Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
Every dollar not spent on energy is net profit!
Example:
How much sales does a company running on a 5% return
from their net assets need to sell to generate $25,000 in
[(Profit/5%)]
Profit? $500,000 in sales
If your project saves $12,000 annually in energy costs,
What is that actual worth to the company bottom line?
$240,000 of revenue [(Savings) * (1/% Return)]
Key consideration:
Energy costs will be consistently rising while management’s goal is
to maintain a reasonable level of return on net assets.
5
6
Consumption (kWh)
Five 1,000 watt loads
Five 1,000 watt loads running for
1 hour = 5kWh of consumption
On utility bill this will equal
5kWh * $.XXXX per kWh
for consumption charges
1 Hour
Demand (kW)
The highest peak demand
Interval
= (5) 1,000 watt loads
= 5 kW
On utility bill this will equal
5kW * $XX.XX/kW
For demand charges
15
Min
15
Min
15
Min
15
Min
15
Min
15
Min
15
Min
15
Min
Why does the utility charge
for this?
Highest 15-Minute Interval During The Month
7
Pop Quiz!
Which interval has the higher demand?
No matter
how usage is
distributed
during the
interval, all
usage is
averaged.
=
5
Min
5
Min
5
Min
5
Min
5
Min
5
Min
15 Minute
Interval
15 Minute
Interval
3kW Demand
3kW Demand
8
Identify peak usage & process events
9
“Controlling” peak load sounds risky …
but it doesn’t have to be
• Peak demand savings is about managing all
loads efficiently
• Energy bill savings can be realized without using
less energy or doing less work
• Load performance can be protected
• Analyzing peak events can provide other
operational insights
10
Typical office building demand control strategies
•
Raise chilled water setpoints
•
Raise condenser water setpoints to reduce blower fan speeds
•
Reduce speed setpoints on air supply/return fans
•
Alternate short-period shutdowns between fan or pump loops
that have multiple units operating (exhaust, water loops)
•
Raise setpoints for meeting rooms and ballrooms held to
“standby” temperatures
•
Shut off common area lighting
•
Fuel switching – electric to gas or steam
•
Enable thermal storage systems
Must consider manpower, limitations and risks for each load drop
11
Understanding kW Vs KVar
Or more simply put ….
Glass capacity = Apparent power (kVA)
Foam = Reactive power (kVAR)
Beer = Real power (kW)
Power factor =
Beer Level (kW)
Mug capacity (kVA)
Utilities must generate kVa, but
consumers can only use kW
kVAR penalties may be charged by the utility
Understanding Your Tariff
Do you understand how your bill is calculated?
•
Standard kWh and monthly peak demand
•
“Time Of Day” rate increases
•
Ratcheted peak demand charges
•
Coincidental vs. non-coincidental peaks
•
Any combination of the above
•
Other fun & creative ideas by your utility
14
Customer name
Account Number
Account Number
Account Number
Customer Name
Billing
Address
Service Address
What does not always appear in the bill ?
•
Rate schedule availability
o May be possible to move between different tariffs, or you may
be forced to move from one to another if usage changes
•
Primary/secondary service options (ownership of transformers)
•
kWh cost changes during time of day, season of year, or hours of
demand usage
•
kW demand charge details
o On/off peak demand hours and exception days
o Ratchet demands
•
Power factor penalties
•
Tariff riders and other “special” conditions
18
Fixed consumption and demand
charges throughout the entire year
20
Consumption and demand changes
based on daily time periods
throughout the month
21
Peak demand is based on the highest kW
reading over a number of months
22
Peak demand is based on the highest
result of multiple calculations
23
Always look for the term “kW”
Savings example for a 250kW reduction:
If peak demand = 1,000kW, the cost would be:
$.04082 for the first 400,000kWh (400 hours*1,000kW) then
$.02553 for all additional kWh
If peak demand = 750kW, the cost would be:
$.04082 for the first 225,000kWh (300 hours*750kW) then
$.02553 for all additional kWh
Savings = ($.04082-$.02553) * 100,000kWh = $2,675
24
•
Non-coincidental peaks
•
Sub-station upgrade funds in escrow
•
All-time high demand
25
Understand the “availability” terms of
the tariff, and when it may change!
