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Energy Management Information Systems
ACHIEVING IMPROVED ENERGY EFFICIENCY
A handbook for managers, engineers and operational staff
Published by the Office of Energy Efficiency of Natural Resources Canada
Co-authored by James H. Hooke
Byron J. Landry, P.Eng.
David Hart, M.A., C.Eng.
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Funded by Natural Resources Canada, Union Gas Limited, Enbridge Gas Distribution
![Enbridge](/web/20061104110743im_/http://www.oee.nrcan.gc.ca/publications/industrial/EMIS/images/enbridge.gif)
CEATI – End-Use Technologies Interest Group (BC Hydro, Manitoba Hydro, Hydro-Québec,
Pulp and Paper Research Institute of Canada, New York State Electric & Gas
Corporation)
![NYSEG](/web/20061104110743im_/http://www.oee.nrcan.gc.ca/publications/industrial/EMIS/images/nyseg.gif)
Table of Contents
1 Preface
2 What Is an Energy Management Information System?
Overview
2.1 What Is an EMIS?
2.2 Energy Management Programs and the EMIS
2.3 What Does an EMIS Deliver?
2.3.1 Early Detection of Poor Performance
2.3.2 Support for Decision Making
2.3.3 Effective Performance Reporting
2.3.4 Auditing of Historical Operations
2.3.5 Identification and Justification of Energy Projects
2.3.6 Evidence of Success
2.3.7 Support for Energy Budgeting and Management Accounting
2.3.8 Energy Data to Other Systems
2.4 What Are the Elements of an EMIS?
2.5 Solutions for Different Circumstances
3 What Makes an EMIS Successful?
Overview
3.1 Elements of Success
3.1.1 Management's Understanding and Commitment
3.1.2 Company Policies, Directives and Organization
3.1.3 Program Responsibilities
3.1.4 Procedures and Systems
3.1.5 Project Selection and Focus
3.1.6 Approved Budget
3.1.7 Approved Investment Criteria
3.1.8 Training
3.1.9 Integrated Information Systems
3.1.10 Reports on Savings Achieved
3.1.11 Motivation
3.1.12 Marketing
3.2 Evaluation
4. Real-Time Data Is Required
5. How Can Action Ensure Improvements?
Overview
5.1 Who Should Take Action?
5.2 What Is Needed to Take Action?
5.2.1 Energy Data
5.2.2 Targets
5.2.3 Reports
5.2.4 Training
5.2.5 Decision Support
5.2.6 Audited Success
5.2.7 Motivation and Recognition
5.2.8 Benchmarking and Best Practices
6 How Is an Effective EMIS Designed and Justified?
Overview
6.1 Creating a Vision of an Effective EMIS
6.1.1 Address Site Needs
6.1.2 Usefulness of the System
6.2 Beginning Design: Consider Measurement Issues
6.3 The Next Step: Consider Integration Into Existing Systems
6.4 Prepare a Supporting Case: Cost/Benefit
6.5 Obtaining Support From Decision-Makers
6.6 Designing and Implementing an EMIS: A Checklist
7 Effective Energy Reporting
Overview
7.1 What Is an Effective Report?
7.2 Who Requires Energy Reports?
7.2.1 Executives
7.2.2 Operations Management
7.2.3 Operations Personnel
7.2.4 Engineering
7.2.5 Accounts
7.2.6 Energy and Environmental Managers
7.2.7 External Advisors
7.3 A Staged Approach
8 Energy Data Analysis
Overview
8.1 What Is Energy Data?
8.2 Objectives of Energy Data Analysis
8.3 Breakdown of Energy Use and Costs
8.4 Calculation of Performance Indicators
8.5 Understanding Performance Variability: Simpler Techniques
8.6 Understanding Performance Variability: Data Mining
8.7 Calculating Targets
8.8 Data Modelling and "What If" Analysis
9 Metering and Measurement
Overview
9.1 Introduction
9.2 The Need for Metering
9.3 Deciding Where to Locate Meters and Sensors
9.3.1 Step 1: Review Existing Site Plans
9.3.2 Step 2: Develop a Meter List
9.3.3 Step 3: Assign Energy Accountability Centres
9.3.4 Step 4: Decide on Additional Metering or Measurement
9.4 Deciding on What Types of Metering to Use and Practical Considerations
9.4.1 Electrical Metering
9.4.2 Natural Gas Metering
9.4.3 Steam Metering
9.4.4 Water and Condensate Metering
9.4.5 Compressed-Air Metering
9.4.6 Data Loggers
9.5 Linking Meters to Monitoring Systems
9.6 Cost Considerations
9.7 Concluding Remarks
10 Do You Have an Effective EMIS? A Checklist
Appendix A: Abbreviations
Appendix B: Figures and Tables
Disclaimer
The views and ideas expressed in this handbook are those of the authors and
do not necessarily reflect
the views and policies of the funding organizations. The generic opportunities
presented herein do not
represent recommendations for implementing them at a specific site. Before
modifying any equipment
or operating procedures, consult qualified professionals and conduct a detailed
site evaluation.
Library and Archives Canada Cataloguing in Publication
Main entry under title:
Energy management information systems: achieving improved energy efficiency:
a handbook for managers, engineers and operational staff
Aussi disponible en français sous le titre : Systèmes d'information sur la
gestion de l'énergie.
