The Lean and Energy Toolkit
Achieving Process Excellence
Using Less Energy
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Lean and Energy Toolkit
Acknowledgments
The U.S. Environmental Protection Agency (EPA) is grateful for the invaluable assistance of the orga-
nizations and individuals who helped develop this toolkit and shared experiences, tools, and tech-
niques for integrating Lean manufacturing and energy management efforts.
EPA's Lean and energy partners include Baxter International, California Manufacturing Technology
Consulting (CMTC), Eastman Kodak Corporation, Eaton Corporation, General Electric (GE), HNI
Corporation, the National Institute of Standards and Technology (NIST) Manufacturing Extension
Partnership (MEP), and the U.S. Department of Energy. The EPA's National Center for Environmental
Innovation and the Office of Pollution Prevention and Toxics participated in the development of
this toolkit.
In addition to these organizational partners, this toolkit has benefited from the collective expertise
and ideas of many individuals. In particular, EPA would like to thank the following individuals for
their thoughtful contributions:
Susan Boone, Lean Six Sigma Trainer, GE Infrastructure
James Breeze, Energy Engineer/Project Leader, Worldwide Energy Office,
Eastman Kodak Company
Jenni Cawein, Corporate Environmental Health and Safety (EHS) Engineering Manager, Baxter
International
Gerald Church, Director of Energy Services, CMTC
Rob Currie, Director, Corporate EHS Engineering, Baxter International
Gretchen Hancock, Project Manager, GE Corporate Environmental Programs
Ernie Kulik, Corporate EHS, Eaton Corporation
Scott Lesnet, Member EHS Manager, HNI Corporation
Kirk Prather, Operations Manager Energy Services, CMTC
Douglas W. Prihar, Management Assistance Partnership Project Director,
Nevada System of Higher Education
Randy Shultz, Facilities and EHS Manager, Eaton Truck, Shenandoah, Iowa
Scott Summers, Director and Vice President, EHS, Film Products Group,
Eastman Kodak Company
Carroll Thomas, Partnership Catalyst, NIST MEP
Joe Wolfsberger, Vice President of Corporate EHS, Eaton Corporation
This toolkit was prepared for the U.S. Environmental Protection Agency by Ross & Associates
Environmental Consulting, Ltd. (http://www.ross-assoc.com) in association with Industrial
Economics, Inc. (EPA Contract #EP-W-04-023).
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Lean and Energy Toolkit
Table of Contents
Executive Summary i
Preface iii
Purpose of This Toolkit iii
Key Questions Addressed by This Toolkit iii
Chapter 1 Introduction 1
Benefits of Coordinating Lean and Energy Management 1
Strategic Lean and Energy Management 5
Chapter 2 Overview of Energy Use and Lean 9
Energy Sources and End Uses 9
Understand the Costs of Energy Use 12
Energy Efficiency Benefits of Lean Implementation 13
Chapter 3 Energy Assessment Strategies 15
A. Walk Through Processes to Observe Energy Use 15
B. Energy Audits and Measuring Energy Use 16
C. Examine Energy Use with Value Stream Mapping 18
D. Use Six Sigma to Find and Eliminate Energy Waste and Variation 22
E. Conduct Energy Kaizen Events 22
Chapter 4 Energy Reduction Tools and Strategies 25
A. Use Total Productive Maintenance to Reduce Equipment Energy Waste 25
B. Replace Over-Sized and Inefficient Equipment with Right-Sized Equipment 28
C. Design Plant Layout to Improve Flow and Reduce Energy Use 29
D. Encourage Energy Efficiency with Standard Work, Visual Controls, and Mistake-Proofing... 30
Chapter5 Conclusion 33
Lean Windows of Opportunity for Energy Savings 33
Going Even Further with Clean Energy 34
The Lean and Energy Journey 34
Appendices 37
Appendix A Energy Assessment Service Providers, Resources, and Tools 37
Appendix B Sector-Focused Energy Reduction Resources 41
Appendix C Energy Conversion Resources and Rules of Thumb for
Estimating Energy Cost Savings 43
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Lean and Energy Toolkit
Boxes
Benefits of Coordinating Lean & Energy Management (Box 1) 1
Lean and Energy Use Reduction: Company Cost Savings Experience (Box 2) 3
Lean and Energy at Toyota (Box 3) 4
Why Be Strategic about Energy Management? (Box 4) 5
Energy End Uses: What Do We Use Energy to Do? (Box 5) 10
Questions for Understanding Energy Use (Box 6) 15
Energy Treasure Hunts at General Electric (Box 7) 16
Energy Savings From "Lean and Clean" Assessments (Box 8) 17
Common Energy Units (Box 9) 17
Example Results from Value and Energy Stream Mapping Projects (Box 10) 19
Six Sigma and Energy Savings at Baxter International (Box 11) 22
What is an Energy Kaizen Event? (Box 12) 23
What is TPM? (Box 13) 25
Four Strategies for Integrating Energy-Reduction Efforts into TPM (Box 14) 26
Energy-Reduction Checklists for Combustion, Steam Generation,
and Process Heating Systems (Box 15) 27
Over-Sized Equipment (Box 16) 28
Three Ways to Right Size Your Fan System (Box 17) 29
Flow and Energy Use (Box 18) 29
Figures
Share of Energy Consumed by Major Sectors of the U.S. Economy, 2005 (Figure 1) 2
Lean and Energy Management Roadmap (Figure 2) 6
Sources of Energy Used for U.S. Industry and Manufacturing, 2005 (Figure 3) 9
Example Value Stream Map (Figure 4) 20
Example Process Data Box with Energy Use Data (Figure 5) 21
Example Visual Control (Figure 6) 30
Dashboard Visual Controls (Figure 7) 31
Tables
Table 1: Manufacturing Sector Inputs for Heat, Power, and Electricity Generation by End Use. 11
Table 2: Electrical Power Bill Analysis Worksheet 13
Table 3: Energy Use Hidden in Lean Wastes 14
Table 4: Example Actions Identified at a Kaizen Event 24
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• Executive Summary •
Executive Summary
The U.S. Environmental Protection Agency (EPA) developed this Lean and Energy Toolkit to assist
organizations in reducing energy use and improving performance through Lean manufacturing—
the production system developed by Toyota. Drawing from the experiences and best practices of
multiple industry and government partners, this toolkit describes practical strategies and techniques
to improve energy and environmental performance while achieving Lean goals such as improved
quality, reduced waste, and increased customer responsiveness.
There are at least three reasons for integrating Lean and energy efficiency efforts:
1. Cost Savings: Reducing energy costs has a significant impact on business performance,
though costs may be hidden in overhead or facility accounts.
2. Climate Change and Environmental Risk: Proactively addressing the environmental and
climate impacts of energy use is increasingly important to industry and society. Failure to
do so is a potential business risk.
3. Competitive Advantage: Lowering recurring operating costs, improving staff morale, and
responding to customer expectations for environmental performance and energy efficiency
increases your competitive advantage.
Linking Lean and Energy Use
Considerable energy savings typically ride the coattails of Lean activities because of Lean's focus
on eliminating non-value added activities (waste). Without explicit consideration of energy wastes,
however, Lean may overlook significant opportunities to improve performance and reduce costs.
Companies such as Baxter International, Eastman Kodak, General Electric, Toyota, and 3M, as well
as many smaller manufacturers, have successfully used Lean methods to reduce energy use, risks,
and costs (see textbox).
Example Results From Lean and Energy Improvement Efforts
/ A Baxter International facility saved $300,000 in energy costs in one year.
/ General Electric has reduced greenhouse gas emissions by 250,000
metric tons and saved $70 million in energy costs since 2005 at facilities
worldwide.
/ Toyota Motor Manufacturing North America reduced facility energy use
and greenhouse gas emissions by 30 percent per vehicle since 2000.
This toolkit describes a range of strategies for identifying Lean and energy improvement opportuni-
ties and reducing energy use with Lean methods. It is not necessary to implement all the techniques
in the toolkit to succeed; instead, select and adapt the approaches that make the most sense for your
organization.
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• Executive Summary •
Lean and Energy Assessment Strategies
Lean and energy assessment strategies involve observing shopfloor activities to identify signs of
energy waste, measuring actual energy use and costs over time, and implementing energy savings
opportunities through short, focused events. Strategies described in this toolkit include:
• Energy Treasure Hunts: Conduct a three-day plant-wide assessment of energy savings op-
portunities using a cross-functional team of employees.
• Value and Energy Stream Mapping: Integrate energy-use analysis into the Lean value
stream mapping process to identify improvement opportunities within the context of the
entire "value stream" of a product or service.
• Six Sigma: Use statistical process analysis and control tools to find and address root causes
of energy wastes and variation.
• Energy Kaizen Events: Identify and implement employee ideas for saving energy and
reducing wastes through rapid process improvement events.
Lean and Energy Reduction Strategies
Many energy efficiency best practices can be implemented without extensive analysis or planning.
The Lean and energy reduction strategies in this toolkit describe ways to reduce energy use through
Lean activities such as the following:
• Total Productive Maintenance (TPM): Incorporate energy reduction best practices into
day-to-day autonomous maintenance activities to ensure that equipment and processes run
smoothly and efficiently.
• Right-Sized Equipment: Replace oversized and inefficient equipment with smaller equip-
ment tailored to the specific needs of manufacturing cells.
• Plant Layout and Flow: Design or rearrange plant layout to improve product flow while
also reducing energy use and associated impacts.
• Standard Work, Visual Controls, and Mistake-Proofing: Sustain and support additional
Lean and energy performance gains through standardized work procedures and visual
signals that encourage energy conservation, and by making it easy or "mistake-proof" to be
energy efficient.
Maximizing Lean and Energy Improvement Opportunities
In addition to explicitly using Lean methods to target energy wastes, facilities can take advantage of
other windows of opportunity for energy savings that arise during Lean, including opportunities to
install energy-efficient equipment, switch to less polluting fuel sources, and design products to use
less energy. To be most effective, Lean and energy efforts should be proactive, strategic, and system-
atic. Adopting an energy management system that aligns with and supports your organization's
Lean initiatives will enable your organization to achieve the greatest improvements in operational,
energy, and environmental performance.
