Resolve to Make Your Workplace Greener in 2018

Did you know that any “green” changes you make in your workplace not only help the planet, but can improve your company’s efficiency?

The New Year is always a time for evaluating the past and looking towards the future. So this year, why not consider these five ways to make your workplace more eco-friendly in 2018:

Improve Waste Diversion

Pretty much every business could do more to reduce and divert its waste output. But you won’t know until you take a good look at what you’re currently discarding.


One way is to engage your staff in an interactive waste audit. This gets everyone involved in identifying what’s in the trash and what can be diverted away from landfills. (New York City and other communities actually impose fines on companies that fail to properly recycle.)

A waste audit helps you to measure the different types of waste generated at your business. The results will help you to figure out how much waste your creating and how effective your current recycling (or composting) programs are. It will also help identify opportunities for reducing the amount of waste you send to the landfill, and potentially save the company some money.

For a free downloadable guide on how to conduct a waste audit, Click Here.

Reduce Operational Costs

This is a highly underrated goal. Reducing your operating costs is like free money. Even if some changes cost a few dollars to implement, the payback can be substantial.

For instance, utility costs are typically thousands of dollars a month for large businesses. You can cut these costs significantly by changing out light fixtures to energy-efficient rated fixtures with LED light bulbs. LED bulbs can last around 20 years, use less energy to work, and provide a purer source of light.

Also, try making demand-driven decisions at your facility. Many companies are now choosing to run more slowly, in order to save energy without sacrificing customer service or output. Using real-time data provides the accurate visibility you need to accomplish this.

Time for a (Tax) Break

There are plenty of tax credits that businesses can take whenever they make efforts to improve their local environment. For instance, credits can be taken for:

  • Using solar energy,  fuel cells, wind turbines or geothermal systems
  • Reducing emissions
  • Utilizing high-efficiency interior lighting, HVAC or hot water systems
  • Investing in green building standards (if you’re building new or leasing a new space)

Here’s how a California frozen food warehouse is using 100,000 square feet of solar panels:

A quick search of “tax breaks for businesses going green” will provide a myriad of ideas on how to get a break on your business tax bill by going green.

It’s All in the Packaging

There are a variety of ways you can reduce order packaging waste. Work with your vendors to eliminate inbound freight packaging by sending their items as shelf-ready as possible. Also, set guidelines at the packing stations to limit the amount of waste sent with each order. For breakable items that require some extra packaging, use biodegradable (or edible) packing peanuts in lieu of plastic or Styrofoam products.


Switch to Electric

If you haven’t done it already, now’s the time to switch to electric forklifts. Not only do they eliminate the harmful tailpipe emissions produced by gas forklifts, but they’ll save you money in the long run.

In fact, by electrically powering a 5,000-pound-capacity forklift, used six hours a day, five days a week, you’d save about $26,000 in propane over a five-year period.

In addition, electric forklifts typically have tighter turning radius, which can increase storage capacity and reduce product damage. And electric trucks produce less noise during operation. Which amounts to a better, safer work environment for your workers.


Green Tourism

Manufacturing Transformation

NYC Department of Sanitation

Factory Direct Promos


Warehouse Automation: How Far Should You Go?

Warehouse automation is everywhere these days. At Amazon and other online retailers, for instance, “pickers” work side-by-side with robots. (See related article “Warehouse Automation New Frontiers.”)

And with good reason. In many instances, warehouse automation has been shown to improve efficiency, speed, reliability, accuracy and (eventually) cost savings.

Is It Right for You?

But just because automation is so prevalent doesn’t mean it will solve every material-handling issue or be the right fit for your facility. Humans are still better at a lot of things. Indeed, even at Amazon — the mother of all robotic warehouses — machines are not quite ready to take over completely.

Take a look inside an Amazon fulfillment center:

15,000 amazon kiva robots drives eighth generation fulfillment center from designboom on Vimeo.