•
•
Can you select between multiple tariff options?
At what point will you no longer be applicable for
the existing tariff? How does the change occur?
26
Does you have multiple meters?
Understand the account interaction!
• Is demand based on non-coincidental peaks?
• Are meters on different tariffs? Can they be?
• Are there loads on separate accounts that serve
common areas?
Example:
Chillers on different utility accounts connected to a common
loop throughout the building.
27
28
29
Rebate Program Best Practices
• Engage local program representatives as early as possible
• Confirm all available programs and eligibility requirements
• Understand program caps and funding cycles
• Make an effort to combine measures from multiple projects
• Understand baseline measurement methodology
• Understand pre-inspection requirements
• Document post-project M&V acceptance requirements
• Review impact of project on other active incentives and programs
30
31
•
•
•
•
•
•
•
•
Lighting and on/off controls
Advanced lighting controls
Comfort cooling HVAC/chiller replacement
Motor replacement
Building automation controls
Motor / variable frequency drive upgrades
Computer power management
Commercial refrigeration upgrades
•
•
•
•
•
•
•
Behavioral savings
Industrial controls
Industrial pump/fan upgrades
Injection molding system upgrades
Industrial heating & cooling
Other industrial process upgrades
Compressed air upgrades Other
measurable and verifiable upgrades
32
Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
Justification of energy metering & analytics
Energy Awareness - Sharing of energy data across the entire organization
Usage Allocation - Improved visibility and accountability of energy usage
Utility Bill Verification – Validate usage and costs on monthly utility bills
Operations – Impact of operational changes on energy usage
Equipment Performance - Real-time feedback on energy usage levels
Asset Utilization – Tracking of run-hours and capacity
Continuous Commissioning M&V – Identification of new opportunities
“If we have data, let’s look at data. If all we have are opinions,
let’s go with mine.”
– Jim Barksdale, former Netscape CEO
34
Metering & analytic data can be used by many
levels of internal and external users
• Internal Resources
- Maintenance
- Engineering
- Accounting (Crystal ball!)
- Facility Management
- Corporate Management
• External Resources
-
Utilities & Energy Suppliers
Energy Efficiency Companies
Engineering Firms & Contractors
Customers, ISO 50001 Energy Management
35
Research possible tax exemptions
36
Return On Investment
• Energy cost reductions
•
•
•
•
•
Usage allocation & billing
Energy efficiency M&V
Peak load management
Equipment performance
Asset utilization
• Metering hardware
•
•
•
•
•
Installation costs
System integration
Software licensing & config
End-user training
Data analytics & reporting
Does your project ROI statement fully capture all short and
long-term costs, savings, benefits and risks?
37
Projects require constant selling …..
•
•
•
•
•
•
•
•
Project development
Project timelines
In-house trades & resources
Prioritization of tasks
Milestone reviews
Change requests
Additional funds & resources
End-user acceptance
“Mediocre ideas that generate enthusiasm will go further than
great ideas that inspire no one.” - Mary Kay Ash
38
Do your homework …..
• Company strategic objectives
• Define problems to be solved
• Resources required
• Personalities, politics and policies
• Decision influencers
• Your credibility with management
• Source of possible objections
• Who will receive the benefits
• Risk of not doing the project
….. then develop a sales (persuasion) plan
39
Ask leading questions …
Employee Performance
• Which department or facility operates most efficiently?
• Which maintenance team is best at executing PM routines?
• Which department is best at performing shutdown procedures?
Facility Management
• Which area is at most risk for equipment failure?
• Which area has the least amount of downtime?
Operations
• What operational changes require increased energy usage?
• Which facility does the best job performing setpoint adjustments?
“I don’t know” is a win!
