ISO 50001--EnMS EnKPI Trg Course
Short Description
Baisc Trg course on ISO 50001 EnMS...
Description
ISO 50001 /EN 16001 Energy Management System and Energy Key Performance Indicators Framework , Requirements and Implementation Methodology
Contents
About Energy ManagementGeneral Understanding Role of Energy Manager About ISO 50001Framework What actually Process Approach Means Requirements of ISO 50001 Roadmap for Energy Management System Role of Energy Key Performance Indicators and how to identify them. Role of Energy Management Information Systems
ISO 50001 /EN 16001 About Energy Management
ENERGY MANAGEMENT ....INVOLVES A COMBINATION OF
-
MANAGERIAL &
-
TECHNIC AL/TECHNOLOGIC AL SKILLS/KNOWLEDGE
ENERGY IN AN ORGANISATION IS CONSUMED ACROSS OSS ALL ALL FUN FUNCTIONS IN AN ORGANISATION
THUS, TRADITIONALLY, NO ONE MANAGER H AS H AD SOLE RESPONSIBILITY FOR THE ORGANISATIONS TOTAL INVOLVEMENT WITH ENERGY
BENEFITS AT ORGANISATION PLANT LEVEL TOO.
-
FOR EXAMPLE: ......
PROFIT!
......
SURVIVAL!
Losing Energy = Losing Profits CURRENT
SITUATION
Other costs 78%
ENERGY MANAGEMENT
Profits Energy 8%
Other costs 78%
Profits Energy 10%
PROFITS 14
12
10
8
6
4
2
0
12%
16% in this example... reducing ENERGY SAVINGS by 20% may reduce costs by only 2% but INCREASE PROFITS by 16.5%
PLANT/ORGANISATION BENEFITS -
-
Improved ability to compete Improved ability to withstand future energy e nergy cost increases or shortages Improved productivity Improved maintenance schedules Improved quality Environmental benefits
MAYBE THE MAIN BENEFIT..... Increased awareness that everybody has a role to play in:
saving energy reducing costs increasing competitiveness competitiveness creating/saving creating/saving jobs!
MANAGEMENT IS.... .... ...... .... THE ACHIEVEMENT OF RESULTS THROUGH OTHER PEOPLE
ENERGY MANAGEMENT The objective of Energy Management is to achieve and maintai maintain n optimum optimum energy energy procurem procurement ent and and utilisation, throughout the organisation: -
To mi minimise en energy co costs/waste...
-
...Without af affecting pr production.
-
To minimise environmenta ntal effects.
ENERGY MANAGEMENT INVOLVES ALL FOUR MANAGERIAL FUNCTIONS
... PLANNING ... LEADING ... ORGANISING ...
CONTROLLING
EXAMPLE: PLANNING
Identifying the potential for energy cost savings: -
immediate/short term (no- & low-cost)
-
medium term
-
long term.
EXAMPLE: LEADING
Leading Upwards: gaining the commitment and backing of senior management and key people
Leading Sideways/Downwards: inspiring and motivating colleagues at all levels to become involved in ongoing energy management
EXAMPLE: ORGANISING
Marshalling the resources necessary to be able able to manage manage ene energ rgy y - eg: - the necessary staff - the necessary expertise - the necessary technology - the necessary equipment Putting in place the necessary structures and lines of reporting
EXAMPLE: CONTROLLING
Setting up the necessary ongoing measurement/monitoring Setting objectives/targets for energy use and cost savings Taking corrective action where necessary
AN ORGANISATION.... ...Without Energy Management
... With Energy Management
Little energy awareness
Ongoing Ongoing awaren awareness ess of energy energy
Little attention paid to energy
Continuous attention attention to energy as a critical resource
Energy responsibility spread across organisation
Energy not included in investment decisions Low awareness of energy saving/ management
Energy Energy manager manager coordin coordinates ates actions
Energy Energy a key investm investment ent factor factor Ongoing Ongoing monito monitoring ring of of energy technologies
Why an Energy Management System?
