WORKSHOP: Energy Savings Through Lean Thinking

Description

ems-1
Energy consumption for a lumber flooring plant

An important component of manufacturing cost is energy management and more needs to be done throughout the region to provide effective and efficient training programs that help the industry to understand and implement best energy management practices. The proposed workshops will introduce the concept of lean thinking and how this concept impacts energy consumption. Tools to identify waste will be introduced and procedures to calculate potential savings will be demonstrated using existing energy recommendations databases. Case studies will be presented to demonstrate how energy management practices have been implemented in similar industries.

Content

  1. Introduction to lean manufacturing. How is lean manufacturing related to energy savings?
    1. Value stream mapping (VSM)
    2. Incorporation of energy consumption into VSM
    3. Using energy management systems (EMS) for decision making
      1. Data mining
      2. Data analysis
      3. Decision making
      4. Energy audits. Integration with lean tools
      5. Case of study 1: best energy saving recommendations
      6. Case of study 2: Kaizen groups and impact on energy consumption
      7. Group activity: Data mining and trend analysis of energy consumption.

Location and date

The workshop starts at 8: 30 am and ends at 4:30 pm.

  1. Marion, VA. November 20, 2014. Venue: Smith County Office. 121 Bagley Circle, Suite 100, Marion, VA 24354

Registration

The event is sponsored through a grant from the Virginia Tobacco Indemnification & Community Revitalization Commission. However, a $25 registration fee will be charged to cover materials, coffee breaks, and lunch. To register, please download the registration form and mail it with your payment to:

Linda Jones, VCE-Central District, 150 B Slayton Avenue, Danville, VA 24540

Please contact Dr. Henry Quesada at quesada@vt.edu or 540 231-0978 if you need further details.

Instructor

cropped-covered_bridge_Newport_VA.jpg
Historic covered bridge in New Port, VA.

Dr. Henry Quesada is an associate professor at the Department of Sustainable Biomaterials at Virginia Tech. Henry has a B.S. in Industrial Engineering and a M.Sc and Ph.D. from Purdue University. He has organized and delivered over 65 workshops impacting more than 2,500 people in the areas of continuos improvement, supply chain management, and marketing applied to the forest products industry. For a detailed bio of Dr. Quesada please follow this link.

Non-discrimination Statement

Virginia Cooperative Extension programs and employment are open to all, regardless of race, color, national origin, sex, religion, age, disability, political beliefs, sexual orientation, genetic information, marital, family, or veteran status, or any other basis protected by law. An equal opportunity/affirmative action employer.

ADA Statement 

If you are a person with a disability and desire any assistive devices, services or other accommodations to participate in this activity, please contact Henry Quesada at 540-2310978/TDD* during business hours of 8 a.m. and 5 p.m. to discuss accommodations 5 days prior to the event. *TDD number is 800-828-1120

Sponsors

logo-virginia-tech

VCE-logo 1

SBIO logo

VFPA logo

IUFRO Division 5. Research Party 5.04.13: Industrial Engineering, Operation Analysis, and Logistics

IUFRO logosbio vfpa vce logos

To the right price…

Diana Brenes, Undergraduate intern, Department of Sustainable Biomaterials, Virginia Tech
Email: dianamb@vt.edu

pic1The task of defining the price of a product or service is not an easy one. Companies have to consider several internal and external aspects. Managers hold the opinion that they do not have control over the prices and that the “prices are dictated by the market,” Dolan (2008). However, it is important that the companies have a pricing process based on objectives and customer profiles. Goals and customer profiles are the inputs to be processed through pricing strategies and the outputs should be satisfactory prices for the company and the customers as shown in Figure 1. The feedback loop is also an imperative part of the overall process. After this process is so important that companies consider that “price conveys an image of the organization, affects demand and can be a tool for the organization and target market segmentation”, Wallace (1999).

According to Talluri & Van Ryzin (2004) it is important to establish a clear pricing strategy when:

  • Customers are heterogeneous.
  • Demand variability and uncertainty are high.
  • Production is rigid allowing for change in prices.