As you can see, the science of warehouse automation encompasses all kinds of methods to bring inventory directly to the worker, in order to minimize his or her movements within the facility. Some of the most popular systems are carousels, vertical lifts, automated storage and retrieval systems (AS/RS), mini-loads, and automated guided vehicles (AVGs). A separate category of automation includes conveyors that move and direct inventory to the next appropriate operation.

Let’s look at the some of  the most useful applications for the new technology.

Where It’s Useful…

First of all, successful deployment of automation requires close integration with a warehouse management system (WMS) to help direct, simplify and track all of the facilities transactions. (See sidebar for an explanation of WMS.)

Your particular WMS may employ either barcodes or radio frequency identification (RFID) for inventory management, but some type of WMS must be in place before a more advanced warehouse automation system can be implemented.

Secondly, in order for automation to be successful, there must be a sufficient volume of activity to justify the high up-front costs and the ongoing need for maintenance. It’s also important to remember that human labor is still more flexible when it comes to changing business conditions.

For example:  An automated carousel pod will limit the picking rate to whatever a single operator can accomplish. Late in the day, that rate may be insufficient to support the rush of orders. Fixed shelving or a flow rack, on the other hand, can be accessed by multiple workers during busy periods.

So the type of automation employed must always be weighed against the flexibility (and availability) of workers. Even Amazon, with its 45,000 robots across the globe, still relies on human hands in its 20 cavernous fulfillment centers.

…And Where It Isn’t Useful

Clearly, automation is not a one-size-fits-all solution to every facility’s needs. Individual companies must do their due diligence to determine if automation makes economic sense.

Case in point: A mid-sized industrial distributor made a $3 million investment in carousels linked with an active conveyor. Alas, the system’s performance and reliability were so poor that it was abandoned, at a significant loss to the company. But in hindsight, the owner realized that, even if the system had worked perfectly, it still would have been a really bad investment.

Why? Because even though the automation enabled him to cut his workforce in half (for a savings of $300,000 per year), the five-year return on his $3 million investment would still have been minus 19%.

Like all business decisions, the choice of whether to invest in automation boils down to a reasonable expectation of adequate ROI.

Before You Climb Aboard

You’ve decided to climb aboard the automation bandwagon. Great! Where do you start?

WMS expert David Allais suggests the following steps:

  1. Assign a specific person or team that will be responsible for selecting the functionality and handling the implementation. This team should then be involved in all aspects of the planning and creation process.
  2. Ensure that the team factors in all costs for the proposed automation, including long-term maintenance and repair costs, and the cost of potentially adjusting the floor layout to accommodate the new technology. Also, if the company plans to eventually expand, the team should choose a system that will accommodate these expansion needs.
  3. Put together a viable support plan that will provide adequate training and technical support to all staff. This will greatly facilitate the implementation process.
  4. Be sure that your chosen automation vendor works with the assigned team to thoroughly explain and map out the data migration to the new technology.

The decision to employ warehouse automation is not one that should be entered into lightly. But with sufficient due diligence, your facility can be well on its way to becoming a more efficient, reliable, and cost-effective enterprise.


Industry Week

TechTarget Network

10 Most Common Workplace Injuries

Did you know that every day in America, 13 people go to work and never come home?

That’s right. In 2015 (the most recent statistical year) 4,836 workers were killed on the job.

Another 3.3 million people per year suffer a workplace injury from which they may never recover. No one wants to get hurt on the job. But best safety practices are often neglected because they take a little extra time and effort.

As a result, serious workplace injuries are far too common.

Here is a list of the top 10 reported worker’s compensation injuries, according to leading insurance companies:

#10 – Violent Acts

Serious physical injuries can ensue when office politics and other arguments erupt into physical confrontations. Many of these situations can be prevented by:

  • Defining and communicating a clear code of conduct, such as “zero tolerance with respect to moral harassment and other types of workplace violence.
  • Providing workplace violence training to all staff.
  • Diligently monitoring any suspicious activities.
  • Exercising dissuasion and enforcing sanctions for conduct violations.

