View Technical Paper - Degremont Technologies
Water Conservation at Lindsay Olive Growers Naomi Levy, Infilco Degremont, Richmond VA
IWC-08-60
Keywords: Industrial Water conservation, Water minimization, Pit separation Bath, Black Ripe Olive. Water Conservation (abstract) Water reclamation, reuse, recycle, return and recovery are already quite established practices in many industries. However, the reduction, removal and minimization of water consumption are issues that need to be addressed more vigorously. Thus, efforts in water conservation should be focused on reducing or eliminating the water usage upstream in the processes (5). This initiative is leading to new technologies, improved procedures and innovative ideas. This presentation will describe a case study on how a “Water Reclamation Task Force” at Lindsay Olive Growers in California was able to successfully implement water conservation ideas. Introduction Reduction in water demand is often the lowest cost option, and in the future, may be the only option (1). The demand for fresh water soars; planetary supplies are becoming unpredictable (7). We all have stake in the efficient use of our water resources (2,3). However, undertaking this challenge, at the biggest olive plant in the world, “Lindsay Olive Growers” (LOG), proved to be a tremendous, but exciting challenge. Case Study This case study describes the work of the “Water Minimization Committee” and the “Unique Chemical Committee” at Lindsay Olive growers in Lindsay, California, from 1986 to 1992. The goals of the Committees were to increase water efficiency (8) and to reduce the chloride content in the waste stream, respectively. Lindsay Olive Growers (LOG) was established in 1916 and employed at its prime about 400 employees. The plant was situated on an area of 35 acres) with 214 acres of wastewater ponds (10). Its main product was Black Ripe Olive. LOG closed its gates in 1992 (13). Olive Production is a water intensive process. Figure 1 shows a typical monthly usage. Monthly Water Usage 89-90
12,485
20000
24,071
22,583
20,096
23,108
23,551
21,037
25000
20,451
Gallon (1000)
15000
2,945
10000
July 0
June 0
May
April
March
February
January
December
November
Month
August 0
Figure 1: Monthly Water Usage -89-90
October
0
September
Month
0
0
5000
1
Figure 2 shows an aerial view of the plant and the red circle indicates the storage tanks area. Each season a total 10,000,000 gallon was used to fill these tanks with storage/holding solution. Figure 3 shows of the plant’s lay out where the red circle indicates the 120 processing vats each of 5,000 where processing of the olives required numerous of water changes per batch. Figure 2 and 3 show an aerial view of the plant and the plant’s lay out.
Figure 2: Aerial View of LOG (10)
Storage Tanks (water)
Figure 3: LOG Plant’s Layout (14)
The simplified process flow diagram of Black Ripe Olive production is given below on figure 4.
Figure No. 4: Receiving Olives (12)
Olive Harvest
Transportation to receiving station Registration
Removal of debris
Gross Sizing
Storage Solution
Storing the olives
Discharge of Summer-Solution
To processing vats
2
1. Olive harvest: Olives are collected in bags. (Usually the olives are hand picked; Mechanical harvest is practiced in some bigger groves. 2. Transportation to receiving station: Olives are transported in 500-lb bins to the Receiving Station. Lindsay had 4-5 receiving stations located in strategic sites. 3. Registration: The olives are weighed and sampled for foreign matter and culls. The weight is the basis of payment for the grower. A State inspector certifies the load. 4. Removal of debris: De-leafing, twigs and branches removal. The debris is removed under vacuum supplemented by manual removal over a sorting belt. 5. Bulk sizing: The olives are sorted into about 5 or 6 sizes from petite to super colossal. 6. Discharge of Summer-Solution: Lindsay had about 1350 Redwood tanks each with a volume of ~ 6000 gallon each. These tanks were filled with fresh water and preservatives to protect the wood from drying out. This solution was named “Summer Solution” or simply ”Holding Solution”. 7. Storing the Olives: The olives are transferred to storage tanks containing a “Storage Solution”. The “Storage Solution” used to be made of salt and acid, but it had been later replaced with a “No Salt Solution” consisting of acid and preservatives. When the tank is full with olives to the fill line, the tank is covered with a lid. Olive is a perishable fruit and will perspire and suffer from irreversible damage if not placed in a solution within several days after picking. The harvest season starts in mid-September and ends by mid-November. The whole harvest, (~30,000 -40,000 tons) has to be placed inside the storage tanks within 6-8 weeks. Processing of the stored olives into Ripe Olive follows the steps below. Figure 5: Ripe Olive processing (12)
Sodium Hydroxide (1%) Carbon Dioxide (g) Sulfuric acid (48%) Ferrous Gluconate
Olive from Storage
De-bittering and Coloring Refined Sorting by Size Pitting
2% salt Solution
Separation of Pit failure Sorting by Quality
2.5% salt Solution
Pits & Caps
Culls, Off Color, Mis-shape etc.
