| Cleaner Production in a Bakery | Norway | - | Full scale |
MANUFACTURE OF FOOD PRODUCTS AND BEVERAGES # 29
Background:
The company has 11 employees. The coffee shop has 200 sitting places. The company consumes 100 metric tons of raw materials per year in order to produce cakes (85%) and bread (15%) to sell in its own coffee shop.
Before the cleaner production techniques were applied, the company used large amounts of electricity in food production. Three big baking ovens are operated to bake the cakes and breads. A cooling and freezing room was used for storage of raw materials and intermediate products. The compressors in this room also used a lot of electricity. The condenser heat from the baking exited through the ceiling. The building itself is heated by electricity. Leftover bread was being used as fodder. The company used the paper waste from another business in the same building.
The driving force behind implementing the improvement initiatives was the reduction of energy use and simplified disposal of organic waste, without significant investments. The cleaner production efforts resulted from participating in the Norwegian National Program for Cleaner Production.
Cleaner Production Principle:
Housekeeping; Process modification
Cleaner Production Application:
Cleaner production improvement actions included:
| Utilization of condenser heat to heat water and dishwashers; |
| Changing of the electricity tariff; |
| Saving energy by lowering lights at night; |
| Developing a system to follow-up on energy and water use; |
| Adding an economizing resistor; |
| Collecting paper waste for recycling; and |
| Adding a window in the washroom. |
Environmental and Economic Benefits:
Energy use was reduced by 26% to 252 Mwh/year. Water use was reduced by 6% to 6575 m3/year Waste generation (Paper waste, used coffee filters, paper napkins, etc.) was reduced by 41% to 7700 kg/year.
In addition to the reduction in energy use, water use, and waste disposal, the economic benefits included reduced operational and maintenance costs (NOK 41 000 per year).
The investment costs of the improvement actions were reported to be NOK 24 500.
| Improvement Actions | Investments(NOK) | Savings(NOK) per year |
| Utilization of condenser heat | 15 500 | 14 440 |
| Saving energy by lowering lights at night | 4 400 | 3 900 |
| Utilization of cooling water | 2 000 | 1 480 |
| Adding an economizing resistor | 75 | 170 |
| More efficient utilization of the bread ovens | 0 2 | 980 |
| Adding a window in the washroom | 2 000 | 3 070 |
| Changing the electricity tariff | 0 1 | 650 |
| Developing a system to follow-up on energy and water use | 0 7 | 600 |
| Collecting paper waste for recycling | 500 | 6 000 |
| Total | 24 475 | 41 290 |
Operational and maintenance costs were reduced by NOK 41 000 per year. The approximate payback period for the cleaner production techniques used in the case study was about 8 months.
Constraints:
The company has only been able to trace 22% of its total water use in this case study. It is possible that the water meter is inaccurately measuring the water consumption. If it is found that the water meter is broken, indicating a much higher water usage than actually consumed, the company can save up to NOK 50 000 in reduced water and sewage fees by installing a new water meter.
Contacts:
Review Status:
This case study was submitted by : The Oestfold Research Foundation Institute for Pollution Prevention Box 276 1601 Fredrikstad Norway Tel : + 47 693 41 900 Fax : + 47 693 42 497 e-mail: auduna@telepost.no Contact: Audun Amundsen They were edited by UNEP IE in May 1996.
Subsequently, in September 1998 the case study underwent a technical review by Dr. Prasad Modak, Environmental Management Centre, Mumbai, India.