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^^Kev Point
-Preface
Preface
Purpose of This Toolkit
This Lean and Energy Toolkit offers Lean implementers practical strategies and techniques
for improving Lean results—waste elimination, quality enhancement, and delivery of value to
KeyP°"It customers—while reducing energy use, costs, and risk. The toolkit is also intended to introduce
Lean practitioners to the extensive array of energy management resources available from EPA, the
U.S. Department of Energy (DOE), and other organizations.
The "Lean" methods discussed in this toolkit are organizational improvement methods pioneered
in the Toyota Production System. Lean production and Lean manufacturing refer to a customer-
focused business model and collection of methods that focus on the elimination of waste (non-value
added activity) while delivering quality products on time and at a low cost. The toolkit assumes that
you are familiar with Lean methods. For those who want to learn more about Lean, see EPA's Lean
and Environment website (www.epa.gov/lean).
Key Questions Addressed by This Toolkit
Lean works well when it focuses on identifying and eliminating waste. Environmental improve-
ment and energy reduction efforts that could distract Lean efforts from this prime focus may not
get much traction. By contrast, this toolkit contains strategies and techniques that can enable Lean
practitioners to easily identify energy wastes and improvement opportunities alongside the myriad
other wastes and improvement opportunities uncovered by Lean. To accomplish this, the toolkit
aims to answer the following questions:
What is the relationship between Lean and energy use?
Substantial energy savings typically ride the coattails of Lean. By eliminating manufacturing wastes,
such as unnecessary processing and transportation, businesses also reduce the energy needed to
power equipment, lighting, heating, and cooling. Chapter 1 describes benefits of combining Lean
and energy improvement efforts. Chapter 2 explores the relationship between Lean and energy use,
and provides background information on energy use and costs.
How does one know how much and where energy is used in a facility?
A key step in effective Lean and energy efforts is learning where to target energy-reduction activities.
Chapter 3 discusses techniques for assessing energy use and identifying opportunities to save energy
in the context of Lean. Methods include energy treasure hunts, value stream mapping, Six Sigma,
and kaizen events.
How can one reduce energy use with Lean methods?
Chapter 4 examines specific opportunities for using Lean to reduce energy use, including Lean
methods such as total productive maintenance, right-sized equipment, plant layout, standard work,
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-Preface •
and visual controls. Chapter 5 discusses additional ideas for achieving process excellence with less
energy use and environmental impacts.
IV
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CHAPTER 1
Introduction
Benefits of Coordinating Lean and
Energy Management
Energy is a vital (and often costly) input to most production processes and value streams. By
thinking explicitly about unnecessary energy use as another "deadly waste," Lean implementers
can significantly reduce costs and enhance competitiveness, while also achieving environmental
performance goals.
Benefits of Coordinating Lean & Energy Management (Box i)
/ Reduce operating and maintenance costs
/ Reduce vulnerability to energy and fuel price increases
/ Meet customer expectations
/ Enhance productivity
/ Improve safety
/ Improve employee morale and commitment
/ Improve environmental quality
/ Reduce greenhouse gas emissions
/ Remain below air permitting emission thresholds
/ Increase overall profit
Many organizations can find it difficult to get senior managers to focus attention on energy use. En-
ergy use is often viewed as a necessary support cost of doing business, and energy-efficiency efforts
can sometimes have difficulty competing for organizational attention with other core operational
needs. By linking energy management to Lean activities, energy-reduction efforts can be tied more
directly to process improvement efforts that are regarded by senior managers as being vital to busi-
ness success. In effect, energy improvements can ride the coattails of Lean activity while bringing
significant benefits to the organization.
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•Chapter 1: Introduction-
Key Point
Cost Savings
Energy costs can have a significant impact on the financial performance of businesses. A September
2005 poll taken by the National Association of Manufacturers (NAM) revealed that 93 percent of
directors from small and medium-sized manufacturing companies believe that higher energy prices
are having a negative impact on their bottom line.1
Substantial opportunities exist to reduce energy
waste in the industrial and manufacturing sectors.
No segment of the U.S. economy has as much to
gain from energy-use reduction as the manufactur-
ing sector, as Figure 1 illustrates. Manufacturers are
affected directly by the energy cost of making prod-
ucts (manufacturing), maintaining office operations
(commercial), and receiving raw materials and
delivering finished goods (transportation).
Energy use and cost information is, however, often
decentralized and hidden from view in overhead
or facilities accounts. Explicitly considering energy
use in Lean implementation can reveal these hidden
cost-reduction opportunities. And these opportuni-
ties have proven to be worth uncovering, as many
companies have achieved significant cost savings as
a result of energy reductions from Lean implemen-
tation. Reducing energy use and increasing energy
efficiency is a proven strategy for cutting and controlling costs.
Share of Energy Consumed by Major
Sectors of the U.S. Economy, 2005
(Figure 1)
Industry &
Manufacturing
32%
Source: U.S. Energy Information Administration, Annual
Energy Review 2005, Washington, DC, July 2006.
www.eia.doe.gov.
National Association of Manufacturers (NAM), Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers:
Proven Ways to Reduce Your Costs and Improve Operations. www.nam.org/s_nam/bin.asp?CID=202138&DID=233434&DOC=FI
LE.PDF,( viewed September 2007), p. 5.
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-Chapter 1: Introduction-
Lean and Energy Use Reduction:
Company Cost Savings Experience (Box 2)
/ Eastman Kodak Company (New York) conducted energy kaizen events that
significantly reduced energy use and resulted in overall savings of $15 mil-
lion between 1999 and 2006.
/ General Electric (Ohio) achieved cost savings of over $1 million at one
facility due to fuel use reductions realized through Lean implementation.
/ Howard Plating (Michigan) reduced energy use by 25 percent through a
Lean implementation effort.
/ Lasco Bathware (Washington) eliminated the need for a shrink-wrap oven
when planning for a Lean event, reducing natural gas consumption by 12.6
million cubic feet and saving about $99,000.
/ Naugatuck Glass Company (Connecticut) used Lean to cut product lead
time and improve quality, while also reducing energy use by 19 percent.
/ Steelcase Inc. (California) used Lean to improve operations, reducing fixed
utility costs (including energy) by about 90 percent.
Climate Change and Environmental Risk Reduction
The environmental and climate impacts of energy use are rapidly becoming a major issue facing
industry and society. Carbon dioxide (C02), a major greenhouse gas, is emitted to the atmosphere
directly when fuels are combusted on-site and indirectly when electricity is consumed (particularly
when fossil fuels are used to generate the electricity). Identifying and eliminating energy waste
during Lean offers a smart, efficient way to reduce greenhouse gas emissions. As pressures increase
for limits on greenhouse gases, documented early action by businesses can reduce business risk and
contribute to reduction targets. In the meantime, publicly held businesses are finding that failure to
proactively reduce climate risk can result in shareholder resolutions to force action.2
Energy use can have significant environmental impacts and risks in addition to climate change. On-
site combustion of fuels in boilers, ovens, vehicles, and equipment can emit a variety of regulated
pollutants, including carbon monoxide (CO), sulfur dioxide (S02), nitrogen oxide (N0x), particulate
matter (PM), volatile organic compounds (VOCs), and a variety of air toxics. Combustion pollut-
ant emissions can affect worker health, and trigger the need for costly permitting, monitoring, and
emission controls. More broadly, reducing air emissions from combustion activities can help protect
neighboring communities and public health. Storage and handling of fuels also pose a variety of
worker health, safety, and environmental costs and risks, even in the absence of spills. Lean efforts
can directly target and mitigate these impacts and risks.
See the Investor Network on Climate Risk (www.incr.com) for current information on investor and shareholder initiatives related
to climate change.
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•Chapter 1: Introduction-
Competitive Advantage
Identifying and eliminating energy waste through Lean can improve a company's ability to compete
in several ways. First, reducing the energy intensity of production activities and support processes
directly lowers recurring operating costs with direct bottom line and competitiveness impacts. A re-
cent study by the NAM and the Manufacturers Alliance (MAPI) found that U.S. companies have a 22
percent unit-cost disadvantage compared with overseas competitors in a number of process support
cost areas, including energy.3
Second, eliminating energy waste and the associated environmental impacts through Lean can
foster competitive advantage for some businesses. Customers and employees may view proactive
environmental improvement efforts as an important attribute, affecting customer loyalty and the
ability to attract and retain employees. Participation in climate partnership programs, such as EPA's
Climate Leaders or local climate initiatives, can also provide businesses with public recognition for
their energy use reduction achievements. For businesses that manufacture appliances, electronics,
and other products that consume energy, Lean design methods can be used to lower the lifetime
energy use of products.
It is not surprising that most of the major companies that have received awards from the EPA and
Department of Energy's ENERGY STAR Program—companies such as 3M, Eastman Kodak, and
Toyota—are also leaders in implementing Lean and Six Sigma. Energy waste is clearly on the radar
of leading Lean companies. In addition, ENERGY STAR certification for energy-efficient products is
an increasingly important factor in consumer-purchase decisions. For more information on EN-
ERGY STAR, see www.energystar.gov.
Lean and Energy at Toyota (Box 3)
/ Toyota, the model for "Lean" production systems at companies worldwide,
is also a leader in energy and environmental performance.4
/ Since 2000, Toyota Motor Manufacturing North America has reduced the
average facility energy consumption per vehicle produced by 30 percent,
resulting in a corresponding reduction in the C02 emissions of its facilities.
/ In fiscal year 2006, Toyota's North American facilities reduced energy use
per vehicle by 7 percent while increasing production by 4 percent.
/ Toyota used methods such as energy treasure hunts and kaizen events to
achieve these results (Chapters has more information on these methods).
3 National Association of Manufacturers (NAM), Energy Efficiency, Water and Waste-Reduction Guidebook for Manufacturers:
Proven Ways to Reduce Your Costs and Improve Operations. www.nam.org/s_nam/bin.asp?CID=202138&DID=233434&DOC=FI
LE.PDF, (viewed September 2007), p. 5.
4 Information in this box is from: Toyota North America, 2006 Environmental Report, November 2006, p. 26, available at www.
toyota.com/about/environment/news/enviroreport.html.
