
managementonly.Thereadershould notrely solely on the contentto makeany businessdecisions.
1.0 Summary of Proposal
Productwaste is the mainsource of productioninefficiency,especiallywithinthe food
productionindustry.Toremaincompetitivewithinthe foodindustry,itisimportanttoclose all
possible loopstodivertwaste fromreachinglandfillsandincrease profitmargins.GrandRiverFoods,
a foodmanufacturingcompanylocatedinCambridge,isseekingimprovementstoitsapproachto
drive eco-efficiencywithintheiroperations.The goal of thisprojectistoincrease revenue by
avoidingmaterial waste,whichwill be done byimprovingthe efficiencyandproductivityof capital
and material flows.The questionthatthisprojectaimstoansweris:How can conceptsof
sustainabilitybe integratedintoGrandRiverFoods’businessstrategies?Thiswillbe accomplishedby
designingandcreatingawaste flowmapthat highlightsall areasof opportunityof improvement.
To narrow the scope of thisproject, focuswill be made onone specificproductline or
productwithin the facility.Toaddressthisproblem,the teamhaspreparedafive-phase processthat
will be implementedin winterof 2016. The phases,outlinedinthe Methodologysectionof this
proposal,will addressthe client’svisionandstrategy,use of KeyPerformance Indicators(KPIs)
withinthe BalancedScorecardframework,waste flow mapping,analysisof findings,andcreationof
recommendations.Quantitativeandqualitative datainthese phases will be collectedthrough
methodssuchas one-on-oneinterviews,documentationanalysis,andvisual audits.
The keymeasure of successfor thisprojectisto create a waste flow mapanduse thistool to
identifyareasforimprovementsandgapsinthe processflow of waste at the facilityfora specific
productline or productand provide recommendations.Theserecommendationswill be basedoff of
information gatheredfrompreviouslymentionedmethods. We hope torecognize positive changes
inwaste managementpractices,where the use forwaste isnolongerlimitedtocompostorenergy
generation.

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2.0 Statement of Problem
The questionthatthisresearchaimsto answeris:Basedon an environmental impacts
baseline,how cansustainabilityconcepts,theories andframeworksbe integratedintoGrandRiver
Foods’operationswiththe purpose of drivingeco-efficiencyfromafoodproduct waste perspective?
The overall issue thatthisprojectwill addressisthe inefficiencieswithinmanufacturingsystems
froma foodproductwaste perspective.
SubQuestions:
1. What are some waysfoodproduct waste can be prevented,reduced,repurposedor
recycled?
2. Can a managementframeworkbe implementedtoeffectivelytrackandmanage the
efficiencyof usage withinGrandRiverFoods?
3. How can foodproduct waste be usedto Grand RiverFoods’advantage?
Currently,GrandRiverFoodslacksa methodto track the facility’sinputsandoutputsof food
productsand itswastes,andthe efficiencyof the process.Toaddressthisproblemthe teamwill
implementafive-phase processwithaframeworkbasedona combinationof the Balanced
Scorecardand KPIsthat will be furtherdetailedwithinthe methodologysectionof the report.
The waste flowmappingprocessandresultinganalysiswill focusonaproduct line or
product.Thiswill provide afoundationwithwhich GrandRiverFoodscan utilize inthe future.The
teamwill developthe frameworks,conceptsandwaste flow mapinhopesof variousapplications to
otherproductsand productlineswithinthe facility.Thisispossiblewiththe flexibilityof the
managementtool thisprojectwill create.
3.0 Project Objectives
The overall objectiveof thisprocessistodesignandcreate a waste flow mapthathighlights
all areas of opportunityforimprovement.Thistool will identifyproblemswithinthe waste processes
and that will helporganizeandbreakdownthe gapsandinefficienciesthatneedtobe addressed.
From this,the teamwill establishrecommendationsthatcandrive productand material efficiency.
In orderto narrow the scope of the project,the focuswill be onimprovementsforaspecific
productor productline withinthe facility.The projectismeasurable inthatthe indicatorof progress
will be the informationgatheredfromthe mapprocesswaste flow andthe findingsand
recommendations.The goalsof the projectare attainable due tothe academicresourcesavailableat

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the university,anditisrealisticgiventhe time constraintsof the project.Intermsof the timely
mannerof the project’scompletion,the timelineshowsthe breakdownof the specificdatesof tasks
to be completedandthe date of completionforthe final project.
4.0 Context
Productwaste is the mainsource of productioninefficiency,especiallywithinthe food
productionindustry(Thogersen,1996).In mostmanufacturingscenarios,increasingproductivityand
productyieldfrommaterialsisthe more reliabletechniqueforincreasingprofitmargins(Thogersen,
1996) Grand RiverFoods,beingnodifferent,aimstoachieve ahigherlevelof productivitythrough
reducingtheirenvironmental impactandimprovingfoodproductioninordertoachieve theirgoals
and dailyoperations.
Currentlyone of Grand RiverFoods’maintechniques toreduce foodwaste senttolandfillis
to sendtheirorganicwaste to Rothsay.Rothsayisa recyclingcompanythatreclaimsmaterialsfrom
organicwaste in orderto create biofuelsforresearchandconsumeruse.Inadditiontopartnerships
withrecyclingfirms,GRFalsohopestoestablishanenvironmentalframeworktocreate baseline
data to determine productlineefficiency.GRFalsoisa part of the SaveONEnergyProgramandare
workingalongside consultantstointegrateenergyefficienttechniquesinto theirnew extensionof
theirfacility.
In orderto contextualize andassessthe bestmeansof reachingGRF’smission,several
techniquesforreducingorimprovingthe use of foodwaste were assessed.Throughourresearchwe
discoveredthatthe by-productsfromdailyoperationscanbe giventothirdpartyrecycling
companies.These companiestake foodmanufacturingby-productsandconductresearchtocreate
cookingoils,soaps,lubricants,livestockfeed,andevenbiofuels(Linetal.,2013; Farmani &
Rostammiri,2015; Arvanitoyannis&Ladas,2008; Frenkel etal.,2014). This technique iscommonly
used.Thisoptionalsocoversa potential reclamationof financesasfoodmanufacturingwaste is
unusedmaterial,orunclaimedprofit.
The secondtechnique isan adjustmenttofoodpackagingtoassistin the reductionof food
loss.Ina studybyWilliamsetal.,(2012) it wasdiscoveredthatinnovationstothe package,
independentof whetherornotthe packaginggainsa higherenvironmental impact,canloweroverall
environmental impactof the product.Changingthe shape,material,orcontentof the package,
whichallowsthe endusertoreceive asmuch productas possible,reducesfoodwaste.The
preventionof foodwaste,whichembodies alargerenvironmental footprintthanthatof the
packagingwaste,thusreducingoverall environmental impact.