Most energy efficiency achieved through changes in how energy is managed rather than through installation of new technologies; An energy management system provides a method for integrating energy issues into existing management management systems for continual improvement The PDC A model of management systems has proven successful for quality, health and safety, and environment
Business Benefits
Implementation of an energy management system assists an organization to: Develop a baseline of energy use Actively managing energy use and costs Reduce emissions without negative effect on operations Continue to improve energy use/output over time Document savings for internal and external use (e.g. emission credits)
How is a Process Measured?
Efficient
Effective
No Waste
Desired Results Achieved
Input
Activity
Output
Right Resources:
Desired Results:
Qualified People Right Facilities/Equipment Correct Materials Proven Methods
Quality Products Quality Services Customer Satisfaction 20
ISO 50001 /EN 16001 ISO 50001/EN 16001 Framework
Aim of ISO 50001 The aim of the standard is to put practices in place that are effective, effective, and result in measurable energy savings. In practice, an effective energy management system should result in: organizations taking action to improve energy efficiency, a continual improvement year-by-year and an improved performance in energy usage, more thorough analysis of areas with potential for energy saving being carried out, if no action on energy efficiency efficiency is being taken.
Objectives OBJECTIVES High Energy Efficiency Cost Savings via Conservation Environmental Protection
Scope of ISO 50001
Standardization in the field of energy management, management, including: energy supply, procurement practices for energy using equipment and systems, energy use, and any use-related disposal issues.
The standard will also address measurement of current energy usage, and implementation of a measurement system to document, report, and validate continuous improvement in the area of energy management .
Scope of ISO 50001
This standard specifies requirements for an energy management system, which enables an organization to take a systematic approach to the continual improvement improvement of energy efficiency and energy performance. It does not itself state st ate specific performance criteria with respect to energy. This standard applies to all organizations.
Components
of an Energy Management Standard(EnMS)
A plan A cross-divisional management team Policies and procedures Projects Identification of key performance indicators, and Periodic reporting
Energy Management Concept
After the realization of energy investments
Further conservation via better management
Similar to ISO 9001 and ISO 14001
Stand alone or integrated with other systems
No need for external verification
Management quality related to cost savings
Better utilization of equipment and facilities
Improvements in overall management
ISO 50001--Framework
Energy Management Steps
Current urrent
Management Commi ommitm tmen entt Poli Policy cy
Planning and Implementing Implementing
Structure and Responsibilities
Stat Status us Assessm Assessment ent Audit Audit
Awareness and Training
Monitoring and Targeting
Management Review
ENERGY POLIC Y
Management Commitment
Appropriate to companys profile
Commitment
Compliance
Energy performance review framework
Documented, implemented implemented and maintained
Communicated
to continual improvement improvement
with legislation and regulations
to entire organisation
Vision of energy excellence
PLAN DO CHECK ACT
Planning and Implementing
Setting of targets
Planning of measures
Determination of resources and time
Sta Staff Inve nvestm stmen entt Time ime Bud Budget
Implementation of measures
Checking
Reviewing results
Setting of new targets
and correcting
Planning
Identification Identification and review of energy aspects
past and present energy consumption and energy factors based on measurement and other data.
Planning
the identification of equipment having significant energy consumption, in particular of significant changes in energy use during the last period
Energy Management Matrix Level
4
3
2
1
0
Policy
Organisation
Communicatio n
Monitoring
Aw areness
Investment
Top Management commitment to Energy Management: Policy, Action Plan and Review. Management Integration.
Clear delegation of responsibility for energy consumption, to the members of the organisation.
Formal and informal communication channels exploited by energy manager and staff at all levels.
Sets targets, monitors consumptions, identifies faults, quantifies savings and budget tracking.
Promotion of the value of energy efficiency to all the members and stakeholders of the organisation.
Positive discrimination in favour of energy efficiency in all organisation's investments.
Formal Energy Management Policy but without active commitment from Top Management.