40
Budget for both the direct and indirect Costs
Direct Costs:
• Temporary & permanent metering hardware
• Electrical installation labor & materials
• Controls system integration
• Software configuration & licensing
• End-user training
Indirect Costs:
•
•
•
•
Development of a bulletproof baseline
Resources required to analyze data
Report development & delivery
Documentation of savings for management
41
The Triple Constraint: “Fast”, “Good” or “Cheap”? Pick any 2
•
To develop quickly with high quality will be very costly
•
To develop quickly with low cost will provide low quality
•
To develop with high quality and low cost will take lots of time
3 comparisons: “Buy it”, “Build it” or “Integrated”
Buy It - Off The Shelf
Build It - Homegrown
Integrated - Best Of Breed
Q1
Q2
Q3
Q4
Y2
Y3
Y4
Y5
$25,000
$15,000
$10,000
$5,000
$12,500
$10,000
$2,000
$12,500
$10,000
$2,000
$7,500
$5,000
$3,600
$1,500
$3,500
$4,500
$1,500
$3,500
$5,625
$1,500
$3,500
$7,031
$1,500
$3,500
$30,000
$25,000
$20,000
Buy It
$15,000
Build It
$10,000
Integrated
$5,000
$0
Q1
Q2
Q3
Q4
Y2
Y3
Y4
Y5
42
Focus on qualitative instead of quantitative
Drive project advocacy - Identify all areas that will benefit
Investment, not operational cost – Present as a business investment
Address the fact there may be no clear ROI – Savings may be based
on developing and unexpected insights
Set savings expectations - worst case, best case with probabilities
Calculate the break-even point - document the expected timeline
Document Indirect benefits - List benefits beyond cost savings
43
Provide a specific table of value drivers that would normally provide
the line item savings for ROI calculations
Business
Value
Increase
Revenue
Lower Costs
Improve Asset
Utilization
Manage
Manufacturing
Costs
Identify energy
costs per product
Match utility
generation to
actual usage
Monitor equipment
energy usage
Operational
Efficiency
Reduce downtime
& scrap count
Monitor
shutdown
procedures
Identify set-point
issues & reduce
runtimes
Energy
Reporting
More timely
reporting and
quicker response
to issues
Automated
energy data
collection
Reallocate
individuals managing
energy usage data
44
Reference results of other projects & studies (DOE, Vendors)
Installation of meters
0 – 2% Initial impact
Utility Bill Allocation
2.5 – 5% Improved awareness
Optimization & load
management
5 – 15% Improved awareness, Operations
and maintenance, demand management
Ongoing commissioning
15 – 45% Ongoing identification of operations
and maintenance improvements
Energy management with
real-time metering system
11-20% - Reduction in the energy
consumption
Equipment malfunctions
and upgrades
12-20% - Reduced energy use
45
Communicating The Benefit
Simplified Overview – Clearly and credibly define the opportunity
Value Statement – Explain direct & indirect project value
Risk Statement – Present steps to be taken to ensure success
Use Visuals – Show savings opportunities in a simplified format
Sell It – Let your passion and enthusiasm show
“I don't start with a design objective, I start with a
communication objective. I feel my project is successful if it
communicates what it is supposed to communicate.”
