Business: Industrial

Setting up an Energy Management Program
1.4 Implementing the energy management program

The generic plan of an energy management system (see Figure 1 on page 11)
represents an ideal, proven scenario, where the various steps are approached
in a rational, reasoned and systematic manner. Try to adopt as many of these
steps as you can in your specific circumstances. If you create an energy management
system successfully, you will be able to launch successful energy management
programs as well.

Top management commitment

The close involvement of middle and top management and its ongoing, visible
commitment will greatly improve the effectiveness of the energy management
system. Once the results of an energy audit are in, the energy management program
should have a designated individual who is accountable for its implementation.

Nominate
the energy champion

The energy champion should be a technically competent person who has the
respect and support of the foundry staff and employees. The champion should
be a “doer” – and
a good organizer, facilitator and communicator. The champion should demonstrate
high levels of enthusiasm and deep conviction about the benefits of the energy
efficiency program and be an eloquent advocate of the cause. For the energy
champion to have free access to senior management, the position should be an
executive-level appointment. The size of the foundry will determine whether
it should be a part-time or full-time position.

Set energy policy and create
awareness

Support the launch of the energy management program with a strong policy
statement from the foundry’s chief executive to the employees. Develop
the energy policy in consideration of other company commitments, policies
(quality, production,
environment, etc.) and strategic goals.

Soon thereafter, start an awareness
campaign, utilizing a brief presentation, charts, posters, home mailings,
attachments to pay stubs, and other suitable communication means, which should
explain the benefits of efficient energy
use to the entire foundry. Everybody should be aware also of the broader environmental
benefits of energy efficiency improvements – of how the energy conservation
will lower emissions of greenhouse gases and help fight global warming.

Decide
on objectives

The objectives the foundry sets should be clearly defined, measurable and realistically
achievable. They may cover several time horizons – short-term to long-term.
They should be communicated to all, and everyone should understand them.

Assign
responsibilities

The champion chairs the Energy Management Committee (EMC) and takes overall
personal responsibility for the implementation and success of the program and
accountability for its effectiveness. The EMC should include representatives
from each major energy-using department – from melting to finishing and
maintenance, and from production operators. In smaller foundries, all management
staff should have energy consumption reduction duties.

Allocate resources

The effectiveness of an energy management program depends on the time and effort
those who are charged with its implementation are allowed to put in. Therefore,
adequate operational funding is essential. Without it – and without freeing
up people to do the work – not much will be done.

Develop program(s) for
energy efficiency management

Develop targets and measures

Set priorities

See Section 3.0, “Putting it all together: Closing the
gaps” (page
89), where these subjects are treated in context.

Develop action plans

An action plan is a road map: a project management and control tool. In it,
identify the responsibilities, specific tasks, resources (money, people,
training, etc.) and time lines for individual projects and their stages.
Several project
management software packages are on the market to facilitate the creation of,
for example, Gantt charts used to monitor and control project fulfilment, costs,
etc.

When selecting energy efficiency projects for implementation, one is looking
for energy management opportunities (EMOs). Typically, we can divide them into
three categories:

We shall use this classification in describing the EMOs later
on.

Train key resources

With an advantage, training can be organized in two stages. The first is specific
training for selected employees, i.e., those who will be involved in energy
management program and have a greater influence upon energy consumption than
others. The second – following in due course – is a strategy for
integrating energy management training into the existing company training matrix,
to ensure that energy training is regularly covered. Generic team training,
e.g., in conflict management and problem solving, should also be provided to
the EMC members.

NRCan sponsors a number of specific energy efficiency improvement
courses, in collaboration with local colleges and through the Canadian Institute
for
Energy Training (CIET) across Canada. Other sources of training are available
through utility companies and other organizations; see Chapter 4, "Sources
of Assistance."

Implement projects

Consider one project in relation to another – linking
them will help to make your program coherent, and you will benefit from the
projects’ synergies.
It pays to start with “training” projects that yield perhaps only
modest but quickly obtainable savings, especially projects to correct the obvious
sources of waste found in the initial energy audit. The early successes will
encourage the team to tackle bigger projects and seek greater savings. With
growing confidence, they will address areas of less obvious energy consumption,
such as energy used in heating and ventilation of the foundry.

Monitor progress

Lock in the gains – set new targets

Communicate the results

Please see Section 3.0, “Putting it all together:
Closing the Gaps (page 89), where these subjects are treated in detail.

Celebrate
the success

This is often an overlooked yet very important part of a program. People crave
and value recognition. Myriad ways can be employed to recognize the achievement
and highlight the contribution of teams (rather than of individuals – which
can be divisive!): giveaways of thematic T-shirts, hats and other merchandise,
dinners, picnics, company-sponsored attendance
at sporting events, cruises – there is no end to it. The achievement
of a target should be celebrated as a milestone on the way to continual improvement
of energy efficiency in the
foundry.

Review results

In order to keep the energy management issue alive and to sustain interest,
regular reporting to the management team is necessary. The energy management
updates should be a permanent agenda item of regular operations management
review meeting, just as quality, production, financial and environmental matters
are. Results of implemented projects are reviewed, adjustments are made, conflicts
are resolved, and financial considerations are taken into account.

Verify effectiveness

Has the project lived up to expectations? Is the implemented energy efficiency
improvement effective? Is it being maintained? To support the credibility of
energy management efforts, the effectiveness of measures taken must be verified
so that adjustments can be made and future projects better managed.

Examine
opportunities for further improvements

Often one project opens the door to another idea. The energy efficiency improvement
program is an ongoing effort. The EMC and all employees should be encouraged
to examine and re-examine other opportunities for further gains as a matter
of course and on an ongoing basis. In some companies, this is a permanent item
on the agenda of EMC meetings.

Correct deficiencies

Information gained from the monitoring of data, the input from EMC and others,
the review of results and the verification of the project’s effectiveness
may indicate that corrective action is required. The energy management champion
is responsible for arranging the corrective action with the EMC team and the
personnel from the respective area involved. The root cause of the deficiency
will be determined and the required corrective action will be initiated. Future
energy efficiency projects will benefit from the lessons learned.

Do remember
to document deficiencies as necessary. This keeps track of things, and the
history serves as a learning tool for avoiding shortcomings in other projects.

Review
energy policies, objectives and targets, energy efficiency improvement programs
and action plans

This step ensures the continued relevancy and currency of the
energy policy. Supporting it are objectives and targets. As they change in
time, reviewing
them is required to ensure that priorities are maintained in view of present
conditions. Yearly or semi-annual review is probably the best frequency for
this task.

The energy efficiency improvement program and action plans are "living" documents.
Their updating and frequent revisions are necessary as old projects are implemented
and new ones are initiated and as business conditions change.
The energy management champion leads this activity. She or he needs to get
input from the EMC and others and subsequently seeks approval of the updates
from the management team.