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-Chapter 1: Introduction-
Lean and Energy: A Powerful Opportunity
This toolkit discusses how Lean can play a powerful role in reducing energy use and costs. In many
cases, energy efficiency improvements ride the coattails of Lean. For example, right-sized equip-
ment typically consumes less energy, and inventory reductions reduce demand for floor space that
requires lighting, heating, ventilation, and air conditioning. By explicitly considering energy use in
Lean efforts, organizations can often identify additional opportunities to save energy.
While the U.S. economy has made substantial improvements in energy efficiency in recent decades,
there are significant opportunities for businesses to further improve energy efficiency. From 1975 to
2005, U.S. energy intensity (defined as the primary energy consumption per dollar of real gross do-
mestic product, or GDP) dropped by 46 percent. Several recent studies, however, suggest that energy
use could be reduced in the manufacturing and industrial sector by 75 percent at little cost using
currently available technologies. Lean can help to identify and address these opportunities.
Strategic Lean and Energy Management
Creating a Roadmap for Lean and Energy Efforts
For a variety of reasons, your facility may wish to pro-actively manage and reduce its energy use,
while also achieving Lean goals such as improved quality, reduced waste, and increased customer
responsiveness. Energy management is a systematic framework for understanding and identify-
ing energy-related improvement opportunities. Energy management systems can be tailored to suit
your facility's needs, business opportunities, market risks, and specific goals and targets. If you are
interested in gaining outside assistance, the ENERGY STAR program is a resource for manufacturers
interested in developing energy management programs.
An energy management framework can help you coordinate your company's energy reduction ef-
forts with its Lean efforts. Strategically and systematically integrating energy and Lean improvement
efforts will enhance their effectiveness and the value they bring to your company.
Why Be Strategic About Energy Management? (Box 4)
/ Find new opportunities to reduce wastes, energy, and costs
/ Reduce risks associated with an unreliable supply of energy, variable
energy prices, and potential future climate change regulations
/ Position your company to be a leader in energy and environmental
performance
/ Ensure that energy efficiency efforts support other organizational objectives
and improvement processes, such as Lean and Six Sigma
Even if your organization decides not to pursue a strategic approach to energy management, there
are numerous practical ways to consider energy waste and improvement opportunities during Lean
implementation. Chapters 3-5 of this toolkit contain many ideas for doing this.
5
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•Chapter 1: Introduction-
There are four general steps involved in developing an energy planning and management roadmap
appropriate to your organization, as follows.5
1. Initial Assessment: Consider the opportunities, risks, and costs associated with strategic
energy management.
2. Design Process: Understand your company's energy needs and how to approach energy
management at your company.
3. Evaluate Opportunities: Identify and prioritize energy-related improvement opportuni-
ties, such as energy-efficiency actions, energy-supply options, and energy-related products
and services.
4. Implementation: Use a management system such as the ENERGY STAR Guidelines for
Energy Management to implement energy opportunities.6
Each of these steps is important for developing and implementing a strategy for Lean and energy
improvements at your organization. Figure 2 presents a roadmap for energy planning and manage-
ment that identifies potential connections to Lean methods and improvement techniques outlined in
this toolkit.
Lean and Energy Management Roadmap (Figure 2)
Stepl
Initial Assessment
Understand the
business
opportunities
related to
strategic energy
management:
• Benefits
• Costs
• Risks
Step 2
Design Process
Select
energy
management
approach:
•Set goals and
metrics
• Decide scale
•Allocate
resources
• Integrate with
Lean and Six
Sigma
Step 3
Evaluate Opportunities
Step 4
Implementation
Understand
baseline and
identify
opportunities:
• Energy
assessments
•Value stream
mapping
• Energy
treasure
hunts
•Six Sigma
Energy
efficiency:
•Total
productive
maintenance
• Right-sizing
• Standard
work
• Plant layout
Energy supply
options
Implement wi
kaizen events
rfith
5
Lean and Energy Toolkit Connections
Chapter 1 Chapter 2
Chapter 3
Chapters 4 & 5
Source: Adapted from Bennett, Charles J. and Whiting, Meredith Armstrong. Business & Energy in the 21st Century, Navij
Energy Management: A Roadmap for Business, The Conference Board Executive Action Series, No. 160.
5 Bennett, Charles J. and Whiting, Meredith Armstrong. "Business & Energy in the 21st Century, Navigating Energy Management: A
Roadmap for Business." The Conference Board Executive Action Series. No. 160. September 2005.
6 The ENERGY STAR Guidelines for Energy Management are available at: www.energystar.gov/index.cfm?c=guidelines.guidelines_
index.
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-Chapter 1: Introduction-
Chapters 1 and 2 of this toolkit support steps 1 and 2 of the roadmap, in that they can help your
organization understand the relationship of Lean to energy use and the benefits of systematically
reducing energy use through Lean. Chapters 3-5 of the toolkit describe how to identify and imple-
ment energy savings opportunities in the context of Lean, supporting steps 3 and 4 of the roadmap.
These strategies leverage Lean methods such as value stream mapping, kaizen events, total produc-
tive maintenance, and standard work to improve energy and operational performance, while also
incorporating energy assessment and reduction tools that can enhance Lean implementation.
Lean and energy management can work together to increase profit, enhance productivity, and de-
crease energy consumption through sustained and continual improvements. This toolkit is designed
to help your facility achieve these goals.
To Consider
• How well coordinated are Lean activities and energy-efficiency efforts at
your organization?
• Who makes decisions involving energy use at your facility or company?
• How are energy costs allocated at your company? Are costs billed to over-
head accounts or are they assigned to individual departments or value
streams?
• How could your company benefit from improved Lean and energy
management?
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CHAPTER 2
Overview of Energy Use and Lean
Key Term
Key Term
This chapter provides background information on energy use and describes how Lean implementa-
tion efforts can increase energy efficiency.
Energy Sources and End Uses
In the manufacturing sector, the predominant energy sources are natural gas and electricity (a sec-
ondary source, typically generated off-site by a utility using one or more primary energy sources or
fuels). Manufacturers also use other energy sources, such as fuel oil, for producing heat and power
on-site. Some facilities have on-site co-generation, where they combust a fuel (e.g., natural gas or
wood scraps) to produce heat and electricity. Figure 3 lists major energy sources used by the indus-
try and manufacturing sectors in the U.S. economy
Sources of Energy Used for U.S. Industry and Manufacturing, 2005 (Figure 3)
7%
2% 4% 1%
T? "
Natural Gas Other Sources
Electricity Coal Fuel Oil Coke & LPG
Breeze (propane)
Source: U.S. Energy Information Administration, Annual Energy Review 2005, Washington, DC, July 2006. www.eia.doe.gov.
Aggregate, facility-level information on energy use (typically derived from monthly utility bills) only
tells part of the story. Understanding the energy end uses—what work we use the energy to do—re-
veals more useful information to identify opportunities for improving efficiency and reducing costs.
Box 5 lists several of the common end uses for energy in manufacturing. In an office setting, end-
uses primarily include heating, ventilating, and air conditioning (HVAC), lighting, and operation of
appliances and computers.
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Chapter 2: Overview of Energy Use and Lean
Kev Point
Energy End Uses: What Do We Use Energy to Do? (Box 5)
/ Heating, ventilating, and air conditioning (HVAC)
/ Lighting
/ Process equipment operation
/ Process heating and cooling
/ Transportation
While identifying energy end uses is often straightforward, determining the amount of energy used
by each end use can be challenging—but end use information is essential to targeting waste and
Ksy POM improvement opportunities. In the context of Lean, it may even be useful to understand energy
end use information at the process and equipment levels. Chapter 3 discusses some strategies and
techniques for better understanding energy uses and costs at your facility.
Looking at energy end uses across the manufacturing sector in the U.S. economy provides an indica-
tion of where efficiency improvement opportunities may exist. Tapping into sector-specific resources
can help companies identify additional areas of efficiency opportunity within their sector (see Ap-
pendix B for information on sector-focused energy reduction resources).
Process heating accounts for 53 percent of direct energy end use at manufacturing facilities, while
machine drives and motors account for another 22.1 percent, according to a recent study by NAM
(see Table 1). Chapter 4 describes specific strategies for reducing the energy used by these and other
types of processes.
Consider targeting your facility's energy efficiency efforts on two key end uses that are likely to
account for a significant portion of your facility's energy use. As shown in Table 1, the following
end uses typically have energy savings opportunities:
1. Process heat
2. Machine drives and motors
For facilities without these types of energy end uses, HVAC systems and lighting may be good end
uses to target.
10
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Chapter 2: Overview of Energy Use and Lean
Table 1: Manufacturing Sector Inputs for Heat, Power,
and Electricity Generation by End Use
Industrial Sector End Use
Category
Indirect End Use (Boiler Fuel)
Direct End Use
All Process Uses
Process Heating
Machine Drive
Electrochemical Process
Process Cooling and
Refrigeration
Other Process Uses
All Non-Process Uses
Facility Heating, Ventilation
and Air Conditioning
Facility Lighting
Conventional Electricity
Generation
Other Facility Support
Onsite Transportation
Other Non-Process Uses
End Use Not Reported
Total
Trillion British
thermal unit (Btu)
3,635
7,655
6,323
4,055
1,691
298
210
69
1,314
692
211
243
96
69
3
157
11,447
Percentage of
Total Direct
End Use
100%
82.6%
53.0%
22.1%
3.9%
2.7%
0.9%
17.2%
9.0%
2.8%
3.2%
1.3%
0.9%
0.0%
Source: Prepared by the Leonardo Academy from U.S. Department of Energy data, 1998 Data from Annual Energy View 2003,
published September 2004.
11
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Chapter 2: Overview of Energy Use and Lean
^^Ksv Point
^T New Tool
Understand the Costs of Energy Use
Understanding the costs of energy use can raise awareness of the potential value of identifying and
eliminating energy waste during a Lean event. The costs of energy use are not always "visible" to
production managers because they are rolled up into facility overhead costs, rather than as-
signed to production areas. Explicitly tracking costs associated with individual processes or equip-
ment can encourage energy conservation. If, however, cost savings from energy efficiency improve-
ments revert to overhead, or result in lower future budgets, production managers may not have
an incentive to reduce energy use. It may therefore be necessary to create incentives for reducing
energy use by sharing energy savings.
