What is Energy Management Programme ?

Energy Management Program:

All the components of a comprehensive energy management program are depicted in Fig. 2.2

These components are the,

1. Organizational Structure,
2. A Policy
3. Plans For Audits, Education, Reporting, And Strategy

 It is hoped that by understanding the fundamentals of managing energy, the energy manager can then adapt a good working program to the existing organizational structure.

Each component is discussed in detail below.

Organization Structure:

The organizational chart for energy management shown in Figure 2.2 is generic. It must be adapted to fit into an existing structure for each organization. For example, the presidential block may be the general manager, and VP blocks may be division managers, but the fundamental principles are the same. The main feature of the chart is the location of the energy manager. This position should be high enough in the organizational structure to have access to key players in management, and to have knowledge of current events within the company. For example, the timing for presenting energy projects can be critical. Funding availability and other management priorities should be known and understood. The organizational level of the energy manager is also indicative of the support management is willing to give to the position.

Energy Manager:

One very important part of an energy management program is to have top management support. More important, however, is the selection of the energy manager, who can, among other things, secure this support. The person selected for this position should be one with a vision of what managing energy can do for the company. Every successful program has had this one thing in common—one person who is a shaker and mover that makes things happen. The program is then built around this person. There is a great tendency for the energy manager to become an energy engineer and attempt to conduct the whole effort alone. Much has been accomplished in the past with such individuals working alone, but for the long haul, managing the program by involving everyone at the facility is much more productive and permanent. Developing a working organizational structure may be the most important thing an energy manager can do.

Energy Team:

The coordinators shown in Figure 2.2 represent the energy management team within one given organizational structure, such as one company within a corporation. This group is the core of the program. The main criteria for membership should be an indication of interest. There should be a representative from the administrative group, such as accounting or purchasing, someone from facilities and/or maintenance, and a representative from each major department. This energy team of coordinators should be appointed for a specific time period, such as one year. Rotation can then brings new people with new ideas, provide a mechanism for tactfully removing non-performers, and involve greater numbers of people in the program in a meaningful way. Coordinators should be selected to supplement skills lacking in the energy manager since, as pointed out above, it is unrealistic to think one energy manager can have all the qualifications outlined. So total skills needed for the team, including the energy manager, maybe defined as follows:

• Have enough technical knowledge within the group to either understand the technology used by the organization or be trainable in that technology.
• Have knowledge of potentially new technology that may be applicable to the program.
• Have planning skills that will help establish the Organizational structure, plan energy surveys, determine educational needs, and develop a strategic energy management plan.
• Understand the economic evaluation system used by the organization, particularly payback and life cycle cost analysis.
• Have good communication and motivational skills since energy management involves everyone within the organization.

Employees:

Employees are shown as a part of the organizational structure, and are perhaps the greatest untapped resource in an energy management program. A structured method of soliciting their ideas for more efficient use of energy will likely prove to be the most productive effort of the energy management program. A good energy manager will devote 20% of total time working with employees. Too many times employee involvement is limited to posters that say “Save Energy.” Employees in manufacturing plants generally know more about the equipment than anyone else in the facility, because they operate it. They know how to make it run more efficiently, but because there is no mechanism in place for them to have input, their ideas go unsolicited. An understanding of the psychology of motivation is necessary before an employee involvement program can be successfully conducted. Motivation may be defined as the amount of physical and mental energy that a worker is willing to invest in his or her job. Three key factors of motivation are listed below:

• Motivation is already within people. The task of the supervisor is not to provide motivation, but to know how to release it.
• The amount of energy and enthusiasm people are willing to invest in their work varies with the individual. Not all are over-achievers, but not all are lazy either.
• The amount of personal satisfaction to be derived determines the amount of energy an employee will invest in the job.

 

Energy Policy

A well-written energy policy that has been authorized by management is as good as the proverbial license to steal. It provides the energy manager with the authority to be involved in business planning, new facility location and planning, selection of production equipment, purchase of measuring equipment, energy reporting, and training—things that are sometimes difficult to do.

If you already have an energy policy, chances are that it is too long and cumbersome. To be effective, the policy should be short—two pages at most. Many people confuse the policy with a procedures manual. It should be bare bones but contain the following items as a minimum:

Objectives:

This can contain the standard motherhood and flag statements about energy, but most important is that the organization will incorporate energy efficiency into facilities and new equipment, with emphasis on life cycle cost analysis rather than lowest initial cost.

Accountability:

This should establish the organizational structure and the authority for the energy manager, coordinators, and any committees or task groups.

Reporting:

Without authority from top management, it is often difficult for the energy manager to require others within the organization to comply with reporting requirements necessary to properly manage energy. The policy is the place to establish this. It also provides a legitimate reason for requesting funds for instrumentation to measure energy usage.

Training:

If training requirements are established in the policy, it is again easier to include this in budgets. It should include training at all levels within the organization. Many companies, rather than adopt a comprehensive

Policy encompassing all the features described above, choose to go with a simpler policy statement.

Planning:

Planning is one of the most important parts of the energy management program, and for most technical people it is the least desirable. It has two major functions in the program. First, a good plan can be a shield from disruptions. Second, by scheduling events throughout the year, continuous emphasis can be applied to the energy management program, and this will play a major role in keeping the program active.

Almost everyone from top management to the custodial level will be happy to give an opinion on what can be done to save energy. Most suggestions are worthless. It is not always wise from a job security standpoint to say this to top management. However, if you inform people— especially top management—that you will evaluate their suggestion, and then assign a priority to it in your plan, not only will you not be disrupted, but you may be considered effective because you do have a plan. Many programs were started when the fear of energy shortages was greater but have since declined into oblivion. By planning to have events periodically through the year, a continued emphasis will be placed on energy management. Such events can be training programs, audits, planning sessions, demonstrations, research projects, lectures; etc the secret to a workable plan is to have people who are required to implement the plan involved in the planning process. People feel a commitment to making things work if they have been a part of the design. This is fundamental to any management planning.

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