According to Phillips (2005), a good strategy should ensure Price and Revenue Optimization (PRO) in the following main areas:

  • For every product
  • For every customer segment
  • For every channel

pic2The theory of Six Sigma has been extremely useful for several companies as a pricing tool. According to Sodhi (2008) the theory consists of five steps: define, measure, analyze, improve and control.

1. Define: In this stage it is important to define the scenario, objectives and examine the process so that the problem is clear and can be acted on directly.

2. Measure: This stage is the preparation for analysis where the necessary information as evidence of the problem encountered is collected and all items related to the pricing process such as sales, finance, marketing, etc. are discussed.

3. Analyze: After having documented all the information necessary to apply tools and techniques, analysis would involve investigating the causes of the problem and exploration of opportunities for improvement.

4. Improve: As a result of the analysis, improvement would imply taking steps to amend the existing process through the elimination of inappropriate prices and creation of an improved and appropriate process. It is important to develop alternatives to improve and to develop a new map of the process taking into account its benefits.

5. Control: Finally, it is important to develop controls that maintain the process under favorable conditions in line with the goals. This would mean establishing indicators in order to monitor the process and key moments and also to review the process with the executives as well as to give the assurance that the process is progressing in the right direction as per the objectives.

In conclusion, it is important that this process be conducted in the best way and the whole organization be part of it. Recognizing that the pricing process is part of the whole organization, routines and processes is key to success in prices (Johansson, 2011).

References:

  • Dolan, R. (2008) How do you know when the Price is rigth? Harward business review on pricing. (pp. 1-26). Harvard Business School Publishing, Boston.
  • Johansson, M. (2011). Pricing strategies and pricing capabilities. Institute of Economic Research. Lund University, Sweden. Available at: http://www.palgrave-journals.com/rpm/journal/v11/n1/pdf/rpm201142a.pdf
  • Phillips, R. (2005) Pricing and Revenue Optimzation. Stanford University Press. Stanford, California.
  • Sodhi, M., Sodhi, N. (2008) Six Sigma Pricing. Harward Business review on pricing. (pp. 133-154). Harward Business School Publishing, Boston.
  • Talluri, K., Van Ryzin, G. (2004) Revenue Management Under a General Discrete Choice Model of Consumer Behavior. Department of Economics and Business, Barcelona. Columba University, New York. Available at: http://orsnz.org.nz/conf36/papers/Talluri.pdf
  • Wallace, R. (1999). Pricing Strategy. Information Outlook. Money Matters.

Life Cycle Inventory Application in Wood Products Industry

by  Sevtap Erdogan, serdogan@vt.edu

Identifying the need of life cycle assessment is helpful in order to have a better idea of how to figure out life cycle inventory method. The environmental impacts of human attitude towards the usage of products and services have effect on sustainable development. These environmental impacts might be the emissions into the environment, high energy use or land use, which depends on the products end-of-life status such as collection/sorting, reuse, recycling, waste disposal (Rebitzer et all, 2004). Environmental management concept used to be an alternative to make regulations on how to determine and minimize the defects of products to the environment along with organizations, business consultants and public concerns. However, life cycle assessment ( LCA) is the optimal method to look into the whole concept considering process chain and life time of products and their effects (Horne et all, 2009).

LCI sevtap

In other words, LCI analysis gives the data to determine energy input, needed material and environmental emission of a product system in their whole life cycle so that this given data could be used to maintain optimum desired data flow form ‘cradle to grave’ or ‘cradle to cradle’ ( Gong et all, 2009).

In their case study Puettmann and Wilson (2005) evaluated the life-cycle analysis of wood products by focusing on cradle-to-gate life cycle inventory method. Raw materials, including fuel resources and emission to air, water, and land for glued-laminated timbers, kiln-dried and green softwood lumber, laminated veneer lumber, softwood plywood, and oriented strandboard were the measuring units of the life-cycle inventory. Results showed that when producing wood components , a third of needed their energy was derived from renewable resources and the rest was from non-renewable resources used with considering forest regeneration and harvesting or transportation.

