Turf Magazine - June, 2009
A lean, mean, sustainable machine
“Our industry must
heed the warnings and find ways to become increasingly more sustainable.
Just calling ourselves the green industry does not accomplish
That’s the opinion of general manager Kurt
Bland, who owns Bland Landscaping Company, Inc. (www.blandlandscaping.com) in Apex,
N.C., with his brother Matt, who serves as controller. The company’s
sustainable philosophy is working from front office to jobsite.
|Photos Courtesy of Bland Landscaping
|Brothers Kurt and Matt Bland use their fleet of STIHL
blowers as a component of their energy-efficient operation.
||A crew member of Bland Landscaping uses a backpack
blower to clean up grass clippings.
Bland Landscaping employs 155 to 200 people throughout
the year. The bulk of its business is in commercial grounds management with
a few commercial installation and residential accounts.
The company has received more than 100 awards,
including the Professional Landcare Network (PLANET) 2008 Environmental
Improvement Award in recognition of Bland’s installation of the
Venture Center at North Carolina State University in Raleigh, an office
park for academic, government and corporate entities.
“We operate under the guidance of lean
management and a triple-net bottom line approach towards sustainable
business. We evaluate our success against the three Ps: people, planet and
profit,” Bland says.
Lean management, based upon practices implemented at
Toyota, is a business system that organizes and manages all aspects of
operations. Lean techniques enable companies to increase productivity and
quality with fewer resources, including human and energy.
Bland puts these principles to work by requiring
community service of its employees and sponsoring pro bono projects, such
as the installation of vegetable gardens and stormwater retention basins at
schools. Bland’s scrap metal, office paper, blueprints, green waste
and waste lubricants are recycled, and reclaimed pine straw baling twine is
donated to an area nonprofit organization. A 16,200-gallon rainwater
reservoir recycles runoff from one of the company’s 5,000-square-foot
buildings for use in truck tanks and watering landscapes. The 20-foot-wide,
7-foot-high cistern rests on an 8-inch gravel bed. A 1-inch rain can be
expected to yield 3,000 gallons of water in the cistern and allow Bland to
continue installing and maintaining landscapes despite periodic droughts
and water restrictions.
Regularly checking irrigation systems for leaks and
proper clock settings and using spray heads that produce a larger droplet
size, which minimizes drift and evaporation, further reduce water use. The
company encourages the use of evapotransporation (ET) systems for
irrigation, which significantly reduces a site’s water usage.
Equipment is cleaned in an enclosed wash bay that
drains into a sediment trap and a three-chamber grease trap which
discharges into the sanitary sewer to be treated properly. Biodegradable
STIHL ultra mix oil is used at an 80:1 rate, reduced from 50:1.
Increasing fuel efficiency
Through their study of lean principles, the brothers
recognized that fuel waste was a problem for the company’s
triple-bottom line. Experimentation at a Kaizen event led to a change in
blower models. A Kaizen event is a focused, intense, short-term project to
improve a process. Such an effort usually includes training followed by
analysis, design and rearrangement of a product line or process.
|Mike Preddy, an applications instructor
for Mid-Atlantic STIHL, explains how
to reload a trimmer head to a Bland
|Matt and Kurt Bland own Bland
Landscaping in Apex, N.C.
In the Bland project, a series of run-time tests were
performed on STIHL (www.stihl.com) BR 420 C Magnums, Bland’s preferred model at the
time, and BR 550s. Filled with equal amounts of fuel, the 550s used about
40 percent less. With last year’s escalating petroleum costs, Kurt
estimates that the company’s fuel-efficient, low-emission 70 plus BR
550 trimmed $40,000 off of expenses. Clearly, the Kaizen experiment
dramatically improved Bland processes and profits.
The 550s do come with different maintenance needs and
demand a skilled equipment technician. Valves require adjustment and can
put extra wear and tire on the head assembly. Bland says STIHL is working
to improve that and has assisted his company as needed.
“Despite the requirement of maintenance, I still
see it as a superior product with significant savings,” he adds.
STIHL 4-MIX hand-held equipment, more fuel-efficient
than standard two-stroke devices, is put to work on all jobs. The equipment
also produces less noise and fewer hydrocarbons while delivering more
torque. Office energy use has been cut with the installation of
programmable thermostats. The sales staff drives Mini Coopers that Bland
says deliver 35 to 41 miles per gallon, and all vehicles have GPS
programmed with speed and idling limits.
“This has resulted in a 41 percent reduction of
idling time, safer driving and fuel savings of around 5 to 10
percent,” Bland says. “When vehicle speed exceeds a set
threshold, the driver hears an audible warning that is followed by an
e-mail to the manager if speed isn’t reduced immediately.”
The company fleet includes diesel trucks, tractors,
trenchers and skid loaders. Diesel riding mowers are used for cutting large
properties. Since 2006, Bland has used a blended diesel consisting of 20
percent biofuel and 80 percent ultra low sulfur supplied by Triangle Biofuels (www.trianglebiofuels.com) in Wilson, N.C. Depending
on crude prices, the B20 is slightly more expensive; recently the company
paid $2.19 a gallon. Although some claim that the blend is slightly less
efficient than petro-diesel, Bland has found the products to be equivalent.
The biodiesel offers the perks of being made in the
U.S. with American labor and materials. Its emissions are cleaner, and the
product keeps internal engine components cleaner. The higher lubricity fuel
can be used without retrofitting vehicles. On the downside, its higher
solvency can harm older fuel systems; gelling may occur in cold climates.
Availability isn’t consistent, but the future seems certain to change
Coping with a changing economy
Bland says the established lean principles are helping
the company weather the current financial crisis.
“We are overcoming [this economic climate] by
acting quickly when we see the need to make a change in our course. We are
also doing our best to listen to customers and cooperate with their needs
as best we can, “ he says.
Bland foresees a period of change for the business
community in general, and in the lawn care industry. Along with immigration
and other labor issues, regulation and competition, he views sustainability
as a key concern. He believes it is important to prepare for a future
“carbon economy” by promoting the carbon sequestration
generated by turf, shrubs and trees.
“We must invest in product development,
education, effectiveness and sustainable business practices as a
whole,” he says, adding that the future is optimistic for those who
accept and embrace a changing business community. “As a betting man,
I am putting my money on a future where businesses are—at a
minimum—expected to think sustainably, rather than being rewarded for
Learn more about these practices online at www.sustainablesites.org.
Based in Greensboro, N.C., the author writes articles
about horticulture, landscaping, agriculture and travel. She has been a
contributor to Moose River Media publications for three years.