National Environmental National Environmental SymposiumSymposium

January 25, 2006January 25, 2006

What’s in a Name?What’s in a Name?

Value Stream MappingValue Stream Mapping Lean Manufacturing/ProcessLean Manufacturing/Process KaizenKaizen

All Are Basically the Same Change All Are Basically the Same Change Management TechniqueManagement Technique

Why Change?Why Change?

Things We’ve All Heard:Things We’ve All Heard:– My Taxes Pay Your Salary, My Project My Taxes Pay Your Salary, My Project

should be Your Top Priorityshould be Your Top Priority

– If the Permit isn’t Processed Quickly, We’ll If the Permit isn’t Processed Quickly, We’ll go to (Name of Nearby State)go to (Name of Nearby State)

– The Slow Air Permitting is the Cause of the The Slow Air Permitting is the Cause of the Downturn of the Economy in this StateDownturn of the Economy in this State

– Let’s set up a Blue Ribbon Committee of Let’s set up a Blue Ribbon Committee of Outside Experts to Determine what should Outside Experts to Determine what should be Donebe Done

Area of Area of InfluenceInfluence

Area of ConcernArea of Concern

Proactive FocusProactive Focus

Focus of Value Stream MappingFocus of Value Stream Mapping

Process Versus PeopleProcess Versus People Customer Requirements Customer Requirements

Versus “We’ve Always Done it Versus “We’ve Always Done it that Way” that Way”

Value-Added Activities Versus Value-Added Activities Versus WasteWaste

““We Can” Versus “We Can’t”We Can” Versus “We Can’t”

Visual Representation of a Value StreamVisual Representation of a Value Stream Pencil & Paper ToolPencil & Paper Tool Helps Reveal Waste & Problems with Flow Helps Reveal Waste & Problems with Flow Establishes a Common Language to Establishes a Common Language to

Document ProcessesDocument Processes Provides a Blueprint for ImprovementProvides a Blueprint for Improvement

A Value Stream Involves all the A Value Stream Involves all the Steps, both Value Added and Steps, both Value Added and Non Value Added, required to Non Value Added, required to Complete a Product or Service Complete a Product or Service from Beginning to End.from Beginning to End.

What is a Value Stream?What is a Value Stream?

What is a Value Stream Map?What is a Value Stream Map?

Value Stream Maps - Value Stream Maps - Why are They Unique?Why are They Unique? Shows the Process Flow from a Systems Shows the Process Flow from a Systems

PerspectivePerspective Includes Information Flow & Links it to Includes Information Flow & Links it to

Process FlowProcess Flow Documents the Performance of the Process Documents the Performance of the Process

End Results, Metrics Highlight Waste, & End Results, Metrics Highlight Waste, & Visibility of Progress & Quality Visibility of Progress & Quality

WasteWaste

Obvious Sources of Waste:Obvious Sources of Waste:

Excessive Handoffs of Work ProductExcessive Handoffs of Work Product Work Product Waiting in In-BasketsWork Product Waiting in In-Baskets Process Steps with High Error RatesProcess Steps with High Error Rates

Any Element that AddsAny Element that Adds No ValueNo Value to to the Final Product: Waste only Adds the Final Product: Waste only Adds

Cost & TimeCost & Time

VSM Example – Eddie George/Jack Bauer Mail Order CompanyVSM Example – Eddie George/Jack Bauer Mail Order Company

This example follows the evolution of the mail order company formed by Eddie This example follows the evolution of the mail order company formed by Eddie George and Jack Bauer. The two friends formed the company to provide high George and Jack Bauer. The two friends formed the company to provide high quality sporting goods and named themselves the George-Jack company. In quality sporting goods and named themselves the George-Jack company. In

1985 the two were operating much the same as older mail order firms had for the 1985 the two were operating much the same as older mail order firms had for the past 100 years. The customer would remove the order form from the George-past 100 years. The customer would remove the order form from the George-

Jack catalog and mail it in with their check or money order. Eddie would open the Jack catalog and mail it in with their check or money order. Eddie would open the mail and sort the orders. Jack would retrieve the orders from Eddie’s out box and mail and sort the orders. Jack would retrieve the orders from Eddie’s out box and

pull the ordered products from the shelves in the warehouse. After the orders pull the ordered products from the shelves in the warehouse. After the orders were pulled, Jack would take that batch of products to shipping and package them were pulled, Jack would take that batch of products to shipping and package them

for the mail. After processing the day’s mail, Eddie would go to shipping and for the mail. After processing the day’s mail, Eddie would go to shipping and match the packages to the orders, type up mailing labels. At the end of the day, match the packages to the orders, type up mailing labels. At the end of the day,