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4.1 Balanced Scorecard and KPIs
The last twotechniqueswillbe the onesimplementedbythisproject.Thisincludesthe use
of a BalancedScorecardand KPIs.The significance of the BalancedScorecardisthatitutilizes
strategyto drive focusinkeyareas.It iseffective inestablishingabaselineandcontinuously
monitoringthose areasagainstthe desiredoutcome.The BalancedScorecardwill create a
methodologyinwhichGrandRiverFoodscanidentifyKPIsthroughanalysisof productionlinesand
factoryaudits.KPIsare metricsidentifiedbyGrandRiverFoodsandthe projectteamthat will be
material toimprovingthe environmental impactandfinancialperformance of Grand RiverFoods.
These KPIswill be observedovertime andbe evaluatedaccordingtotheircurrentenvironmental
impact(Bai & Sarkis,2014). Usingthe BalancedScorecardand KPI,the projectteamwill be able to
separate,analyze,andassessthe level of GrandRiverFoods’environmental impactandstrategize
howto eliminate low hangingfruit(Kaplan&Norton,2005). Inadditiontothis,the Balanced
Scorecardwill helpidentifyprimarystepswithinthe chosenproductionlinethatare inefficient,or
can be improvedtopreventwaste,reclaimmore productfrommaterial,orimprove productivity.
4.2 Lean Manufacturing and WasteFlow Mapping
Upon the use of the BalancedScorecard,Grand RiverFoodswill be requiredtoimplementa
waste managementprogram.However,tocomplete thistask,the appropriate frameworkforthe
waste managementanalysisisrequired.Asacommonmanufacturingtool,leanmanufacturing
principlesandtoolsare oftenusedinmanyindustries(Kurdveetal.,2015). Lean manufacturingisa
methodthatwas firstusedinthe automobile industrytoeliminate anyunnecessarywaste orlosses
duringthe productionphase of the products,includingthe optimizationof equipmentandlabour
performance efficiency(Lopesetal.,2015). Not onlydoesthe uniquenessof leanmanufacturing
include environmental aspects(material waste),butalsoitinvolvesthe reductionof lossesin
operation(Kurdve etal.,2015). Leanmanufacturingholdstwofundamental principlesthatmakes
the tool unique:“visualization”and“goand see”(Kurdve etal.,2015). These twoprinciplesare very
importantconceptstoacknowledge withinthe companytofullycomprehendthe manufacturing
process.
Withinleanmanufacturing,thereare several complementingtoolsthatcanbe concurrently
usedto betterassessthe efficiencyrate withinamanufacturingfacility.One tool isthe Value Stream
Map (VSM).The VSMisa visualization tool thatcan be widelyappliedfromsingle productlinestoan
entire supplychain.The VSMcan be drawn out withoutheavydetailsandcanbe usedto easily
identifypotential opportunitiesinefficiencyimprovements(Kurdveetal.,2015). Additionallyan

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environmental VSM(E-VSM) canbe usedto identifywaste hot-spotsandopportunitiesinenergy
efficiencyupgrades.
Withthe use of leanmanufacturingtools,the visualized mapswillbe analyzed andthe
opportunitiesforfurtherproductionefficiencywill be identified.Tobe able toprioritize andchoose
the opportunities,the waste hierarchy,shownonFig.1,will be used(SmithandBall,2012). This
waste hierarchydisplayswhichpreventionand minimization of waste opportunitiesare the favoured
and shouldbe pursuedimmediately.
Figure 1. Waste Hierarchy (Smith and Ball, 2012)
Lean manufacturingtoolspreviouslymentionedare oftenintegratedwitheachotherand
usedinmany industries.However,throughcompanycase studiesof leanmanufacturingtools,many
issuesandgapswere identified.One of the mainissuesare time constraints.Manycase studies
identifiedthatthere wasnotenoughtime andlabourforthese toolstobe effectivelyintegratedinto
everydayoperations.Anotherkeyissueidentifiedisthatmostof the facilitiesidentifyingaslean
manufacturingonlyconcentratedonthe leadand labourtime efficiencyinsteadof material waste
efficiency.These keycomponentsof the leanmanufacturingtool andprincipleswere often
ineffectivelyintegratedwithinthe pre-existingprocess(Curve etal.,2015). GRF, havinglimited
resourcesandtime,wouldnotbe a viable candidate forthistechnique.
Puttingthese toolsandprinciplesintothe contextof GRF,the gapsand issuesidentifiedin
leanmanufacturingprovidesanopportunityforimprovementinmaterial wasteefficiency.Lean
manufacturingisthe basisforefficientmanufacturing.A techniquethatbranchedoff fromlean
manufacturingtoolsandprincipleswasWaste Flow Mapping(WFM).The WFM solelyconcentrates
on the improvementof the material waste efficiency. Inaddition,the WFMisa conceptthat can be
implementedwithinashorteramountof time and withhigherefficiencyratesinwaste
management,thuswithinthe reachof GRF’sconstraints.WFMissimilartoleanmanufacturingin
the visualizationof waste hotspots.Yetmore effectively,the WFMalsoidentifiesopportunitiesfor