One of the primary data sources for energy cost data is your facility's utility bill. Utility bills often
include the following types of data:
• Consumption Charges: Electricity is charged based, in part, on the amount of electricity
used (in kilowatt-hours, kWh) in a billing period. The per kilowatt-hour rate for electricity
may vary based on the time of year (e.g., winter or summer season) and/or the time of day
(peak or off-peak hours).
• Demand Charges: For many electricity customers (all but small accounts), there will be
a demand charge (per kilowatt) in the bill that is based on the peak electricity use each
month averaged over a short time period (e.g., 15 minutes). Your facility may pay more for
demand costs than consumption costs, although the two costs may be a single line item in
the utility bill.
• Fuel Costs: For natural gas and other fuels, you may be charged for the amount of fuel you
receive (for natural gas this is based on a per therm price) and a delivery charge for the
transportation and delivery of the fuel. Fuel charges may vary seasonally and based on the
amount consumed.
Because of variation in energy use and costs, it can be helpful to use spreadsheets or other systems
to monitor your facility's energy performance and costs over time. An example Electrical Power Bill
Analysis Worksheet is below. Similar worksheets may be used to track monthly costs for natural gas
and other fuels.
12
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Chapter 2: Overview of Energy Use and Lean
Table 2: Electrical Power Bill Analysis Worksheet
Date
(months)
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Totals
Consumption
(kwh)
198,800
331,200
245,000
305,600
368,000
318,400
289,200
335,600
367,600
387,200
350,000
374,400
3,871,000
Consumption
Cost
($)
$12,975
$20,374
$13,951
$18,902
$22,621
$19,651
$18,855
$21,720
$23,638
$25,384
$22,583
$24,701
$245,355
Peak
Demand
(kW)
948
912
710
948
1,222
888
890
964
952
1,144
824
1,105
11,507
Demand
Cost
($)
$8,759
$8,427
$6,560
$8,759
$11,290
$8,205
$8,223
$8,907
$8,796
$10,570
$7,613
$10,210
$106,319
Total
Cost
($)
21,734
28,801
20,511
27,661
33,911
27,856
27,078
30,627
32,434
35,954
30,196
34,911
351,674
^Kev Point
Source: Muller, Michael R. Dr. Self-Assessment Workbook for Small Manufacturers Version 2.0, http://iac.rutgers.edu/database/
technicaldocs/IAC_Manuals/selfassessment.pdf, October 2003.
Energy Efficiency Benefits of Lean Implementation
Significant energy savings typically ride the coattails of Lean activities—even without explicit
consideration of energy use. These coattails can be understood by thinking about energy in the
context of Lean's deadly wastes.
Energy Use Reductions on the Coattails of Lean
The focus of Lean is on identifying and eliminating non-value added activity, or waste, from pro-
cesses. Lean typically targets seven so-called "deadly wastes":
1. Overproduction
2. Inventory
3. Transportation
4. Motion
5. Defects
6. Over processing
7. Waiting
13
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Chapter 2: Overview of Energy Use and Lean
KBV Point
Environmental and energy wastes are not explicitly included in the seven deadly wastes of the
Toyota Production System. This does not mean that the wastes are unrelated to the environment,
KByp°int however. In fact, your company may have already seen large energy use reductions from imple-
menting Lean, because energy and environmental wastes are embedded in, or related to, the seven
deadly wastes. Table 3 lists energy impacts associated with wastes targeted by Lean methods.
Table 3: Energy Use Hidden in Lean Wastes
Waste Type
Overproduction
Inventory
Transportation
and Motion
Defects
Overprocessing
Waiting
Energy Use
• More energy consumed in operating equipment to make
unnecessary products
• More energy used to heat, cool, and light inventory
storage and warehousing space
• More energy used for transport
• More space required for work in process (WIP) move-
ment, increasing lighting, heating, and cooling demand
and energy consumption
• Energy consumed in making defective products
• More space required for rework and repair, increasing
energy use for heating, cooling, and lighting
• More energy consumed in operating equipment related to
unnecessary processing
• Use of right-sized equipment often results in significant
reductions in energy use per unit of production
• Wasted energy from heating, cooling, and lighting during
production downtime
Kev Point
Despite these relationships between Lean deadly wastes and energy use, Lean efforts often overlook
opportunities to save energy. Your company can enhance its Lean performance by ensuring that
'KSV ram energy-efficiency opportunities are explicitly identified during Lean activities.
To Consider
What energy sources does your facility use?
What are the energy end uses at your facility?
How much money does your facility spend on energy use each month?
What energy improvements has your facility realized from Lean efforts?
What areas of your facility might be good targets for future energy-efficiency
improvement efforts?
14
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CHAPTER 3
Energy Assessment Strategies
^r New Tool
This chapter describes strategies and techniques for understanding how energy is used at your
facility and identifying opportunities to reduce energy use and costs. This chapter discusses the
following strategies:
A. Walk Through Processes to Observe Energy Use
B. Energy Audits and Measuring Energy Use
C. Examine Energy Use with Value Stream Mapping
D. Use Six Sigma to Find and Eliminate Energy Waste and Variation
E. Eliminate Energy Wastes in Kaizen Events
A. Walk Through Processes to Observe Energy Use
Walking through and observing processes as they actually run at a facility can be a simple, but ef-
fective way to identify waste and find improvement opportunities. During the walk through, look for
signs of unnecessary or inefficient energy use. Ask questions, such as the Questions for Understand-
Newiooi ing Energy Use below (Box 6), to learn more about potential opportunities to reduce energy use.
Questions for Understanding Energy Use (Box 6)
Motors and Machines
/ Are machines left running when not in operation? If so, why?
/ Are energy efficient motors, pumps, and equipment used?
/ Are motors, pumps, and equipment sized according to their loads? Do
motor systems use variable speed drive controls?
Compressed Air
/ If compressed air is used, do you notice any leaks in the compressed air
system?
/ Do compressed air systems use the minimum pressure needed to operate
equipment?
Lighting
/ Is lighting focused where workers need it?
/ Is lighting controlled by motion sensors in warehouses, storage areas, and
other areas that are intermittently used?
/ Are energy-efficient fluorescent light bulbs used?
15
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• Chapter 3: Energy Assessment Strategies-
^r New Tool
Questions for Understanding Energy Use (Continued)
Process Heating
/ Are oven and process heating temperatures maintained at higher levels
than necessary?
Facility Heating and Cooling
/ Are work areas heated or cooled more than necessary?
/ Do employees have control over heating and cooling in their work areas?
/ Are exterior windows or doors opened to adjust heating and cooling?
Walk throughs are a key step in value stream mapping and other Lean activities. Companies such as
Toyota and GE frequently conduct "Energy Treasure Hunts" to find energy savings (see Box 7). An
Energy Treasure Hunt is a three-day plant assessment event in which a cross-functional team of
employees identifies opportunities to reduce unnecessary energy use. Project teams then implement
the ideas that are likely to yield the greatest benefits through kaizen events.
Energy Treasure Hunts at General Electric (Box 7)
With mentoring assistance from Toyota, General Electric (GE) launched an inte-
grated Lean and energy initiative that has identified upwards of $100 million in
energy savings through energy treasure hunts. GE's corporate commitment to
energy use and greenhouse gas reductions has helped drive this effort. From
2005 to 2007, GE:
/ Conducted over 200 energy treasure hunts at GE facilities worldwide, and
trained over 2,500 employees on how to conduct treasure hunts
/ Used energy treasure hunts to identify 5,000 related kaizen projects, most
of which are funded and in various stages of implementation
/ Reduced greenhouse gas emissions by 250,000 metric tons and realized
$70 million in energy cost savings from implemented projects
Source: General Electric, Ecomagination / Energy Treasure Hunt Team, 2007.
B. Energy Audits and Measuring Energy Use
While a walk through is an excellent way to identify and fix energy wastes that are readily apparent,
you may be leaving energy savings on the table unless you examine energy use more closely. Two
strategies for learning more include:
1. Conduct an energy audit to understand how energy is used—and possibly wasted—across
your facility.
2. Measure the energy use of individual production and support processes.
16
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• Chapter 3: Energy Assessment Strategies-
1. Energy Audits
An energy audit, sometimes referred to as an energy assessment, is a study of the energy end uses
and performance of a facility. Energy audits can range in complexity and level of detail, from a
simple audit involving a facility walk through and review of utility bills, to a comprehensive analysis
of historical energy use and energy-efficiency investment options. Energy audits allow managers to
compare a plant's energy use to industry benchmarks and identify specific energy savings opportu-
nities.
In many locations, local utilities or non-profit manufacturing assistance organizations provide
energy audit services for free or at reduced cost. There also are free tools available to help compa-
nies conduct energy audits. Appendix A describes service providers, resources, and tools for energy
assessments.
Energy Savings From "Lean and Clean" Assessments (Box 8)
/ The Green Suppliers Network, a partnership between EPA and the National
Institute of Standards and Technology Manufacturing Extension Partnership,
conducts "Lean and Clean" assessments for small and medium-sized com-
panies.
/ As of 2007, 49 assessments have identified energy savings of 247,165
million Btu and over 72 million kWh.
/ These assessments also identified about $7.5 million per year in environ-
mental savings and about $19.1 million per year in Lean savings.
/ See www.greensuppliers.gov for more information.
2. Measuring Energy Use of Individual Processes
You may not really know which process or process step uses the most energy—and therefore
where the greatest energy savings might be—until you actually measure the energy use. During
the analysis of the "current state" of a value stream or an individual process, collect data on how
much energy each operation uses. Typical energy metrics include:
• Kilowatt-hours (for electricity)
Kev Point
Therms (for natural gas) Common Energy Units (Box 9)
British thermal units (Btu) Energy Units Energy Equivalent
1 kilowatt-hour 3,412 Btu
Energy intensity (energy use
per production unit) 1 Therm 100,000 Btu
Energy costs (dollar amount 1 cubic foot natural gas 1,000 Btu
spent on energy) ± horsepower 746 Watts
17
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• Chapter 3: Energy Assessment Strategies-
There are several techniques for measuring or estimating the energy used by production processes.