- Mike Davidson, InVision
46
Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
WATER
AIR
GAS
ELECTRIC
STEAM
CHILLED WATER
Typical metering loads for industrial energy management
• Water, natural gas, and electric utilities
• Plant Generated Utilities – Boilers, chillers, air compressors – Operational
set-points, capacity constraints and preventive maintenance
• Plant Distribution - Compressed air and steam leaks, flow issues, pressure
drops
• Equipment performance – Faulty bearings, loss of lubrication, flow issues,
improper set-points, unbalanced loads
• Peak Load Management – Peak avoidance, Start-up, load sequencing
• Operational Issues - Failure to follow defined shut-down procedures
48
Temporary
• Used for temporary & baseline data collection
• Quick install for utility incentive baselines
• Data usually resides locally as USB stored data
Permanent With On-Site Data
• Requires formal electrical installation
• Data resides in data acquisition server or existing
automation platform that can distribute data
Permanent With Web-Hosted Data
• Metering data transferred to web host through
local hardware
• Metering data available for integration with local
control & manufacturing systems
• Data available to customer on web-based tools
49
•
An economical first step
•
•
•
Typically can store months of data
User configurable logging rates: seconds, minutes, hours
Data downloaded from device to a laptop PC
50
Multiple loads with various technologies providing data to multiple users
LOCAL DATABASE
& CLIENTS
DATA
ACQUISITION
SERVER
REMOTE
DATA SERVER
CELLULAR NETWORK
CELL MODEM
WIRELESS NETWORK
METERING DATA
CONCENTRATOR
DIGITAL I/O
PULSE
OUTPUTS
COMM NETWORK
ANALOG I/O
REMOTE
TRANSMITTER
FLOW &
PRESSURE
CONTROL
SYSTEM
BTU
METERS
REMOTE
REPORTING
CLIENTS
51
Main Electric Utility Meter
Utility Meter Pulse Wiring Notes:
• Utility or customer will provide junction box with fuses
• Utility meter may be located on inacessable utility property
• Typically a low voltage (+24VDC) circuit but can be 120VAC
• Utility meter pulse may already be in use – requires a “pulse splitter”
• Utility meters are rarely in locations that are easy to run conduit to
52
Typical Electric Sub-Metering Installation
Dedicated breaker
for metering
voltage taps
Data
Acquisition
Hardware
53
Current Transformers
$
Solid Core – Used mainly for
smaller circuits. Requires
wires to be disconnected.
$$
Split Core – Most common.
Can be opened to install
without disconnecting wires.
$$$
Rogowski Coil – For larger/
multi conductor applications.
Requires an integrator circuit
and DC power supply.
54
Electric Sub-Meters
Electric Sub-Meter Installation Notes:
•
Most have similar wiring requirements
o Voltage Taps, CT Wiring, Pulse or communication outputs
•
Voltage taps should be fused when possible
o Using a spare breaker is best
• Phases of voltage taps and CTs MUST be matched
• Meter output usually pulse (kWh/pulse) or Modbus (Communications)
• Some allow remote connection over IP address for configuration and
data access
55
Data Acquisition Units
•
Have local I/O capacity
•
Capable of communication to other devices using 3rd party protocols
•
May have limited storage capacity to buffer data if communications to
the outside world are disrupted
•
Some have long term storage capacity
•
Remote configuration and data collection
56
Gas Meters
•
Utility gas meters typically require wiring to an enclosure mounted XX Ft
away from the meter (ask utility) and will have a pulse output
•
Some meters will have an option for “Pulse-To-Flow” analog converters
•
Insertion type gas meters require a welded fitting on the gas pipe. This
will require a pipeline gas purge and pressure test process
57
Refrigeration Chillers
BTU
Meter
Modbus communications
To metering data
acquisition unit
Wattnode
Meter & CTs
Chiller Power
Enclosure
Service
Disconnect
58
Compressed Air Systems
Metering Enclosure
(Logger & Cell Modem)
Electric
Meters & CTs
Air
Compressors
Flow
Sensor
Air
Storage
Tank
Filter
Compressed
Air Dryer
To Plant
Pressure Sensor
59
•
•
•
Flow is proportional to motor speed
Pressure is proportional to motor speed squared
Power is proportional to motor speed cubed
Key point: Reducing fan motor speed by 50% will reduce
power consumption by 87.5%
This may need to be carefully explained to others!!!
Complete the “VFD Savings
Worksheet” for the following
conditions:
Existing Fan Motor Data
Motor HP = 25HP
Daily Run Hours = 24
Run Days Per Week = 5
Run Weeks Per Year = 52
kWh Cost = $.075
VFD Setpoints:
Runtime 1 = 20%
Runtime 2 = 60%
Runtime 3 = 20%
Speed Setpoint 1 = 100%
Speed Setpoint 2 = 80%
Speed Setpoint 3 = 60%
Not always a good fit …
Installing VFDs and Running them at Constant Speed
• If the motor runs at full speed, a VFD may not save energy.
• If the VFD will run at a fixed speed below 100% , there will be energy
savings but it may be less expensive to just modify motor pulley/gears.