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improvementsonamap horizontally,mappingresultsonafacility-widescale,andvertically,per
productline (Fig.2) (Kurdve etal.,2015).
Figure 2. Example of an eco-map of waste generation points (Kurdve et al., 2015)
Throughour research,methodology,andcollaborationwithGrandRiverFoods,we asa teamhope
to contribute thiscase to the bodyof researchregardingfoodmanufacturing.The usage of our
BalancedScorecard,KPIs,andwaste flow mapping,willdemonstrate acase example forhow these
toolscan be synergized.Itwill alsobe lookedintohow these toolscanworktogethertoidentifythe
problem,assessandvisualize gaps,aswell asdeviseandexecute asolution.The identifiedKPIs will
be heavilyassesseduponwhatandhowtheycan improve GRF’sdailyoperations.The researchwill
demonstrate the effectivenessof awaste flow mapand how it can be usedasa visualizationtool to
analyze andidentifywaste improvementopportunities. The GRFcase will highlighthow aWFM can
be appliedtoa foodmanufacturingsetting.
4.3 Key Terms
Balanced Scorecard - A frameworkthatutilizesstrategytodrive focusinkeyareas.Itestablishesa
baseline tocontinuouslymonitorareasagainstthe desiredoutcome.The BalancedScorecardcan
serve asa methodtoidentifyKPIsthroughanalysisof afirm’sstrategy.
Lean Manufacturing - The processof eliminatingwaste throughimprovingthe qualityof production
time andcost as opposedtoreducingproduct.The focusis uponimprovingthe "flow"or
smoothnessof work,therebysteadilyeliminatingunnecessarystepsthroughthe systemandnot
upon“waste reduction”.

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Key Performance Indicator - A businessmetricusedtoevaluate factorsthatare crucial to the
successof an organization.
Waste Flow Mapping- A visualizationtool usedtoidentifythe waste generatinghotspots.Thistool
isusedhand inhand withthe leanmanufacturingframework.
Value Stream Map - A visualizationtool fromthe leanmanufacturingframeworkthat isused forany
productor service.Thismapisusedto analyze the whole processfromthe beginning tothe endof
the product,includingthe supplychainsandendof life.
Eco-efficiency- The deliveryof competitivelypricedgoodsandservicesthatsatisfyhumanneeds
while progressivelyreducingecologicalimpactsandmaintainingquality.
5.0 Methodology
The overall goal of the proposedstudyisto integrate sustainabilityconcepts,theoriesand
frameworksintoGrandRiverFoods’operationswiththe purposeof drivingeco-efficiency.Within
the overall goal,the followingstudywill seektoactionthese areasof sustainability.The proposed
studywill utilize interviews,on-site audits,anddocumentanalysisasmethodstodrive the
integrationof eco-efficientsolutions.The studywill seektoseparate sectionsas“Phases”toallow
for the integration andutilizationof thesemethods.
In regardsto topicsor aspectsthat will be includedinthe study,the projectwill consider:
Grand RiverFood’smanufacturingfacility,directinputtofoodproduction,directwaste fromfood
production.Directinputto foodproductionincludesall materials(i.e.ingredients,packaging,water)
requiredtocreate a final product.Directwaste fromfoodproductionreferstoall directwaste on
site or duringthe productmanufacturinglife cycle wherewaste isdefinedasanyoutputof material
that isnot intendedasfinal product.
Topicsor aspectsthat will be consideredoutof scope forthisprojectinclude:wastewater
and wastewatertreatment,directairemissions,directenergyconsumption,indirectenergyuse and
waste,andprocesschanges.Wastewaterandwastewatertreatmentwillnotbe coveredinthisstudy
because of pre-existingconcernsregardingpotentialimpactstofoodsafety.Aswell,directair
emissionswill notbe consideredbecausecurrentemissionscausedbythe facilityare negligible.
Indirectenergyuse andwaste will alsobe scopedoutof thisprojectdue tothe complexityand
extendedanalysisrequiredforexamination.Processchangesrefertoanychangesinregards to food
productionthatdeviate fromthe currentmodularnature of the facility.These changeswill be
omittedbecause of clientrequirementsforthisconfiguration.

