Project : Power & Fuel consumption - an engineering initiative Max Super Specialty Hospital - VAISHALI

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Melissa Robinson
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1 Project : Power & Fuel consumption - an engineering initiative Max Super Specialty Hospital - VAISHALI 1

2 Why we focused on GO GREEN? 2

The power consumption and cost was on higher side as compared to other MAX hospitals.

3 Why did we choose this project : The only hospital in PAN MAX level that is having in- house power generation. Very rare set-up in hospitals in India where there is in house power generation system. The power consumption and cost was on higher side as compared to other MAX hospitals. Power & water consumed per occupied bed was on higher side as compared to other hospitals of similar range. 3

Power per occupied bed ( KWH) Hospital JAN'16 FEB'16 SKT - W 108 114 VSH 97 105 SKT - E 91 89 MHI 85 74 PPG 78 85 SCH 74 80 SHB 60 66 KWH/ OBD was on the higher side In

4 Power per occupied bed ( KWH) Hospital JAN'16 FEB'16 SKT - W VSH SKT - E MHI PPG SCH SHB KWH/ OBD was on the higher side In house power generation is considered to be cheapest model. In our scenario it was vice versa and came out as most expensive. This was a serious concern for the management. 4

5 Stakeholders involved in implementing the solution Stakeholder involvement Stakeholder Group Approve Commu nicate Impleme ntation plan Resource allocation Process changes Training Validate results 5

6 Pre Analysis & Target Project team anticipated 15 20% growth in hospital operation. Increase in bed capacity of the hospital was planned for FY 16/17. Additional floor to be added, increase in built up area. Target to reduce power & fuel consumption per OB by 5%. 6

Skill sets required for successful completion of project Technical knowledge Innovative thoughts Change management temperament Customer centricity &

7 Skill sets required for successful completion of project Technical knowledge Innovative thoughts Change management temperament Customer centricity & Empathy Employee Engagement Training Skill Customer communication skills Quality tool knowledge Problem solving & analytical skills Process domain knowledge 7

8 Key anticipated resistance Project needs to be closed with NO/Minimal CAPEX. Hospital was daily growing in operations & area. In case of any CAPEX involved pay back should be SMART. Adherence to all legal statutory requirements. No COMPROMISE with patient care. No COMPROMISE with functioning of other operations. Team Alignment & Engagement. 8

Root Cause Analysis [possible causes] : Electricity & Water Meter readings installed at various locations Monthly

communication To Patients Non Availability of Trained resource High expectations from users Ineffective handing over

customized training to outsourced staff Ineffective Documentation Government Regulation Inconsistent work load due to

Disparity amongst inventory Ineffective Management of outsourced staff Gaps in between technical specification and

9 Root Cause Analysis [possible causes] : Electricity & Water Meter readings installed at various locations Monthly Electricity Bills Preventive & Breakdown data People Non Directional Approach Lack of awareness for technology Lack of communication To Patients Non Availability of Trained resource High expectations from users Ineffective handing over Uncertainty in seasonal variation Lack of proactive approach during seasonal variation Environment Process Lack of customized training to outsourced staff Ineffective Documentation Government Regulation Inconsistent work load due to Seasonal variations Machine Gaps between laid down and actual process Lack of monitoring of process Indicators Disparity amongst inventory Ineffective Management of outsourced staff Gaps in between technical specification and usage Old technology Low efficiency of equipments Adherence to preventive Maintenance Plan High consumpti on of P& U How Pareto Affinity 9 Tools

10 Equipment detail at Vaishali S.No Equipment Capacity UOM 1 Connected Load 1800 KW 2 Gas Engine KW 3 Gas Engine KW 4 Transformer 500 KW ( stand by option) 5 Diesel Engine 750 KVA ( standby option) 6 Diesel Engine 750 KVA ( standby option) 7 VAM TR 8 VAM TR 9 Chiller 400 TR

Motor and Pumps Others Our focus area was on HVAC, Lighting and

11 Electricity Consumption analysis: 60% 50% 55% Key Consumption Areas 40% 30% 20% 10% 18% 12% 8% 7% 0% HVAC Lighting Equipments Motor and Pumps Others Our focus area was on HVAC, Lighting and Motor & Pumps as they constitute around 85% of total consumption.

12 12 The final root causes / improvement opportunities.. Problems Low efficiency of Gas Engine During peak season load was shred on grid power as GG were unable to take load. To operate VAM at full capacity direct gas firing was required resulted in high gas consumption. Descriptions GE gave an output of 3.2 KWH/ SM³ of gas instead of 3.4 KWH/SM³ High temperature of GG caused tripping as the load reached above 75%. To decrease dependency of direct gas firing. Low efficiency of VAM Excessive running of chiller. To increase VAM efficiency. In-efficiency of VAM lead to operate chiller during lean season. Unavailability of tracking of daily gas consumption Meters for tracking Consumption to be installed. Technical and soft skills training Dashboard on daily service level and complaints Training programmes and calendars catering to sift skills Daily dashboard put in place

Principle Adopted :- 5 R s methodology: REDUCE Gas consumption, Electricity & Water Consumption REUSE RO reject water, STP treated water RECYCLE Heat energy from Gas engine, Rain Water Harvesting

13 Principle Adopted :- 5 R s methodology: REDUCE Gas consumption, Electricity & Water Consumption REUSE RO reject water, STP treated water RECYCLE Heat energy from Gas engine, Rain Water Harvesting REFUSE REINVENT LED lights from International vendors Operational mechanism of Chilled Water Plant, AHU Coil, VFDs in High capacity motors. Focus on Electricity & Water as these were main aspect in all actions 13

Throttle settings were re- calibrated and its turns were readjusted to supply optimum fuel.