Energy Manager accountable for all energy consumption, representing all users to Top Management.
Implementation Team used as main communication channel together with direct personal contacts.
Monitoring and Targeting reports based on submetering but without efficient reporting to users.
Program of staff training, awareness and regular publicity campaigns. Usual payback criteria used.
Cursory appraisal of new building, equipment and refurbishment opportunities.
Un-adopted Energy Management Policy set by Energy Manager or senior Department Manager.
Energy Manager with little support and unclear authority, reporting to Top Management.
Contact of important energy users, by organisation's members lead by senor Department Manager.
Monitoring and Targeting reports based on supply and accounting data, without r eporting to users.
Certain budget is allocated to energy management and some awareness and training is elaborated.
Only energy investment with short pay-back periods are planned and realised.
Energy Management, unwritten guidelines, as part time responsibility of someone with limited authority and influence.
Informal and not systematic contacts of the Energy Manager with only a few important energy users.
Cost reporting to Top Management based only on invoice and accounting data.
Energy Manager compiles energy tracking reports only for internal use in the technical department.
Informal and not systematic contacts used to promote energy efficiency.
Only low and no cost measures taken for energy conservation.
No explicit Energy Management Policy, Energy Manager, Action Plan and responsibility delegation.
No contact with important energy users.
No established information system.
No accounting for energy consumption.
No promotion of energy efficiency.
No energy conservation investments.
Planning
the identification of equipment having significant energy consumption, in particular of significant changes in energy use during the last period
Planning The
analysis should result in a breakdown of energy use to the extent that the energy requirement and energy drivers are identified for each significant energy usage. This will also require an identification of the system boundary of the significant energy aspect under consideration.
an estimate of the expected energy consumption during the following period the identification and prioritization of opportunities for improvement
Planning
Planning
Planning
Special investigations (SI) In the case that no opportunities o pportunities for improvement are being implemented in any one year (and none have been identified), the organization shall carry out, in that year, at least one special investigation into areas that may offer potential for energy savings, and report on its outcome. A special investigation shall be planned and described in terms of:
Planning
Aim of project Expected saving potential Activities to be carried out Organization and responsibilities Time schedule Budget and resources Where organizations have already identified opportunities, they should concentrate on implementing these. Over subsequent reviews, as opportunities for improving energy efficiency are more difficult to identify and the standard begins to infiltrate business practices and create a culture of energy efficiency, then more in-depth analysis will be required to understand where and how performance can be improved.
Planning
Planning
Energy Objectives, targets and programme(s) Target setting is a cyclical process and in some cases may be regarded as continuous, if short time scales are used. Targets should be SMART (simple, measurable, achievable, realistic and time-based).
Planning--EnPI
Each identified significant energy usage should have an associated objective or target. This may be in the form of an energy performance indicator (EPI). EPIs for energy consumption can be set at management and operational operational levels. Management level EPIs will generally relate to the overall control of significant energy usage. Operational level EPIs may relate to particular items of plant, equipment etc., and focus on specific energy savings opportunities.
Implementation and Operation
Resources,
roles, responsibility and aut hority Operational control
Design
For significant projects, an energy representative should be part of the design team, and the team should work in an integrated manner. For majo r projects an interdisciplinary team should be established. Where appropriate, energy performance targets and performance measures should be set. Whole-system design of the project should be addres sed. Life-cycle costing should be applied, where appropriate.
Specification and Procurement
Procurement policy should include a requirement to take into account the energy implications of procurement decisions and all procurement decisions that affect significant energy use should start with an evaluation of needs. Procurement specifications, tender and contract documentation should include energy consumption criteria and a requirement to analyse the life-cycle costs of purchases. Organizations should consider energy efficient products and services (including those carrying a recognized eco-label) as the first choice in a ll applicable procurements, unless there are reasons not to do so such as health, safety, safe ty, performance, or cost considerations.