Eddie would drive the truck home, stopping at the post office to mail all the Eddie would drive the truck home, stopping at the post office to mail all the packages. During this time period, the George-Jack Company could ship packages. During this time period, the George-Jack Company could ship

approximately 40 orders per day with a total processing time of 8 days and 33 approximately 40 orders per day with a total processing time of 8 days and 33 minutes. However, due to errors, only 55 percent of all orders were processed minutes. However, due to errors, only 55 percent of all orders were processed

correctly the first time. The remaining 45 percent of orders either required double correctly the first time. The remaining 45 percent of orders either required double effort on Eddie or Jack’s part, the wrong product was mailed to the customer, or effort on Eddie or Jack’s part, the wrong product was mailed to the customer, or the product was mailed to the wrong address. Typically, Eddie worked 9.2 hours the product was mailed to the wrong address. Typically, Eddie worked 9.2 hours

each day while Jack worked only 7.3 hourseach day while Jack worked only 7.3 hours..

ININ

40 Products Shipped

40 Products Shipped

50 Ord

ers Maile

d to C

ompany

50 Ord

ers Maile

d to C

ompany

ININ ININ

US MailUS Mail

5 days5 days100%100%

JackJack1 min1 min3 hrs3 hrs100%100%

JackJack5 min5 min

95%95%

JackJack5 min5 min

------100%100%

EddieEddie6 min6 min

------90%90%

EddieEddie10 min10 min

------80%80%

EddieEddie6 min6 min

------80%80%

1 day1 day 3 hours3 hours 4 hours4 hours 1 day1 day

W/TW/T

P/TP/T

1 day1 day

6 min6 min

3 hours3 hours

1 min1 min 5 min5 min 5 5 minmin

6 min6 min 10 min10 min

4 hours4 hours 1 day1 day

FTQFTQ 100 %100 % 100%100% 90%90%95 %95 % 80 %80 %100 100 %%

80 %80 %

3 hours3 hours

33 min33 min

8 days8 days

55 %55 %

Total Lead Total Lead Time:Time:

8 days, 8 days, 33 min33 min

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

ININ

Eddie George/Jack Bauer Company Eddie George/Jack Bauer Company Current State in 1985Current State in 1985

10 Invalid

Ord

ers Return

ed

10 Invalid

Ord

ers Return

ed

5 days5 days

Issues – Keeping track of stock, all paper system, Eddie working harder and longer than Jack Issues – Keeping track of stock, all paper system, Eddie working harder and longer than Jack ( 9.2 vs 7.3 hrs), both working long days, poor communication with customer, and many errors.( 9.2 vs 7.3 hrs), both working long days, poor communication with customer, and many errors.

Pull Pull Product Product

from from ShelvesShelves

Get Get Order Order from from EddieEddie

Package Package Product & Product & Bring to Bring to ShippingShipping

QTY 50QTY 50 QTY 50QTY 50 QTY 40QTY 40 QTY 40QTY 40 QTY 40QTY 40 QTY 40QTY 40 QTY 40QTY 40

Match Match Order, Make Order, Make and Apply and Apply

LabelLabel

Mail Product at Mail Product at End of Day on End of Day on

Way HomeWay Home

50 50 Customers Customers

Per DayPer Day

ClientClient

Open mail, Open mail, Review & Review &

Sort OrderSort Order

In 1995, Eddie and Jack began using a toll-free phone number to In 1995, Eddie and Jack began using a toll-free phone number to receive orders. This allowed Eddie to type up the order and receive orders. This allowed Eddie to type up the order and mailing label while the customer was on the phone. This mailing label while the customer was on the phone. This immediate quality check allowed a significant increase in first immediate quality check allowed a significant increase in first time quality. The company was able to increase from 40 to 60 time quality. The company was able to increase from 40 to 60 products shipped per day with an average of three errors. The products shipped per day with an average of three errors. The average processing for each order was reduced to 4 hours and average processing for each order was reduced to 4 hours and 20 minutes but both Eddie and Jack had to increase their 20 minutes but both Eddie and Jack had to increase their workday 10 hours.workday 10 hours.