• Metering: One technique is to install meters to track the energy use of a process. For exam-
ple, flow meters can be installed to track natural gas inputs to ovens used to provide process
heat and electric meters can be used to monitor electricity use in a particular process area.
Metering enables a facility to track energy use over short and longer time periods.
• Estimating: Another technique is to estimate energy use based on information provided by
equipment manufacturers. Calculate energy use for specific equipment or process activi-
ties using equipment energy specifications (often obtained from equipment manuals or
vendors) coupled with equipment operation data (e.g., number of hours the equipment is
in different modes of operation). While such calculations are often not precise, they can
indicate the order of magnitude of energy use.
• Energy Studies: Energy specialists can also help conduct detailed analyses of energy use
and costs at both the facility level and the process level. This type of analysis can look not
only at where and how much energy is used, but also opportunities to reduce energy costs
through load shifting (shifting electricity use to off-peak times), changing the mix of en-
ergy sources, and other strategies.
To Consider
• How much energy does your facility use?
• Which value streams and production processes contribute the most to your
facility's total energy use?
• What are the costs associated with this energy use?
• Where are the best places to look for energy savings?
C. Examine Energy Use with Value Stream Mapping
One effective way to understand energy use at your facility is to integrate energy analysis into
the Lean value stream mapping process. Value stream mapping is a method of creating a visual
Key Term
representation of the information and material flows involved in creating a product or delivering
a service to a customer. Lean practitioners use value stream maps to understand where the largest
sources of waste are in the value stream and to prioritize future process-improvement efforts.
Adding Energy Analysis to Value Stream Mapping
Your value stream mapping team can examine the energy use of processes in a value stream at the
same time your team examines other data about the "current state," including Lean metrics such
as cycle time (C/T), changeover time (C/0), and uptime. Use the techniques described above for
observing and measuring energy use to collect energy data for processes in the value stream, or con-
18
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• Chapter 3: Energy Assessment Strategies-
sider asking internal or outside experts to assist with the energy analysis. This may involve collect-
ing baseline data in advance of a value stream mapping event.
The key is to have both Lean and energy use data available when your value stream mapping team
brainstorms and prioritizes improvement ideas for the "future state" of the value stream. This will
leverage the whole systems thinking of Lean to maximize operational gains and energy savings.
Figure 4 shows a value stream map from a value and energy stream mapping project.
Example Results From Value and Energy Stream
Mapping Projects (Box 10)
/ Mission Rubber, a manufacturer of rubber couplings for the construction
industry, conducted a five-day value stream mapping event and two kaizen
events to shorten lead times and reduce energy use. The company saved
an estimated 473,076 kWh and $40,000 in energy costs per year while
increasing productivity and sales.7
/ Packaging Plus LLC, a packaging provider located in La Mirada, California,
saved $558,000 per year in labor, improved productivity 41 percent, and
reduced annual energy use by 613,629 kWh, for a savings of $61,000 per
year, by conducting a value and energy stream mapping workshop and two
kaizen events.8
/ Trojan Battery Company, a manufacturer of deep cycle batteries located
in Santa Fe Spring, California, used value and energy stream mapping with
kaizen events to decrease energy intensity by 33 percent in four months,
saving 1,283,639 kWh and $100,000 per year in energy costs.9
7 California Manufacturing Technology Consulting (CMTC). "Automotive Case Study: Mission Rubber." www.cmtc.com/success_sto-
ries/mission_rubber_Auto.html, accessed 23 Aug. 2007.
8 CMTC. "Industrial Case Study: Packaging Plus LLC." www.cmtc.com/success_stories/ind_ppllc.html, accessed 13 Nov. 2006.
9 CMTC. "Trojan Battery Company Case Study." Case Study No. 05-80760.
19
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• Chapter 3: Energy Assessment Strategies -
Example Value Stream Map (Figure 4)
Source: Packaging Plus LLC and California Manufacturing Technology Consulting
20
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• Chapter 3: Energy Assessment Strategies-
^r New Tod
^Kev Point
Another opportunity is to incorporate energy use data directly into current and future state value
stream maps. Consider adding data on the average energy use or energy intensity of each process to
the process data boxes in value stream maps, along with other regularly collected metrics. This will
make it easier to spot key energy savings opportunities in the context of other improvement oppor-
tunities. Figure 5 shows an example process data box with energy use data (in kilowatt-hours per
pound of output).
„ ,. i j i Example Process Data Box
Combining energy use analysis and value stream '
mapping is a proven technique for cutting energy with EnerSy Use Data (Figure 5)
Kev Point
K8'poirt costs and improving productivity. For example, the Milling
California Manufacturing Technology Consulting, a
Manufacturing Extension Partnership center in Cali-
fornia, has partnered with a local utility and an energy C/T = 2 min
efficiency firm, Alternative Energy Systems Consulting, C/0 = 2 hr
Inc., to conduct "Value and Energy Stream Mapping" Uptime = 74%
projects with facilities (see Box 10 for examples). Energy/pound
output = IkWh
Identifying Opportunities
Incorporating energy analysis into value stream mapping allows your team to consider energy
reduction opportunities alongside other process improvement opportunities. You may find ways to
reduce energy use that will also provide other production benefits, such as fewer defects from more
reliable equipment. Here are a few things to consider:
• Key Questions: When you look at energy uses in the context of the entire value stream, ask
two fundamental questions:
o Is this energy end use needed?
o Is there a way to deliver this end use more efficiently?
• Eliminating Energy End Uses: Eliminating entire energy end uses can result in sub-
stantial cost savings, improve production flow, and simplify processes. For example, when
planning for a Lean and environment kaizen event, a Lasco Bathware manufacturing plant
found it could eliminate a shrink-wrap heating oven. This resulted in an annual savings of
$99,290 and 12.6 million cubic feet of natural gas.10
• Support Processes: Support processes may consume significant amounts of energy. Even
brief consideration of support processes in value stream mapping enables a Lean team
to think more broadly when identifying wastes and improvement opportunities.
Washington State Department of Ecology. "Lean & Environment Case Study: Lasco Bathware." Prepared by Pollution Prevention
Resource Center and Ross & Associates Environmental Consulting, Ltd. Publication No. 07-04-009. April 2007. (www.ecy.wa.gov/
pubs/0704009.pdf).
21
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• Chapter 3: Energy Assessment Strategies-
For example, particular processes may produce air emissions that go to a pollution control
device (e.g., a natural gas-fired thermal oxidizer) or effluent that is sent to a wastewater
treatment plant. Other support processes include lighting, heating, and cooling.
D. Use Six Sigma to Find and Eliminate Energy Waste and Variation
Six Sigma refers to a collection of statistical analysis and process improvement tools designed to
KeyTem identify and eliminate variation (or defects) in a process. Although specific training is needed before
using Six Sigma, many companies have added these methods to their continuous improvement
toolbox, developing an improvement approach often known as Lean Six Sigma. Six Sigma analytical
tools can be particularly useful for identifying energy waste in situations where there is a lot of en-
ergy use and when process-level data are available. Statistical analysis and process control methods
can help isolate the root causes of energy use fluctuations and identify factors that result in energy
waste.
Lean Six Sigma helped the 3M Company reduce energy use by 27 percent (when indexed to net
sales) from 2000 to 2005. 3M has set a corporate goal for further energy use reductions of 20 per-
cent for the period from 2005 to 2010, and the company views Lean Six Sigma as critical to realizing
this performance goal.11
Six Sigma and Energy Savings at Baxter International (Box 11)
In a compelling example of Six Sigma and energy-efficiency integration, a Bax-
ter International facility in Spain saved €220,000 (approximately $300,000)
in one year by installing energy meters, tracking daily energy use, and using
kaizen events to reduce energy use. The facility recorded daily energy use for
one year and used statistical process control (SPC) analyses to set a standard
range of deviation. Each time energy use exceeded average use by 15 percent,
the facility held a kaizen event to address the root causes of the peak. In addi-
tion to cutting energy costs, this initiative lessened the facility's overall energy
use and variability.
Source: Interview with Jenni Cawein, Manager, Corporate Environment, Health, and Safety Engineering, Baxter International,
30 May 2007.
E. Conduct Energy Kaizen Events
After identifying the production areas that consume large amounts of energy, your facility can
further analyze and eliminate wasteful energy practices through kaizen events, or rapid process
improvement events. In kaizen events, which typically last 3-5 days, a cross-functional team of
employees identifies and implements process changes to reduce wastes such as idle time, inventory,
and defects. Kaizen events create important windows of opportunity to consider ways to eliminate
See U.S. EPA, "3M: Lean Six Sigma and Sustainability" case study, www.epa.gov/lean/studies/3m.htm.
22
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• Chapter 3: Energy Assessment Strategies-
Kev Point
energy waste. Revisit the results of energy audits or assessments to familiarize 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 those in Box 6, can also help to ensure that energy-reduction oppor-
tunities are identified as part of Lean implementation.
Consider conducting energy-focused kaizen events at your facility to:
• Understand how energy is used in a particular process
• Brainstorm opportunities to reduce energy use in that process
• Implement those ideas in a short time frame
What is an Energy Kaizen Event? (Box 12)
/ Relies on a short burst of intense activity (3-5 days)
/ Focuses on eliminating energy waste
/ Involves multi-functional teams (e.g., utilities specialists, process
specialists, product specialists, quality facilitator, and/or others)
/ Makes changes during the event
/ Stresses non-capital improvements
Energy kaizen events combine a detailed energy-use assessment with immediate implementa-
tion of energy-reduction opportunities. From 1999 to 2005, Eastman Kodak used energy kaizen
events 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 shut down one of the
company's two powerhouses in Rochester, New York. This resulted in over $20 million in additional
annual savings.12 Table 4 shows examples of energy savings opportunities identified during a kaizen
event.
12 Discussion with James Breeze, Energy Engineer/Project Leader, Worldwide Energy Office, Eastman Kodak Company, September
2007.
