detailed design review - rochester institute of …edge.rit.edu/content/p11713/public/ddr packet...

Friday, January 14, 2011

Revision 1 1

Detailed Design Review gFriday, February 11, 2011

Customer: Wegmans Food Markets, Inc.Contact: Eric MacCormackGuide: John KaemmerlenP11713: Elizabeth Day, Chuck Nwapa, Carl Shatraw, Lucas Zamoyski

Main Objective:

Identify opportunities by which energy costs at the central bakeshop can be reduced

How?

(1) Develop an energy reduction roadmap that describes action items and what methods should be used

(2) Analyze and research past energy consumption patterns

be reduced

y p gy p p

(3) Generate a report detailing the energy saving opportunities identified, the economic implications of the opportunities, and a plan for implementation

Based on:

• Project readiness packet• Meetings with customer• Onsite (bakeshop) observations• Onsite (bakeshop) observations• See Handout

Preliminary Current


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STEP 1: Make Commitment

STEP 2: Assess Performance

STEP 3: Set Goals

STEP 4: Create Action Plan

STEP 5: Implement Action Plan

Source: Energy Star

STEP 6: Evaluate Progress

STEP 7: Recognize Achievements

Categories for each stepCurrent state identifiedN f i d i dNext steps, future requirements determinedSee Handout

Ad d f S ' " ili A i “Adapted from Energy Star's "Facility Energy Assessment Matrix“http://www.energystar.gov/index.cfm?c=guidelines.guidelines_index


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SC8 - SubTransmission Commercial (Peak) $0.13013SC8 - SubTransmission Commercial (Off Peak) $0.07595$.05418 difference (42%)

Peak hours: 8:00 a.m. to 9:00 p.m. daily on Monday through Friday, excluding holidays.Off-Peak hours: 9:00 p.m. to 8:00 a.m. daily Monday h h F id d ll d S d S d through Friday, and all day on Saturdays, Sundays,

and holidays.CN10 – Primary3 – Research billing structure

Tunnel Oven Data◦ Exhaust temperature and flow ratepCookie Oven data◦ Change in cookie temperature at end of ovenSteam Room Operating Procedures◦ Startup, shutdown, cleaningThermal Camera◦ Refrigeration leak detection


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Consists of data and hardwareSeparated by current/futureSeparated by current/future◦ Source identified◦ What material is being used for◦ In progress?◦ Additional commentsSee Handout

Required by RITPlan to meet Customer Needs/Engineering Plan to meet Customer Needs/Engineering Specifications including a Preliminary Test PlanGivens:◦ Monthly production numbers (units/month)◦ Manu run rate (units/hour)Number of working days per year was estimated at 300◦ Total hours/work days = average hours/daySee Handout

Process• Operating Procedures

Engineering• Highest energy user

• Shut down• Start up• Cleaning

• Highest energy user• Oldest equipment

• Oldest equipment• Heat recovery

• Cookie• Exhaust• Drain

500.0

600.0

System 7 - Average kwh per hour

100.0

200.0

300.0

400.0

Sunday

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

0.0

100.0


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Heat energy can be recovered from the tunnel oven ◦ Directly from the product◦ From the oven belt◦ Through surface radiation◦ Exhaust air system

A l i i d i d t h t Analysis is designed as a process to process heat recovery method utilizing exhaust air to heat the facility

Some assumptions were made to create this model and justify our calculationsand justify our calculations◦ Exact exhaust flow rate was not given but was estimated

based on similar oven flow rates◦ Cost/1000 cubic ft was determined using utility/gas bill

data received from bakeshop◦ Counter flow plate type/air-to-air heat exchanger with an

efficiency of 65% was used in analysisy 5 y

Heat transfer formula utilized in sensible heat-recovery systemsy yHeat transfer formula = (1.08)(CFM)(T2-T1)(n)◦ 1.08 = air transfer constant◦ n = efficiency of heat exchanger◦ CFM = Flow rate in cubic foot per minute◦ T1 = Air temperature of exhaust air before passing

through heat recovering unitthrough heat recovering unit◦ T2 = Air temperature of outside air before passing

through heat recovery unit

Tunnel Oven operating at 392° FOperating schedule of◦ 1 shift 2575 hours/year1 shift 2575 hours/year◦ 2 shifts 5150 hours/ year◦ 3 shifts 7725 hours/ yearAverage annual ambient temperature – 70° FCost of Energy - $12.96 / 1,000 cubic feetOven Exhaust 706.7 SCFM @ 392° FHeat exchanger – counter flow plate type/air-to-airEfficiency — 65%Heat transfer formula = 159745.295 btu/hr


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1 Shift - 2575hrs $5,331.01 2 Shifts - 5150hrs $10,662.04 5 5 $ , 43 Shifts - 7725hrs $15,993.03

Approximate installed cost (exchanger, ducting, fan, etc.) is $26,000Installation cost obtained from Lytron, Inc.

