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Total facility energy management at Mercy Hospital

Raymond Hobbs

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Abstract

In large facilities, successful energy management cannot be measured by a few projects, no matter how significant the energy savings. Large facilities today are comprised of extensive energy consuming systems. For every energy project developed, two more projects remain to be discovered. The successful energy manager is one who has completed ten projects, or twenty, or thirty, and is still finding more projects to do. Nothing is assumed to be as efficient as possible, and no part of any system is ignored. The successful energy manager is willing to take risks, not of being fired, but to use imagination, study engineering theory, exercise common sense, develop concept designs, calculate savings, sell projects to management, control designers, study equipment performance, pre-select contractors, manage the contractor efforts, solve inherent problems along the way, and then optimize the project after acceptance when the designers and contractors all walk off. Once the successful energy manager establishes his credibility, his problem becomes finding enough time to get the projects rolling as he dreams them up. He sees what others do not. As they say in the North, only the lead dog sees new scenery.

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What this paper is about

In large facilities, successful energy management cannot be measured by a few projects, no matter how significant the energy savings. Large facilities today are comprised of extensive energy consuming systems. For every energy project developed, two more projects remain to be discovered. The successful energy manager is one who has completed ten projects, or twenty, or thirty, and is still finding more projects to do. Nothing is assumed to be as efficient as possible, and no part of any system is ignored. The successful energy manager is willing to take risks, not of being fired, but to use imagination, study engineering theory, exercise common sense, develop concept designs, calculate savings, sell projects to management, control designers, study equipment performance, pre-select contractors, manage the contractor efforts, solve inherent problems along the way, and then optimize the project after acceptance when the designers and contractors all walk off. Once the successful energy manager establishes his credibility, his problem becomes finding enough time to get the projects rolling as he dreams them up. He sees what others do not. As they say in the North, only the lead dog sees new scenery.

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Available abstract

In large facilities, successful energy management cannot be measured by a few projects, no matter how significant the energy savings. Large facilities today are comprised of extensive energy consuming systems. For every energy project developed, two more projects remain to be discovered. The successful energy manager is one who has completed ten projects, or twenty, or thirty, and is still finding more projects to do. Nothing is assumed to be as efficient as possible, and no part of any system is ignored. The successful energy manager is willing to take risks, not of being fired, but to use imagination, study engineering theory, exercise common sense, develop concept designs, calculate savings, sell projects to management, control designers, study equipment performance, pre-select contractors, manage the contractor efforts, solve inherent problems along the way, and then optimize the project after acceptance when the designers and contractors all walk off. Once the successful energy manager establishes his credibility, his problem becomes finding enough time to get the projects rolling as he dreams them up. He sees what others do not. As they say in the North, only the lead dog sees new scenery.

Key concepts: Credibility, Energy (signal processing), Control (management), Facility management, Energy management, Operations management, Nothing, Engineering

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