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Phase 1: Conduct PreliminaryOne-on-one interviewwithmanagement
Withinthe firstcomponentof the proposedstudy,the understandingof GrandRiverFoods’
strategyand visionwillneedtobe establishedinordertodrive the entiretyof the project.To
determine whatstrategyGRFemploysandwhatthe firmseesitsoverall visionasbeing,aseriesof
one-on-oneinterviewswillbe conductedwithmanagement.Because the scope of the studyhas
beenestablishedasonlyconsideringthe Cambridge facilities,the seriesof interviewswill be
directedatthe PlantManager, Katie Kuzuchar.Katie’sseniormanagementpositionoverseesall
operationsatGRF. She has beenselectedasthe pointof contact for the strategyandvisionaspectof
the studybecause she bringsan understandingof all processesandcanhelptoidentifywhich
productor line tofocuson.
Phase 2: Apply Strategy and Visioninto a Framework
Followingthe completionof the one-on-one strategyandvisioninterviews,the studywill
implementthe framework.The specificframeworkthatwill be appliedtoGRFis the Balanced
Scorecard.Thisframeworkisnon-prescriptive,meaningthatitisflexible andcanbe appliedtoany
organization.The BalancedScorecardworksbyapplyingthe strategyandvisiontoa fourpillar
structure that consistsof financials,customers,internal businessprocesses,andlearningsand
growth.Withineachof these fourpillars,KPIsare developedtomeasure specificgoalsorto highlight
areas of focus.Thisstudywill seektoapplythe strategyandvisionof GRF intoa scorecard that will
reflectkeyareasof focusfor the fourpillarsthatis specifictothe topicof waste.
KPIsthat are developedduringthe scorecardingprocesswill be usedduringthe nextseveral
phasesinorderto highlightmaterialityconsiderationsforthe business.Theywillalsoserve the focus
of measuringbaselineandprogressforissuesandtacticsregardingwaste.
Phase 3: Waste Flow Mapping
Withinthe framework,there will be afocuson waste.The inputandoutputof commodity
and materialswill be trackedusingawaste flow mappingtool.Waste examinedwill include
materialssuchas ingredients,packaging,waterusage,yetexclude energyor time wastedasoften
prescribedinleanmanufacturing.The goal of the implementationof WFMis to increase the
efficiencyof currentwaste managementpractices.Frequencyof site visitsandotherdetailsin
regardsto clientengagementsare displayedinthe Ganttchart (Appendix D).

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Phase 3.1: IdentifyingaProduct or Product Line
Withthe cooperationof the plantmanager,aspecificproduct,productline,ora groupof
productswill be chosenforfurtheranalysis.Thisalsoincludesdefiningthe limits andboundariesof
the waste flowmapor in otherwords,specificallydeterminingthe pointsatwhichthe visual audit
will commence andconclude.Inthe interestof time,narrowingthe scope of thisresearchtoa
productor productline will allowformore thoroughandcomprehensive results.Asopposedto
implementingthistool facilitywide,implementationof thistool ona smallerscale will allow any
challengestobe resolvedefficientlyandwithlessrisk.
Phase 3.2: ReviewofDocumentation
Typesof documentationreviewedcaninclude andare notlimitedtoStandardOperating
Procedures(SOP),anyexistingProcessFlow Charts,anddatasetsthat pertaintoproduction
informationsuchasbatch size,scraprate,and cycle times. By gatheringbackgroundinformation,
the team will gainabetterunderstandingof the historyandoperational processesof GrandRiver
Foodsas well asstudytrendsof how the companyoperatesyear-round.Documentreview will also
helpprepare the teamforfurtherinterviewswith GRFs’personnel.All datagatheredwill have the
potential tobe usedtodevelopthe waste flow mapof a productor product line andwill be kept
confidentialasperthe client’srequest.
Phase 3.3: Conductinginterviews
The main purpose forconducting additionalinterviewsistoadda humandimensiontothe
quantitative datathatwasgatheredthroughdocumentationreview.Itisalsoto discoverand
deepenthe understandingof productionandwaste managementrelatedprocessesthatare relevant
to the chosenproductor productline.The followingpositionshave beenchosenforinterviews
because of the rolesthat theyplayat Grand RiverFoods.A total of 7 employeeswill be interviewed.
The extensiveknowledge andexpertise theyhave acquiredfromtheirpositionswill provide valuable
insightthatmay be helpful whenmakingconclusionsandrecommendationsatthe endof this
research.
WasteMaterial Handler - At leastone waste material handlerwill be interviewedforthisresearch.
Waste material handlerswillbe helpful whendeterminingmostcommonwastesandquantities
generatedbyGRF ona recurringbasis,currentwaste disposal practices,andanyissuesregarding
currentprocesses.Because of theirexposure tothe facility’soperations,theirfeedback will allowfor

