If Energy Savings Are Not Enough, Consider Your Operating Costs

In my experience with energy-saving projects, power ,and thermal energy, there are times — more than you might imagine — when savings don't come from a reduction in power consumption or its equivalent; that is, there are few reductions in kilowatt-hours or gigajoules (in the case of natural gas).

There are silent problems related to the lifespan of the equipment, and by that I mean a silent problem: the operation of the facility site.

Yes, in my career, I've seen new equipment and facilities where no savings are achieved, even though the sites comply with the Grid Code and even have their electrical installation standard (NOM 001) certification.

Why does this happen? The answer lies partly in energy efficiency, but to be more precise, the solution is to promote within organizations, whether industry, a factory, a manufacturing plant, a company, and others, an Energy Management System.

Let's consider this key point: ISO 50001 defines energy efficiency as “the ratio or other quantitative relationship between a performance output, service, product … and an energy input,” while the same standard defines an energy management system as “a management system for establishing an energy policy, objectives, targets, action plans, and processes to achieve energy objectives and goals.”

What happens if my facility is new and I'm paying more for electricity or gas? The first question we need to ask ourselves is: Have I already defined a realistic goal for my company? I say "realistic" because it often happens that goals are set by senior management, but the operations team knows there are physical limitations that make achieving those results impossible. For example, let's say we're a company that manufactures food products, such as canned food, and we have a "carbon neutrality" goal. In this case, we can reduce our electricity consumption through a contract with clean power energy sources, including renewables, but how can we decarbonize our consumption of natural gas, LP gas, diesel, and gasoline? The company's goals become difficult because, although technically some reductions in gas consumption (natural or LP gas) could be achieved, the reality is that there aren't enough biofuels (liquid, solid, or gaseous) to cover those heating needs. This includes the use of solar thermal.

So, were the goals realistic? I believe the reader should draw their own conclusions.

But what if I set differentiated goals? For example, by 2030, the company wants to have at least 15% of its electricity consumption coming from clean sources, including renewables, and in terms of gas (natural or LP gas), to increase efficiency in consumption per unit produced, and even, for diesel and gasoline, to propose a 5% reduction in consumption through best practices.

This would not only generate satisfaction within the company, but the achievements obtained would also reinforce a positive idea. This isn't just my opinion; it's supported by psychologist Dr. Frederic Skinner, one of the fathers of Behaviorism. In his Reinforcement Theory, he emphasizes that a person is more likely to repeat a behavior that is positively reinforced, and less likely to repeat those behaviors associated with negative stimuli or reinforcement.

Remember that the Energy Management System requires "people," and we often forget that maintenance and operations (facilities) personnel are the ones who carry that burden.

I'm not suggesting that senior management is wrong. Not at all. But, when was the last time senior management met with your operations staff?

To summarize, I advise you, as a first step, to identify the company's own constraints. Second, to identify constraints that could affect performance — this information is very clear to the facilities team. And third, define measurable and achievable objectives.

Remember that implementing an Energy Management System is like preparing for a race. If you've never exercised, you clearly won't even run 20 meters, but small actions will allow you to achieve it.

What happens if I don't achieve the established objectives within the time frame? In my experience as a Certified Theory of Constraints Consultant, when applying this theory to the energy sector, the first questions would be: Which is your "main" constraint? Have you subordinated all your energy processes to that constraint?

I hope you can share your experience with us on this journey, and remember … overcome inertia!