Energy Kaizen: Strategic Energy Productivity · PDF fileEnergy Kaizen: Strategic Energy...
Transcript of Energy Kaizen: Strategic Energy Productivity · PDF fileEnergy Kaizen: Strategic Energy...
Energy Kaizen Proprietary Information
Waste
Lean
TOC 6 s
Energy
Kaizen:
Strategic
Energy
Productivity
Improvement
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TOC 6 s
Schedule
PCC History
Customers: Boeing, GE, Pratt Whitney, Airbus
Sectors: aerospace, power generation, medical, general industrial
Divisions: castings, forgings, fasteners
1955-2005: $0-3B annual revenue
2005-2010: $3-6B annual revenue
Very decentralized organization (108 plants)
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Schedule
Nick Balster History
BS MS&E, University of Wisconsin
MBA, Babson College (in-process)
Hired by PCC in 2000
Operations, technical roles within PCC
4 business units, 3 plants, 2 countries
Corporate Energy Manager since 2008
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Agenda
Introduction to Energy Kaizen
Treasure Hunt Model
Areas of focus
Large Plant Focus
SPS-Jenkintown: UE (Waetjen) Introduction
SMC-Huntington: years of focus
Conclusions
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Schedule
Energy Kaizen Event History
2007: pilot at largest plant (external consultants)
2008: program built on pilot; internalized
2008: corporate-wide program begins
2009: 32 events completed; $4.2M implemented savings
2010: resource additions to bolster programs
2011: energy team developed to drive further savings
2012: energy department planned to continue internalizing
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Schedule
Energy Kaizen Event Schedule
Overview presentation
Plant tour
Goals/expectations review: energy productivity
Review of energy users: asset list
Review of QuickPEP results
Utility bill review: meet with our friends at the utilities
Treasure Hunt: tag leaks, log, maintenance work order placement
Reflection session: energy board
GM Staff Presentation
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Schedule
Treasure Hunt
Asset list – write down any missing data (kW, HP, etc.)
Discuss usage with operators
Evaluate for shutdown procedures (shift, weekend, shutdowns)
Reflection meetings
Quantify savings opportunities
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Data Collection
Treasure Hunt Ground Rules
Ratio FY11 forecast to FY12 forecast: use ratio as a guide
Brainstorm ‘likely suspects’: NG, process gases, CA, electricity
Asset list: touch every piece of equipment
Need average numbers/hour
Determine sizes of all leaks; write tags
Collect all forms of energy waste (lights left on, motors running,
pumps, blowers, compressors, etc.) – document
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Energy Waste: Examples
Compressed Air Leak
(Process Defect)
Steam Leak
(Process Defect) Water Spills
(Over Processing)
Excess Fuel Usage
(Motion, Over Production, Transportation)
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Energy Waste: Examples
Poorly functioning HVAC
Water Leak
Waste Heat Release
Inefficient Lighting
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Energy Waste: Examples
Compressed Air Intake Indoors
Bare Piping
Poor Air/Fuel Ratio
Inefficient Motors
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Some Examples Of Energy Waste
Machines left running when not in
operation
Running oversized motors
Running motors beyond optimum load
requirement
Using more than minimum air pressure
to operate machinery
Oven or freezer temperatures are set
above/below optimum
Lack of shutdown procedures
Excess assets in downturns (% basis)
Employee control of temperature
settings
Lighting not controlled by motion
sensors
Poor maintenance & work methods
Lack of formal system to track energy
usage/waste
Lights left on
Machines left on during breaks
Lack of communication on energy spend
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Prioritize – Death by a Thousand
Paper Cuts
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9 EASE
IMP
AC
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Agenda
Introduction to Energy Kaizen
Treasure Hunt Model
Areas of focus
Large Plant Focus
SPS-Jenkintown: UE (Waetjen) Introduction
SMC-Huntington: years of focus
Conclusions
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Large Plant Focus
SPS-Jenkintown ($2-3M annual spend); 2008
Largest fastener plant in PCC
Aerospace bolts, nuts, pins
1000s of machine tools
Whole plant assessment; little experiences with energy
Team of 6
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Large Plant Focus
SPS-Jenkintown: 3-day Event
Compressed Air Systems
UE introduction to PCC
Lighting systems
Motors and drives
PLC controls
Demand Response
$363k annualized
savings implemented
to date
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Some Examples from the Field
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Large Plant Focus
Special Metals-Huntington ($20-25M); 2007 start
Combustion Systems
Compressed Air Systems
Lighting systems
Motors and drives
PLC controls
Demand Response
$2,265k annualized
savings implemented
to date
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Sustain the Gains
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Management Reviews: MBWA
Conducted Twice Monthly:
TBD at TBD am/pm
TBD at TBD am/pm
Objective:
Senior management debriefing and audit of process
Direct communications between senior management and operators
Communicate & recalibrate priorities, consensus on focus
Format:
Standing meeting 10 to 15 minutes maximum
Not a problem solving session. Assign responsibility for follow-up if necessary.
Agenda:
Latest usage data and trend versus target.
Standard Procedures Updates
Kaizen Newspaper Activity
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Empowerment
Electricity
Turn off all air blowoffs and air knives when your machine is not running (even if it's only a few minutes)
Turn off machine motors when not in use (Ex: Rollers, scrap and work conveyors)
Disconnect air tools from air line when not in use.
Immediately report air leaks to your supervisor, no matter how small.
Turn off shop lights when an area will be unoccupied for at least an hour (Ex: Maintenance, CNC department, sorting)
Turn off office lights if room is not in use.
Avoid jogging multiple headers at once to reduce peak usage penalty (Will require operator awareness and teamwork)
Turn off work lights when not in use (Ex: Work lights in header die areas)
Use power saver features on office equipment (printers, monitors, etc) and turn off computers and printers at night.
Do not remove, alter, or discard energy efficient devices without supervisor permission (Ex: Nozzles on blowoffs)
Replace inefficient space heaters with energy efficient models
Turn off General Drive air compressor immediately at end of shift.
Gas
Never turn office thermostats above 68 degrees.
Lower temperature on office thermostats to 60 degrees when leaving for the night (Last person out).
Turn on shop heaters only when absolutely necessary.
Close all outside doors when heaters are in use.
Water
Use oil skimmers on parts washers to prevent water contamination
Report any leaky or defective plumbing to your supervisor.
TIPS - Utility Cost Reduction
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You can do it
Conclusions
Any organization can successfully implement this, if:
YOU make energy a priority
YOU are passionate about improving productivity
Recommendations
Contact your utilities – rates
Run your organizations numbers