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the identificationof inefficientprocessesidentifiedfrompersonal observation.
ProductionEngineer - ProductionEngineersspecificallywill helpidentifythe processflow stepsof
the product or productline observedinthisresearch.Theyshouldalsobe knowledgeable and
provide the teamwithtechnical informationsuchasinputandoutputquantitiesrequiredor
producedbya machine anditsefficiencyrates.Inaddition,otherinformationthatthe interview
hopestoreveal includesprior improvementmodificationsthathave beenunsuccessfulorexisting
problemareasthatare currentlybeingobserved.
Line Leader - Line leadersensure thatproductionrunssmoothlyandmeetsthe dailyorweekly
quota.Line leadersfrommorningandnightshiftswill be interviewedregardingprocessinefficiencies
that theyhave personallyobservedtodetermine if anydiscrepancieslie withindifferentproduction
shifts
Phase 3.4: On-Site Visual Audit
Thisstepof conductingthe Waste Flow Mappingwill require the teamtoperformon-site
monitoringof on-goingoperationsanddetailednote taking.Atthisstage,specificprocessstepsfor
the WFM will be definedbywalkingthroughthe processesthatthe productundergoesorwhat
componentsare setwithinthe productline.Examplesof possibleprocessstepsinclude insertionof
raw materials,mixer,former,oven,freezing,packaging,andsoforth.Waste collectionpointssuchas
containerswill alsobe mapped.
Phase 3.5: MappingWaste Flows
All data collectedas aresultof the documentationreview,interviews,andvisual auditswill
be usedto plota waste flowmapof the product or productline investigated.The waste flow map
will plotall inputsandoutputsof the productionline pertainingtothe topicof waste.MicrosoftVisio
will be usedtocreate the map/chart. The final productwill serve asavisualizationtool usedto
observe the company’senvironmentalimpactinregardstowaste.
Phase 4: IdentifyingProblemAreas
The completedmaterial flowmapwill be interpretedtoidentifyopportunitiesfor
improvementwithinaproductline.Anyprocessstepsthatare identifiedashavinganinefficientor
unexpectedamountof inputsoroutputswill be flaggedduringthisanalysis.Inefficienciescanbe
identifiedbyutilizingthe scorecarddevelopedfromPhase 2.Thisscorecardwill include material
indicatorsorKPIsthat will enhance the abilityof the studytounderstandconcerninghighorlow
resource use.Once processsteps are flagged,the analysiswill attempttoreconcile whytheyare

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particularlyhighorconcerning.If there are still discrepancies,effortswill be made toexplainthe
issuesathand.Examplesof possible sourcesof waste includeexcessive inventory,poor qualityof
productwhichresultsinreworking,ormixedwaste thatcanbe furthersorted.
Phase 5: Recommendations
Upon the completionof the analysisinPhase 4,the resultswill be discussedandreflectedin
Phase 5. Thiswill entail aclose examinationof the findingsandfurtheranalysisintopotential
recommendationsbasedoff of the findingsfromthe previousphase.A brief review of optionswithin
the recommendationswilldetailhowfindingsfromthe priorphasescanbe translatedintoGRFs’
operations.Recommendationsthatare developedwilluse the Waste HierarchyfromFigure 1to
determine priorityforcommunicationtothe client. Recommendationswill alsobe scoredina
prioritizationmatrixbasedonrelativebenefit,cost,andrisk.
6.0 Communication of Results
The intentof thisprojectis to gatherfindingsthatwill be usedtoformrecommendationsto
be appliedtoGrand RiverFoods.These recommendationswill focusonanyissuesfoundinthe
overall processof waste flowswithinthe facility,includinginputsandoutputs.A detailedresearch
documentof the findingsandrecommendationsof the projectwill be createdandpresentedtothe
plantmanagerof Grand RiverFoods,Katie Kuzuchar.Asplantmanager,she isinterestedinmaking
improvementstoincrease the efficiencyof internaloperations.Asstatedinpreviousmeetings,
waste relatedissueswill become afocusof GRF in theirupcomingmanagementplan.The findings
and recommendationsoutlinedbythisstudywill helptosupplementintegrationof waste
managementpracticesandefficiencystrategies.
It isup to the client’sdiscretionwhetherornotthisresearchdocumentisto be distributed
internally.Inthe future,GRFmayface challengesinimplementingthe frameworkandKPIsdue to
the projecthavinga smallerscope relativetoGRF’slargeroperations.Issuesmayarise when
applyingconceptslearnedinthisprojecttootherproductsor productionlines.Additional
deliverablesforthe clientinclude the auditreports,the waste flow map,projectposter,anda
presentationdiscussingprojectfindings.

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7.0 Project Schedule
Phase 1 of thisresearchwill beginassoonasthe teamreceivesthe appropriate ethics
approval as required.Phase 1,where we willgatherthe informationneeded forcreatingthe
technical strategy,istobe completedbyJanuary8 to allotmore time for the otherphasesof this
project.Phase 2 involvesthe integrationof ourframework.Thiswill beginuponthe completionof
Phase 1 and will be completedbyJanuary15. Phase 3, the waste flow map,will requirethe most
time as itinvolvesmanyactivitiesthatare highlydependentof eachother.Forthisreason,the
activitiesof Phase 3is spreadoutoverthe course of 4 weeks,tobe completedbyFebruary12.Phase
4, identifyingproblemareas,istobe completedbyFebruary19. Thisphase will consistof compiling
all findingsandestablishingagap analysis.Lastbutnot least,Phase 5 will bringtogetherall possible
recommendationsandorganizingthembypriority.Phase5is to be completedbyFebruary22.
Upon the completionof the five Phases,the projectteamwillworktosynthesizeourresults
and prepare the appropriate documentstodisseminate ourfindingsandrecommendations.The
final reportandotherdeliverableswill be submittedtothe clientbyApril 4at the latest.A detailed
overviewof the projectschedule,tasks,andpersonsresponsible isoutlinedbelow inthe Gantt
chart.