Wood is one of the most renewable material and regenerative fuel around the world which makes it accurate to investigate life cycle assessment within wooden products. Packaging materials are one of the good example of its importance in the life cycle stages. Using life cycle assessment helps to find out packaging container datasets which is convenient to be able to model different types of containers or boxes. This allows even to produce environmental friendly packaging goods (Hischier et all, 2005).

Specifically related example with wood-based products was conducted examining the life cycle inventory of medium density fiberboard (MDF) by focusing especially in the aspects of electricity profile and transportation gates. It is found out that both the transport of the product and electricity generation have significant influence on life cycle inventory analysis in the process of MDF manufacturing. Furthermore, the location of the process is another parameter effect LCI analysis depending on the distance ( Rivela et all, 2007).

In conclusion, the adaptation of life cycle assessment methodology and especially life cycle inventory analysis of wood products have been growing compared to last twenty years relatively in Europe and Northern America. Implementing and analyzing the life cycle inventory provides more competing products which leads to success in sustainable development and better decision makings within the process ( Werner and Richter, 2007).

References

  • Gong, X. Z., Nie, Z. R., Wang, Z. H., & Zuo, T. Y. (2009). Algorithm for Materials Life Cycle Inventory. Journal of Beijing University of Technology12, 018.
  • Hischier, R., Althaus, H. J., & Werner, F. (2005). Developments in wood and packaging materials life cycle inventories in ecoinvent (9 pp). The International Journal of Life Cycle Assessment10(1), 50-58.
  • Horne, R. E., Grant, T., & Verghese, K. L. (2009). Life cycle assessment: principles, practice and prospects. Csiro Publishing.
  • Puettmann, M. E., & Wilson, J. B. (2005). Life-cycle analysis of wood products: cradle-to-gate LCI of residential wood building materials. Wood and Fiber Science37, 18-29.
  • Rebitzer, G., Ekvall, T., Frischknecht, R., Hunkeler, D., Norris, G., Rydberg, T., … & Pennington, D. W. (2004). Life cycle assessment: Part 1: Framework, goal and scope definition, inventory analysis, and applications. Environment international30(5), 701-720.
  • Rivela, B., Moreira, M. T., & Feijoo, G. (2007). Life cycle inventory of medium density fibreboard. The International Journal of Life Cycle Assessment12(3), 143-150.
  • Werner, F., & Richter, K. (2007). Wooden building products in comparative LCA. The International Journal of Life Cycle Assessment12(7), 470-479.

WEI Lab Supports the VT FSAE team

2014 Car Rendering

Blacksburg, VA. It took over 25 hours of CAD, CAM, and CNC work to manufacture five different molds that the VF FSAE team will be using to make the panels for its prototype racing car.

2014 Car Rendering

The VT FSAE has been competing for over 26 years and they finished 13th in last year competition. For 2014, the team’s goal is to quality for the International Formula SAE competition in Michigan where 120 other Universities and colleges will compete.

2014 Car Rendering2014 Car RenderingThe VT FSAE is composed of 33 students divided in seven teams including suspension, drivetrain, engine, electrical, aerodynamics, testing, and ergonomics. The final prototype car must be built under FSAE regulations and must past a through inspection before it is allowed to compete.

VT FSAE 1For 2014, the team is redirecting efforts to improve several of the car components, including the body. Hence, the team started a search to locate a large CNC equipment that could be used to cut the molds required for the body parts. The material used to cut the molds is a high density foam that is easy to manufacture. The WEI CNC equipment is just what the VT FSAE team needed and under the supervision of Dr. Henry Quesada the team quickly became familiar with the CAD/CAM software and the operation of the  CNC machine.

The way that the VT FSAE operates involves knowledge transfer from senior to freshman students, as key critical factor to be able to compete and complete the project which is very similar to the approach of WEI program at the Department of Sustainable Biomaterials.