Exact exhaust flow rate could be obtained in exhaust fan is meteredfan is meteredExact operating temperature of tunnel oven can be obtained more effectivelyHeat recovery from tunnel oven belt and radiation from oven surfaces can be incorporated into analysis when the appropriate data is availablewhen the appropriate data is available

Goals for end of Winter Quarter:Project planningConcept developmentConcept developmentData collection and preliminary analysisEnergy savings method research

Goals for end of Spring Quarter:Complete analysis of dataPrioritize projects for energy and cost reductionD l d f ti ti f ditDevelop roadmap for continuation of energy auditDetermine capital investment costsEstimate ROI (if applicable)

See HandoutRecently added:

$

Revision #: 2 7-Jan-11Custome

Need #r Importance Description Engr. Spec. # Specification (description) Unit of Measure

CN1 P3 Identify compressed air waste ES1 measurable psiCN2 P3 Identify water waste ES2 measurable gallonsCN3 P9 Identify electric waste ES3 measurable kwhCN4 P9 Identify natural gas waste ES4 measurable thermsCN5 P3 Identify unrecovered heat ES5 measurable btuCN6 S3 Improve lighting efficiency ES6 measurable, regulatory standardCN7 S1 Identify HVAC inefficienies ES7 regulatory standardCN8 P9 Identify standard operating procedure(s) inefficiences ES8 testable detailCN9 S9 Refrigerant leak analysis ES9 measurable lbsCN10 S9 Calculate financial savings for system improvements ES10 quantitative $CN11CN11 P3P3 Research billing structureResearch billing structure ES11 qES11 uantitative $quantitativeCN12 S9 Prioritize energy methods ES12 complete, rankingCN13 P9 Generate roadmap for future assessments ES13 completeCN14 P9 Identify solutions ES14 quantityCN15 P9 Identify/execute "quick fixes" ES15 complete

Cust. Need #: enables cross-referencing (traceability) with specificationsImportance: Scale (9=must have, 3=nice to have, 1=preference only)Description: Identified primary and secondary needsEngr. Spec. #: enables cross-referencing (traceability) and allows mapping to lower level specs within separate documentsSource: Customer need #, regulatory standard (eg. EN 60601), and/or "implied" (must exist but doesn't have an associated customer need)Description: quantitative, measureable, testable details

Energy Assessment Matrix

Adapted from Energy Star's "Facility Energy Assessment Matrix"http://www.energystar.gov/index.cfm?c=guidelines.guidelines_index

Assessment Date: February 4, 2011

Current Next Steps

Site Energy Leader Assigned responsibilities but not empowered Establish an Energy Leader; has support of site manager

Site Energy Champion None identified Senior manager fully supports energy program & promotes energy efficiency; Identify who controls finances

Site Energy Team Informal organization with occassional activity Team should meet on a regular basis & guide site energy program

Energy Policy No energy policy Create & implement an organizational policy that can be supported at all levels

Site Energy Plan No written plan Create written plan & road map for future

Accountability Estimates used for allocating energy budgets

Continue to place meters on key users, allowing for each entity to have accountability for energy use; possibly implement "cap and trade" system to improve energy efficiency

Participation Levels Some participation, sharing, mentoring, & professional memberships; Annual reporting of performance

Participate in energy organizations & share best practices; Increase reporting

Track and Analyze Data Limited metering & tracking; No demand analysis Meter, track, analyze, & report key loads (documentation); Adjust real-time demand, & analyze peak times

Documentation Limited amount of documentation & records; High-level review of equipment specifications

Document new/update all machines & processes (Standard Operating Procedures)

Benchmarking Energy performance of systems & facilites not benchmarked Key systems & data managed in a portfolio with owner listed

Technical AssessmentsLimited review by vendors, location & corporate energy managers

Energy committee should perform extensive energy reviews at regular intervals (~5 years, possibly with assistance from external professionals)

Best Practices None identified Maintain, update, share & implement SOPs; Attend & participate energy conferences

Goals/Potential Loosely defined objectives; Limited awareness of energy goals by others outside of energy committee

Create road map; Clearly state & display goals with status (roll up to department/site/corporation)

