MAL s Non-Capital Approach to: Energy Efficiency & Sustainability: A Case Study In the Meat Industry. BBEM (Behavior Based Energy Management)

Transcription

1 MAL s Non-Capital Approach to: Energy Efficiency & Sustainability: A Case Study In the Meat Industry BBEM (Behavior Based Energy Management) INTERNATIONAL MEAT EXPO APRIL 2014

2 Our Client s Environmental Challenge The Past What we knew > When energy costs were high, everyone was focused with all out attention to doing something > When energy costs were low, utilities fell off the radar screen--operations viewed energy as a fixed cost > Challenge to keeping Energy adaptable to changing costs & conditions > Difficult defining what was the right kind Communications for User Accountability in Reporting Usages in Operating Areas > Management at all levels were not aligned, viewed energy as a facilities or engineering accountability >Successes were not sustainable > Due to both State & Federal agencies, needed to better manage environmental impacts of energy consumption; sub-metering was a challenge, calibrating current sub-meters even a bigger challenge > Potential to reduce: 1)energy costs 2) CO2 emissions; 3) pollution > Capex $$$ dried up, question as to how to measure for bottom line impact > Data rich; information poor > new 3-dimensional thinking was needed What you re about to hear Complementary & Dovetails to all past efforts-- >Non-capital approach to energy efficiency > Behaviors Behaviors Behaviors

3 Client Wanted To Optimize Its Invested Assets for Energy Management & Efficiency: People/Equipment Assets Equipment New Retrofit Systems Supply People Standards/Goals Demand Process Practices Skills Result: Technical Equipment Software / Systems Standards / Goals Process / Procedures Contracts Typical Focus / Expectations 80% 20% MAL Focus 20% 80% Tactical (Behavioral) Process Accountability Define Metrics Problem Solving Attitudes Decision-Making Behavior Change Operating Priorities Redefined energy expense as a variable operating cost vs. a semi-fixed cost - Zero Based Budget Redefined shared accountability between procurement, engineering, facilities and production Sustainable Enterprise-wide Energy Management System

4 ` Client Envisioned A Corporate-Wide Energy Program Addressing Four Fundamental Value Components People Energy Management Behavior Energy Management Best Practices by Department Weather Implications Production volumes & mix By Shift Energy Performance Energy Standards Based on Need Demand Side Management Operating Changes Non-Capital Efforts Performance Metrics Load Shedding/Shifting Reduce Energy Intensity Energy Efficiency Best Practices Real Time Control Based on Costs Integrated Energy Resource Planning Environmental Stewardship Long-Term View Green House Gas Reduction Sustainable Solutions for Energy Supply Chain Performance Public Relations Employee Moral Measurement & Verification Standardized Metering Protocol Energy Requirements Plan Standardized Energy Protocols Data Uploading Compatibility Report Generation Remote Monitoring

5 The Measurement and Verification of Gains Were Instrumental in Predicting the Company s Future Energy Cost Footprint Electricity Procurement Load Management End-user Accountability Equipment Preventive Maintenance Energy Operating Practices Cost-Saving Opportunities Energy Efficiency Programs Equipment Maintenance Reliability Energy Standards Ability to Meet Standard Weather Implications Power Quality Start-up/Shutdowns Power Requirement

6 CASE STUDY THE PROCESS APPROACH: PHASE I ANALYSIS Due Diligence/evaluation PHASE II PROJECT-- IMPLEMENTATION

7 FUNCTIONAL PLANT AREAS INCLUDED IN THE ENERGY PROCESS EVALUATION: Operations Floors (Kill & Cut) Smokehouse Rendering Utilities (air compressors, etc) Waste Water Packaging & Shipping Blast Chill & Coolers

8 SPECIFIC AREAS INCLUDED IN THE CASE STUDY: Refrigeration Studied: NH3 Compressor Utilization / Loading NH3 Compressor Suction Pressure Condenser Operations / Loading Direct Operations Studied: Rendering Cooker Operations Steam Demand & Cooker Temperatures Hair Hydrolyser Operations Meat & Bone Meal Press Operations Lard Operations Blood Dryer Combustion Tuning DAF & Brown Grease Operations Auxiliary Areas Studied: -- Boilers -- Air Handling -- Waste Water Treatment

9 FINDINGS ON CURRENT ENERGY MANAGEMENT SYSTEM The current Energy Management System was not complete. Key elements of implementing, reporting, and evaluating were needed for optimal energy management, such as: Development of Energy KPI s / Metrics SOP s with regard to Energy Considerations Energy Awareness / Communicated Goals Variance Analysis A vast amount of data collection existed on site Not all of the Key Performance Metrics had been identified Most Key Performance Metrics were not being tracked, trended, or analyzed on a timely basis to affect positive change in a timely manner Integrity Issues also existed

