Workshop AA Energy Savings Champions Best Practices & Case - - PDF document

Workshop AA

Energy Savings Champions— Best Practices & Case Studies in Energy Reduction & Energy Efficiency in Award-Winning Large National Corporations

Wednesday, February 20, 2019 11:15 a.m. to 12:30 p.m.

Biographical Information Michelle Cross, CEM, Energy Advisor, CHP Program AEP Ohio 301 Cleveland Ave SW, Canton, OH 44702 330-438-7028 mcross@aep.com Michelle Cross is a Professional Engineer with 18 years of experience in manufacturing and the electric utility industry. She began her career as a Process Manager with Anheuser Busch. In 2008, she joined American Electric Power to manage environmental capital projects for generation facilities. In 2010, she joined the energy efficiency department for AEP Ohio and manages the Combined Heat and Power Program, Continuous Energy Improvement Program and the Data Center Program for business customers. Michelle has a Bachelor of Science degree in Chemical Engineering from The Ohio State University, is a licensed Professional Engineer in the state of Ohio, a Project Management Professional and a Certified Energy Manager. Richard W. Niese, Concept Designer and Team Lead Worthington Energy Innovations 1445 Worthington Woods Blvd., Suite B, Worthington, OH 43085 380-390-4600 Richard.Niese@wei.energy Rick Niese is a mechanical engineer for Worthington Energy Innovations with a background in energy, thermal systems and power generation. Rick develops concept designs for energy savings projects utilizing WEI’s technologies and specialized solutions and has implemented them for multiple industrial and manufacturing plants, food and beverage operations, and healthcare facilities. In his role as a Concept Designer and Team Lead he studies the details of a customer’s energy profile to separate energy needed from energy purchased. This analysis leads to identifying opportunities to reduce energy usage and improve process operations. Integrated into the startup team for projects he has designed, Rick is responsible for seeing projects through from initial identification to final commissioning which ensures that the original design intent of the project is realized by the customer. In addition, through WEI’s Monitor and Verification program, Rick continues to sustain and improve the operation for the years to follow. Rick is a graduate of The Ohio State University in Columbus, OH with a B.S. in Mechanical Engineering and has ten years’ experience in the energy industry.

Biographical Information Don Burton, Engineering Manager, Worthington Industries 614-438-3105 deburton@worthingtonindustries.com Don Burton began working in the steel industry soon after graduating from Youngstown State University in 1978 as an electrical engineer. He joined Worthington Industries in 1984 as a corporate engineer, serving multiple facilities in the mid-west. In 1989, he became engineering manager at the Worthington Steel Columbus facility on Dearborn

• Drive. Worthington Steel is a value-added steel processor marketing primarily to the

automotive industry. As engineering manager, Don has managed many engineering disciplines all supporting a 300,000 square foot facility housing cold rolling, slitting and heat treat operations. He finds that today’s challenges are the same as they were 35 years ago. Maintain reliable equipment with an eye on integrating state of the art technology while reducing operating expenses to stay ahead of the competition. His responsibility for the Dearborn Campus substation and power distribution system includes management of system maintenance and upgrades as well costs savings

• pportunities. Energy management has always been a priority and has become a greater

focus in the past 10 years. While many energy related projects have been completed, the current goal is to create a culture that will engage all employees to be energy reduction conscience. Andrew Stroh, CEM, Energy Manager Abercrombie & Fitch Co. 6301 Fitch Path, New Albany OH43054-9269 614-283-6074 Andrew_Stroh@anfcorp.com Andrew Stroh is the Energy Manager for Abercrombie and Fitch Co. and is a Certified Energy Manager (CEM) with the Association of Energy Engineers (AEE). He has specialized in commercial and industrial demand side energy management and reduction for 10 years. His background involves utility program implementation and energy portfolio management for end users in the public and private sectors. Andrew is responsible for utilities and energy procurement at Abercrombie & Fitch Co.

Worthington Industries & Worthington Energy Innovations

Energy Savings Champions Best Practices & Case Studies in Energy Reduction & Energy Efficiency Wednesday, February 20, 2019 at 11:15 AM – 12:30 PM

Rick Niese

Concept Designer & Team Lead Worthington Energy Innovations

Don Burton

Columbus Steel Engineering Manager Worthington Industries

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Agenda

Introduction

• Worthington Industries & Worthington Energy

Innovations

Columbus Steel Manufacturing Facility

• Value‐add steel processing facility
• Annealing, Cold Rolling and Slitting
• History of Energy Partners

Energy Conservation Measures

• HV Controls
• Emulsion Heater Conversion
• Pumping Optimization
• Energy Dashboard

Performance & Value

• Utility Savings
• Improved environmental control
• Monitor & Verification

Columbus, OH

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Columbus Steel Manufacturing Facility

Annealing Slitter Tandem Mill Single Stand Mill

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Columbus Steel Manufacturing Facility

ANNEALING MAIN PLANT Rolling Mills & Slitters

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Energy Conservation Measures