Implementation and Operation
Specification and Procurement
Implementation and Operation
Operation and maintenance Each significant energy user should have an associated operation and maintenance procedure(s). For some organizations, the correct operation of significant energy using plant, equipment or other users, may account for the majority the energy saving potential. Personnel who operate such plant, equipment etc. should be competent on the basis of appropriate education, training and/or experience
Possible maintenance techniques include: Preventive Maintenance. Predictive Maintenance. Reliability Centered Maintenance (will require equipment specific maintenance routines). Overall Equipment Effectiveness (OEE). Totally productive maintenance. Other principles may be applied, such as right first time.
Maintenance activities on equipment that is relatively unimportant in terms of energy use and facility reliability may apply a reactive maintenance approach. app roach.
Monitoring and Measurement
Significant energy usage should be metered as appropriate and recorded in a metering plan. The addition of energy meters will depend on the feasibility and cost-effectiveness of the metering. Factors to take into account in determining cost-effectiveness of metering, include the cost of:
Design Purchase Installation Operation Data storage Analysis of the data output Maintenance
This must be weighed against the estimated energy cost savings. A metering strategy should be considered that identifies what needs to be metered and takes into account the factors determining cost-effectiveness. Metering can range from sophisticated permanent meters to simple low cost spot meters. Due consideration should be given to other instrumentation that is available from which energy consumption can be deduced/calculated, such as hours run meters, flow meters and temperature measurement.
Monitoring and Measurement
An important principle of metering and its outputs is that it should be increasingly integrated into the business management process. In justifying the relevance of the measurement frequency applied in relation to the identified energy usage, simple risk analysis may be used. Significant energy usage should be monitored in i n order to identify unnecessary or wasteful energy usage. Monitoring techniques may consist of meter readings, indirect measurements, estimations etc. It is important to establish relationships between the significant energy users and the factors that affect its consumption. It should be noted that it is not always practicable or beneficial to monitor energy consumption or energy factors due to a relatively stable and constant energy requirement. In these instances it should be demonstrated that it is not practical or beneficial to monitor the energy consumption or associated energy factor of the significant energy user.
HUMAN
RESOURSE ALLOC ATION
Structure and Responsibilities
Energy Manager
Designs and implements measures Motivates and supports personnel Coordinates activities and changes Monitors and communicates performance
Staff Involvement
Participation of end users and executives Clear responsibilities and assignments Multilevel cross-functional communication Reward of success of and remark of failure
ISO 50001 /EN 16001 Role
of Energy Manager
ROLE OF ENERGY MANAGER 1.
2.
Energy Data collection and Analysis
maintain records of energy & water consumption co nsumption
supervise reading of all meters on a regular basis
develop indices for specific energy consumption
Energy Planning supervision
review utility & fuel bills
investigate & recommend fuel-switching opportunities
develop plans in the event of supply shortages
prepare annual energy cost budgets
ROLE OF ENERGY MANAGER .
3
Energy Conservation develop energy conservation ideas and projects evaluate financially energy-saving options obtain management commitment of funds re-evaluate existing projects set performance standards Energy Project Im Implementation indicate equipment maintenance programmes supervise implementation of conservation projects Communications & Public Relations prepare reports to management communicate with production and support departments develop awareness programmes to encourage participation publicise commitment to energy conservation
4.
5.