10 FINDINGS ON CURRENT ENERGY MANAGEMENT SYSTEM Energy usage was not looked at on a short enough interval to maximize performance Continuous Improvement program focused on projects, not systemic solutions Energy Consumption data was gathered and reviewed, but looked primarily at monthly averages only Energy Consumption was not reviewed down to the end user

11 CASE STUDY AREAS (sampling) ENERGY USERS: Study NH3 Compressor Operations: What was found: Many compressors running either unloaded or lightly loaded. What was done: Developed logs, trained operators & adjusted suction pressure set points Study Rendering Cooker Operations: What was found: Two cookers running when only need for one cooker, running in manual when controls were capable to run in auto. What was done: Tune steam control valves, optimize cooker scheduling to match the available feed supply, shutdown unnecessary running equipment. Developed startup & shutdown procedures Study Boiler Operations: What was found: Three boilers operating when only one or two needed to match current steam loads with high O2 What was done: Setup control plans to match existing steam demand. Conducted combustion tuning to operate boilers in most energy efficient manner Study Hot Water Generation: What was found: Generated hot water using boiler steam versus existing waste heat sources. What was done: Implemented a control plan to show operators when to use live steam to supplement waste heating of cold water Study High Pressure Condensate Return: What was found: Cooker high pressure condensate system were operated in manner that much of the condensate was lost and had to be made up to the boilers.(?) What was done: Developed operating and troubleshooting procedures, worked with vendors and the original designers to improve routine operations

12 CASE STUDY AREAS (sampling) ENERGY USERS: Oven Utilization: What was found: Ovens not fully utilized. What was done: Implement a control plan to match products with similar cook programs to fully load ovens and reduce the number of cook cycles Thermal Fluid Heater: What was found: Excessive Heater run time. What was done: Develop operating start/stop log to match frying time to Heater run time

13 CASE STUDY AREAS (sampling) ENERGY USERS: Compressed Air Utilization: What was found: Air compressors operating above load requirements. What was done: Reduce system operating pressures based on non-production need and repair leaks HVAC Boundary Controls: What was found: Numerous instances of lack of boundary controls between heated, cooled and refrigerated spaces (increased refrigeration load). What was done: Identify and repair doors, educated workforce to mitigate behavioral causes Sanitation Operations: What was found: Equipment left running during the entire 3rd shift, excessive water use, excessive use of sanitation chemicals, water left running during 3rd shift, and poor dry pickup What was done: Contractor training, installed end of shift shutdown checklists and sanitation procedures Study Singer Operations: what was found: All singers running all the time regardless of hard/soft hair season. What was done: Adjusted burners & nozzles on the singers to improve effectiveness. Turned some of the burners off during soft hair season

14 CMAP BUILD-UP Significant Air Blow Off Under Receivers

15 Compressor Systems s Connect Auto Valve Not Being Utilized CMAP BUILD-UP

16 CASE STUDY AREAS (sampling) ENERGY USERS: Water Consumption: What was found: Water Consumption in General was Excessive What was done: Behavioral causes attacked through awareness training, equipment / leaks repaired and processes modified to reduce water consumption. In process water usage monitored and system implemented to manage effective use Sanitation SOP s reviewed and audit system implemented to ensure compliance Shutdown list developed, audit system created to ensure all energy sources shut down in each room at breaks and end of shift Leak Tag & Steam Trap Identification: What was found: Steam, water, and air leaks result in higher energy consumption. What was done: Leaks identified and scheduled for repair Blast Chill Operations: What was found: Frost buildup results in higher refrigeration demand and more frequent defrost cycles. Open doors have cold air exiting into non refrigerated space. What was done: Constructed restrictors around doors to reduce cold air loss and minimize warm / humid air infiltration into blast chill Study Biogas Generation: What was found: Low biogas generation from the anaerobic lagoon. What was done: Reduced water sent to waste water (improve retention time), Minimized salt and chemical contamination in the lagoon, improved DAF operations to minimize FOG sent to lagoon