14 REDUCE : Gas Engine a) Gas engine output increased from 3.2 KW/ Sm3 of gas. to 3.5 KW/Sm3 of gas. Flue Gas testing was done and found O2 & NOx levels were not within limits. Throttle settings were re- calibrated and its turns were readjusted to supply optimum fuel. Differential pressure gauges were installed across air filters to track there condition. b) Gas engine inlet temperature was decreased from 60 deg C to 40 Deg C. air washer installed to reduce temp of the area. GG room exhaust was upgraded. Cellulose pads were replaced on regular interval. Spares fresh air filters were kept to ensure regular cleaning 14

15 REDUCE : VAM/ HVAC MODIFIED 450 TR VAM. a) To achieve HTG of 150 deg C we had to direct fire gas in VAM. We Modified the complete operating process of VAM. Hot water from Gas Generator HT- cycle we reused for heating refrigeration solution. PHE was installed and output from GG heated VAM water up to 90 C which further heated the refrigerant. 3 way control valve was installed in GG HT output line to ensure GG temperature was maintained. Temperature & pressure sensors were installed so that the required temp & pressure could be maintained. Ensured always that 1021 KW GG ran at minimum 80 % load so that required exhaust and hot water temperature could be maintained. Earlier from GG exhaust HTG target achieved was 110 C, through hot water recovery it was increased up to 130 C. 15

REDUCE : HVAC a) Chiller approach temperature reduced [losses] from 14 deg F to 4

b) OT AHU Coil & HEPA Filters were modified.

c) Cooling tower sump TDS was reduced from 4000 ppm to 1000 ppm by providing low

16 REDUCE : HVAC a) Chiller approach temperature reduced [losses] from 14 deg F to 4 deg F which reduced our power consumption by 10%. b) OT AHU Coil & HEPA Filters were modified. c) VFD were installed to reduce power consumption. c) Cooling tower sump TDS was reduced from 4000 ppm to 1000 ppm by providing low TDS water for cooling tower inlet to reduce scaling in tubes and reduce power consumption. d) Used Condensate water from boiler to generate hot water for HVAC system & building use. 16

17 REDUCE :- Water Water a) Study of water profile to synchronise RO (70-100), Tankers ( ) and Bore well ( ) TDS. b) RO membrane changed as per the specification and age to get optimum output of the plant. c) Direct blending is started. Filtered water is blended with RO water to maintain the TDS of 350 ppm. d) Automation of RO plant was done to make it mistake proof. Online parameters for blending water were displayed. e) Auto blow down system for cooling tower was installed resulting in optimum water discharge from CT Sump there by effectively managing overall water quality and consumption of water. 17

Refuse a) LED lights were refused from international vendor and local vendors were preferred. For future use CFL were refused.

18 Reuse & Refuse : Reuse a) RO reject water from ( CSSD & dialysis) was is reused in cooling towers and other primary process[30 KL /day aprox. ] b) Daily 30 KL of treated water from STP outlet is reused for flushing and gardening purpose. Refuse a) LED lights were refused from international vendor and local vendors were preferred. For future use CFL were refused. b) Refused to buy outdated technology... New equipments with 5 star rating were procured. c) CTI approved technology was recommended for cooling tower. d) To say NO to wrong practises which lead to in- efficiency. 18

RECYCLE: a) Hot water recycled from Gas engine to increase VAM efficiency Gas engine hot water cycle was recycled hot water was used to increase LiBr.

19 RECYCLE: a) Hot water recycled from Gas engine to increase VAM efficiency Gas engine hot water cycle was recycled hot water was used to increase LiBr. temperature of the VAM and increase VAM efficiency. b) Raw water was recycled with RO water to maintain desired TDS level in the system. c) Cooling tower reject water was recycled and reprocessed. d) Rain water harvesting pits are used recycle rain water. 19

REINVENT Utility a) Reinvented our utility operating cycle b) Reduced load during day time by shifting non- critical utility operations during non peak hours.