60 Products Shipped (3 Errors)

60 Products Shipped (3 Errors)

60 Ord

ers c

alled in

to C

ompany

60 Ord

ers c

alled in

to C

ompany

ININ

JackJack5 min5 min 0hrs0hrs95%95%

JackJack4 min4 min

------100%100%

JackJack1 min1 min

------100%100%

EddieEddie10 min10 min

------95%95%

4 4 hourshours

W/TW/T

P/TP/T 10 10 minmin

5 min5 min 4 4 minmin

1 min1 min

4 hrs4 hrs

FTQFTQ 100%100% 100%100%95 %95 %95 %95 %

20 min20 min

4 hrs4 hrs

90 %90 %

Total Lead Total Lead Time:Time:

4 hrs, 4 hrs, 20 min20 min

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

P/TP/T

W/TW/TFTQFTQ

George Jack Company George Jack Company Current State in 1995Current State in 1995

Issues:Issues: Keeping track of stock, all paper system, Eddie and Jack workingKeeping track of stock, all paper system, Eddie and Jack workinglong 10-hr days, and some errors.long 10-hr days, and some errors.

Eddie moved Eddie moved to roomto roomwhere where

product isproduct is – – as order as order comes in, comes in, Jack fills itJack fills it

Improvements since 1985 – Increase in products sold from 40 to 60 (50%), less errors, wait time decreased Improvements since 1985 – Increase in products sold from 40 to 60 (50%), less errors, wait time decreased from 8 days to 4 hours (95%), and processing time decreased from 33 to 20 minutes (39%)from 8 days to 4 hours (95%), and processing time decreased from 33 to 20 minutes (39%)

Pull Pull Product Product

from from ShelvesShelves

Package Package Product Product Apply Apply LabelLabel

Take to Take to Shipping Shipping

AreaArea

US Mail US Mail Delivery Delivery

Twice a DayTwice a Day

Receive & Receive & Type Order Type Order and Make and Make

LabelLabel

QTY 60QTY 60 QTY 60QTY 60 QTY 60QTY 60 QTY 60QTY 60

60 60 Customers Customers

Per DayPer Day

ClientClient

In 2005, a very tired Eddie and Jack began taking orders over the internet. In 2005, a very tired Eddie and Jack began taking orders over the internet. With this computerized system, customers typed in their own information and With this computerized system, customers typed in their own information and the computer converted it into order forms and mailing labels. Eddie and Jack the computer converted it into order forms and mailing labels. Eddie and Jack both worked pulling the products from the warehouse shelves and packaging both worked pulling the products from the warehouse shelves and packaging them for shipping. A conveyor system was used to transport the packages to them for shipping. A conveyor system was used to transport the packages to the shipping area. While on the conveyor a bar code scanner would read the the shipping area. While on the conveyor a bar code scanner would read the shipping label and automatically send an email to the customer notifying them shipping label and automatically send an email to the customer notifying them of the date that their order had been shipped and providing them with a of the date that their order had been shipped and providing them with a tracking number. Also, Eddie and Jack hired UPS to pick up their products tracking number. Also, Eddie and Jack hired UPS to pick up their products four times a day for delivery. These changes allowed the George-Jack four times a day for delivery. These changes allowed the George-Jack Company to increase from 60 to 160 products shipped per day - still with three Company to increase from 60 to 160 products shipped per day - still with three errors. The average processing time was cut to 2 hours and 6 minutes and errors. The average processing time was cut to 2 hours and 6 minutes and both Eddie and Jack were able to work only 6.7 hours per day.both Eddie and Jack were able to work only 6.7 hours per day.