Canning Autoclaving Palletizing To Market
Final Product Black Ripe Olive
3
8. De-bittering and Blackening: The olives are next transferred to the “Processing Vats” (Normal processing time was 7 days). The olives are soaked in a 1% lye solution. The process of rinsing and soaking is repeated, at least 4 times each time letting the lye penetrate each time deeper into the fruit pulp until it reaches the pit kernel. The purpose of the lye treatment is to destroy the compound Oleuropine which causes the bitterness in the olive. In between lye treatments, the olives are aerated. The solution is first neutralized with carbon dioxide (CO2 ) and finalized with Sulfuric Acid. The aeration in combination with iron salts, creates the typical shiny black color of the Ripe Olive. The curing is complete when all traces of lye are leached out. 9. Refined Sorting by Size: The olives are re-sorted by size to about 12 categories. Each size is diverted to its proper pitter. 10. Pitting: Olives are pitted. The pits and caps are separated and used as by-products. 11. Separation of Pit Failures: The pitted olives are separated from “pit failures” by floating them in a ~2% salt bath. The pitted olives float and the “pit failures” and “pit fragments” sink. 12. Sorting belt: Sorters hand pick off color and culls from a well illuminated specialized sorting belt. 13. Conveyance to Fillers: Olives are conveyed to filling machine. 14. Canning: Olives and brine of 2.5% are added into the designated can size and the can is seamed. 15. Autoclaving: The olive cans are retorted in autoclaves through a specified state control sterilization process suitable for “low acid low salt” canned food products. 16. Palletizing 17. Warehousing 18. Marketing
Figure 6: From the Tree to the Table
4
Water was used for conveyance, soaking, storing, rinsing, lubricating and as a packing solution. Average daily fresh water usage in 1980 was a total of 1.6 MG/day for 9 months, or 430 MGY. The following actions were taken to reduce water consumption:
Forming alliances
Corrective action
Auditing all water sources and users
“Water Scouts”
Mapping the plant pipes and valves Figure 7: Phase 1 actions
Analyzing water meters reading
2
1. Forming an alliance for water efficiency. A water conservation alliance was created that included representatives from top management, mechanical, electrical and process engineers, laboratory staff, cost estimating, “Water Scouts” and most importantly plumbers. 2. Auditing the incoming water and its usage by each department. The Lindsay water source originated from several private wells as well as municipal water. The data collected from these inlet pipes provided us with information based on overall water usage, but it did not indicate the internal distribution by process, because in any particular day, a department may pull water from few sources. As a result meters had to be installed in key points. 3. Mapping the plant’s pipes and valves. The plant ceiling, walls and floors looked like one big maze of pipes of all sizes and materials. The space between the ceiling and the floor contained numerous chutes, flumes and open channels each full of some type of gushing water. No one really knew from where to where each pipe ran. Apparently, each time a pipe got clogged or leaked or a diversion of a process was desired, someone would quickly install a new line. A mapping of many pipes was accomplished including the numbering of valves associated with each line. Pipes were color coded 4. Installation of water meters Water meters were installed in strategic locations. 5. Water meter reading analyses
5
The water meter readings were collected displayed in a chart. The data was compared not only with the previous week’s reading or with the previous shift reading or with the previous month’s reading etc., but also against the estimated water consumption. Explanations were demanded for any exceptional use of water. Obviously, there was a big gap between the expected demand and the actual usage. Pictures of water streaming at 60 psig for hours at a time, were taken. Disciplinary actions were taken.