20 REINVENT Utility a) Reinvented our utility operating cycle b) Reduced load during day time by shifting non- critical utility operations during non peak hours. c) Minimised running of hot water system by using condensate of boiler. d) Reinvented water operating cycle to by operating it maximum during non peak hours. e) Atrium was covered with green cloth to prevent heat entering the area. 20

a) All minor/ major changes were done in the equipment and operational parameters without any major capex investment to achieve

21 Monitoring : a) Introduced EMS ( energy management system.) for online monitoring of power consumption and reduces leakages. b) Gas meters were installed to monitor the gas consumption c) Control on excessive lightening during non office hours. a) All minor/ major changes were done in the equipment and operational parameters without any major capex investment to achieve the output. Overall 50 meters were installed in the campus for effective power management d) VAM HMI control was taken on desktop through internet. 21

c) Increased VAM HTG target from 110 C to 130 C which reduced VAM gas consumption by 25%.

22 Tangible benefits System Improvement a) By increasing Gas Engine KWH/ SM3 of gas we reduced gas consumption by 10%. b) By reducing G.E temperature the engine could take load upto 95% which ended our dependency on grid power during peak summer season. c) Increased VAM HTG target from 110 C to 130 C which reduced VAM gas consumption by 25%. d) Increased efficiency of VAM reduced our dependency on chiller during lean season. e) Reduced chiller power consumption by 10%. f) Minimised Hot water generator running by using boiler condensate for hot water generation. g) Water saved upto 60 KL per day. 22

23 Gas consumption Pattern. Year 2015/ /17 Daily gas (SM³) Daily KWH GG dependecny % Daily GG KWH KWH/ SM³ GG % VAM % BOILER % HWG % Kitchen %

24 Occupancy VS Power consumption Year Avg Daily KWH Avg Daily OBD KWH/OBD 15/ / % increase Year Avg Daily Gas Avg Daily OBD KWH/OBD 15/ / % increase

RESULTS [Tangible Benefits] : Other Initiatives Diesel Consumption 6000 HSD Consumption Saving of 20% 5000 4000 3000

4324 4155 1760 Breakdowns 60 40 20 0 Breakdown ( 2015-2016) Reduction of 52% in breakdown Mar-15 Apr-15 May-15 Jun-15

25 RESULTS [Tangible Benefits] : Other Initiatives Diesel Consumption 6000 HSD Consumption Saving of 20% MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER Breakdowns Breakdown ( ) Reduction of 52% in breakdown Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep

RESULTS [Intangible Benefits] : Other Initiatives

KWH saved Total Fixtures to be changed [current]

KWH saving in one year 20000 Units / year Noise

day db Level [2014-15] db Level [2015-16] 8am to

58dB 52dB 61dB 60dB 52dB 48dB GO GREEN Awareness

Departmental electricity Consumption is shared

26 RESULTS [Intangible Benefits] : Other Initiatives LUX Level REDUCE Actions Nos. KWH saved Total Fixtures to be changed [current] KWH Impact of LED changed KWH KWH saving in one year Units / year Noise Level [ Average reading of Ward] REDUCE Time of day db Level [ ] db Level [ ] 8am to 12pm 12pm to 4pm 4pm to 8pm 8pm to 8am 66dB 64dB 58dB 52dB 61dB 60dB 52dB 48dB GO GREEN Awareness REINVENT For Mass Awareness of the staff, weekly Departmental electricity Consumption is shared across and other visual tools are used regularly to remind CARBON FOOTPRINTS. 26

27 Environmental benefits. Reduce Carbon footprint by 370 metric ton. This equal to green house gas emission from 80 passenger vehicles in year Power saved at Max Vaishali in a year equals power consumed by 100 Indian families in a year. Water saved at Max Vaishali in a year equals water consumed by 30 Indian families in a year 27

22 crore in FY 1011 16/17-12% was achieved, despite increase of 20% in hospital operations.

28 Results [Tangible Benefits] : Power and Utilities Year Budget ( Rs in lacs) Actual ( Rs in lacs) Variance FY-15/ % Annualised saving of Rs Pre Project Trend crore in FY /17-12% was achieved, despite increase of 20% in hospital operations. FY-16/ % Electricity Budget ( Lacs) Gas Budget Gas Variance Elec. Budget Electricity Variance FY 15/ % % Fy 16/ % %

Holding & Sustaining plan : Tracking Mechanism Make all MOS ( Measure of Success) achieved during the project as a part of daily Dashboard Skill Enhancement Implementing the process of TNI for both

29 Holding & Sustaining plan : Tracking Mechanism Make all MOS ( Measure of Success) achieved during the project as a part of daily Dashboard Skill Enhancement Implementing the process of TNI for both In house and External resources for both soft and Operational expertise Continual Improvement Quarterly feedback from all stake holders about the gaps/ any other issues & effective RCA & CAPA in case of outlier Employee Motivation R& R for the team for every best practice or any other Exemplary Performance with the focus on either process or Cost Improvement Benefits achieved through this project are getting replicated in ALL other 14 units of Max Healthcare Thanks 29

30 Namaskar 30

Optimizing Energy Use in a HealthCare Setting. Michael P. Della Barba Environmental Health & Engineering, Director of Commissioning

Optimizing Energy Use in a HealthCare Setting Michael P. Della Barba Environmental Health & Engineering, Director of Commissioning AIA Quality Assurance The Building Commissioning Association is a Registered