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AppendixA: InterviewQuestions
Management Interview Questions:
1. Four areas of focus for the balanced scorecard include,Finance,Internal BusinessProcesses,Learning
and Growth, and Customer Satisfaction.At a high level, can you explain the most important
components of Grand River Foods’ strategy (environmental, business,marketing)?
2. Is there a system in placewhereby KPIs aremeasured accordingto this strategy?
a. If yes, what is the system called?
b. Who currently manages and monitors this system?
3. Where do you see Grand River Foods in the next 5 or 10 years? How will Grand River Foods get there?
Waste Material Handler InterviewQuestions:
1. How many years have you been employed with this company?
2. How is wastesorted?
3. What arethe different types of waste that you observe?
4. Where are wastes stored, until they are removed off the property?
5. Have you ever been involved in any of the company’s waste management initiatives or wasteaudits
duringyour time atGrand River Foods?
6. From your observation,what waste management processes can improve?
a. How would you change this process?
7. What ideas do you have, do you think can increasethe efficiency of this productline?
8. If you have suggested any ideas in the past, what were some of the challenges you faced about
communicatingyour thoughts to management?
Production Engineer Interview Questions:
3. Have there been any kinds of process audits performed in the past5 years?
a. What were the procedures used in this audit?
b. What were some of the challenges thatcame up as a resultof this audit?
4. What arecurrent problem areas thatthe engineering department is workingon improving?
5. On average, at what capacity arethe machines in this productlineoperating?
a. What aretheir efficiency rates?
6. How often is preventative maintenance performed on the machines in this productline?
7. From your observation,can you comment on the different waste streams created by Grand River
Foods?
communicatingyour thoughts?
Line Leader Interview Questions:
2. At what capacity do the machines run duringyour shift?
3. Does the machinery or equipment often malfunction?
a. If so, can you identify which machines?
b. Do you know of potential reasons why they break down?
communicatingyour thoughts?

iii
AppendixB: Descriptionof Team
ProjectManager & Framework/KPISubjectMatter Expert(Michael Armel):Michael has experience
withprojectmanagingandcorporate reportinginhislasttwo co-opplacements.Whilehelpingto
launcha newrail service inToronto,he had the opportunitytolearnaboutprojectmanagement
principlesandhowcorporate reportingsystemscanbe integrated/implementedintoan
organization’soperations.Uponcompletionof hisundergraduate program, Michael will seekhis
projectmanagementCAPMdesignation.Inregardstothe project,Michael will be responsible for
producingtimelinesandcoordinatingdeliverables.Withinhisrole,he willalsoholdgroupmembers
accountable foragreedupondeadlines. Michael will be responsible forintroducingthe Balanced
ScorecardFrameworkandwill leadKPIdevelopment.Anyqueriesregardingthe frameworkorKPIs
will be directedtothistohim.
ClientCommunications/InterviewFacilitator(AlexanderYuan):Havingpreviousexperience asa
BusinessAnalyst,Alexmeetsthe requirementstoaccuratelyenvisionthe needsof the clientthrough
effectivecommunicationandbalancingscope andprojectneeds.Alex will be the mainpointof
contact for all clientcommunication.Alex will alsofacilitatecommunicationandwilltrackall
outgoing/incomingcommunication.
In additiontoa communicationsrole,Alexwillalso be responsible forcontacting,conducting,and
arranginginterviewsforthe desiredinterviewees.Inadditiontodatacollectionthroughinterviews,
a heavyanalysisof resultsisalsoexpected.
AdvisorCommunicationsFacilitator/Waste Flow MappingAnalyst(Kai Shimizu):Kai isresponsible
for ensuringthatanappropriate time slotischosenandconfirmedwithSeanwithinanappropriate
time frame.Ensuresthatan agendaiscreatedand sentto Seanwithin24 hours of the advisor
meeting.Designate/appointatleasttwoteammemberstoattendthe meeting.Ensuresthatany
documentationrequiredforthe meetingare readilyavailable. Kai will be responsible for
summarizingcollecteddataandplotfindingstocreate a waste flow map.Asthe WFM Analyst,he
will alsoleadthe teamwithidentifyingareasof opportunitybysummarizingthe quantitative data
associatedwitheachstepof the product line.Kai isqualifiedforthe positionashe workedasan
analystinpast co-oppositionsandhasbuilthisanalytical skillsthroughmultiple projects.Any
queriesregardingthe waste flowmapwill be directedtothistohim.
DocumentationAnalyst(KimberlyJogie): Kimwill be responsibleforcollectingandgatheringall
documentationwithineachphase throughoutthe project.The role will alsoinclude analyzingall
documentationthroughouteachphase andanalyzingandcompilingall final documents.She will also
coordinate withandprovide supporttoall membersandhelpinall documentationrequirements.
Kimhas the necessaryexperience throughpreviousteamandindividualprojectsshe hasworkedon
duringherpreviousacademicbackground.
On-Site AuditSpecialist(JacquelineWidjaja):Jacqueline will provide leadershipinconductingon-site
audits.Hermain responsibilitieswillbe tocreate and provide auditschedulesandchecklistsas
required,andtoensure thatsite visitsandauditgoalsare met.Herwork experiencesin
manufacturingfacilitiesmake herhighlyqualifiedforthisrole.She isalsocurrentlyworkingto
become a certifiedISO14001 LeadAuditorandstrivestobring forwardthe knowledgeandvision
requiredfora successful audit.