Figure 6: Leaking wooden storage Tank (11) Figure 8: Leaking Storage Tank
6. Leadership/Education Educational meetings were held with all shift supervisors and department heads explaining the urgency of conserving water. Departments were encouraged to come up with ideas of their own, provide their department’s estimated water balance on how to reduce fresh water consumption in their operations. Monetary prizes were incorporated into the educational program. 7. “Water scouts” Volunteers were charged to serve as “Water Scouts”. They were given the plant’s pipe’s map and they were asked to mark on the map the exact spot and the time they witnessed any water leaks, zips, overflows, splashes or just simply reporting any running faucet or hose or leaking toilet. Most people took the reporting part quite seriously. 8. Corrective action Taking care of the correction actions was a challenge. A work order had to be filled out for each case. Being that production always is a priority and “fires had to put to rest” regularly, it always took awhile until the task was fulfilled. The plumber was a very important member for this activity. In addition, many level control valves and automatic shut off valves were installed, and new procedures were added to the plant manual. Bad habits were difficult to break. Constant motivational programs and continuing reminders had to be noted to preserve this saving. 9. It was clear that more radical action was required. It was obvious that all hydraulic conveyance would have to be replaced by a mechanical one (12). Within a period of three years, all chutes, flumes and open channels were gradually replaced with long belts, bucket elevators, rollers, augers and pumps. There were concerns regarding
6
flavor, mechanical damage, cost, potential schedule problems, productivity loss and wastewater with increased contaminants levels. All concerns were proven to be unsubstantiated except for the increase in the concentration of chloride and other contaminants in the waste stream. Phase 1: Actions Resulted in a reduction of 125 MGY. When phase 1 was completed, water consumption was reduced from 19861992 seasons by about 50%.
Figure No. 9: Olive Transfer Pumps Figure Yearly No. 10:Water Yearly Water Usage 1983-1991 Usage 1983-1991 450
400
350
300
135.0
172.0
100
190.0
210.0
245.0
150
260.0
395.0
200
290.0
250
50
0
Years
83-84
84-85
85-86
86-87
87-88
88-89
89-90
90-91
7
Phase 2: Water Integration, Chloride reduction and ease of impact on the environment A Unique Chemical Committee was created. The goal of this committee was the reduction of chloride and reformulation of the storage solution so that the later can be intergrated as summer solution. The committee utilized similar procedures to those that were employed in the Water Conservation Project. The Salt Spills Prevention Program started with mapping the gutters, followed by systematic data collection and sampling, education and rewards, Salt Patrols Volunteers and corrective action. Figure 11: Unique Chemical Committee Actions Forming alliances
Innovative action & reformulating
Auditing all chloride sources and users
“Salt Scouts”
Mapping the plant gutters
Analyzing for chloride
1. Gutters Mapping: The gutters were assigned a number at each intersection. Background samples were collected at specified intervals and analyzed for chlorides. 2. Identification of the main sources of salt in the waste stream The three main sources were: The Brine Preparation Area, the Brine fillers, the Salt Bath for the pit failure separation and the water softener regeneration. 3. Corrective actions and Process modifications: Catch pans were placed under each brine vat and filler. The salt was salvaged back to the vat. However, the salt baths created a huge problem. The salty solution overflowed each time the olives were entering the bath. Two ideas were tried. One idea was to invest in a mechanical pit failure sorter. A machine that will deflect the pit failures based on the higher density of the pit using infrared sensors. This idea failed to be materialized because of inconsistent results during the bench testing.