23
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• Chapter 3: Energy Assessment Strategies-
Table 4: Example Actions Identified at a Kaizen
Energy Waste Identified
Main supply fans (air cond-
itioners) run 24 hours/day
Fan motors are over-sized
Some exhaust fans run 24
hours/day
Heat recovery unit from ex-
haust fans run faster than
needed
Room lights are always on and
emit more light than needed
Water recirculation pumps are
running but are not required
Counter Measure
Change non-critical systems
run time schedule
Lower horsepower on
motors
Change exhaust fans to
2 speed and run at slow
speed during off hours
Bypass tilt coils and slow
down fans
Install motion sensors to
control lights and reduce
number of lamps
Shut down and remove
Total Opportunity
Evpnt13
_Vdll
Savings
Opportunity
$47,000
$27,000
$18,000
$24,000
$25,000
$20,000
$161,000
The next chapter outlines practical strategies for reducing energy use through Lean events as well as
day-to-day maintenance and operations activities.
To Consider
• Has your facility conducted an energy assessment (such as an energy
treasure hunt, a facility walk through to identify energy wastes, or a formal
energy audit and utility bill analysis) recently?
• Has your facility used value stream mapping, kaizen events, and/or Six
Sigma to identify energy wastes and reduce energy use?
• Are there any energy-intensive processes that could be targeted in your
organization using Lean Six Sigma methods?
• What practical steps will you take to identify and address energy waste dur-
ing upcoming Lean events at your facility?
Adapted from a presentation by Eastman Kodak Company to the Business Roundtable Climate Resolve Teleconference, April 2004.
24
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CHAPTER 4
Energy Reduction Tools and Strategies
This chapter describes best practices for reducing energy use with Lean methods, focusing on pro-
cess-level opportunities. It includes the following strategies:
A. Use Total Productive Maintenance to Reduce Equipment Energy Waste
B. Replace Over-Sized and Inefficient Equipment with Right-Sized Equipment
C. Design Plant Layout to Improve Flow and Reduce Energy Use
D. Encourage Energy Efficiency with Standard Work, Visual Controls, and Mistake-Proofing
A. Use Total Productive Maintenance to Reduce Equipment Energy
Waste
Total productive maintenance (TPM) is a Lean method that focuses on optimizing the effectiveness
of manufacturing equipment. TPM builds upon established equipment-management approaches
and focuses on team-based maintenance that involves employees at every level and function.
What is TPM? (Box 13)
/ The goal of TPM is to build a robust enterprise by maximizing production
system efficiency (overall effectiveness).
/ TPM addresses the entire production system lifecycle and builds a con-
crete, shopfloor-based system to prevent all losses. It aims to eliminate all
accidents, defects, and breakdowns.
/ TPM involves all departments, from production to development, sales, and
administration.
/ Everyone participates in TPM, from the top executive to shopfloor
employees.
/ TPM achieves zero losses through overlapping team activities.
Source: The Japan Institute of Plant Maintenance, eds., TPM For Every Operator, (Portland, OR: Productivity Press, 1996), p 11.
Six Big Losses That Lower Equipment Efficiency
Increased equipment operating efficiency reduces energy waste. When machines are optimally
tuned to accomplish the desired work, energy inputs are most efficient. TPM's emphasis on equip-
ment efficiency can lead to reduced costs, increased productivity, and fewer defects. TPM focuses on
Kev Point
25
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-Chapter 4: Energy Reduction Tools and Strategies-
the six big losses that lead to equipment inefficiency:
1. Breakdowns 4. Reduced speed
2. Setup and adjustment loss 5. Defects and rework
3. Idling and minor stoppages 6. Start and yield loss
Eradicating the six big losses maximizes the productivity of equipment throughout its lifetime. With
proper equipment and systems maintenance, facilities can reduce manufacturing process defects
and save an estimated 25 percent in energy costs.14
Consider using one or more of the Four Strategies for Integrating Energy-Reduction Efforts into
TPM (Box 14) to improve energy and equipment efficiency at your facility. This chapter focuses on
describing energy savings opportunities associated with autonomous maintenance (strategy #1);
other parts of this toolkit provide guidance on identifying energy wastes, conducting energy kaizen
events, and developing energy management systems (strategies #2-4).
Four Strategies for Integrating Energy-Reduction Efforts Into TPM
(Box 14)
/ Integrate energy-reduction opportunities into autonomous maintenance
activities
/ Train employees on how to identify energy wastes and how to increase
equipment efficiency through maintenance and operations
/ Conduct energy kaizen events to make equipment more efficient
/ Build energy-efficiency best practices into systems for management of
safety, health, and environmental issues
Autonomous Maintenance Improves Energy Efficiency
One distinctive aspect of TPM is autonomous maintenance. Autonomous maintenance refers to
ongoing maintenance activities operators undertake on their own equipment. Typical activities
include: (1) daily inspections, (2) lubrication, (3) parts replacement, (4) simple repairs, (5) abnor-
mality detection, and (6) precision checks. Autonomous maintenance provides an opportunity to
integrate process-level energy-reduction strategies into ongoing equipment maintenance.
Many simple energy efficiency best practices can be implemented without extensive analysis or
effort. Autonomous maintenance already captures a number of best practices, such as cleaning,
proper lubrication, and standardized maintenance practices. Your facility can enhance TPM effec-
tiveness by integrating energy-reduction best practices for specific types of processes into ongoing
autonomous maintenance activities.
14 Manufacturing Extension Partnership of Louisiana, "Energy Management." mepol.org/site.php?pageID=180, accessed 13 June
2007.
26
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-Chapter 4: Energy Reduction Tools and Strategies-
^r New Tool
Use checklists such as the Energy-Reduction Checklists for Combustion, Steam Generation, and
Process Heating Systems (Box 15) to identify opportunities to decrease energy consumption while
also increasing equipment efficiency. These checklists are based on best practices compiled by the
U.S. DOE's Energy Efficiency and Renewable Energy Department.
Energy-Reduction Checklists for Combustion, Steam Generation,
and Process Heating Systems (Box 15)
Combustion Systems
/ Operate furnaces and boilers at or close to design capacity
/ Reduce excess air used for combustion
/ Clean heat transfer surfaces
/ Reduce radiation losses from openings
/ Use proper furnace or boiler insulation to reduce wall heat losses
/ Adequately insulate air or water-cooled surfaces exposed to the furnace
environment and steam lines leaving the boiler
/ Install air preheat or other heat recovery equipment
Steam Generation Systems
/ Improve water treatment to minimize boiler blowdown
/ Optimize deaerator vent rate
/ Repair steam leaks
/ Minimize vented steam
/ Implement effective steam trap maintenance program
Process Heating Systems
/ Minimize air leakage into the furnace by sealing openings
/ Maintain proper, slightly positive furnace pressure
/ Reduce weight of or eliminate material handling fixtures
/ Modify the furnace system or use a separate heating system to recover
furnace exhaust gas heat
/ Recover part of the furnace exhaust heat for use in lower-temperature
processes
Source: U.S. DOE, Energy Efficiency and Renewable Energy Website, "20 Ways to Save Energy Now." www.eere.energy.gov/
consumer/industry/20ways.html, accessed 13 June 2007.
By training operators on energy-reduction best practices and checklists applicable to manufacturing
processes and equipment at your facility, operators will be better able to save energy in their day-to-
day operations and maintenance activities.
27
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-Chapter 4: Energy Reduction Tools and Strategies-
B. Replace Over-Sized and Inefficient Equipment with Right-Sized
Equipment
Lean thinking often results in the use of right-sized equipment to meet production needs. Right-
sized equipment is designed to meet the specific needs of a manufacturing cell or an individual
process step, rather than the processing needs for an entire facility. For example, rather than relying
on one large paint booth or parts cleaning tank station to service all painting and degreasing needs
for a facility, Lean principles typically lead organizations to shift to right-sized paint and degreasing
stations that are embedded in manufacturing cells.
In conventional manufacturing, equipment often is over-sized to accommodate the maximum
anticipated demand. Since purchasing a new large piece of equipment is often costly and time-con-
suming, engineers often design in additional "buffer capacity" to be sure that the equipment does
not bottleneck production. Box 16 shows results from recent studies documenting equipment over-
sizing.
Over-Sized Equipment (Box 16)
/ Over-sizing building fan systems, on average, occurs by 60 percent
/ Most chillers are oversized by 50-200 percent
/ Potential energy savings from rightsizing, energy-efficient motors, and vari-
able speed drives is 50-85 percent
Source: U.S. EPA and DOE, ENERGY STAR Program, "Partner Resources for HVAC contractors." www.energystar.gov/index.
cfm?c=contractors.cont_prod_installcheck, accessed 13 June 2007.
Since right-sized equipment is geared toward a specific end use and production capacity, it often
is much more energy efficient than conventional, large equipment. Large, "monument" equip-
ment often runs well below capacity, significantly reducing energy efficiency per unit of production.
For example, the natural gas or electricity needed to fire a large dryer oven is typically the same
whether the line is being run at capacity or if only a few parts are being processed.
KBV Point
28
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-Chapter 4: Energy Reduction Tools and Strategies-
Three Ways to Right Size Your Fan System (Box 17)
/ Use smaller, energy-efficient motors. Rightsizing a 75-horsepower (hp)
standard efficiency motor to a 50-hp energy-efficient motor will reduce your
motor energy consumption by about 33 percent
/ Use larger pulleys. Replacing an existing belt-driven pulley with a larger one
will reduce its speed, saving energy costs. Reducing a fan's speed by 20
percent reduces its energy consumption by 50 percent
/ Use static pressure adjustment variable air volume (VAV) systems only.
Reducing static pressure in your VAV system reduces the fan horsepower
consumption. By gradually reducing the static pressure setpoint to a level
low enough to keep occupants comfortable, you will reduce energy con-
sumption
Source: U.S. EPA and U.S. DOE ENERGY STAR Program, Building Upgrade Manual, December 14, 2004. www.energystar.gov/ia/
business/BUM.pdf, accessed 13 June 2007.
C. Design Plant Layout to Improve Flow and Reduce Energy Use
Lean thinking focuses on improving the flow of product through the production process. Facilities
arrange equipment and workstations in a sequence that supports a smooth flow of materials and
components through the process, with minimal transport or delay. The desired outcome is to have
the product move through production in the smallest, quickest 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. Box 18 provides an example of the significance of plant
^POM layout and flow in reducing energy use.
