Earlier in my career I was a commercial maintenance manager. I had the privilege of leading a world-class maintenance organization at one facility and starting something up from scratch at another (and a couple of which were in between). I was in the Navy Nuclear Power Program so I've a pretty good concept of what good maintenance is Fassadenreinigung Neuss.
Energy Efficiency needs to become a key area of the maintenance repertoire but unfortunately seldom is that ever the case. Maintenance technicians could easily understand the technical and business ramifications of energy efficiency but they're usually not area of the conversation. That requires to change, because no group can affect energy efficiency (both good and bad) around the maintenance department can.
What goes on when maintenance is not area of the discussion? Here certainly are a few examples:
• A brand new Energy Management System is installed. After a few months no noticeable decrease in energy consumption has occurred. Investigation shows the majority of the device has been jumpered out by the maintenance department. The reason behind this is that maintenance received zero training on the device and it's benefits. Maintenance still had to create customers happy and was uncomfortable with the automation, so that they went back to the manual system they knew. This could happen for a long time if no body is monitoring the systems.
• Low efficiency motors are repaired in place of replaced when failures occur.
• V groove in place of notched belts are used simply because "these were in stock"
• Equipment that fails is replaced with exactly the same equipment, without considered to newer technology
• Specification was written 2 decades ago, but it still should be good, right?
• That is my own favorite. Equipment is left running 24/7 while there is fear that if it is turned off it won't reverse on. Unfortunately this mindset comes into play often on the greatest of loads such as chillers, pumps, boilers etc...
In large manufacturing facilities, the problem can be much worse. I recall the utilization of compressed air "blow-offs' to keep insects from getting on the product. It absolutely was a seasonal issue that beetles would inevitably can get on the merchandise sheet (galvanized steel), get crushed whilst the sheet experiences the process line, and cause quality issues. This "blow-off" was basically a tube with holes drilled in it. Since a ¼" hole at 100 psi costs about $10,000 per year in energy, it's possible to just imagine the expense of running this device 24/7 for months on end. Because energy usage and cost was assigned to a different department and the end user was never area of the loop, these situations are inevitable.
What exactly can be carried out? Here certainly are a few ideas that would definitely be a good start.
1. Train, train, train!
Yes, I realize that you believe when you hire these guys they need to already know everything, but things change. Tribal knowledge (word of mouth or the old "stay with so and so for awhile until you know what you are doing") just is not a regular method and sometimes poisons the entire department since the "go-to-guy" might not be the very best trainer (or may possess some bad habits).
Sharing real-world types of how maintenance affects energy usage can go a long way in getting buy in from the maintenance department. There is often an energy cost related to decisions that the maintenance department makes. You will find situations, at occasions when management and support staffs aren't available, that the on-site maintenance personnel have purchasing authority. By being informed regarding energy efficiency, they could make the right business decision and defend it. An example will be a simple AC motor. Maintenance technicians have to know about the greater long-term costs related to purchasing the lowest priced possible motor. Understanding that the first cost of a motor is just 5% of its' total operating cost, definitely helps in making the right decision. Understanding the annual costs related to operating motors should show how important it is to shut them off when they're not needed.
Vendors often will train for free. I came across that drive belts offer a great training opportunity. Owner will show technicians the correct way to set up and tension a gear, and the advantages/disadvantages of the several types of belts. It is unbelievable that you will still see seasoned maintenance technicians work with a screwdriver or crow bar and "stretch" a gear over a sheave. This is a big no-no and is bad for the belt. This was probably learned by "tribal knowledge"!
2. Communicate.
Close the loop on letting maintenance understand what the usage is. This should at a minimum be on a graph and show the temperature relationship (to avoid the old "it should have been hotter/colder excuse). This works especially well in case a graph can show a causal relationship such as "notice simply how much lower the electricity bill is since we started shutting down the air compressors on the weekends" ;.This shows not just a marked improvement, but re-enforces that needs to occur, and when it does not, there's evidence for several to see. For manufacturing, breaking this down to an "energy use/intensity per part" is just a powerful tool. All of us realize that more production generally means more energy consumption, but breaking it down to energy usage/part is just a useful method that enables for comparisons between high and low production periods.