C APACITY
BUILDING
Awareness and Training
Importance of energy efficiency
Implementation of conservation measures
Consequences
Roles and responsibilities
Involvement and active participation
Training according to function
of their work activities
Mana Ma nage gers rs Spec Specia ialilist stss Work Workfo forc rce e
Implementation of energy policy
ENERGY AUDIT
Current
Status Assessment
Identification of key areas and activities
Determination of energy indicators
Collection
Determination of baseline consumptions
Identification of conservation opportunities
Identification of legal and other requirements
Determination of energy management level
and analysis of energy data
INFORMATION MANAGEMENT
Monitoring and Targeting
Data Collection
Analysis
Specific energy consumption indicators Correlations and use of charts and graphs Valuable information and conclusions
Reporting
Meter readings and energy bills Production related data
Right information to the person responsible for action Information: accurate, on time, concise and on right form
Action
Appropriate Appropriate action action achievement achievement of of energy targets targets Evaluation Evaluation of measures measures setting setting of new targets targets
COMMITMENT
RENEWAL
Management Review
Annual periodic review Assessment of management performance Identification of weaknesses and strengths
Existence of top management management commitment Sufficiency of human or economic resources Sufficiency of motivation or incentives Quality of information and reporting Sufficiency of monitoring of system
Clear
and simple conclusions Determination of improvement priorities Action planning inputs
System optimization: Why a system approach matters in industry
Steam and electric motor-driven systems account for more than 50% of final manufacturing energy use worldwide In industry energy efficient efficient equipment per se does not guarantee energy energy savings when it is part of a bigger system System approach involves looking at how components function together together to deliver a certain end-use Energy efficiency improvement potential through system optimization is on average 15- 30%
System optimization: Why a system approach matters in industry
Definitions
Performance Measure:
An indicator used by management to measure, report, and improve performance. These are classed as either a key result indicator (KRI), a performance indicator (PI), or a key perf pe rfor orma manc nce e indi indica cato torr (KPI (KPI). ).
Definitions
ey K ey
Resulting Indicators ( K KRIs): RIs):
Key result indicators (KRIs) tell you how you have done in a perspective.
Performance Indicators (PIs):
Performance indicators (PIs) tell you what to do.
Definitions
ey K ey
Performance Indicators ( K KPIs): PIs):
Key Performance Indicators (KPIs) tell you what to do to increase perfor performan mance ce dramat dramatica icalllly. y.
Definitions
ypes Three T ypes
of Performance Measures
What are KPIs?
What are KPIs? KPIs represent a set of measures focusing on those aspects of organizational performance that are the most critical for the current and future success of the organization. KPIs are rarely new to the organization. They have either not been recognized or were gathering dust somewhere unknown to the current management team. KPIs can be illustrated by two examples,
7 KPI characteristics
1. a KPI echoes organizational goals 2. a KPI is decided by management 3. a KPI provides context 4. a KPI creates meaning on all organizational levels 5. a KPI is based on legitimate data 6. a KPI is easy to understand 7. a KPI leads to action!
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Components
of KPI
The KPI should be seen as: Only Key when it is of fundamental importance in gaining competitive advantage and is a make or break component in the success or failure of the department / section.
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Components
of KPI
The KPI should be seen as: Only relating to Performance when it can be clearly measured, quantified and easily influenced by by the department / section.
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Components
of KPI
The KPI should be seen as: Only an Indi Indic cator if it provides leading information on current and future performance. A considerable amount of data within the department / section only has value for historical purposes is not an indicator.
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How
to classify Indicator
A parameter can be classified as INDIC ATOR, when after measurement of INDIC ATOR
We need more information about some more parameters in order to control INDIC ATOR We immediately move on to take action in order to control INDIC ATOR
Role
of EnMIS in EnMS
Track energy usage, identify wastage and generate reports.
Energy monitoring, verification on Performance Contracting.
Plan, process, monitor and compare activities.
Advantages: The major advantages of the softwares for energy management is to store the data in a usable format, the calculations of effective targets for energy use, and comparison of actual consumption with the targets, early detection of poor perform performanc ance, e, effecti effective ve perform performance ance report reporting. ing.
S oftware oftware objective D
Assess the energy consumption (Thermal, Electrical, Water) of textile mills.
D
Generate identification identification code for proper classification of textile mills for comparative analysis.
D
Compare
D
Bringing Awareness about standards of energy consumption
D
Self assessment for improvements in the textile mills energy consumption.
D
Classification
the textile mills energy consumption with the Industry average
of textile mills into gold/ silver/ bronze/ tin
Statistics Summary
Electrical Rating
Thermal Rating
at er W at
Rating
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