8
The second idea was to abstain from using salt at the biggest contributor of chlorides. The flotation bath, in this case, was filled with fresh water rather than a 2% salt solution. A small submersible aerator was installed at the bottom. The air bubbles provided the buoyancy and thus a new patent for sorting pit failures was invented. The patent was registered on 4/26/94 in the USA Patent Bureau Patent No.5,305,888
Figure No. 12: Flotation Seperation Bath
Figure No. 13: Air Pump
4. Mapping the storage tanks The storage capacity of all the storage tanks was 11.7 million gallons. Total of 1623 tanks out of which 900 were Red Oak wooden tanks that needed protection from drying out during off season. These tanks had to filled with water i.e. 5.5 million gallons. The committee had set a goal to integrate the Summer Holding Solution into Storage Solution. This would be the answer to a significant fresh water saving. 5. Collecting basic information All potential calcium salts that are listed in Merck Index and the Food Codex were analyzed for their potential application as a replacement for the “Holding Solution”. The theoretical required concentration and its cost were considered. In parallel, all available preservatives were listed in order to find the optimal storage/holding tanks solution. 6. Testing and Experiments Bench testing followed by field experiments were conducted. The optimum recipe was a combination Calcium propionate, potassium benzoate (if required) and acetic acid. The calcium ion served as a firming agent replacing the calcium chloride traditionally used in the fruit and vegetable canning. The acetic acid served as bacterial inhibitor by keeping the pH below 3.8. The potassium benzoate was added as a synergistic effect in case the pH was above 4.0. Unfortunately, in spite of the promising results the application of the new formulation was not fully applied, because the plant filed bankruptcy and closed its doors in 1992. Similarly 5 out of the 7 Ripe Olive plants in 1986 5 closed their gates by 1997 (4).
9
Chemical Analyses of Wastewater (11) 1984 1991 E.C. 13,950 5,174 Calcium 130 208 Sodium 3,350 724 Potassium 105 605 Chlorides 5,070 787 Total Solids 6,157 Total Suspended Solids 176 Total Dissolved Solids 9,179 5,317 pH 5.0 4.98
Units micro-mho/cm mg/L mg/L mg/L mg/L mg/L mg/L mg/L standard units
Chart No. 1: Chemical analyses 1984 versus 1991 In summary The water consumption was reduced by 50% from 260 to 135 MGY. In addition, the chloride level in the waste stream was reduced from 5,070 to 780 mg/L. Had LOG been proactive and had invested similar efforts 10 years earlier, the plant might have been saved. Conclusions Water conservation needs to be enforced. Industrial and Municipal plants have to practice fresh water conservation. The steps below proved to be effective in improving water efficiency. 1. Organize concerted efforts on all levels of the plant employees. 2. Collecting systematic data and analyzing it promptly. 3. Implementing innovative ideas. 4. Analyzing the new process to be of the adequate quality, quantity and economics. 5. Employing dedicated personnel who are persistence and work with conviction.
10
REFERENCES A. Web-Sites Visited: 1. Drinking Water and Ground Water bureau – www.mmenv.state.nn.us/dwb/index.htm 2. South West, FL water management District – www.swfand.state.fl.us/conservation.com 3. Waterwiser AWWA – Alliance for water efficiency – www.allianceforwaterefficiency.org B. Publications: 4. 5. 6. 7. 8. 9.
California Olive Committee Annual Report, November 2007 Guides to pollution prevention – EPA/625/7-90/006 July 1990 International Olive Oil Council (I.O.O.C) Journal of “Scientific American” August 2008, “Facing the Fresh Water Crisis” Principles of water use efficiency – by Donald M.Tate The Olive in California History of an Immigrant Tree – Judith M. Taylor, M.D. Ten Speed Press, 2000