High Static Pressure Installations
• Boiler feed water pumps and pumps that push water above ground level
require high static pressure. The more static head a system has, the
smaller the range a VFD can modulate and the lower savings will be.
Installing a VFD to Reduce Demand
• A VFD will not reduce demand charges by soft-starting motors. Motors
have a significant in-rush for a short period, but Demand is calculated
as the average usage over the interval, so the in-rush is averaged out.
How can metering help identify these issues?
Communication Network Wiring - Modbus
Modbus Installation Notes:
•
Multi-drop serial network, 4000 Ft
max, 32 nodes
•
Each end of line should have
termination resistors (120 ohm)
•
Connect the cable shield or Modbus
common (if there is no shield) to earth
ground at only the Modbus master end
of the cable. Grounding both ends can
cause ground loops
63
Wireless I/O
Typical Topologies
Point
To-Point
Bus
•
Budget research & engineering time required
Ring
•
Always perform a wireless site-audit
•
Understand device battery life
Tree
•
Consider any possible area physical changes (vehicles,
trees)
Mesh
•
Understand topology options, limitations & benefits
•
Justify by comparing to cost of a hardwired solution
o Wire & cable costs, conduit runs, wall penetrations
Star
64
“Temporary solutions often become permanent problems”
Always treat temporary installations as if they will be permanent!
•
•
•
•
•
•
•
Enclosure mounting
Power Feeds
Temporary hardware inside enclosures
Wires passing through enclosure doors
Labels & wire numbers
Temporary connections - voltage taps, wire nuts & butt splices
Communication cable runs
65
The cost of leaking distribution systems
Compressed air systems:
•
If not been well maintained will have a leak rate equal
to10%-30% of the total production capacity.
Steam Systems:
• If no steam trap survey has been done, upwards of 50% of
steam traps can be failed
• If a trap survey is performed annually, this figure drops to 25%.
• A bi-annual trap survey will reduce this to less than 12%
An effective metering program will detect changes in
production that help identify leak issues
Documenting Air Leaks
With a PRESSURE leak,
the Turbulence is on the
outside and can be
detected with an
ultrasonic probe, as
measured in decibels (dB)
Estimating Air Leaks Savings
Convert dB readings to CFM
Perform air leak audit
ESTIMATED CFM
DB
150 PSI
125 PSI
100 PSI
75 PSI
50 PSI
10
0.70
0.60
0.5
0.3
0.15
20
1.40
1.20
0.8
0.9
0.5
30
1.85
1.65
1.4
1.1
0.8
40
2.40
1.90
1.7
1.4
1.1
50
3.90
3.40
2
2.8
2.2
60
4.50
4.10
3.6
3
2.8
70
6.80
6.40
5.2
4.9
3.9
80
10.20
9.10
7.7
6.8
5.6
90
11.00
10.30
8.4
7.7
7.1
100
12.90
12.50
10.6
10
9.6
Develop air leak worksheet with energy losses, savings and repair costs
LEAK
TAG #
DEPARTMENT
1001 Line 14 Prod
1002 Line 14
EQUIPMENT
Hose Reel
Surge Bin 1
LEAK TYPE
Nozzle Fitting
Fitting
DB READ
46
52
EST PRESS
(PSI)
100
80
EST CFM
(CHART)
RUN TIME
(%)
EST LEAK
COST
EST REPAIR
COST
3.00
100%
$337.54
$7.50
2.87
50%
$161.45
$0.75
1004 Line 3
1/2 Mezz Story
Control Panel
52
100
3.35
100%
$376.92
$12.50
1041 Comp Room
Vacuum Loader
Pump #2
46
100
2.90
100%
$326.28
$45.00
$1,800.19
$75.00
$326.28
$365.66
$125.00
$45.00
$3,694
$311
1042 Line 4
End Of Line
X 5 Leaks
44
100
16.00
100%
1043 Line 4
1045 Comp Room