#9 – Repetitive Stress Injuries

Repetitive Stress Injury, or RSI, is often less obvious than other types of injury, but it can be very harmful in the long run. Repetitive motions, such as a factory worker performing the same task over and over again, can strain muscles and tendons. The repeated activity doesn’t need to be strenuous to cause a problem.

The result is often back pain, joint problems, and carpal tunnel syndrome. To avoid RSI, workers should be sure to take adequate work breaks, perform stretching exercises, and vary their work tasks, whenever possible. For instance, workers can be cross trained and a job rotation schedule implemented.

#8 – Machine Entanglement

The modern factory relies heavily on automated systems and a nonstop production line. Sometimes a worker will get too close to a machine that slices, welds, compresses or crushes.  The machine is unable to differentiate between an inanimate object and a human body.

Extra precautions must be taken to ensure that clothing, shoes, fingers and hair are kept far away from moving parts. Use protective barriers.

According to OSHA, the best rule to remember is this: “Any machine part, function, or process which may cause injury must be safeguarded.”

Safeguards must prevent hands, arms, and any other part of a worker’s body from making contact with dangerous moving parts. A good safeguarding system eliminates the possibility of the operator or another worker placing parts of their bodies near hazardous moving parts.

#7 – Vehicle Accidents

Employees who drive for business purposes are often injured in vehicle accidents, some of which can be fatal.  Those vehicles include forklifts.

In fact, OSHA statistics indicate about 85 forklift fatalities and 34,900 serious forklift injuries occur each year. In 42% of those fatalities, the operator was crushed by a tipping vehicle.

The safest place for a forklift operator is strapped into the seat with a seat belt. Which is why employers are obligated to require operators to use seat belts or other restraining devices. In addition, operators must receive site-specific forklift training, including the use of any attachments.

The following video clip provides some excellent safety tips for forklift operators:

Refresher training for forklift operators should also be available whenever necessary.

#6 – “Walking Into” Injuries

This happens when a person accidentally walks into a hard-surface object such as a wall, door, machinery, etc. Head, knee, neck, and foot injuries are the common result of these accidents.

The best way to prevent “walking into” injuries is to maintain a neat and tidy workplace. Clearly mark any potential obstacles/hazards. And train employees to be diligent in their surroundings.

#5 – Falling Object Injuries

Objects that fall from shelves or are dropped by another person can cause very serious injuries. Head injuries are a common result of this type of accident.

Materials should be stored or stacked in a safe and secure manner, and signage should be used to indicate any areas where debris may fall. Of course, proper personal protection gear (such as a hard hat) is also key to worker safety.

#4 – Reaction Injuries

Reaction injuries occur when a person slips or trips but “catches himself” to keep from falling.  These incidents can cause muscle injuries, body trauma, and a variety of other medical issues.

Preventing this type of injury is difficult because of our bodies’ natural reflexive actions. The best prevention guideline is for employees to be aware of their surrounding environment at all times.

#3 – Falling from Heights

Falling from an elevated area (such as a roof, ladder or stairway) can be caused by a slip-and-fall or by faulty equipment.

To prevent these injuries, make sure employees use proper personal protection gear. Install guardrails and other engineered protection devices, and encourage and reward employee diligence.

#2 – Slipping/Tripping

Falls on slippery floors or trips over objects lying on the floor are the second most common type of workplace injury.

Train employees on the hazards of slips, trips, and falls, as well as the proper management of spills and clean up. Use non-slip rugs and signage to indicate potentially hazardous areas.

#1 – Overexertion Injuries

The most common type of workplace injury is overexertion. It’s also the most expensive.

This category includes injuries related to lifting, pushing, pulling, holding, carrying or throwing. It represents $12.75 billion in direct costs, more than 25% of the overall national burden.

According to industry experts, overexertion continues to be a problem because workers do not understand the risk.

Because everybody engages in lifting, pulling, pushing and carrying from the time they start walking to the time they join the work force, they naturally believe they can do it properly.