VT FSAE 2

The team structure is the following

  •   Team Leader: Vincent Sorrento
  •    Team Moderator: Dan Buckrop
  •     Team Facilitator: Nabeel Ahsan
  • Sub-team structure
  • Suspension
  •         Team Leader: Hannah Bever – Chassis
  •             Nabeel Ahsan, Taylor Turner – Uprights
  •             Alex Pape – Suspension design and geometry, springs, dampers, tires.
  •             Mike Lane – Suspension Structures
  •             Cody Kees – Bell cranks
  •             James Callaway – Steering

Drivetrain

  •          Team Leader: Mackenzie Hoover – Brakes
  •             Alex Coyle – Rear chunk
  •             Alex Girard – Shifting, Simulation
  •             Kyle Torrico, Thomas Barfield – Rotating components
  •             Brian McNulty – Wheel inners, wheel outers
  •             Danny Whitehurst – Half shafts, tripod bearings

Engine

  •          Team Leader: Dan Buckrop – Engine airflow, Intake
  •             Clay Brubaker – Controls, tuning
  •             Johnny Noble, Carter Moore – Oil, Fuel, Cooling
  •             Mark Anton – Engine airflow, exhaust

Electrical

  •          Team Leader: Bryce Crane – Telemetry, diagnostics
  •             Natan Diskin – Wiring
  •             Kori Price, Glenn Feinberg, Brian Kwan – Power stream, power budget module
  •             Tyler Diomedi – Packaging
  •             Daniel Ridenour – Graduate Assistant

Aerodynamics

  •          Team Leader: Stephen Young – Under tray, diffuser
  •             Sean Lynch, Chris van Oss – Wings
  •             James Bizjak – Structures

Testing

  •          Team Leader: Brian Oeters – Test Planning & Data Acquisition
  •             Akira Madono, Dylan Verster – Test Planning & Data Acquisition

Ergonomics

  •          Team Leader: Rachel White – Project management, cost analysis
  •             Eric Peterka, Jeff Petrillo – Pedal box
  •             Matt Marchese, Lucas Keese – Steering wheel, seats
  •             Sam Ellis – Cost analysis, facilities planning.

If you have any more questions about student CAD/CAM/CNC projects that the Department of Sustainable Biomaterials support, please contact Dr. Henry Quesada at quesada@vt.edu.

 

Financial management training for sugar cane farmers in Belize

Orange Walk, Belize. December 10, 2013. During the week of December 2 2013, Dr. Henry Quesada, Assistant Professor at the Department of Sustainable, delivered a workshop in financial management to sugar cane farmers in Orange Walk, Belize. Dr. Quesada was contacted through PeaceWork, an American organization that supports and collaborates with communities in developing countries through social and training projects. PeaceWork recently established an agreement with a Belizean organization under the name of Sugar Industry Research and Development Institute (SIRDI) that supports the local sugar cane farmers through training, technology transfer, and technical assistance.

Henry Quesada teaches cost allocation to sugar cane farmers in Belize as part of the financial management training.
Henry Quesada teaches cost allocation to sugar cane farmers in Belize as part of the financial management training.

Orange Walk is the heart of the sugar cane industry of Belize with more than 25,000 hectares in production that are managed by over 5,000 farmers. The majority of the farmers are second and third-business generation and 90% are considered Maya people. Currently, sugar cane is delivered to a mill processing facility owned by an American company in Orange Walk. The final product, sugar, is exported to European and American markets. During the last couple of years the mill have been using bagasse, the most significant byproduct of the sugar cane milling process, to co-generated electricity and there have been conversations to provide more compensation to the farmers from the sale of electricity.

The Department of Sustainable Biomaterials at Virginia Tech is taking steps to diversify its academic portfolio from traditional renewable materials such as wood to agriculture products such as sugar cane. Sugar cane has become a significant and important crop in developing and developed countries not just because the production of sugar but also because the impact on the bioenergy and composite material markets. The training delivered to sugar cane producers in Orange Walk has designed to help farmers prepare for incoming opportunities and challenges in those markets. In total, 110 farmers where trained as well as nine of SIRDI’s staff. In addition to the delivery of the training, a financial management book was prepared with theory and examples of how to performance financial management applied to the production of sugar cane.

For additional details or questions, please contact Dr. Henry Quesada at quesada@vt.edu