C. Lindsay Olive Growers (LOG) plant’s Original Documents: 10. 11. 12. 13. 14.
Bird’s view of LOG - Photo taken by “United Aerial Survey”, Tulare, CA approximate date- 1960 Committees reports LOG documents Personal knowledge Plant layout, drawn by unknown LOG employee
11
IWC-08-60
Keywords: Industrial Water conservation, Water minimization, Pit separation Bath, Black Ripe Olive. Water Conservation (abstract) Water reclamation, reuse, recycle, return and recovery are already quite established practices in many industries. However, the reduction, removal and minimization of water consumption are issues that need to be addressed more vigorously. Thus, efforts in water conservation should be focused on reducing or eliminating the water usage upstream in the processes (5). This initiative is leading to new technologies, improved procedures and innovative ideas. This presentation will describe a case study on how a “Water Reclamation Task Force” at Lindsay Olive Growers in California was able to successfully implement water conservation ideas. Introduction Reduction in water demand is often the lowest cost option, and in the future, may be the only option (1). The demand for fresh water soars; planetary supplies are becoming unpredictable (7). We all have stake in the efficient use of our water resources (2,3). However, undertaking this challenge, at the biggest olive plant in the world, “Lindsay Olive Growers” (LOG), proved to be a tremendous, but exciting challenge. Case Study This case study describes the work of the “Water Minimization Committee” and the “Unique Chemical Committee” at Lindsay Olive growers in Lindsay, California, from 1986 to 1992. The goals of the Committees were to increase water efficiency (8) and to reduce the chloride content in the waste stream, respectively. Lindsay Olive Growers (LOG) was established in 1916 and employed at its prime about 400 employees. The plant was situated on an area of 35 acres) with 214 acres of wastewater ponds (10). Its main product was Black Ripe Olive. LOG closed its gates in 1992 (13). Olive Production is a water intensive process. Figure 1 shows a typical monthly usage. Monthly Water Usage 89-90
12,485
20000
24,071
22,583
20,096
23,108
23,551
21,037
25000
20,451
Gallon (1000)
15000
2,945
10000
July 0
June 0
May
April
March
February
January
December
November
Month
August 0
Figure 1: Monthly Water Usage -89-90
October
0
September
Month
0
0
5000
1
Figure 2 shows an aerial view of the plant and the red circle indicates the storage tanks area. Each season a total 10,000,000 gallon was used to fill these tanks with storage/holding solution. Figure 3 shows of the plant’s lay out where the red circle indicates the 120 processing vats each of 5,000 where processing of the olives required numerous of water changes per batch. Figure 2 and 3 show an aerial view of the plant and the plant’s lay out.
Figure 2: Aerial View of LOG (10)
Storage Tanks (water)
Figure 3: LOG Plant’s Layout (14)
The simplified process flow diagram of Black Ripe Olive production is given below on figure 4.
Figure No. 4: Receiving Olives (12)
Olive Harvest
Transportation to receiving station Registration
Removal of debris
Gross Sizing
Storage Solution
Storing the olives
Discharge of Summer-Solution
To processing vats
2
1. Olive harvest: Olives are collected in bags. (Usually the olives are hand picked; Mechanical harvest is practiced in some bigger groves. 2. Transportation to receiving station: Olives are transported in 500-lb bins to the Receiving Station. Lindsay had 4-5 receiving stations located in strategic sites. 3. Registration: The olives are weighed and sampled for foreign matter and culls. The weight is the basis of payment for the grower. A State inspector certifies the load. 4. Removal of debris: De-leafing, twigs and branches removal. The debris is removed under vacuum supplemented by manual removal over a sorting belt. 5. Bulk sizing: The olives are sorted into about 5 or 6 sizes from petite to super colossal. 6. Discharge of Summer-Solution: Lindsay had about 1350 Redwood tanks each with a volume of ~ 6000 gallon each. These tanks were filled with fresh water and preservatives to protect the wood from drying out. This solution was named “Summer Solution” or simply ”Holding Solution”. 7. Storing the Olives: The olives are transferred to storage tanks containing a “Storage Solution”. The “Storage Solution” used to be made of salt and acid, but it had been later replaced with a “No Salt Solution” consisting of acid and preservatives. When the tank is full with olives to the fill line, the tank is covered with a lid. Olive is a perishable fruit and will perspire and suffer from irreversible damage if not placed in a solution within several days after picking. The harvest season starts in mid-September and ends by mid-November. The whole harvest, (~30,000 -40,000 tons) has to be placed inside the storage tanks within 6-8 weeks. Processing of the stored olives into Ripe Olive follows the steps below. Figure 5: Ripe Olive processing (12)
Sodium Hydroxide (1%) Carbon Dioxide (g) Sulfuric acid (48%) Ferrous Gluconate
Olive from Storage
De-bittering and Coloring Refined Sorting by Size Pitting
2% salt Solution
Separation of Pit failure Sorting by Quality
2.5% salt Solution
Pits & Caps
Culls, Off Color, Mis-shape etc.