End Of Line
Vacuum Loader
Drive Roll Manifold
Pump #1
47
47
100
100
2.90
3.25
100%
100%
TOTALS:
34.27
Typical Savings Opportunity – Zero Loss Drains
•
Replace timer based systems that purge on a timed
basis - even if there is no need to operate
Typical Savings Opportunity – Engineered Nozzles
Typical Savings Opportunity – Pressure Setback
Value of a 7 PSI pressure setback:
Savings Opportunity – Air Compressor VSD
Documenting Steam Leaks
Monetizing Steam Leaks
Energy Loss Can Be Destructive
}
}
}
}
}
}
Leaking steam can damage piping valves, traps and insulation
Leaking or blocked pressure relief valves can damage the
systems hey are protecting
Dripping condensate can damage equipment
Electric corona, tracking and arcing
can result in excessive heat and
damaged connections
Air leaks can be a noise hazard and
also result in equipment damage
Gas leaks – An extremely dangerous
environment
Energy Loss Can Impact Product Quality
•
•
•
Changes in work area temperature and humidity
can cause quality issues and impact product
shelf life
Air and vacuum leaks can impact the operation of
production and test equipment
Steam distribution issues can impact process
heat
Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
Data Types
Metering Data & Visualization
Metering Data Analytics
78
Consider how to best transform data into information
Example: Air Compressor Performance
Data for compressed air system showing Flow (CFM) and compressor energy
(kW)
Same view of data shown as “CFM/kW”
79
Getting the right information to the right people
Example: Data mapping worksheets
COMPRESSED AIR SYSTEM
METER DATA
SOURCE
RATE
UNITS
Air Compressor #1kWh
WattNode
1 Min
kWh
Air Compressor #2 kWh
WattNode
1 Min
kWh
Air Compressor #1kW
WattNode
1 Min
kW
ENGINEERING
Real-time and historical
X
access.
X
X 5 second resolution.
Air Compressor #2 kW
WattNode
1 Min
kW
X
Compressed Air Pressure
Analog
1 Min
PSI
Compressed Air Flow
Pulse Count
1 Min
CFM
Summary for today,
X yesterday and last 7
X days.
CFM Per kW
Calculated
1 Min
Ratio
X
MANAGEMENT KPI
Shift reports.
ENERGY SCORECARD
Include electric utility
costs.
Weekly summary with
comparison to previous
week.
X
PLANT STEAM
METER DATA
SOURCE
RATE
UNITS
Boiler Feed Gas Flow
Analog
15 Min
CFM
Boiler 1 Steam Flow
Analog
15 Min
Lbs/Hr
Boiler 2 Steam Flow
Analog
15 Min
Lbs/Hr
ENGINEERING
Real-time and historical
X
access.
X
X 1 minute resolution.
Boiler 1 Firing Rate
Modbus
1 Min
%
X
Boiler 2 Firing Rate
Modbus
1 Min
%
Plant Header Steam Flow
Analog
15 Min
Lbs/Hr
Summary for hourly,
X today, yesterday and
X last 7 days.
Plant Header Steam Pressure
Analog
15 Min
PSI
X
Gas Cost
Calculated
15 Min
$
Steam Cost
Calculated
15 Min
$
Midnight report
required.
X
MANAGEMENT KPI
Shift reports.
ENERGY SCORECARD
Include gas utility costs
and outside air
temperature.
Weekly summary with
comparison to previous
week.
Include Line 2,3,5 & 12
total run hours.
Include Line 2, 3, 5 & 12
X production schedules
X
X
X
X
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Temporary Metering
Grocery Store Rooftop Condenser
Data Analytics – Hospitality
Permanent Metering
Industrial Site
Vendor specific Data
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Why Analytics?
Apophenia - Seeing meaningful patterns or connections in
random or meaningless data.