HV Controls – Positive Pressurization & Cool Air HeatingTM

• Utilize process rejection heat to heat the facility and minimize natural gas usage by HV units

Emulsion Tank Heater Conversion

• Convert electric heaters to natural gas to leverage low cost natural gas

Emulsion Pumping Optimization

• Detailed review of process piping and pumping revealed opportunity to significantly reduce pumping energy

Energy Dashboard

• Cloud‐based energy dashboard that integrates utility and production data

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Baseline HV Operation

Natural Gas HV Units

ANNEALING MAIN PLANT Infiltration Air

Baseline System

• Process heat in annealing utilized for heating the

main plant in the winter

• Some local control for annealing fans. Sections of

fans operating independently

• No central control of Main Plant fans or HV units
• The control program did not actively monitor the

Main Plant

• No SCADA computer or user friendly interface

Annealing furnace being removed

WEI TECHNOLOGY – PLANT PRESSURIZATION & COOL AIR HEATING

Cool Air Heating Existing Operation

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TM TM

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Optimized HV Operation

Natural Gas HV Units

ANNEALING MAIN PLANT Exfiltration Air

Optimized System

• Cool Air introduced in the upper third of the annealing bay
• Cool air falls and mixes with warm air from process equipment
• Warm air pushed from annealing into the main plant
• HV control system receives information from annealing process PLCs
• Control system monitors building pressure on all four walls and between annealing and main plant
• Central SCADA computer with setpoints, schedule, overrides, alarms, and data archive

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Baseline – Electric Emulsion Heater

Baseline System

• (8) Electric heaters @ 19.5 kW each ran to keep tank warm – 156 kW total (532,272 btu/h)
• Ideal temperature is 125°F to 130°F to prevent separation of oil and water but electric heaters

struggled to meet this

• Electric Rate of $0.061/kWh = $17.87/MMBTU

Electric heaters installed in side

• f tank ran nearly 24/7

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Optimized – Natural Gas Emulsion Heater

Optimized System

• Added 720,000 Btu/h fire‐tube natural gas heater (35% more heat capacity than the electric)
• Challenging exhaust pipe routing to avoid overhead crane
• Averaging 7°F warmer tank temperatures while also reducing utility cost
• Natural Gas Rate of $3.50/MMBTU ( 1/5th the cost of electric)
• Data available via the Global Control system – Allows for trending and troubleshooting
• Alarms and email notification if electric heaters are ever enabled

Natural Gas Heater Tube installed inside tank above electric heaters

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Baseline – Emulsion Pumping Control

Baseline System

• Main Coolant pump ran at fixed speed when mill was in operation
• Pressure differential valve in bypass line was not functioning and bypass was full open
• Main coolant supply pressure had to be 82 psig to provide the required 39 psig at the mill
• Two filter feed pumps had to run to maintain balance between the clean/dirty sides of the tank

Filter

Rolling Mill

Clean Side Dirty Side Bypass (Open) Main Coolant Pumps 89 kW @ 51.7 Hz Filter Feed Pumps 43 kW Main Supply Pressure 82 psig Mill Stand Supply Pressure 39 psig

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Optimized – Emulsion Pumping Control

Optimized System

• Very low cost solution ‐ no additional hardware required
• Main Coolant pumps modulate to maintain header pressure at setpoint and disable during shutdowns
• Pressure differential valve in bypass line was CLOSED
• One filter feed pump can now maintain balanced tank

Filter

Rolling Mill

Clean Side Dirty Side Bypass (Closed) Main Coolant Pumps 30.9 kW @ 41.3 Hz 65% Lower Filter Feed Pumps 21.5 kW 50% lower Main Supply Pressure 60 psig Mill Stand Supply Pressure 35 psig

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Baseline – Energy Dashboard

Baseline System

• Manual readings taken once per month on electric, water, and gas meters
• Snapshot readings indicated total usage by month only, no information on demand or load profiles

Electric Submeters Hydrogen Gas Meter Nitrogen Gas Meter Water Meter

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Optimized – Energy Dashboard

Optimized System

• Utility and production data collected in real‐time
• Pre built trends and summaries along with ability to export data for more detailed analysis
• Web based dashboard (Cloud). Easy access throughout organization
• Key Performance Indicators

ADD PICTURES OF METERS

Tandem Mill Electric

Adjustable Trends Pre‐Built Production Summary Key Performance Indicators Real‐time Usage

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Performance & Value

53% 62% 58% 57% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% $‐ $50,000 $100,000 $150,000 $200,000 $250,000 HV Control Emulsion Heater Emulsion Pumping Total Operating Cost & Savings, $

Savings Summary

Baseline Optimized Savings Savings %

Description Value Total Annual Savings $127,988 Total Installation Costs $380,831 Natural Gas Rebate $100,000 Net Installation Costs $280,831 Simple Payback 2.2 years

Additional Benefits

• Improved thermal comfort
• Improved temperature control reduces the risk of condensation on coils
• Increased equipment life due to reduced annual run hours

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Monitor & Verification

Regular Check‐ins & Reporting

• Weekly, Monthly, Annual
• Onsite & Remote support
• Ongoing validation of utility savings

Continuous Commissioning

• Adjusting setpoints
• Modifying control logic based on seasonal effects

HV Control SCADA Weekly Red/Green Light Report

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Incorporating Energy Best Practices at the A&F Co. Home Office

February 19th‐20th

Energy Management/Procurement

18

About Abercrombie & Fitch Co.