Canning Autoclaving Palletizing To Market
Final Product Black Ripe Olive
3
8. De-bittering and Blackening: The olives are next transferred to the “Processing Vats” (Normal processing time was 7 days). The olives are soaked in a 1% lye solution. The process of rinsing and soaking is repeated, at least 4 times each time letting the lye penetrate each time deeper into the fruit pulp until it reaches the pit kernel. The purpose of the lye treatment is to destroy the compound Oleuropine which causes the bitterness in the olive. In between lye treatments, the olives are aerated. The solution is first neutralized with carbon dioxide (CO2 ) and finalized with Sulfuric Acid. The aeration in combination with iron salts, creates the typical shiny black color of the Ripe Olive. The curing is complete when all traces of lye are leached out. 9. Refined Sorting by Size: The olives are re-sorted by size to about 12 categories. Each size is diverted to its proper pitter. 10. Pitting: Olives are pitted. The pits and caps are separated and used as by-products. 11. Separation of Pit Failures: The pitted olives are separated from “pit failures” by floating them in a ~2% salt bath. The pitted olives float and the “pit failures” and “pit fragments” sink. 12. Sorting belt: Sorters hand pick off color and culls from a well illuminated specialized sorting belt. 13. Conveyance to Fillers: Olives are conveyed to filling machine. 14. Canning: Olives and brine of 2.5% are added into the designated can size and the can is seamed. 15. Autoclaving: The olive cans are retorted in autoclaves through a specified state control sterilization process suitable for “low acid low salt” canned food products. 16. Palletizing 17. Warehousing 18. Marketing
Figure 6: From the Tree to the Table
4
Water was used for conveyance, soaking, storing, rinsing, lubricating and as a packing solution. Average daily fresh water usage in 1980 was a total of 1.6 MG/day for 9 months, or 430 MGY. The following actions were taken to reduce water consumption:
Forming alliances
Corrective action
Auditing all water sources and users
“Water Scouts”
Mapping the plant pipes and valves Figure 7: Phase 1 actions
Analyzing water meters reading
2
1. Forming an alliance for water efficiency. A water conservation alliance was created that included representatives from top management, mechanical, electrical and process engineers, laboratory staff, cost estimating, “Water Scouts” and most importantly plumbers. 2. Auditing the incoming water and its usage by each department. The Lindsay water source originated from several private wells as well as municipal water. The data collected from these inlet pipes provided us with information based on overall water usage, but it did not indicate the internal distribution by process, because in any particular day, a department may pull water from few sources. As a result meters had to be installed in key points. 3. Mapping the plant’s pipes and valves. The plant ceiling, walls and floors looked like one big maze of pipes of all sizes and materials. The space between the ceiling and the floor contained numerous chutes, flumes and open channels each full of some type of gushing water. No one really knew from where to where each pipe ran. Apparently, each time a pipe got clogged or leaked or a diversion of a process was desired, someone would quickly install a new line. A mapping of many pipes was accomplished including the numbering of valves associated with each line. Pipes were color coded 4. Installation of water meters Water meters were installed in strategic locations. 5. Water meter reading analyses
5
The water meter readings were collected displayed in a chart. The data was compared not only with the previous week’s reading or with the previous shift reading or with the previous month’s reading etc., but also against the estimated water consumption. Explanations were demanded for any exceptional use of water. Obviously, there was a big gap between the expected demand and the actual usage. Pictures of water streaming at 60 psig for hours at a time, were taken. Disciplinary actions were taken.