ISBN 0-662-38024-X
Cat. no. M144-54/2004E
1. Information storage and retrieval systems – Power resources.
2. Energy conservation – Handbooks, manuals, etc.
3. Energy auditing – Handbooks, manuals, etc.
I. Canada. Office of Energy Efficiency.
TJ163.3E53 2004 – 025.06'33379 – C2004-980297-6
Preface
The Kyoto Protocol requires
Canada to reduce its greenhouse gas emissions by 6 percent below 1990 levels
by 2008–2012. This, in addition to rising energy costs and deregulation
in the electricity and gas industry, has once again provided new impetus
for companies to improve their energy use efficiency in order to reduce
operating costs, increase profits and reduce greenhouse gas emissions
that contribute to climate change.
This handbook, written for all levels of management and
operational staff, aims to give a structured and practical understanding
of an Energy Management Information System (EMIS) and to serve as an instruction
guide for its implementation. Because it covers all aspects of an EMIS – including
metering, data collection, data analysis, reporting and cost/benefit analyses – this
handbook is an integral part of a company's Energy Management Program (EMP).
The authors present state-of-the-art techniques coupled with their own experience
and technical input from this handbook's sponsoring organizations: Natural
Resources Canada, Union Gas Limited, Enbridge Gas Distribution and CEATI – End-Use
Technologies Interest Group (BC Hydro, Manitoba Hydro, Hydro-Québec, the
Pulp and Paper Research Institute of Canada and New York State Electric & Gas
Corporation).
There are vast opportunities to improve energy use efficiency
by eliminating waste through process optimization. Applying today's computing
and control equipment and techniques is one of the most cost-effective and
significant opportunities for larger energy users to reduce their energy
costs and improve profits.
In his widely acclaimed book Megatrends (1982), John Naisbitt
states, "Computer technology is to the information age what mechanization
was to the industrial revolution." This insight has proven to be extremely
accurate. Modern computing and control techniques, particularly in larger
companies, are among the most cost-effective and significant tools with
which industrial and commercial facilities can improve energy use efficiency.
Today it is normal for companies, particularly in process
sectors, to collect huge amounts of real-time data from automated control
systems, including Programmable Logic Controllers (PLCs), Supervisory Control
and Data Acquisition (SCADA), etc. In addition, a host of other computerized
systems and associated databases are maintained at the corporate and/or managerial
level. Integrated computer systems are commonly used to enhance performance
in most facets of business, including finance and accounts, personnel, stock
control, sales and marketing, production and scheduling, resource planning,
asset management, maintenance planning, process control and monitoring, design,
training and other areas.
However, unless this captured data is shared and analysed
in an orderly and precise way that identifies problem areas and provides
solutions, this mass of data is merely information overload.
Data is not knowledge! Knowledge is information learned
from patterns in data, and it follows that there must be the capacity and
ability to convert information into knowledge in order to make sound energy-related
business decisions. This is key in any management function. In many businesses
it is often difficult to comprehensively analyse total energy use. Patterns
of energy use are very complex, particularly in process industries where
it is difficult to understand what causes energy use to rise and fall, especially
when production rates are highly variable, when the product mix varies, or
when there are several interacting processes at a single site. It is vital,
however, for managers to be able to decipher this information in order to
make good energy and business decisions.
Advances in information technology (IT), defined here
as the use of computers to collect, analyse, control and distribute data,
have developed rapidly. It is now common for managers and operators to have
access to powerful computers and software. Today there are a number of techniques
to analyse the factors that affect efficiency, and models are automatically
generated based on "what if" scenarios in order to improve decisions to be
taken.
In the 1980s, the Canadian Industry Program for Energy
Conservation (CIPEC) developed two versions of an energy accounting manual
(basic and advanced) to help Canadian organizations in the industrial, commercial
and institutional sectors design and implement energy-accounting systems
that were capable of monitoring energy productivity and performance. A 1989
revision of these manuals, still available from the Office of Energy Efficiency
of Natural Resources Canada, discusses the fundamentals of energy accounting
and provides a standard format that can be applied to single- and multi-unit
organizations. The manual has been referred to as a first-generation energy
management tool for businesses and other organizations.
In the 1990s, the UK Office of Energy Efficiency developed
the first recognized energy management system, called Monitoring and Targeting
(M&T). Based on the same fundamentals as CIPEC's energy accounting manual,
it took full advantage of the increased use of computers and was the first
automated energy management system. In the field of energy management, it
was known as the second-generation energy management tool.
Both approaches, however, tend to focus exclusively on
energy, with varying degrees of success. Most of the initiatives relate to
low- or no-cost projects and seldom look beyond HVAC systems (set-points),
compressors (air leaks) and similar actions for potential savings. Many businesses
are unaware of opportunities for increasing energy use efficiency because
there has been no in-depth analysis of credible and shared data that will
identify profitable energy use efficiency improvements. As a general yardstick,
most companies must sell $10 worth of product to realize a profit of $1.
Conversely, every $1,000 saved by eliminating waste and improving energy
use efficiency is the equivalent of an additional $10,000 in sales.
Recognizing the proliferation of computerized systems
and the potential that databases offer, the consortium members (see inside
cover) supported the development of this handbook. Its goal is to identify
what a company needs in order to develop an EMIS and what it should do to
get there.
This handbook is structured to allow each level of staff
within an organization to refer to sections that are specifically pertinent
to them, but the authors recommend that all levels of management read the
entire handbook.
The authors have been part of the groups that developed
and implemented the EMIS examples described in this handbook, and their practical
application of proven information reflects the authors' underlying theme
that energy is a variable operating cost, not a fixed overhead charge.
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