•
•
•
•
Analysis of real-time and historical usage data
Graphic reporting with a simplified views of complex issues
Automated identification of events hidden within large amounts
of relational data
ü Usage patterns
ü Deviations & Failures
ü Opportunities for operational improvement
Standardized reporting, KPI’s and scorecarding across all areas
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Benefits Of Analytics
• Automated identification of issues within data sets
• Graphic reporting provides simplified views of a complex issues
83
Relational Data
• Understand relationships between main utility meter readings and
equipment usage
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Key Performance Indicators
• Develop KPI dashboards to view comparing data from multiple sites
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Analytic rules can be based on load specific characteristics
Main electric utility meter
Chillers
•
•
•
•
•
kWh limit exceeded
o Shift, Daily, Weekly, Monthly
Peak demand (kW) limit exceeded
Weekend shutdown kW not below
target level
Compressed air
•
•
•
•
•
kWh limit exceeded
o Shift, Daily, Weekly, Monthly
Short cycling
Multiple units running for excessive
time
High/low PSI limit exceeded
High/low flow limit exceeded
•
kWh limit exceeded
o Shift, Daily, Weekly, Monthly
Short cycling
Multiple units running for excessive time
Steam
•
•
•
Total Lbs/Hr limit exceeded
o Shift, Daily, Weekly, Monthly
High/low PSI of flow limits exceeded
Shutdown PSI not below target level
Boilers
•
•
•
Firing rate level exceeds time limit
Short cycling
Multiple units firing too long
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Knowing the score is good, understanding how we got there is great!
Summarize, simplify and share your progress with others
• Define energy savings goals and targets
• Provide simple set of key performance
indicators (KPI’s) for management
• Show progress from month-to-month
• Compare data between facilities
SCORECARDING
FACILITY STATUS
KEY ASSET PERFORMANCE
FACILITY COMPARISONS
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Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
Variable Frequency Drive (VFD) Installation
PROJECT
• Metal finishing room with air make-up units, exhaust fans and RTUs
• Motors were operating at full speed, 24 hours a day
• Installed 7 VFDs and adjusted set-points based on actual demand
• Local utility provided financial incentives
RESULTS
• Reduced over 187,000 kWh annually
• Total Cost: $59,110
• Utility Incentive: $14,800
• Site Cost: $44,310
• Annual Electric Savings: $27,830
Unanticipated Peak Readings
•
Facility had instances of excessive flow during metering M&V in January 2017
•
Contacted plant and learned issue was due to a faulty photo eye on blow-off
system that was allowing compressed air to continuously flow for extended periods
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Set-point Changes
•
Facility had contractor working on weekend who required 90PSI for pneumatic gun
•
Entire plant system was raised to a higher set-point and not returned to normal
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Weekend Shutdown Monitoring
• Monitor weekend baselines and confirm shutdown procedures are followed
• Combine with a weekend shutdown program that includes audits
Tue Wed Thr
Fri
Mo
n
Weekend
Periods
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Excessive Load Cycling
•
Plant with 2 air compressors running in “Lead/Lag” Operation
•
Identified set-point issue where the 2nd compressor responding to flow issues
•
Compressed air header piping modified and set-point adjustments made
•
Flow is stabilized and 2nd compressor now runs less frequently
•
Estimated annual electric savings of $21,202
•
Reduction of frequent cycling also reduced amount of maintenance required
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Lead/Lag Load Monitoring
• Compare energy usage of equipment operating in pairs and identify differences
• In the example below, one unit (red line) can handle more of the load than the
other unit (blue line). Should the one unit always be the lead to reduce costs?
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Lighting Installation Validation
•
•
Pre-Post energy samples taken for utility rebate M&V
Occupancy sensor tuning completed as a 2nd stage of the installation
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Setpoint Reductions
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Boiler Setpoint Monitoring
• Confirm when Operators modify system setpoints
• The example below shows boiler pressure setpoints (green and blue lines) being
switched at 4:30am
• This results in the lead boiler assignment being changed from Boiler 2 to Boiler 1
(boiler firing rates are shown in black and red lines)
Lead/Lag
Transition
Boiler 2
Is Lead
Boiler 2
Is Lead
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•
•
Graphs below show boiler firing rates for 2 units running in a lag/lag operation
Pressure setpoints were adjusted for more efficient operation
December 2017
March 2018
Lead Boiler Lag Boiler Lead Boiler
Boiler Running
Boiler Running > 50%
Boiler Running @ 100%
95%
30%
10%
23%
3%
1%
61%
19%
12%
Change From
Dec 2017
-34%
-11%
2%
Lag Boiler
5%
1%
0%
Change From
Dec 2017
-18%
-2%
-1%
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Leak Reductions
•
•
•
•
Repaired plant air leaks and replaced open air blows with engineered nozzles
Reduced flow allowed reduction in pressure setpoint, and compressor electric usage
Average compressor electric demand reduced from 83.26kW to 56.74kW (31%)
Average plant air flow reduced from 445 CFM to 329 CFM (26% reduction)
Before Avg:
83.26kW
Before Avg:
445 CFM
After Avg:
56.74kW
After Avg:
329 CFM
Missing kW data
during cutover to
new compressor
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Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
3 Common Causes
Energy Analytics is about understanding energy, not analytics
• Users may not be technical and will need systems that they can
easily use and understand
People may need more than just the bottom line
• Don’t provide only graphics and hope users will understand the
insights and savings opportunity
• Create narratives explaining why data indicates an opportunity
for energy savings
Management is not making data-driven decisions
• Provide a dashboard and automate e-mail distribution of
weekly/monthly usage & event reports to key users.