Figure 6: Leaking wooden storage Tank (11) Figure 8: Leaking Storage Tank
6. Leadership/Education Educational meetings were held with all shift supervisors and department heads explaining the urgency of conserving water. Departments were encouraged to come up with ideas of their own, provide their department’s estimated water balance on how to reduce fresh water consumption in their operations. Monetary prizes were incorporated into the educational program. 7. “Water scouts” Volunteers were charged to serve as “Water Scouts”. They were given the plant’s pipe’s map and they were asked to mark on the map the exact spot and the time they witnessed any water leaks, zips, overflows, splashes or just simply reporting any running faucet or hose or leaking toilet. Most people took the reporting part quite seriously. 8. Corrective action Taking care of the correction actions was a challenge. A work order had to be filled out for each case. Being that production always is a priority and “fires had to put to rest” regularly, it always took awhile until the task was fulfilled. The plumber was a very important member for this activity. In addition, many level control valves and automatic shut off valves were installed, and new procedures were added to the plant manual. Bad habits were difficult to break. Constant motivational programs and continuing reminders had to be noted to preserve this saving. 9. It was clear that more radical action was required. It was obvious that all hydraulic conveyance would have to be replaced by a mechanical one (12). Within a period of three years, all chutes, flumes and open channels were gradually replaced with long belts, bucket elevators, rollers, augers and pumps. There were concerns regarding
6
flavor, mechanical damage, cost, potential schedule problems, productivity loss and wastewater with increased contaminants levels. All concerns were proven to be unsubstantiated except for the increase in the concentration of chloride and other contaminants in the waste stream. Phase 1: Actions Resulted in a reduction of 125 MGY. When phase 1 was completed, water consumption was reduced from 19861992 seasons by about 50%.
Figure No. 9: Olive Transfer Pumps Figure Yearly No. 10:Water Yearly Water Usage 1983-1991 Usage 1983-1991 450
400
350
300
135.0
172.0
100
190.0
210.0
245.0
150
260.0
395.0
200
290.0
250
50
0
Years
83-84
84-85
85-86
86-87
87-88
88-89
89-90
90-91
7
Phase 2: Water Integration, Chloride reduction and ease of impact on the environment A Unique Chemical Committee was created. The goal of this committee was the reduction of chloride and reformulation of the storage solution so that the later can be intergrated as summer solution. The committee utilized similar procedures to those that were employed in the Water Conservation Project. The Salt Spills Prevention Program started with mapping the gutters, followed by systematic data collection and sampling, education and rewards, Salt Patrols Volunteers and corrective action. Figure 11: Unique Chemical Committee Actions Forming alliances
Innovative action & reformulating
Auditing all chloride sources and users
“Salt Scouts”
Mapping the plant gutters
Analyzing for chloride
1. Gutters Mapping: The gutters were assigned a number at each intersection. Background samples were collected at specified intervals and analyzed for chlorides. 2. Identification of the main sources of salt in the waste stream The three main sources were: The Brine Preparation Area, the Brine fillers, the Salt Bath for the pit failure separation and the water softener regeneration. 3. Corrective actions and Process modifications: Catch pans were placed under each brine vat and filler. The salt was salvaged back to the vat. However, the salt baths created a huge problem. The salty solution overflowed each time the olives were entering the bath. Two ideas were tried. One idea was to invest in a mechanical pit failure sorter. A machine that will deflect the pit failures based on the higher density of the pit using infrared sensors. This idea failed to be materialized because of inconsistent results during the bench testing.