Convey to Convey to Shipping, Scan Shipping, Scan Bar Code, Email Bar Code, Email Tracking No. to Tracking No. to

CustomerCustomer

160 Products Shipped (3 Errors)

160 Products Shipped (3 Errors)

Order e

mailed in

to C

ompany

Order e

mailed in

to C

ompany

ININ

Jack/EddieJack/Eddie4 min4 min

98%98%

Jack/EddieJack/Eddie1 min1 min

------100%100%

2 2 hourshours

W/TW/T

P/TP/T 4 min4 min 1 1 minmin 2 2

hrshrsFTQFTQ 100%100%98 %98 %

6 min6 min

2 hrs2 hrs

98 %98 %

Total Lead Total Lead Time:Time:

2 hr, 2 hr, 6 min 6 min

P/TP/T

W/TW/TFTQFTQ

P/T P/T

W/TW/TFTQFTQ

George Jack Company George Jack Company Current State in 2005Current State in 2005

Eddie and Eddie and Jack bothJack bothfill orders fill orders

Improvements since 1995 – Increase in products sold from 60 to 160 (267%), less Improvements since 1995 – Increase in products sold from 60 to 160 (267%), less errors, both worked less hours, wait time decreased from 4 hours to 2 hours, 6 min errors, both worked less hours, wait time decreased from 4 hours to 2 hours, 6 min (48%), and processing time decreased from 20 to 6 minutes (70%)(48%), and processing time decreased from 20 to 6 minutes (70%)

1 1 minmin

Computer Computer Receives Receives Order & Order & Makes Makes LabelLabel

Pull Pull Product Product

from from ShelvesShelves

Package Package Product, Product,

Apply Label, Apply Label, Use ConveyorUse Conveyor

UPS UPS Picks Up Picks Up 4 Times 4 Times

DailyDaily

QTY 160QTY 160 QTY 160QTY 160

160 160 Customers Customers

Per DayPer Day

ClientClient

WasteWaste

POINTS TO REMEMBER ABOUT WASTE:POINTS TO REMEMBER ABOUT WASTE: Consider Waste in the Context of the Value that the Consider Waste in the Context of the Value that the

Process Provides to the Process Provides to the CustomerCustomer Waste is Really a Waste is Really a SymptomSymptom Rather than a Root Rather than a Root

Cause of the ProblemCause of the Problem Waste Points to Problems within the Waste Points to Problems within the SystemSystem Find and Address Find and Address CausesCauses of Waste to Improve Flowof Waste to Improve Flow Waste is Most Prevalent in the Waste is Most Prevalent in the Information FlowInformation Flow of of

Non-manufacturing ProcessesNon-manufacturing Processes Experts Suggests up to Experts Suggests up to 40%40% of What We do Adds of What We do Adds

no Valueno Value

Using the Value Stream Mapping ToolUsing the Value Stream Mapping Tool

Understand How Things Understand How Things Currently Operate. This is the Currently Operate. This is the Foundation for the Future StateFoundation for the Future State

Value Stream Value Stream ScopeScope

Design a Lean FlowDesign a Lean Flow

Current State Current State DrawingDrawing

Implementation Implementation PlanPlan

Determine the Value Determine the Value Stream to be Improved Stream to be Improved

The Goal of Mapping! The Goal of Mapping! Implementation Implementation of Improved Planof Improved Plan

Future State Future State DrawingDrawing

Develop a Detailed Plan of Develop a Detailed Plan of Implementation to Support Implementation to Support Objectives (What, Who, When)Objectives (What, Who, When)

Sta

nd

ard

ize

for

Sta

nd

ard

ize

for

Lat

er I

mp

rove

men

tL

ater

Im

pro

vem

ent

Bridges the Gap: Bridges the Gap: From Where We Are to Where We Should Be From Where We Are to Where We Should Be

Current Current StateState

Current Current StateState

FutureState

FutureState

Business Deployment PlanBusiness Deployment Plan

Focus of Value Stream MappingFocus of Value Stream Mapping

Process Versus PeopleProcess Versus People Customer Requirements Versus Customer Requirements Versus

“We’ve Always Done it that Way” “We’ve Always Done it that Way” Value-Added Activities Versus Value-Added Activities Versus

WasteWaste ““We Can” Versus “We Can’t”We Can” Versus “We Can’t”

Value Stream Mapping CandidatesValue Stream Mapping Candidates

Permitting ProgramsPermitting Programs Hiring ProcessHiring Process Process for Responding to Process for Responding to

Letters to the GovernorLetters to the Governor Any Manufacturing Process Any Manufacturing Process

or Information Flowor Information Flow

Keys to SuccessKeys to Success

Leadership Leadership MUSTMUST Demonstrate Demonstrate their Commitment to Changetheir Commitment to Change

Involve All Levels of the Involve All Levels of the Organization at Every StepOrganization at Every Step

Constantly Communicate Constantly Communicate Positive ProgressPositive Progress

““Nothing is Particularly Nothing is Particularly Hard if you Divide it into Hard if you Divide it into

Small Jobs.”Small Jobs.”