Flow and Energy Use (Box 18)
/ Dutch engineer Jan Schilham (Interface Nederland) redesigned a heat
transfer pumping loop originally designed to use 70.8 kW of pumping
power to use 5.3 kW—92 percent less—with lower capital cost and better
performance. The new design cut the measured pumping power 12 times
and only took a change in design mentality. Lessons learned include:
/ Use big pipes and small pumps rather than small pipes and big pumps.
Optimizing the whole system together will yield fat pipes and tiny pumps,
leading to dramatically decreased operating costs.
/ Lay out the pipes first, then the equipment. Installing the pipes before the
equipment will decrease pipe friction and allow equipment to be optimally
located to improve overall production flow.
Source: Amory Lovins. Energy End Use Efficiency, September 2005, pp. 16-17. (Commissioned by InterAcademy Council, Amster-
dam, www.interacademycouncil.net, as part of its 2005-06 study, "Transitions to Sustainable Energy Systems.")
29
Kev Point
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-Chapter 4: Energy Reduction Tools and Strategies-
D. Encourage Energy Efficiency with Standard Work, Visual Controls,
and Mistake-Proofing
Standard Work and Energy Use
Standard work is an agreed-upon set of work procedures that establish the best and most reliable
method of performing a task or operation. The overall goals of standard work are to maximize
performance while minimizing waste in each operation and workload. Standard work is the final
stage of Lean implementation in that it helps sustain previous Lean improvements and serves as the
foundation for future continuous improvement (kaizen) efforts.
Your facility can maximize Lean and energy gains by incorporating energy reduction best practices
into standard work (e.g., consider drawing from the Questions for Understanding Energy Use and
the Energy-Reduction Checklists in Boxes 6 and 13 of this toolkit). Example uses of standard work
include:
• Build energy reduction best practices into training materials, in-house regulations, and
standard work for equipment operation and maintenance
• Include energy reduction tips in weekly team meetings and monthly facility newsletters
• Add energy reduction best practices into "shine" checklists used when implementing 5S (or
5S+Safety)15
Visual Controls
„. , , ,. . t A A- A Example Visual Control
Visual controls are used to reinforce standardized proce-
Figure 6
dures and to display the status of an activity so every em-
KByT8m ployee can see it and take appropriate action. Visual controls . . .... _. .
also standardize energy and equipment use best practices ^ **
and can be adopted facility-wide along with other in-house ' H US6
standards.
These easy-to-use cues can be as simple as the following
techniques:
• Color-code pipes and other facility conveyances to
help operators quickly identify and report key infor-
mation (e.g., leaks)
• Install a sign over on/off switches or power outlets to remind operators to turn off or un-
plug equipment that is not in use (for example, see figure 6)
15 5S is a Lean method involving five steps (Sort, Set in order, Shine, Standardize, and Sustain) to establish a clean, neat, and orderly
workplace. Many companies add a sixth "S" for Safety.
30
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-Chapter 4: Energy Reduction Tools and Strategies-
Key Term
Visual controls also provide a powerful way to track actual results against targets and goals, and
encourage additional improvement. Figure 7 shows a dashboard representation of how energy use
and cost at a facility compares to annual goals.
Dashboard Visual Controls (Figure 7)
Annual Goal:
1.0
Annual Goal:
3.9
4.4
Energy Use
(KWh/$ Value Added)
Energy Cost
(cent/$ Value Added)
Mistake-Proofing
Mistake-proofing (also known by the Japanese termpoka-yoke) refers to technology and proce-
dures designed to prevent defects and equipment malfunction during manufacturing processes.
Mistake-proofing is used by manufacturers to prevent and easily identify operational errors; it offers
an unobtrusive approach to standardizing equipment use.
One simple energy-efficient action is to automatically power down energy-consuming equipment
when not in use. Process equipment and lighting do not always need to be on or energized. Mistake-
proofing devices such as occupancy sensors and lock-out/tag-out de-energizing steps are a simple,
low-cost means to power down equipment that is not in use. By mistake-proofing equipment, a
facility can waste less energy, time, and resources, as well as prevent rework.
To Consider
• Which of the Lean techniques mentioned in this chapter—TPM, flow, right-
sized equipment, standard work, visual controls, and/or mistake-proofing—
does your organization use?
• What ideas do you have for using Lean techniques to integrate smart en-
ergy habits into your organization's work?
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CHAPTER 5
Conclusion
Kev Point
Lean Windows of Opportunity for Energy Savings
While significant energy efficiency gains often ride the coattails of Lean implementation, some
energy use and cost reduction opportunities may be left on the table. This toolkit provides numer-
ous ideas for leveraging Lean events and methods to explicitly identify and eliminate even more
energy waste. As discussed in Chapter 4, Lean methods can also be used to ensure that energy-saving
practices become fully integrated into an organization's culture and the way it does its work. The
net result is right-sized energy use that minimizes costs and environmental impacts.
It is important to remember that when implementing Lean, there are critical windows of opportu-
nity for reducing energy use. When a process is being reconfigured as part of a Lean event, a win-
dow of opportunity arises for making additional process changes to improve energy efficiency at
Key Point
a lower marginal cost,
Failure to explicitly consider energy use during Lean events may miss several key types of opportu-
nities. These opportunity areas include:
• Upgrade the energy efficiency of equipment. Efficiency upgrades for motors and drives
for equipment, air compressors, lighting, and other energy consuming equipment often
have rapid payback periods.
• Switch to a less-polluting fuel source. In some cases, there may be an opportunity to
consider switching fuel sources used in a process. For example, it may be more efficient to
switch from burning wood scrap to natural gas for generating process heat.
• Design new buildings to be smart energy users. Life-cycle energy costs for new and
renovated buildings can be significantly reduced when energy conservation is incorpo-
rated into decisions at the design phase. See EPA's Green Building website (www.epa.gov/
greenbuilding) for more information.
• Increase the fuel efficiency of your fleet. For some businesses, vehicle fuel costs are a
major portion of operating expenses. Consider vehicle fuel efficiency when making fleet
purchase and lease decisions. See EPA's SmartWay Transport Partnership website (www.epa.
gov/otaq/smartway) to learn how to make your fleet more efficient.
• Design products to use less energy. If a Lean effort touches on product or service design,
consider how the product or service affects customers' energy use. This can open new op-
portunities for adding value.
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Chapter 5: Conclusion
Going Even Further with Clean Energy
Addressing the environmental impacts of energy use does not need to stop with Lean. Companies
are increasingly taking additional steps to reduce and offset the environmental and climate impacts
of their energy use. These steps can enhance employee and customer perceptions of a company's
environmental commitments and help reduce an organization's greenhouse gas footprint. Here are
a few ideas:
• Green Power. Many energy utilities provide the opportunity for customers to purchase
a percentage of their electricity as "green power." Utilities invest the proceeds from green
power charges in the development of new renewable energy sources. See EPA's Green Power
Partnership website (www.epa.gov/greenpower) for more information on purchasing elec-
tricity from renewable energy sources.
• Carbon Offsets. Some organizations have committed to supplement their efforts to reduce
energy consumptions by offsetting the carbon emitted to the atmosphere by the energy that
they do use. While the development of markets for selling and verifying carbon offsets is in
the early stages, a number of organizations have emerged to broker sales of carbon-offset
sales. Funds generated from the purchase of carbon offsets are invested in energy-efficiency
projects, renewable-energy projects, or other efforts designed to reduce greenhouse gas
emissions.
To Consider
• Can you think of creative ways that your organization can reduce energy use
and greenhouse gas emissions?
• Do you have any major renovations, construction projects, or purchase
decisions coming up in which energy savings opportunities could be
considered?
• Are there things you could do to help your customers and/or suppliers
reduce their energy use and greenhouse gas emissions?
The Lean and Energy Journey
This toolkit represents the beginning of an exciting journey. As customer and societal expecta-
tions around energy efficiency, environmental performance, climate protection, and sustainability
continue to increase, Lean initiatives offer compelling opportunities to improve both economic
performance and energy efficiency. We hope that this toolkit spurs creative thinking and innovation
within your organization and encourages you to explore these opportunities.
We also hope to learn from your Lean and energy experiences and to refine the techniques present-
ed here in future versions of this toolkit. We wish you success on your Lean and energy efficiency
journey.
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Chapter 5: Conclusion
Your Thoughts on the Lean and Energy Toolkit
Now that you have finished this toolkit, reflect on what you read by answering
these questions:
• What strategies and tools in the toolkit seemed particularly interesting
and useful?
• What steps will you take next to improve Lean and energy management
integration at your organization?
• What Lean or other process improvement methods do you think might
have good opportunities for improved Lean and energy performance?
• What other information and tools would assist your organization to im-
prove its Lean and energy efficiency efforts?
Please contact EPA to share your experiences with Lean and energy improve-
ments and/or to discuss partnership opportunities by using the form found
at: www.epa.gov/lean/auxfiles/contact.htm
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Appendices
Appendix A
Energy Assessment Service Providers,
Resources, and Tools
This appendix describes resources for identifying public and private energy assessment service
providers and provides information on several resources and tools for identifying energy savings op-
portunities at manufacturing facilities.
Energy Assessment Service Providers
U.S. DOE Industrial Assessment Centers (lACs)
wwwl.eere.energy.gov/industry/bestpractices/iacs.html
lACs, which are located at 26 universities across the United States, provide no-cost energy and waste
assessments to eligible small and medium-sized manufacturers. Teams of engineering faculty and
students from lACs conduct energy audits or industrial assessments of manufacturing facilities and
recommend actions to improve productivity, reduce waste, and save energy.
U.S. DOE Best Practices Plant-Wide Energy Assessments
wwwl.eere.energy.gov/industry/bestpractices/plant_wide_assessments.html
Mid-size and large manufacturers can apply for a cost-shared Plant-Wide Energy Assessment offered
by U.S. DOE. The assessments are comprehensive and systematic examinations of energy use reduc-
tion opportunities at industrial facilities. All major aspects of energy consumption are addressed,
including process operations and plant utility systems. Plants are selected through an annual com-
petitive solicitation process, with a maximum award of $100,000.