If an energy team will be developed, maintenance needs to be represented. Otherwise, when the vitality team generates their first "energy efficiency punch list" and gives the majority of the list what to maintenance for completion, the reception is likely to be lukewarm at best. If maintenance had a component in making the list, along with a definite knowledge of how and why it absolutely was originated and what'll be accomplished because of it, the chances of having those items on the list completed (not to mention in a more timely manner) increase exponentially.
3. Involve maintenance on new equipment purchases and equipment/construction decisions
Seems like common sense, right? It is shocking how many times equipment shows up which was designed elsewhere and simply does not work the way in which it absolutely was intended. Maintenance (and operations) gets stuck with it and gets told to "ensure it is work"! Having maintenance on board early in the design process helps with far more things than just energy efficiency (ensuring the one thing can be accessed for work is always important!). Once the maintenance staff includes a thorough knowledge of energy efficiency and it's benefits, they could help push for more effective equipment replacements as existing equipment reaches end of life. Maintenance technicians can be quite tenacious and are good allies when fighting for a cause.
4. Lose the reactive maintenance mindset.
Easier said than done, I know. Back when I was a technician, I worked in places which in fact called the task "standby" and you were there for breakdowns only. What a waste of talent and money! When I create a maintenance program, the very first thing I create could be the surveillance routes. Maintenance surveillance routes are only having maintenance technicians walk the facility observing the status of equipment and documenting it in a signed checklist. In maintenance utopia, the entire facility should really be looked at by maintenance at least once per day ("looked at" does not mean every cover removed etc... but at least a walk by; senses can make up a lot). If issues are located, they're either fixed immediately or perhaps a work order is written to obtain the problem resolved. I'm an advocate of the "problem tag" system that hangs a label near the problem so everyone knows that it is likely to be addressed. The tag number will go on the work order therefore the loop is closed. In case a maintenance department has nothing like this in place, expect considerable resistance at first when wanting to implement it! Once the device is in place and working, however, it is shocking how fast breakdowns are reduced. Equipment problems typically consume more energy. Here are just a couple examples that simple surveillance routes would eliminate:
• Broken or slipping belts
• Clogged or missing filters
• Stuck or broken dampers or linkages
• Jammed conveyors and/or overloaded motors
• Compressed air leaks
• Hydraulic and fluid system leaks
Let's not forget that surveillance routes occurring during non-operating times can be mini energy audits. Turning off things when not in use can be one of the biggest ways to reduce the vitality usage. Here certainly are a few types of things that may be found on a walkthrough:
• Lights left on
• Equipment left on
o Air compressors are typical culprits
• Environmental controls not backed to non occupied settings
• Plug loads
Obviously the easy methods that I mention here aren't meant to restore an extensive predictive/preventative maintenance program, but, i think, maintenance surveillance routes should really be a foundation for just about any maintenance program.
5. Share the love!
In case a performance pay system exists by all means make energy consumption one of the key parameters. If it is for management only, ensure that it is area of the maintenance managers' performance review. He/she can effect energy use in a wide variety of ways, there needs to be some tie to compensation therefore it stays on the hot list.
Summary
Yes, I am aware the maintenance staff can be condescending, overbearing, obnoxious and just plain scary. I experienced to handle or work with dozens of types at once or another (and possibly even be those types at once or another). The reality is, however, that the maintenance staff can by your biggest ally as it pertains to cutting energy cost. Nobody else has access to equipment operation like they do and can do have more effect. They could make a huge difference. Make them a large area of the organizations' energy reduction efforts, and reap the rewards. Leave maintenance out, and results will suffer Fassadenreinigung Neuss.
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