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Someone with the skills, time and
Patience required to ….
• Evaluate what value the system is providing
• Review M&V data and document actual savings
• Review dashboards and reports to confirm they
can be easily understood by end users
• Work with management to promote usage of
data as part of their decision making processes
You can have more than 1 champion!
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Developing an energy management toolkit
should be part of every metering project
• Confirm suspected losses
• Baseline energy measurements as part of PM
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Industrial Sites: Non-Woven Fabric Manufacturer
Compressed Air Systems
•
TN, USA : Found 310 air leaks worth of $112k
•
SJP, Brazil : Found 42 air leaks worth of $40k
•
Approx. 20-30% of all compressed air was being
lost due to air leaks
Steam Systems
•
OHK, USA : Found 210 steam leaks worth of $186k
•
Bailleul, France : Leaking steam traps caused
$134k of steam-blow-off from condensate return
•
Approx. 15-30% of steam was being lost due to
leaks and poor system optimization
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Start Time
Topic
8:30am
Class Introduction
8:45am
Metering Project Justification
9:45am
Metering Project Development
10:15am
Morning Break
10:30am
Metering System Design
Noon
Lunch Break & Open Discussion
1:00pm
Metering System Reporting & Analytics
2:00pm
Metering Success Stories & Case Study Reviews
2:30pm
Afternoon Break
2:45pm
Metering System Effectiveness
3:30pm
10-Question Quiz On Course Material
1) The kWh values shown on a monthly utility bill are a measure of:
A) Peak demand
B) Energy consumption
C) Power factor
D) Reactive power
2) A good time to contact your utility company about possible project incentives is:
A) As soon as possible
B) After project approval
C) Before install ing
D) After completion
3) If you are comparing power delivered to a glass of beer, kW is the:
A) Glass capacity
B) Amount of beer
C) Amount of foam
D) Brand of beer
C) Current
D) Diameter of wire
4) Current transformers are used to measure:
A) Voltage
B) Watts
5) A Variable Frequency Drive (VFD) may NOT be a good fit for pump motors that:
A) Run at max speed
B) Run at a fixed speed
C) Pump vertically
D) All of the above
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6) The kW values shown on a monthly utility bill are a measure of:
A) Peak demand
B) Energy consumption
C) Power factor
D) Reactive power
7) A typical use of an analytics package is to show:
A) Usage patterns
B) Relational data
C) Key performance data D) All of the above
8) Metering data is typically used by which internal group:
A) Maintenance
B) Management
C) Finance
D) All of the above
9) A good “low-cost” first step to understand how specific loads operate is:
A) Engineering study
B) Temporary meters
C) Fund raising party
D) All of the above
10) Most electric utility meters transmit usage to customers systems using:
A) Analog signals
B) Meter pulses
C) Streaming data
D) E-mail
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JAMES MAJSAK, C.E.M.
Director, Load Management
860-628-1008 (Direct)
jmajsak@groomenergy.com
www.groomenergy.com
GROOM ENERGY - GROUPE EDF
Commercial and Industrial Energy Solutions
110