U.S. DOE Save Energy Now Energy Savings Assessments
wwwl.eere.energy.gov/industry/saveenergynow/
Through the Save Energy Now program, the U.S. DOE offers Energy Savings Assessments to the
nation's most energy-intensive manufacturing facilities. The focus of these assessments is on im-
mediate opportunities to save energy and money, primarily by focusing on energy-intensive systems
such as process heating, steam, pumps, fans, and compressed air.
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-Appendix A: Energy Assessment Service Providers, Resources, and Tools •
ENERGY STAR Directory of Energy Service and Product Providers
www.energystar.gov/index.cfm?fuseaction=SPP_DIRECTORY.
The U.S. EPA and U.S. DOE ENERGY STAR Program offers a searchable on-line directory of private
energy service and product providers. The directory includes energy management service com-
panies, energy improvement contractors, and energy service companies, as well as other types of
service providers and equipment manufacturers.
Energy Assessment Resources and Tools
Energy Efficiency Toolkit for Manufacturers: Eight Proven Ways to Reduce Your
Costs
www.fypower.org/pdf/manufacturer_toolkit.pdf
The National Association of Manufacturers has developed this toolkit outlining energy conserva-
tion strategies, case studies, and resources for manufacturers seeking to reduce energy use and
costs. The toolkit is based on the results of an energy-efficiency survey of over 400 manufacturing
companies.
ENERGY STAR Guidelines for Energy Management
www.energystar.gov/index.cfm?c=guidelines.guidelines_index
The ENERGY STAR website describes a seven-step process for effective energy management. The
guidelines are based on the successful practices of ENERGY STAR partners for improving the energy,
financial, and environmental performance of businesses. In addition to practical guidelines, the
ENERGY STAR website offers several energy assessment tools and resources.
IAC Self-Assessment Workbook for Small Manufacturers
http://iac.rutgers.edu/database/technicaldocs/IAC_Manuals/selfassessment.pdf
This workbook presents a step-by-step methodology for small manufacturers to identify opportuni-
ties to reduce energy use, improve operations, and reduce costs at their facilities. The workbook
includes practical tips, checklists, and examples of common energy cost savings opportunities.
Industrial Audit Guidebook Developed by the Bonneville Power Administration
www.bpa.gov/Energy/N/projects/industrial/audit/index.cfm
The Bonneville Power Administration's Industrial Audit Guidebook provides practical instructions,
tips, and guidance for performing walk-through energy audits of industrial facilities to identify
opportunities to reduce electrical energy consumption. Organized as a checklist of questions, the
guidebook is intended for technical and non-technical audiences to assist with the first step in an
energy audit: touring a facility and quickly identifying energy savings opportunities.
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-Appendix A: Energy Assessment Service Providers, Resources, and Tools •
Green Suppliers Network Lean and Clean Assessments
www.greensuppliers.gov
The Green Suppliers Network (GSN) is a collaborative partnership between EPA and the National
Institute of Standards and Technology Manufacturing Extension Partnership (NIST MEP) that
works with large companies to provide low-cost "Lean and Clean" facility assessments to small and
medium-sized businesses in several sectors. These assessments include detailed consideration of
energy reduction opportunities.
Quick Plant Energy Profiler and Other U.S. DOE Software Tools
wwwl.eere.energy.gov/industry/bestpractices/software.html
Available from the U.S. DOE, the Quick Plant Energy Profiler (Quick PEP) is an online software
tool designed to help personnel at industrial plants understand how energy is being used at their
plants and how to reduce energy use and costs. Other U.S. DOE software tools allow industrial plant
personnel to identify and analyze energy efficiency opportunities associated with compressed air
systems, building and process heating systems, and motors, as well as other applications.
Resource Efficiency Management Resources from Washington State University
www.energy.wsu.edu/pubs/default.cfm
Washington State University's Resource Efficiency Management Program has developed several
workbooks, checklists, and other guidance for conducting energy audits. Other resources available
on the website include fact sheets describing energy-efficiency opportunities for commercial and
industrial users.
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-Appendix B: Sector-Focused Energy Reduction Resources •
Appendix B
Sector-Focused Energy Reduction Resources
This appendix describes energy conservation and efficiency resources that are tailored to particular
industrial sectors.
ENERGY STAR Industries in Focus
www.energystar.gov/index.cfm?c=in_focus.bus_industries_focus
ENERGY STAR'S Industries in Focus creates a momentum for energy performance improvements
within individual manufacturing sectors. Focuses provide industry-specific energy management
tools and resources, develop the corporate structure and systems to better manage energy, and re-
duce energy use within an industry. Participation is voluntary; however, most companies welcome
the opportunity to network with peers. Generally, focuses enjoy the participation of most of the
major companies within an industry. Participating sectors include:
• Cement manufacturing • Petrochemical processing
• Corn refining • Petroleum refining
• Food processing • Pharmaceutical manufacturing
• Glass manufacturing • Pulp and paper
• Motor vehicle manufacturing
Energy Trends in Selected Manufacturing Sectors: Opportunities
and Challenges for Environmentally Preferable Energy Outcomes
www.epa.gov/sectors/energy/index.html
This EPA publication outlines energy trends, energy-efficiency opportunities, and energy challenges
across selected manufacturing sectors. This report is an analytical document and does not convey
any Agency decisions. The report's findings and policy options are based on the available data used
in this analysis. Sectors profiled in this report include:
• Aluminum • Metal casting
• Cement • Metal finishing
• Chemical • Motor vehicles
• Food • Motor vehicle parts
• Forest products • Petroleum refining
• Iron & steel • Shipbuilding
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-Appendix B: Sector-Focused Energy Reduction Resources •
U.S. Department of Energy, Industrial Technologies Program (ITP)
wwwl.eere.energy.gov/industry/about/index.html
ITP leads national efforts to improve industrial energy efficiency and environmental performance.
ITP's mission is to improve the energy intensity of the U.S. industrial sector through a coordinated
program of research and development, validation, and dissemination of energy efficiency technolo-
gies and operating practices. ITP partners with industry and its many stakeholders to reduce our
nation's reliance on foreign energy sources, reduce environmental impacts, increase the use of
renewable energy sources, improve competitiveness, and improve the quality of life for American
workers, families, and communities. Sectors in the ITP program include:
• Aluminum • Metal casting
• Chemicals • Mining
• Forest products • Petroleum refining
• Glass • Steel
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Appendix C: Energy Conversion Resources and Rules of Thumb for Estimating Energy Cost Savings
Appendix C
Energy Conversion Resources and Rules of
Thumb for Estimating Energy Cost Savings
Energy Metrics Conversion Table
Energy Unit
1 kilowatt-hour (kWh)
1 Therm
1 cubic foot of Natural Gas
1 gallon #2 Oil
1 gallon #4 Oil
1 gallon #6 Oil
1 gallon propane
1 ton coal
1 boiler horsepower (hp)
1 horsepower
1 ton refrigeration
Energy
Equivalent
3,412 British Thermal Unit (Btu)
100,000 Btu
1,000 Btu*
140,000 Btu*
144,000 Btu*
152,000 Btu*
91,600 Btu*
28,000,000 Btu*
9.81 kW
746 W
12,000 Btu/hr
""Varies slightly with supplier
Rules Of Thumb for Estimating Energy Cost Savings16
The following rules of thumb are a useful resource for understanding the potential cost savings
of energy conservation and waste minimization efforts.
Cost Savings are Based on the Following Assumptions:
• Electricity: $0.05 per kWh
• Natural Gas: $0.350 per one hundred cubic feet (ccf)
• Man Hours: 2,000 hours per year per shift
Adapted from: Office of Industrial Productivity & Energy Assessment. Useful Rules of Thumb for Energy Conservation and Waste
Minimization. Rutgers, the State University of New Jersey. July 9,1996.
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Appendix C: Energy Conversion Resources and Rules of Thumb for Estimating Energy Cost Savings
1. High pressure steam leaks (125 pounds per square inch gauge [psig]) = $150 to $500 per
leak per shift per year.
2. Low pressure steam leaks (15 psig) = $30 to $110 per leak per shift per year.
3. Compressed air leaks (100 psig) = $30 to $90 per leak per shift per year.
4. Submetering an evaporative cooling tower can result in sewage treatment savings (assume 1
percent water loss to evaporation), including:
• $9 per ton per shift per year based on size of tower in tons.
• $3 per gallons per minute (gpm) per shift per year based on gpm of water through
tower.
5. Typical motor operating cost = $62 per horsepower (hp) per shift per year.
6. High pressure compressed air system reduction (assume 100 psig system):
• 10 pounds per square inch (psi) compressor discharge reduction = 5 percent reduction
in energy consumption.
7. Cost of heat lost through hot, uninsulated pipes:
• 25 psig steam: $375 per 100 feet per shift per year.
• 50 psig steam: $430 per 100 feet per shift per year.
• 75 psig steam: $480 per 100 feet per shift per year.
• 100 psig steam: $515 per 100 feet per shift per year.
8. Installing insulation can reduce 90 percent heat loss on a hot, uninsulated surface.
9. Average heating and cooling costs:
Michigan
Tennessee
Texas
Comfort Cooling
Costs (per ft2/year)
$0.12
$0.30
$0.52
Comfort Heating
Costs (per ft2/year)
$0.26
$0.35
$0.24
10. Combustion efficiency of a typical boiler or furnace is 80 percent.
11. Upgrading to an energy-efficient motor can result in savings of about 5 percent over the op-
erating costs of a standard motor. A typical standard motor has an efficiency of 90 percent.
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Appendix C: Energy Conversion Resources and Rules of Thumb for Estimating Energy Cost Savings
12. Benefit of fuel switching:
• Switching from electric heat to natural gas or #2 fuel oil can reduce heating costs by 78
percent.
13. Cost savings for demand reduction (or load shifting):
« Move operating shift to off-peak times: $75 per hp per year.
« Move "other electric equipment" to off-peak: f 120 per kW per year.
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United States Environmental Protection Agency
www.epa.gov/lean
Revised-October 2007
EPA-100-K-07-003
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