- Henry Ford- Henry Ford

Michigan’s ExperienceMichigan’s Experience

Workshop DatesWorkshop DatesPre-Scoping SessionPre-Scoping Session March 1, 2004March 1, 2004

VSM TrainingVSM Training March 29, 2004March 29, 2004

Scoping SessionScoping Session April 1, 2004April 1, 2004

WorkshopWorkshop April 26, 27, 28, 2004April 26, 27, 28, 2004

System DevelopmentSystem Development May – August 2004May – August 2004

New System New System September 7, 2004September 7, 2004ImplementedImplemented

Leadership PanelLeadership Panel Steve Chester – MDEQ, Jim Sygo - MDEQ, Ray Tessier – General Steve Chester – MDEQ, Jim Sygo - MDEQ, Ray Tessier – General

Motors, Tom Breneiser – DaimlerChrysler, Andy Hobbs – Ford, Motors, Tom Breneiser – DaimlerChrysler, Andy Hobbs – Ford, Robert Swanson – MLEG, Mike Johnston – MMA, Vince Hellwig - Robert Swanson – MLEG, Mike Johnston – MMA, Vince Hellwig - MDEQMDEQ

Workshop ParticipantsWorkshop Participants AQD – Lynn Fiedler, Steve Zervas, Bill Presson, Bob Byrnes, AQD – Lynn Fiedler, Steve Zervas, Bill Presson, Bob Byrnes,

MaryAnn Dolehanty, Paul Collins, Cathy Simon, Steve Kish, MaryAnn Dolehanty, Paul Collins, Cathy Simon, Steve Kish, Dennis Armbruster, Scott KlipaDennis Armbruster, Scott Klipa

Ford - Dennis KarlFord - Dennis Karl DaimlerChrysler - Mary Snow-Cooper, Debra RoweDaimlerChrysler - Mary Snow-Cooper, Debra Rowe General Motors - Steve Tomaszewski, Nick Ramos, Mike Zielke, General Motors - Steve Tomaszewski, Nick Ramos, Mike Zielke,

Sue Bracciano, Chris Bates, Frank KodrackSue Bracciano, Chris Bates, Frank Kodrack MMA – Mike JohnstonMMA – Mike Johnston MDEC – Susan HolbenMDEC – Susan Holben

Value Stream Mapping (VSM) CoachesValue Stream Mapping (VSM) Coaches Tim Connors, Carrie SavilleTim Connors, Carrie Saville

State of Michigan Air Permit ProcessState of Michigan Air Permit Process

Purpose StatementPurpose StatementThe purpose of the Air Permit Team is The purpose of the Air Permit Team is

to develop and implement an air to develop and implement an air permitting process that results in permitting process that results in

expeditious issuance of expeditious issuance of environmentally sound, operationally environmentally sound, operationally flexible, and achievable permits in a flexible, and achievable permits in a timeframe not to exceed 6 months timeframe not to exceed 6 months

and ensure requirements are and ensure requirements are identified clearly prior to submittal identified clearly prior to submittal reducing rework in the process by reducing rework in the process by

90% . 90% .

MetricMetric

SPQRCSPQRC

Current Current EstimateEstimate

(coming into (coming into workshop)workshop)

From Current State From Current State MapMap

Day 1Day 1

Target from Future Target from Future State MapState Map

Day 2Day 2

Process Process TimeTime

18 wks, 18 wks,

6.5 days6.5 days51 Days - 70.5 51 Days - 70.5

DaysDays

90 – 94 Days90 – 94 Days

(w/o pre-meeting) (w/o pre-meeting)

97 – 101 Days97 – 101 Days

Wait TimeWait Time

63 weeks, 5.5 63 weeks, 5.5 days –days –

80 weeks, 5.5 80 weeks, 5.5 days days

322 days322 days

(134 unidentified)(134 unidentified)

(188 identified)(188 identified)

57 – 88 Days57 – 88 Days

(w/o pre-meeting)(w/o pre-meeting)

78 – 109 Days78 – 109 Days

Lead TimeLead Time 367 - 392 days367 - 392 days

147 – 182 Days147 – 182 Days

(w/o pre-meeting)(w/o pre-meeting)