8
The second idea was to abstain from using salt at the biggest contributor of chlorides. The flotation bath, in this case, was filled with fresh water rather than a 2% salt solution. A small submersible aerator was installed at the bottom. The air bubbles provided the buoyancy and thus a new patent for sorting pit failures was invented. The patent was registered on 4/26/94 in the USA Patent Bureau Patent No.5,305,888
Figure No. 12: Flotation Seperation Bath
Figure No. 13: Air Pump
4. Mapping the storage tanks The storage capacity of all the storage tanks was 11.7 million gallons. Total of 1623 tanks out of which 900 were Red Oak wooden tanks that needed protection from drying out during off season. These tanks had to filled with water i.e. 5.5 million gallons. The committee had set a goal to integrate the Summer Holding Solution into Storage Solution. This would be the answer to a significant fresh water saving. 5. Collecting basic information All potential calcium salts that are listed in Merck Index and the Food Codex were analyzed for their potential application as a replacement for the “Holding Solution”. The theoretical required concentration and its cost were considered. In parallel, all available preservatives were listed in order to find the optimal storage/holding tanks solution. 6. Testing and Experiments Bench testing followed by field experiments were conducted. The optimum recipe was a combination Calcium propionate, potassium benzoate (if required) and acetic acid. The calcium ion served as a firming agent replacing the calcium chloride traditionally used in the fruit and vegetable canning. The acetic acid served as bacterial inhibitor by keeping the pH below 3.8. The potassium benzoate was added as a synergistic effect in case the pH was above 4.0. Unfortunately, in spite of the promising results the application of the new formulation was not fully applied, because the plant filed bankruptcy and closed its doors in 1992. Similarly 5 out of the 7 Ripe Olive plants in 1986 5 closed their gates by 1997 (4).
9
Chemical Analyses of Wastewater (11) 1984 1991 E.C. 13,950 5,174 Calcium 130 208 Sodium 3,350 724 Potassium 105 605 Chlorides 5,070 787 Total Solids 6,157 Total Suspended Solids 176 Total Dissolved Solids 9,179 5,317 pH 5.0 4.98
Units micro-mho/cm mg/L mg/L mg/L mg/L mg/L mg/L mg/L standard units
Chart No. 1: Chemical analyses 1984 versus 1991 In summary The water consumption was reduced by 50% from 260 to 135 MGY. In addition, the chloride level in the waste stream was reduced from 5,070 to 780 mg/L. Had LOG been proactive and had invested similar efforts 10 years earlier, the plant might have been saved. Conclusions Water conservation needs to be enforced. Industrial and Municipal plants have to practice fresh water conservation. The steps below proved to be effective in improving water efficiency. 1. Organize concerted efforts on all levels of the plant employees. 2. Collecting systematic data and analyzing it promptly. 3. Implementing innovative ideas. 4. Analyzing the new process to be of the adequate quality, quantity and economics. 5. Employing dedicated personnel who are persistence and work with conviction.
10
REFERENCES A. Web-Sites Visited: 1. Drinking Water and Ground Water bureau – www.mmenv.state.nn.us/dwb/index.htm 2. South West, FL water management District – www.swfand.state.fl.us/conservation.com 3. Waterwiser AWWA – Alliance for water efficiency – www.allianceforwaterefficiency.org B. Publications: 4. 5. 6. 7. 8. 9.
California Olive Committee Annual Report, November 2007 Guides to pollution prevention – EPA/625/7-90/006 July 1990 International Olive Oil Council (I.O.O.C) Journal of “Scientific American” August 2008, “Facing the Fresh Water Crisis” Principles of water use efficiency – by Donald M.Tate The Olive in California History of an Immigrant Tree – Judith M. Taylor, M.D. Ten Speed Press, 2000
C. Lindsay Olive Growers (LOG) plant’s Original Documents: 10. 11. 12. 13. 14.
Bird’s view of LOG - Photo taken by “United Aerial Survey”, Tulare, CA approximate date- 1960 Committees reports LOG documents Personal knowledge Plant layout, drawn by unknown LOG employee
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