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After identifying production sectors that consume large amounts of energy or are responsible for a large portion of your greenhouse gas emissions, your facility can conduct further analysis and eliminate wasteful practices through .

Maximizing Energy Efficiency: Strategies For Lowering Gas And Electricity Costs In Boston

, or rapid process improvement events. In a Kaizen event, which typically lasts 3–5 days, a cross-functional team of employees identifies and implements process changes to reduce wastes such as idle time, inventory, and defects.

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Kaizen programs create important windows of opportunity to consider ways to eliminate energy waste. Revisit the results of an energy audit, assessment, or your greenhouse gas inventory to arm your Lean team with information that can be used to identify energy wastes during a Kaizen event. Asking key questions during a Kaizen event, such as the questions in Box 7, can also help ensure that opportunities for energy and greenhouse gas reductions are identified as part of Lean implementation.

From 1999 to 2005, Eastman Kodak used energy kaizen programs to generate a total of $14 million in annual energy savings. Since then, energy kaizen events, along with other improvement efforts, have enabled Eastman Kodak to close one of the company’s two power plants in Rochester, New York. This resulted in additional annual savings of over $20 million1. Table 3 shows examples of energy savings opportunities identified during a Kaizen event.

Lean is a method that focuses on optimizing the effectiveness of manufacturing equipment. TPM is based on established equipment-management approaches and focuses on team-based maintenance that involves employees at every level and function.

Increased equipment operating efficiency reduces energy waste. Energy inputs are most efficient when machines are optimally tuned to accomplish a desired task. TPM’s emphasis on equipment efficiency can reduce costs, increase productivity and reduce defects. TPM focuses on six major losses that cause equipment inefficiencies:

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Eliminating six major losses maximizes equipment productivity throughout its lifetime. With proper equipment and system maintenance, facilities can reduce manufacturing process defects and save on energy costs.

Consider using one or more strategies to integrate energy-reduction efforts into the TPM (Box 15) to improve energy and equipment efficiency in your facility. This chapter focuses on describing energy savings opportunities associated with autonomous maintenance (Strategy #1); Previous chapters in this toolkit provided guidance on identifying energy wastes, conducting energy kaizen programs, and developing an energy management system (strategies #2-4).

Ongoing maintenance refers to the activities that operators perform on their equipment. Typical activities include: (1) daily inspection, (2) lubrication, (3) replacement of parts, (4) simple RIR, (5) abnormality detection, and (6) precision checking. Autonomous maintenance provides an opportunity to integrate process-level energy-reduction strategies into ongoing equipment maintenance.

Autonomous maintenance already incorporates many best practices, such as cleaning, proper lubrication, and standardized maintenance practices. Your facility can increase TPM effectiveness by integrating energy-reduction best practices for specific types of processes into ongoing autonomous maintenance activities.

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Identifying opportunities to increase equipment efficiency as well as reduce energy consumption. This checklist is available in the US. Are based on best practices compiled by DOE’s Department of Energy Efficiency and Renewable Energy. DOE has a variety of software tools, fact sheets, and other publications that can be helpful in optimizing the efficiency of your equipment.

By training operators on energy-reduction best practices and checklists applicable to the manufacturing processes and equipment in your facility, operators will be better able to save energy in their day-to-day operations and maintenance activities.

Designed to meet the specific needs of a manufacturing cell or an individual process step, rather than the processing requirements for the entire facility. For example, rather than relying on one large paint booth or parts cleaning tank station to meet all painting and degreasing needs for a facility, Lean principles typically help organizations right-size paint and degreasing stations. which are embedded in manufacturing cells that move.

In traditional manufacturing, equipment is often oversized to accommodate maximum expected demand. Since purchasing a new large piece of equipment can be expensive and time-consuming, engineers sometimes design with additional “buffer capacity” to ensure that the equipment does not hinder production. Box 16 shows the results of a study documenting device oversize.

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Because right-sized equipment is designed for a specific end use and production capacity, it is often much more energy efficient than conventional, larger equipment.

Large, “monumental” equipment often runs well below capacity, significantly reducing energy efficiency per unit of output. For example, the natural gas or electricity required to fire a large dryer oven is generally the same whether the line is running at capacity or only certain portions are being processed. Another option is to use this opportunity to look for an appliance that uses a clean burning fuel source. This can help reduce your greenhouse gas emissions.