175 – 210 Days)175 – 210 Days)

First Time First Time QualityQuality 0%0% 0%0% 72%72%

Measurable Metrics & PerformanceMeasurable Metrics & Performance

IN SCOPE (We Can Do It)IN SCOPE (We Can Do It) OUT OF SCOPEOUT OF SCOPE

Interpretation of Rules, Policies and Interpretation of Rules, Policies and Guidance Documents (MDEQ / EPA)Guidance Documents (MDEQ / EPA)

EPA RegulationsEPA Regulations

Internal AQD Permit Organizational Internal AQD Permit Organizational StructureStructure

Modify Existing RulesModify Existing Rules

AQD Internal Permit Process and AQD Internal Permit Process and TimingTiming

Additional ResourcesAdditional Resources

Applicant Internal Permit Process Applicant Internal Permit Process and Timingand Timing

Appeal ProcessAppeal Process

Electronic SubmittalsElectronic Submittals Any new software / computerized Any new software / computerized systemsystem

Application ContentApplication Content Mandated Public Participation Mandated Public Participation RequirementsRequirements

Permit ContentPermit Content Title V PermittingTitle V Permitting

Special Condition ContentSpecial Condition Content  

Communication (Internal and Communication (Internal and External)External)

 

Overarching Principles of Overarching Principles of New ProcessNew Process

Proactive vs. Reactive ProcessProactive vs. Reactive Process

Shared AccountabilityShared Accountability

Specific TimelinesSpecific Timelines

Action/ResolutionAction/Resolution

Key Elements of Michigan’s New Key Elements of Michigan’s New Permitting ProcessPermitting Process

Expectations for SuccessExpectations for Success Standardized Application Standardized Application

ChecklistsChecklists Permit Scoping MeetingsPermit Scoping Meetings Up-Front Draft ConditionsUp-Front Draft Conditions Agency and Applicant DeadlinesAgency and Applicant Deadlines

Indicators of SuccessIndicators of Success

Permitting TimesPermitting TimesCalendar DaysCalendar Days

20032003 20052005

Process TargetProcess Target 110/180110/180 167167 5353

AQD Processing AQD Processing Time Per Statute Time Per Statute (from complete information)(from complete information)

60/12060/120 6161 4141

Applicant Applicant Processing TimeProcessing Time 50/6050/60 106106 1111

Indicators of SuccessIndicators of Success

Administrative CompletenessAdministrative Completeness

Complete at Submittal in 2003 – 82%Complete at Submittal in 2003 – 82%

Complete at Submittal in FY 2005 – 95%Complete at Submittal in FY 2005 – 95%

AIR PERMITS to INSTALLIn-House Applications CY 2003 - 2005

247

227 227

212 210206

213209 209

216

208214

205208

213

175

152

136141

134

124

115 115118

113

125 125119

100

8490

94

111

103

114111

50

100

150

200

250

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

2003 2004 2005

Other ImpactsOther Impacts

Process Timing for Other GroupsProcess Timing for Other Groups Better Working Relationships Better Working Relationships

– Say What We Do and Do What We SaySay What We Do and Do What We Say

Reduced 4 FTEs and Added 4 FTE’s Reduced 4 FTEs and Added 4 FTE’s Worth of Work from Other GroupsWorth of Work from Other Groups

Improved MoraleImproved Morale

New Process is Designed to:New Process is Designed to:

Be TransparentBe Transparent Be Efficient Be Efficient Be Proactive Be Proactive Be Timely Be Timely Foster Communication Foster Communication

Between All PartiesBetween All Parties

If you make every game a life If you make every game a life and death proposition, and death proposition, you're going to have you're going to have

problems. For one thing, problems. For one thing, you'll be dead a lot.you'll be dead a lot.

-- Dean Smith, Basketball Coach UNC-- Dean Smith, Basketball Coach UNC

Lynn FiedlerLynn Fiedler517-373-7087517-373-7087

fiedlerl@michigan.govfiedlerl@michigan.gov

Information on Michigan’s ProcessInformation on Michigan’s Processwww.deq.state.mi.us/aps/miparp.shtmlwww.deq.state.mi.us/aps/miparp.shtml

EPA’s WebsiteEPA’s Website

www.epa.gov/leanwww.epa.gov/lean