iv
Appendix C: Project Schedule
Client Deliverable Complete By
Phase 1: Vision and Strategy January 8
Phase 2: Integrating Framework January 15
Phase 3: Waste Flow Mapping February 12
Phase 4: Identify Problem Areas February 19
Phase 5: Recommendations February 22
Final Project and Client Deliverables April 4

v
Appendix D: Gantt Chart

vi
Appendix E:
ENBUS 402A – Team Applicationfor Approval fromthe Office of Research
Ethics
Student Names:
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
Email Addresses of team:
mjarmel@uwaterloo.ca
kjogie@uwaterloo.ca
kshimizu@uwaterloo.ca
j2widjaj@uwaterloo.ca
a2yuan@uwaterloo.ca
Type of Method: (interview,
survey, focus groups,
observation, photos, video)
Interview, Observation, Voice
Recording
Brief Description of Project:
The goal of this project is to determine how sustainability concepts, theories, and frameworks
can be integrated into Grand River Foods’, a food manufacturing company, operations with the
purpose of driving eco-efficiency from a waste perspective. This will be accomplished by
designing and creating a waste flow map that highlights all areas of opportunity of
improvement.
Type of people to be surveyed (adults, customers of client company, students, alumni, etc.):
Internal employees
Company Management
Identification of people to be contacted (client introduction, from public sources, etc.):
Katie Kuzuchar, Plant Manager
Waste Disposal Personnel
Production Engineer
Line Leaders
Number of people to be contacted: 7

vii
Specific Location for Survey or interviews:
Grand River Foods Facility & Office
685 Boxwood Dr, Cambridge, ON N3E 1B4
Permission has been received from Katie Kuzuchar Plant Manager)
Note: participant must be of 18 years or older and may not be a member of a vulnerable
population
Management Interview Questions:
1. Four areas of focus for the balanced score card include, Finance, Internal Business
Processes, Learning and Growth, and Customer Satisfaction. At a high level, can you
explain the most important components of Grand River Foods’ strategy (environmental,
business, marketing)?
2. Is there a system in place whereby KPIs are measured according to this strategy?
a. If yes, what is the system called?
b. Who currently manages and monitors this system?
3. Where do you see Grand River Foods in the next 5 or 10 years? How will Grand River
Foods get there?
Waste Material Handler Interview Questions:
2. How is waste sorted?
3. What are the different types of waste that you observe?
4. Where are wastes stored, until they are removed off the property?
5. Have you ever been involved in any of the company’s waste management initiatives or
waste audits during your time at Grand River Foods?
6. From your observation, what waste management processes can improve?
a. How would you change this process?
7. What ideas do you have, do you think can increase the efficiency of this product line?
8. If you have suggested any ideas in the past, what were some of the challenges you faced
about communicating your thoughts to management?

viii
Production EngineerInterview Questions:
3. Have there been any kinds of process audits performed in the past 5 years?
a. What were the procedures used in this audit?
b. What were some of the challenges that came up as a result of this audit?
4. What are current problem areas that the engineering department is working on
improving?
5. On average, at what capacity are the machines in this product line operating?
a. What are their efficiency rates?
6. How often is preventative maintenance performed on the machines in this product line?
7. From your observation, can you comment on the different waste streams created by
Grand River Foods?
about communicating your thoughts?
Line Leader Interview Questions:
2. At what capacity do the machines run during your shift?
3. Does the machinery or equipment often malfunction?
a. If so, can you identify which machines?
b. Do you know of potential reasons why they break down?
about communicating your thoughts?
For survey: By signing this form, we acknowledge that we will first gain permission from the
manager of the building/business before surveying people at the location(s) identified.
For interview or survey: By signing this form, we acknowledge that we will use the research
ethics letters of information, consent and feedback and list of questions approved.
For video or photos: By signing the form, we acknowledge that we will use the research
ethics letters of information, consent and feedback approved.

ix
Student Signatures:
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
Date: December 4, 2015

x
Information letter for Interview
December 4, 2015
Dear (insert participant’s name):
This letter is an invitation to participate in a project we are conducting for a final year
undergraduate course in Environment and Business at the University of Waterloo called
“Environment and Business Project” (ENBUS 402). The course instructor is Professor Patricia
MacDonald. We would like to provide you with more information about this project and
what your involvement would entail if you decide to take part.
We are researching and writing about how sustainability concepts, theories, and
frameworks can be integrated into Grand River Foods’ daily operations order to improve
eco-efficiency from a waste perspective. We consider you to be a subject matter expert on
company strategy or operations and would like to interview you in order to gain more
insight into areas of focus. The project will help us learn more about our topic area and also
develop skills in research design, collection and analysis of information, and writing.
Participation in this project is voluntary. It will involve an interview of approximately 30
minutes in length to take place in a mutually agreed upon time and location or by telephone
or Skype. If we use SkypeTM which is a United States of America company, USA authorities
under provisions of the Patriot Act may access data or meta-data related to these
communications. If you prefer not to talk via Skype, please tell us so you can participate
using an alternative method such as the telephone.
We have attached a copy of the interview questions for you to review. You may decline to
answer any of the interview questions if you so wish and stop the interview at any time or
decide to withdraw from this project by advising one of the student researchers or the
course instructor. With your permission, the interview will be audio-recorded to facilitate
the collection of information, and later transcribed for analysis. All information you provide
is considered completely confidential. You will not be identified to your employer and we
will not attribute any comments to you in our communications with your employer. In
reporting our work neither you, your company, nor your position title will be identified
without your permission.
Quotations from the interview may be used in our final paper, but only with your
permission. If you agree, we will send you a summary of the interview and the quotations
we would like to use so that you can change or withdraw any quotations that will be directly
attributable to you. Notes and/or audio-recordings collected during this study will be
retained for up to 12 months in a secure location and then confidentially destroyed and the
recordings erased. Even though we may present the study findings to our classmates, only

