Energy Kaizen

Energy
Kaizen:
Strategic
Energy
Productivity
Improvement
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Waste
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Energy Kaizen
6s
Proprietary Information
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)
Excess Fuel Usage
(Motion, Over Production, Transportation)
Steam Leak
(Process Defect)
Water Spills
(Over Processing)
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Energy Waste: Examples
Poorly functioning HVAC
Inefficient Lighting
Water Leak
Waste Heat Release
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Energy Waste: Examples
Inefficient Motors
Compressed Air Intake Indoors
Bare Piping
Poor Air/Fuel Ratio
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Some Examples Of Energy Waste

Machines left running when not in
operation

Employee control of temperature
settings

Running oversized motors

Lighting not controlled by motion
sensors

Running motors beyond optimum load
requirement

Poor maintenance & work methods

Using more than minimum air pressure
to operate machinery

Lack of formal system to track energy
usage/waste

Oven or freezer temperatures are set
above/below optimum

Lights left on

Machines left on during breaks

Lack of communication on energy spend


Lack of shutdown procedures
Excess assets in downturns (% basis)
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Prioritize – Death by a Thousand
Paper Cuts
9
12
3
IMPACT
5
9
8
5
4
1
6
2
3
7
10
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Waste
EASE
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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:

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Latest usage data and trend versus target.
Standard Procedures Updates
Kaizen Newspaper Activity
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Empowerment
TIPS - Utility Cost Reduction
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.
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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
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