Career Development No career development or opportunitiesIdentify who is accountable for what information (owners); Those identified as energy professionals need to have clearly stated career paths & be provided encouragement

Energy Team Incentives No ties between energy efficiency improvement & incentives Provide encouragement for energy efficiency to employees through employee incentives

Improvement PlanningUpgrades implemented sporadically; Some compliance with organizational goals and standards

Document improvement methodology (to include upgrade plans that reflect assessments); Full compliance with organizational energy efficiency design guidelines and goals

Roles and Resources Addressed on ad hoc basis only Internal & external roles need to be identified (organizational structure); Allocate funding (budgets)

Site Planning Integration Decisions impacting energy considered on first-cost basis onlyAll large projects should include energy analysis with return-oninvestment calculations & lifecycle assessment(s)

STEP 1: Commit to Continuous Improvement

STEP 2: Assess Performance and Opportunity

STEP 3: Set Performance Goals

STEP 4: Create Action Plan

2/10/2011

Item # Item Name Source Used For In Progress? Comments1 Project Readiness Package John Kaemmerlen, Scott Young Project start-up Y2 Bakeshop Utility Analysis (2009, 2010, 2011 budget) Eric MacCormack $/sq. foot Y Inexact allocations3 Floor Plan Eric MacCormack Understanding layout & line relations Y Updated version received 2/7/114 Production Schedule (Run Times) Eric MacCormack Feasibility analysis Y

5 Materials Handling Equipment Listing Elizabeth Day Identifying equipment N Not all equipment is in EAM, still improving

6 Process/Material Flows Eric MacCormack Improve process understanding Y Little opportunity besides cooling7 Monthly Production Volumes by Line (2009, 2010) Eric MacCormack Graph seasonality Y

8 Monthly Water Usage (2010) Eric MacCormack Graph usage YMinimal dollars, no trend, environmental opportunity

9 Age of Equipment (2007) Eric MacCormackClassify areas for improvement by age of machinery

Y

10 Brooks Ave Production Equipment (2003) Rick CrittendenClassify areas for improvement, Compare to age

Y

11 Bakeshop FG in UOM Conversions Eric MacCormackCombine with production rates (production rate per hour)

Y

12 Bakeshop Recipes (January 2011) Eric MacCormackCombine with production rates (production rate per hour)

Y

13 System 7 kwh Data Chris HowkMake assumptions for entire bakeshop, allocate energy, trending

Y

14 Bakeshop Square Footage Eric MacCormack Allocate energy, cost per square foot Y15 List of line Supervisors/area Managers Eric MacCormack Process improvements Y Surveys sent out 2/7/11, incomplete16 Motor List Gary Kittrell Allocating energy Y17 System 1 One-Line Diagrams Eric MacCormack Flow, layout N Incomplete, too broad18 System 2 One-Line Diagrams Eric MacCormack Flow, layout N Incomplete, too broad19 System 7 One-Line Diagrams Eric MacCormack Flow, layout N Incomplete, too broad

20 System Specifications from PM System Shutdown Dustin FalknerUse with one-line diagrams, understand systems

Y

21 Bakeshop Asset Listing Tony Pisa Identifying equipment Y

22 Tunnel Oven Data Eric MacCormackGas usage calculations to make generalizations

Y Currently being collected

Item # Item Name Source Used For In Progress? Comments1 Ingersoll Rand Leak Test Ingersol Rand Identify areas for improvements2 Thermal Camera Joe Pow Identify areas for improvements

3 Thermocouple John WellinIdentify areas for improvements, calculations

4 Waste Water Susie RonconeCompare with water in data for energy savings

FUTURE NEEDS

CURRENTBILL OF MATERIALS

Energy Audit - Risk Assessment

Revision 4 7-Feb-11

ID Risk Item Effect Cause Like

lihoo

d

Seve

rity

Impo

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e

Mul

tiplie

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Action to Minimize Risk Owner

1

Inability to categorize all forms of energy contribution to the general energy consumption of the bakery (by process)

This would impact greatly on project deliverables and lead to inaccurate estimates on energy waste

Inaccurate analysis of energy processes in the bakery, lack of metering

3 3 Reduce 9

Increased analysis and observation, steam room inventory, collect data on tunnel oven meter, analyze equipment listing and system 7 data

Carl

2Availability and accuracy of data specifications on machines

This can affect the effectiveness of our energy analysis

Lack of adequate nformation

3 3 Reduce 9

Pick high impact machines and work on "decoding" them with Wegmans' help (use system shutdown listing)

Customer, Lucas

3Ability to classify energy used by machine accurately so as to fit our analysis model

This can affect project pace and prevent group from reaching set time goals as well as affect effectiveness of analysis

Unclear specfication of energy forms used by each machine/line

3 3 Reduce 9Increased analysis and observation

Elizabeth

4 Inexact utility allocation

This can significantly slow down the pace of our project and it would be harder to form a baseline for the analysis

Company confidentiality, information not archived properly

3 2 Accept 6Express importance of utility data to customer; contact appropriate people.