17 SCOPE OF PHASE I OPERATIONAL TOUCHPOINTS: - Process and Energy Services Flow Current Energy Management System - Energy Perception Survey - Boiler Combustion Study - Boiler Sequencing/Loading Study - Refrigeration High Stage Sequence - Refrigeration Low/Low Stage Sequence - Refrigeration Low/Low Stage Suction Pressure - Refrigeration Temperature Control Utilization - Refrigeration Cold Boundary Control - Steam Trap Survey - Blood Dryer Combustion Study - Blood Dryer Loading / Scheduling - Singer Scheduling - Rendering Cookers Loading / Scheduling - Rendering Hydrolyser Loading - Brown Grease Steam Utilization - Edible Rendering Steam Control - Night Sanitation Energy Use / Machine Control - Deep Chill / Carcass Cooler Boundary Control - Air Compressor Scheduling Flows Analysis Findings Implications - Compressed Air Utilization - Bio Gas Utilization and Controls - Waste Water Treatment Pump/Blower Controls - Refrigeration Condenser Motor Controls - Refrigeration Systems Pump Controls - Approach Over 28 Studies... Over a 30 day period

18 Two-Pronged Behavior Change For Perpetuation: Focus Micro-Groups Formed: 10+ cross-functional groups Each group included Management Alternatives Ltd Energy Team member Met weekly Purpose was to define, evaluate, implement, and track progress of each utility opportunity Review and updated status and discuss roadblocks at Focus Group meeting Ownership in behavior change helped accomplish implementation Present progress, accomplishment, and savings at Weekly Leadership Meeting. Leadership Energy Group: Primary purpose was for organizational alignment across management levels and laterally across department boundaries though the change process Met weekly to review progress of all Focus groups Discussed solutions to roadblock or resistance to change behavior More

19 Client Energy Management Process Drove Behavioral Solutions & Reduced Energy Consumption Developed an Energy Management Process for the Entire Facility Developed Level of Expertise at the Facility & Trained to Gaps in such areas as combustion tuning, leak tag management, & steam management, etc. Developed Best Practices Criteria and Not Only Identified Best Practices, but Also Had a Way to Insure Compliance on a Daily, Shift by Shift Basis Understood and Assigned a Value to Areas of Operation Based on How Much Energy They Should be Using Based On Weather, Volume & Production Mix Prioritized Non-Capital Efforts Determined the Most Effective Management Metrics for Measuring Energy i.e. Performance Criteria Coordinated Efforts with Present and Future Energy Cost Requirements Implemented Latest, Field Proven Energy Management Efforts for Site For Continuous Improvement Resulted in Better Utilization of CAPEX $$$

20 Client Had An Integrated Environmental Focus That Illuminated a World-Wide Commitment to Nature and the Community Incorporated an Energy Stewardship Management Program into Corporate Sustainability Solutions. Energy usage reduction - major contributor to reduction of green house gas emissions Reduced the amount of energy consumed per pound of product Incorporated Performance Reporting Operating Energy Accountabilities Executed Addressed departmental responsibilities with designed metrics to ultimately impact financial performance. Identified Opportunities in Consumption Reduction, Pollution Prevention and Waste Management

21 CLIENT ENDED UP WITH A WORLD CLASS ENERGY / OPERATIONAL PHILOSOPHY Corporate-Wide, Plant-Wide Vertically Integrated Non-Capital Energy Stewardship Operating Processes Cohesive Force & Part of All Operating Functions Relates Energy Metrics to Accountability Sustaining Future Growth Driving Energy Usage Down per Unit of Output Putting a Site at the Forefront of the Environment.

22 PROJECT SUSTAINABILITY OPERATOR & MAINTENANCE TRAINING REQUIREMENTS: Energy Control Awareness with a Short Interval Basis Mentality Combustion Tuning Boiler Management Air Compressor Management Operating Data Analysis & Metric Development for each shift Standard Operating Procedure Compliance Efficient Equipment / Process Utilization Leak Management & Control Process Compliance to Protocols & Operating Practices with Best Practices Implementation ALL SHIFTS

23 SUMMARY OF FOCUS Issues Addressed Results Delivered Systems Training Procedures Behaviors Attitudes Organization-- roles / responsibilities Management Metrics Accountability at all Levels Structure Communications Perpetuation of Results/Behaviors Institutionalization

24 Adding to your bottom line Behavior Based Energy Management

25 Take Home Points Behavior Based Energy Management is often overlooked Sustainability relies on strong systems Commitment from top leadership with a passionate vision is a necessary requirement for sustainability Will your current processes outlast leadership? The payback will surprise you!

26 Our Non-Capital Approach THE PROCESS IS PORTABLE WORLDWIDE Why Client s Work with MAL Experience Around the Globe Results are measureable & add value above other internal improvement efforts Project savings range 8-20% No capital required Do NOT need to upgrade systems Do NOT need new equipment 12 month annualized 2:1 pay-back Addresses key issues: Systems / Metrics Training/Skills Procedures Accountability Behaviors Attitudes Communications Organization (roles & responsibilities) Full time resources to address People / Behaviors / Culture with experience in implementation of change Results and Behavior are perpetuating

27 QUESTION & ANSWER»THANK YOU