The effects were dramatic and nearly instantaneous.

Oil usage in the suspect systems decreased (see Figure 6), reducing the plant's overall oil consumption. Metal Assembly no longer experienced blown cables or clogged water lines, greatly reducing production downtime and maintenance costs.

Pipe-fitters no longer needed to drain sections of the cooling water system on overtime. No longer were totes of black, foul-smelling water being sent to the plant's wastewater treatment building for disposal, and no longer was the plant's utility manager required to add large amounts of corrosion preventing chemicals to the cooling water system in order to maintain the required levels. The plant's water usage decreased, as did the amount of water the plant sent to the city for treatment.

Oil usage decreased in suspect systems. Overall oil levels in the cooling water system dropped.

The financial benefits of this project amounted to more than $800,000 annually.

In addition, significant environmental and personnel benefits were realized through reductions in chemical use, waste, overtime, downtime, and odor.

“The partnership between GM and Quaker here at Grand Rapids has taken the chemicals management paradigm to a whole new level. The program is producing significant measurable benefits, not only to the bottom line, but also to GMs ongoing commitment to its environmental principles, as well,” Scott Murto, senior environmental engineer for General Motors, said.

Conclusion

Partnering with an expert to manage your industrial chemicals can deliver significant benefits, both in terms of hard cost savings and improved efficiencies. Chemical management services are a growing trend that has not only penetrated the automotive and auto supply markets, but has also proven successful in nine other industries spanning from aerospace to electronics to the pharmaceutical sector.

The Chemical Strategies Partnership is a non-profit research, education and consulting organization which seeks to reduce chemical use, waste, risks, and cost through the transformation of the chemical supply chain by redefining the way chemicals are used and sold. For more information, visit www.chemicalstrategies.org.

The Authors of this Article

Laura Wolfson is the program manager at Chemical Strategies Partnership and the chemical management services forum. She manages industry research and outreach as well as consulting project planning and analysis. Wolfson also coordinates Chemical Strategies Partnership's annual workshop and other communication activities

Phil Brooks has been with General Motors for thirty-five years and is currently the plant master statistical engineer at the Grand Rapids Metal Fabricating Plant. In this role, Brooks works on a wide variety of problems for the company.

Amy Johnson is a site engineer for Quaker Chemical Corporation, currently assigned to the GM Grand Rapids Metal Fabricating Plant. In this role her main responsibilities are maintaining all metalworking fluids throughout the plant, tracking and monitoring oil usage, analysis of lubricating oils, and cost savings projects.