xi
the course instructor and our team will have access to all the data. There are no known or
anticipated risks to you as a participant in this study.
If you have any questions regarding this project, or would like additional information to
assist you in reaching a decision about participation, please contact us by email at
a2yuan@uwaterloo. You can also contact our course instructor, Professor Patricia
MacDonald at 519-888-4567 ext. 31898 or by email at patricia.macdonald@uwaterloo.ca.
We would like to assure you that this study has been reviewed and received ethics clearance
through a University of Waterloo research ethics committee. However, the final decision
about participation is yours. If you have any comments or concerns resulting from your
participation in this study, please contact Dr. Maureen Nummelin, Director, Office of
Research Ethics, at 519-888-4567 Ext. 36005 or maureen.nummelin@uwaterloo.ca.
We very much look forward to speaking with you and thank you in advance for your
assistance in this project.
Yours Sincerely,
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
University of Waterloo
School of Environment, Enterprise and Development
a2yuan@uwaterloo.ca

xii
INTERVIEW CONSENT FORM
I have read the information presented in the information letter about a project being conducted by
Michael Armel, Kimberly Jogie, Kai Shimizu, Jacqueline Widjaja, and Alexander Yuan for an ENBUS 402
Environment & Business course project at the University of Waterloo. The course instructor is Professor
Patricia MacDonald.
I have had the opportunity to ask any questions related to this project, to receive satisfactory answers to
my questions, and any additional details I wanted. I am aware that I have the option of allowing my
interview to be audio-recorded to ensure an accurate recording of my responses.
I am also aware that excerpts from the interview may be included in the course project paper to come
from this research, with the understanding that the quotations will be used with attribution and my
name attached but only if I provide consent to do so and if I have approved the quotations to be used.
Otherwise all quotations will be anonymous.
I am aware that the paper from which the interview is based, if chosen, may be posted on the School of
Environment, Enterprise, and Development (SEED) Department website.
I was informed that I may withdraw my consent at any time during the interview by advising the student
researcher or the course instructor.
This project has been reviewed by, and received ethics clearance through, a University of Waterloo
research ethics committee. I was informed that if I have any comments or concerns resulting from my
participation in this study, I may contact Dr. Maureen Nummelin, Director, at the Office of Research
Ethics at 519-888-4567 ext. 36005 or maureen.nummelin@uwaterloo.ca.
With full knowledge of all foregoing, I agree, of my own free will, to participate in this project.
☐YES ☐NO
I agree to have my interview audio-recorded.
☐YES ☐NO
I agree to the use of quotations attributed to me in the final paper after I have a chance to review the
quotation, revise it if needed.
☐YES ☐NO
I agree to the final paper where I am named being posted on the University of Waterloo’s School of
Environment, Enterprise and Development website at the end of term.
☐YES ☐NO
Participant Name: ____________________________ (Please print)

xiii
Participant Signature: ____________________________
Witness Name: ________________________________ (Please print)
Witness Signature: ______________________________
Date: ____________________________

xiv
Follow-up Letter for Interviews, Video and Photo-Journalism to
Share Quotes or Recordings or Photos
December 4, 2015
Dear (Name);
Enclosed is a copy of the paper we have written for the Environment and Business (ENBUS
402) course project that includes quotations from our interview.
We hope you like the paper we have prepared, and in particular we hope you will find that
we have been faithful to the information you gave us and to the general circumstances of
the (situation/occurrence discussed) as you described them. You will note that some other
sources, listed in footnotes, had views somewhat different from your own. If you feel that
we have misrepresented you in any way, or if my presentation of events with which you
were connected is not as you remember them, we invite you to send us your comments and
we shall take them into consideration as we prepare the final version of our paper. And of
course, you may, as always, contact my course instructor, Professor Patricia MacDonald at
519-888-4567 ext. 31898 or by email at patricia.macdonald@uwaterloo.ca.
This project was reviewed by, and received ethics clearance through, a University of
Waterloo research ethics committee. If your participation in this project raises concerns you
may contact Dr. Maureen Nummelin of our Office of Research Ethics, at 519-888-4567 ext.
36005 or maureen.nummelin@uwaterloo.ca,
We look forward to hearing from you by email within the next two weeks with your
comments or questions.
Sincerely,
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
a2yuan@uwaterloo.ca
APPRECIATION LETTER

xv
December 4, 2015
Dear (Name);
We would like to thank you for your participation in our ENBUS 402 course project. As you
may recall, the purpose of the project was to identify how sustainability concepts, theories,
and frameworks can be integrated into Grand River Foods’ operations to increase eco-
efficiency from a waste perspective.
The information collected during interviews will contribute to a better understanding of the
firm’s operation and potential opportunities for improvement.
Please remember that any information pertaining to yourself as an individual will be kept
confidential unless you have consented to sharing this information in our final paper. We
will be sharing our final paper with our class, the course instructor, and our Department
through a presentation. There is the possibility that our paper may be chosen to be posted
on the School of Environment, Enterprise and Development’s Website at the end of term.
If you are interested in receiving more information regarding this project, or if you have any
questions or concerns, please contact one of us at either the email address listed at the
bottom of the page or you can contact my course instructor, Professor Patricia MacDonald
at 519-888-4567 ext. 31898 or by email at patricia.macdonald@uwaterloo.ca.
As with all University of Waterloo projects involving human participants, this project was
reviewed by, and received ethics clearance through, a University of Waterloo research
ethics committee. Should you have any comments or concerns resulting from your
participation in this study, please contact Dr. Maureen Nummelin in the Office of Research
Ethics at 519-888-4567, Ext., 36005 or maureen.nummelin@uwaterloo.ca.
Sincerely,
Michael Armel
Kimberly Jogie
Kai Shimizu
Jacqueline Widjaja
Alexander Yuan
a2yuan@uwaterloo.ca

Grand River Foods Waste Management Project Proposal

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