Home Office Energy/Utilities are approximately 10% of total utility spend for A&F Home Office is a campus with over 2.5 million square feet of space including Distribution Centers, Office Space, Labs, and a Data Center 16 buildings spread over 500 acres

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AGENDA

Capital Project Best Practices

• AEP Incentives
• Lighting
• Exterior LEDs
• Interior LEDs
• Lighting Controls/Schedules
• Data Center
• Server Virtualization
• Hot Aisle Containment
• Air Side Economizing (Heat loads when not occupied)
• VFD Compressors

Operational Best Practices

• Scheduling/Setpoints
• Culture of Operational Savings
• Modeling/Measurement
• Team Meetings
• Cross Functional Collaboration
• Financial Threshold/Consumption Checks

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Capital Project Best Practices

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Capital Project Best Practices

AEP Incentives

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2019 2018 Fall 2016‐Spring 2017 End of 2015/Early 2016 Parking lot lights and some exterior fixtures were changed to LEDs. DC2 redesign included lighting at 0.5 watts per square foot (0.4 watts/square foot below code)

Parking Lot Lights and DC 2 Redesign

Winter 2015/2016 Interior desk spaces in the HO, campus stores, and some exterior lights

• n buildings

Campus LEDs

Some decorative lighting

Specialty Fixtures

Conversion of DC High Bays, Office Spaces, and installation of advanced lighting controls We are at 0.5 watts per square foot in high bay areas and economics to LEDs did not make sense when we did the HO

DC Evaluation

Capital Projects Best Practices

LED Lighting

Note: All lights are scheduled via schedules in EMS or Occ sensors

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2018 2017 2016 End of 2015/Early 2016 Parking lot lights and some exterior fixtures were changed to LEDs

~92% Virtualized & Virtual Desktop rollouts

2015 Raised operating setpoints inside data center expanding the hours of using outside air temp

Hot Aisle Containment & Air Side Economizer

Continued replacement

• f antiquated

equipment

Over 94% Virtualized ~ 95% Virtualized & replaced battery backup

Capital Projects Best Practices

Data Center

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2018 2017 2018 DC2 shuttered for extended period and had compressors salvaged and taken to DC1

DC2 Now Operating with Old DC1 Compressors

2015 By end of the year all 3 compressors were swapped out

One compressor fails and we install one with a VFD

Capital Projects Best Practices

VFD Compressors

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Operational Project Best Practices

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2018 2017 2016 Setbacks reduced from 20 minutes to 7 minutes

EMS Setpoints on DC Conveyors

2015 Lighting Schedules updated for HO & DC spaces, exterior daytime coding was updated

Campus LEDs

Increased cooling setpoint and became more aggressive on nighttime setback schedules for HVAC looking more at recovery time and other factors

Cooling Setpoints Raised in DCs

Holiday setbacks more aggressive and investigation into the freeze protection setpoints/scheduling

Chiller Loop Setpoints Raised & More Aggressive Scheduling

Operational Projects Best Practices

Scheduling/Setpoints

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Operational Projects Best Practices

Culture of Operational Savings

• Find Statistically Significant Energy

Drivers

• Provide validated measured savings

to finance

• Catch all for overlapping savings on

larger meters

• Can be done in Excel but AEP

Program provides access to better statistical tools

Modeling/Measurement (AEP CEI)

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• Too easy to get lost in the day to day
• There will always be fires to put out
• Stay on target for critical dates like peak periods and

holidays

• You won’t catch every operational savings
• Identify cascading and interconnected savings
• Go together, you will need buy in for some projects

Team Meetings/Group Emails

• Maximize areas of expertise and highlight those doing

the work as high as you can

• There are legitimate reasons projects don’t work
• Energy has a legitimate use
• Be able to pass on things to the next person

Cross Functional Collaboration

Operational Project Best Practices

Culture of Operational Savings

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0% 20% 40% 60% 80% 100% 120%

400,000 800,000 1,200,000 1,600,000 2,000,000

01‐2016 02‐2016 03‐2016 04‐2016 05‐2016 06‐2016 07‐2016 08‐2016 09‐2016 10‐2016 11‐2016 12‐2016 01‐2017 02‐2017 03‐2017 04‐2017 05‐2017 06‐2017 07‐2017 08‐2017 09‐2017 10‐2017 11‐2017 12‐2017 01‐2018 02‐2018 03‐2018 04‐2018

Gallons

HO Water & Sewage Consumption

YOY % Water Qty Sewer Qty

Operational Project Best Practices

Financial/Consumption Threshold Checks

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$3M+ 104 Million kWh

Energy Efficiency

Total HO and DC Savings Since 2010

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Questions?