Customer

5Delay time on Energy Measurement Equipment

This can affect project pace and prevent group from reaching set time goals

Long lead times on equipment orders

2 3 Reduce 6

Do research on retailers of equipment needed before purchasing to see what retailer has shortest wait time.

Chuck/ Retailer

6Inability to quantify information regarding exact energy types used in cleaning

This can limit ways energy improvements can be implemented

Lack of SOPs regarding cleaning

3 2 Reduce 6Interview Managers and Supervisors; possible observation

Customer, Lucas

7Complex Installation of Energy Measurement Equipment

This can affect project pace and prevent group from reaching set time goals

Lack of equipment research

3 1 Accept 3Research equipment requirements for ease of installation and operation

Project Team, Customer

8Constraints on capital investment can limit our energy savings

This can hinder the type of energy savings that can be made

Wegmans not in position for capital inevstment

3 1 Accept 3 Provide ROI analysis Customer

9 Validity of assumptions made

Faulty assumptions can cause serious problems at the end of the audit because inaccurate assumptions yield inaccurate results

Poor approach at concept can lead to poor assumptions.

1 1 Prevent 1Make well thought out assumptions, be proactive

Chuck

10 Unforseen Bakeshop downtimeInability to be on site and collect accurate data

Equipment failure 1 1 Accept 1Collect data as soon as possible

Customer

11Proposed changes failing to meet with current energy standards

This can limit ways energy improvements can be implemented

Safety codes by regulatory agencies, Wegmans standard operating procedures

1 1 Accept 1Research regulations and standards

Customer, Project Team

12Learning curve with understanding the methods of operation at Bakeshop

Processes at Bakeshop might be confusing and can affect project pace

Complex processes at Bakeshop

1 1 Reduce 1

Understand product and material flow throughout Bakeshop by observation and asking questions

Elizabeth

Likelihood scale1 - This cause is unlikely to happen2 - This cause could conceivably happen3 - This cause is very likely to happen

Action will be taken to transfer the risk to something else. Insurance is an example of this. You purchase an insurance policy that contractually binds an insurance company to pay for your loss in the event of accident. Low importance risks may not justify any action at all. If they happen, you simply accept the consequences.

“Importance Score” (Likelihood x Severity) – use this to guide your preference for a risk management strategy

Severity scale

1 - The impact on the project is very minor. We will still meet deliverables on time and within budget, but it will cause extra work

2 - The impact on the project is noticeable. We will deliver reduced functionality, go over budget, or fail to meet some of our Engineering Specifications.

3 - The impact on the project is severe. We will not be able to deliver, or what we deliver will not meet the customer's needs.

Prevent

Reduce

Transfer

Accept

Action will be taken to prevent the cause(s) from occurring in the first place.

Action will be taken to reduce the likelihood of the cause and/or the severity of the effect on the project, should the cause occur

Wegmans Supervisor/Manager Survey January 28, 2011 Supervisor/Manager Name:

Line(s) Covered:

START‐UP

(1) Does a standard operating procedure exist? If yes, please provide.

Yes

No

(2) If a standard operating procedure exists, how strictly is it followed (0 – not followed, 5 – procedure followed line‐by‐line 100%)?

0

1

2

3

4

5

(3) How long does the start‐up procedure take? (If exact time is unknown, please provide an estimate)

SHUT‐DOWN


Yes

No


0

1

2

3

4

5

(6) How long does the shut‐down procedure take? (If exact time is unknown, please provide an estimate)

Wegmans Supervisor/Manager Survey January 28, 2011 (7) Does it involve shut‐down of conveyors?

Yes

No

(8) Does anything need to be left running?

Yes (If so, what? )

No

(9) Is any equipment able to be unplugged when not in use?

Yes (If so, what? )

No

CLEANING


Yes

No


0

1

2

3

4

5

(12) How long does the start‐up procedure take? (If exact time is unknown, please provide an estimate)

(14) What is used to perform cleaning (mark all that apply)?

Hot water

Cold water

Air

Soap/Detergent (please list )

Other (please list )

detailed design review - rochester institute of …edge.rit.edu/content/p11713/public/ddr packet...

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