Lean thinking focuses on improving the flow of a product through the production process. Facilities arrange equipment and workstations in an order that supports the smooth flow of materials and components through the process with minimal transportation or delays. The desired result is to move the product through production in the smallest, fastest possible increment (one piece).

Improving the flow of product and process inputs can significantly reduce the amount of energy required to support a production process.

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Work is an agreed set of procedures that establish the best and most reliable way to perform a task or operation. The overall goal of standard work is to maximize performance while minimizing waste in every operation and workload. Standard work is the final stage of Lean implementation because it helps maintain past Lean improvements and serves as a foundation for future continuous improvement (Kaizen) efforts.

Your facility can maximize lean and energy gains by incorporating energy reduction best practices into standard work (for example, consider taking inspiration from

The Pacific Northwest Pollution Prevention Resource Center (PPRC) developed a facility checklist to identify environmental issues during Lean3. This checklist is intended for use in the manufacturing sector to help companies identify additional environmental opportunities, including, but not limited to, energy efficiency and greenhouse gas emission reduction opportunities. Table 4 below is an adaptation of the energy use portion of the checklist, highlighting things to look for and some questions you should ask when evaluating your facility.

Used to reinforce standardized processes and display the status of an activity so that every employee can see it and take appropriate action. Visual controls standardize best practices for energy and equipment use, and can be adopted facility-wide.

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Visual controls also provide a powerful way to track actual results against goals and targets and encourage additional improvement. Figure 6 shows a dashboard representation of how energy use and costs at a facility compare to annual goals.

Employees are one of your strongest assets when implementing your energy and greenhouse gas management programs. Involving them through competitions, awards, and recognition is a great way to help employees feel part of these efforts, and it will be much easier to maintain any changes if they have feedback on the improvements. There are several ways that companies hire employees including:

By fostering interest in energy reduction and encouraging employees to take initiatives to reduce their energy consumption, a company can save thousands of dollars each year. Cummins, Inc., an engine manufacturing company in Columbus, Indiana. created a program to encourage employees to keep energy use to a minimum during holiday shutdowns. The “Unplugged Challenge” campaigns of 2008 and 2009 combined saved 1,900 tons of greenhouse gas emissions and $1.2 million.

Cummins also operates an “Energy Champion” program, an intensive week-long program to empower employees and equip them with the knowledge to implement energy saving practices both at work and at home. Figure 7 shows examples of materials developed by Cummins for this campaign.

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Another way to engage employees is to create recognition programs or other incentives for improving energy use within the company. This is an area where you can be creative. Consider creating a program that recognizes the team or organizational unit that has reduced its energy use the most, or that has the most inventive solution to an energy or greenhouse gas problem. Post this information in the break room or other prominent public location.

You might also consider offering a monetary reward or paid vacation to the employee who comes up with a great cost-saving idea. Sharing the benefits of these improvements with employees makes them want to work harder to identify additional areas where energy and cost savings can be found.

(also known by the Japanese term poka-yoke) refers to technology and processes designed to prevent defects and equipment malfunction during manufacturing processes. Fault-proofing is used by manufacturers to prevent and easily identify operational errors; This provides an unobtrusive approach to standardizing the use of the tool.

A simple energy-efficient action is to automatically turn off energy-consuming appliances when not in use. Process equipment and lighting do not need to be on or activated at all times. Fault-proofing devices such as occupancy sensors and lock-out/tag-out de-energizing steps are a simple, low-cost means of shutting down equipment when not in use. By using mistake-proofing tools, a facility can waste less energy, time and resources, as well as prevent rework.

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Transportation in the form of personnel travel, product shipment, and product movement between facilities is often a large contributor to a company’s greenhouse gas emissions. Companies can substantially reduce their greenhouse gas emissions using a variety of tools, including employee commuting schedules, focusing on alternative fuels, and planning for just-in-time delivery.

In the US today, about 28% of the energy we use goes to moving people and goods from one place to another5. Most companies use vehicles and other mobile equipment as an integral part of their daily operations, ranging from maintenance trucks to

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