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Waste exchanges have played an important role in assisting companies identify and implement recycling and reuse opportunities These efforts result in lower operating costs, reduced purchasing costs, reduced storage costs, enhanced corporate images, diminished demand for land ll space and incinerator capacity, and, ultimately, a cleaner environment It is estimated that, by promoting the reuse and recycling of industrial materials through waste exchanges, the industry currently saves $27 million in raw material and disposal costs and the energy equivalent of more than 100,000 barrels of oil annually, as determined by the National Materials Exchange Network operating in Silver Spring, Maryland These savings often translate directly to the companies bottom lines with stronger nancial performance In 1998, its rst year of operation, the Ohio Materials Exchange (Columbus, Ohio) exceeded initial expectations by exchanging over 2600 tons of waste and saving Ohio businesses $103,000 in disposable costs.

Managing the profitability process involves looking at inputs, outputs, execution, results, and the review process. The weakest link in managing the profitability process tends to be the review of business performance. In many businesses, management examines profitability much more frequently than it reviews the input streams of resources that will generate the profits. When implementing a business performance measurement system, management must not forget to take into account the external factors that can rapidly hamper a company s performance. Although external factors are usually out of anyone s control, leadership must nevertheless monitor external factors and be prepared to handle them as effectively as possible. For example, equipment manufacturers in the telecommunication industry were highly valued in the recent past. The industry itself was profitable and growing rapidly. Within a few years, however, many telecommunication businesses crashed. External factors, such as industry saturation, the bust of dotcom businesses, federal regulations, a new business model of service providers, and competition, led to overcapacity and the decline in industrywide performance. In such an environment,

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According to Dale Gallion, manager of quality assurance at Diamond Products (Elyria, Ohio), the company used to pay to have leftover metal powder scrapped After joining the waste exchange program, Diamond Products sold 8000 lb of metal powder for $14 Additionally, the company accumulates about 1000 lb of metal powder each month, and plans to continue using the exchange Another good example is the Massachusetts Materials Exchange (Pitts eld, Massachusetts) In the past 4 years, the Massachusetts Materials Exchange has moved over 2000 tons of materials, saving participants more than $100,000 in avoided disposal and purchasing costs Waste exchanges are a cost-effective means of helping businesses save money, as well as helping them divert waste into usable raw materials.

Advances in information technology over the past decade have served as a catalyst to promote the exchanges, and further allow exchanges to provide current information on both the materials available for use and the materials wanted, which helps business make better environmental and nancial decisions These exchanges also play an important role in assisting waste generators in identifying and implementing recycling and reuse opportunities For example, since the inception of the Ohio Materials Exchange, businesses using the service reported savings of over $135 million in disposal costs and diverted over 340,000 tons from land lls These efforts result in lower operating costs, diminished demand for land ll space and burning capacity, which all lead to a cleaner environment Natural resources are limited, and resources need to be conserved as much as possible.

The fewer raw materials used, the greater supply for future generations, and waste exchanges are helping achieve this goal..

A little later in 1882, Abel Pifre, Mouchot s assistant, demonstrated a printing press in the Tuilleries Garden, Paris, powered by the sun, using a 35 m diameter concave concentrating dish At the focus of this concentrating furnace,.

innovation by one company could immediately affect another company s sales and revenues adversely. When Motorola launched the cell phone in the middle to late 1980s, it created a new industry. Motorola grew and its competitors struggled. After several successful years, however, Nokia s innovative products and a slack in Motorola s performance resulted in Motorola s market share declining while Nokia s growth exploded. This result, nevertheless, is a natural process, as competitors continually improve products and services. Customers and consumers demand better, faster, and less expensive products. The cycle of improvement moves from one company to another company. Motorola recognized that in the early 1980s when its leadership committed the company to dramatic improvement using the Six Sigma methodology. Today, Motorola is reemphasizing Six Sigma to improve performance and regain lost market share.

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