2. WE ALL WANT TO SAVE ON ENERGY COSTS
2010 McKinsey report:
There is still a potential to
reduce energy consumption
up to 25% by improved
energy management
Investments
Procurement Operations
Energy
Cost
Savings
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3. DRIVEN BY BUSINESS OBJECTIVES
• An energy management system
should be an integral part of the
manufacturing management system –
not a stand alone separate system
ENERGY, PRODUC
TIVITY AND
QUALITY SHOULD
BE MANAGED
TOGETHER WITH
A COST
OPTIMIZATION
FOCUS
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4. “TURNING EVERYONE INTO A DECISION MAKER.
PUSH DECISION-MAKING DOWN TO THE LOWEST LEVEL”
-NUCOR
Focus on
Management optimizing
has an overall revenue rather
than
Managers
Impact of decision on energy cost
view with a
focus on cost production
optimization
Supervisors
No
responsibility
without
authority to
Final decision take action
Operators
in the control
room thanks to No action
relative targets without
actionable
parameters
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5. HAVE A KPI STRUCTURE ON TOP OF YOUR ENERGY
ACCOUNTING SYSTEM – MANAGE YOUR ENERGY DON’T
JUST COUNT IT!
Plant manager
Impact of decision on day-to-day energy cost
Annual budget, supply contracts, capital investments
Managers
Energy manager
High level KPIs : GJ/day consumed, GJ/day recovered
Department managers
Supervisors
Generation / Recovery Consumption
TMP Main Pulp Paper Machines
Reboiler Boiler Mill Specific KPIs
specific KPIs: Specific KPIs: Specific KPIs: t steam/t
Operators
t steam/MWh, efficiency, t steam/t paper, heat
vent valve %, vent valve pulp, temperatur recovery kwh/t
temp. pulp,… %, variability,… e, purge
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6. JUST BECAUSE YOUR PROCESS IS COMPLEX
DOESN’T MEAN THAT YOUR DASHBOARD
NEEDS TO BE
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7. GIVE OPERATORS CONTINUOUS REAL TIME
INFORMATION ABOUT ENERGY PERFORMANCE AND
HOW TO IMPROVE IT
Actual Expected No action
without
actionable
parameters
Final decision
in the control
room thanks to
relative targets
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