To address this issue, employers should provide hands-on training by observing workers performing the tasks, and offering guidance when they are doing it incorrectly. They should also incorporate a psychosocial process into the program in order to understand how stress can affect worker safety. Even properly trained employees can become distracted and modify their work practices when they feel undue stress.

The Bottom Line

Education, training, diligence and proper safety equipment are all necessary components of a complete workplace safety program. For a list of OSHA training and educational programs to help broaden worker and employer knowledge of safety hazards in the workplace, click here.

And be careful out there!


Arbill Safety Blog

Occupational Health & Safety

The Seltzer Group

6 Key Lean Manufacturing Principles

Did you know that most lean manufacturing concepts were developed from the philosophies of Benjamin Franklin?

In his 1758 essay, “The Way to Wealth,” Franklin stated the following:

You call them goods; but, if you do not take care, they will prove evils to some of you. You expect they will be sold cheap, and, perhaps, they may [be bought] for less than they cost; but, if you have no occasion for them, they must be dear to you. 

And Henry Ford cited Franklin as a major influence on his own business practices, which included Just-in-Time manufacturing.

Let’s take a look at some of the guiding principles for implementing a lean manufacturing protocol…

Waste Reduction

First and foremost is waste reduction/elimination. Historically, this is the foundation of modern-day lean manufacturing, identified by Toyota Production System in the 1990’s.

Many of the other principles revolve around this concept. There are seven basic types of waste in manufacturing:

  • Overproduction (production ahead of demand)
  • Unnecessary Motion (moving people or equipment more than is required to perform the task)
  • Excess Inventory (all components and finished product not being processed)
  • Production of Defects (leading to rework, salvage and scrap)
  • Waiting (i.e., waiting for the next production step or interruptions of production during shift change)
  • Transportation (moving products that are not actually required to perform the task)
  • Overprocessing (resulting from unnecessary work that adds no value)

Waste reduction/elimination involves reviewing all areas of your organization, determining the source of all non-value-added work, and reducing or eliminating it.

Continuous Improvement

Continuous improvement is sometimes referred to by the Japanese word “kaizen,” which literally means “change for the better.”


As the name implies, continuous improvement promotes constant, necessary change toward achievement of a desired state. The changes can be big or small, but they must lend themselves toward improvement.

To be effective, continuous improvement should be a mindset throughout the entire organization. Lean manufacturing experts suggest that you not get caught up in only trying to find the “big ideas,” as small ideas can often lead to big improvements.

For instance, at Toyota, the culture of continual aligned small improvements has yielded large results in overall improved productivity.

Respect for Humanity

The most valuable resource for any company is its people. Without them, the business simply will not succeed.

Staff Members

When employees do not feel respected, they tend to lose respect for their employer. This can become a major problem when a company is trying to implement lean manufacturing principles.

Most staff members want to perform well in their jobs. They’re not just earning a living; they’re also developing a sense of worth from their work.

Constant communication and praise for a job well done will go far to show people you respect them. But it’s also important to include them in upcoming changes and ideas, giving them an opportunity to provide their input. The more involved they are in decisions, the more the ideas become theirs. (And the more likely they are to accept the changes.)

The Supply Side

Implementing lean manufacturing processes requires the cooperation and participation from everyone in the company. But the respect for humanity principle goes so much deeper than the employee level.  You must also display respect for your customers and suppliers, as well as the environment.

Virtually every company is a supplier to someone else. If everyone throughout the supply chain treats their customers and suppliers with respect, working through issues becomes a whole lot easier.

Levelized Production

The basis of this principle is that the workload is the same (or level) every day. In a lean manufacturing facility, this type of standardization is very important.

The key ingredient for this lean manufacturing principle is utilization of a pull system. Components used in the manufacturing process are only replaced once they have been consumed. In this way, companies only make enough products to meet customer demand.

To achieve this, levelized production takes into consideration both forecast and history.

An Example

Your customer orders most likely fluctuate daily. Let’s say on Day 1, they want 10 black and five red parts. The next day, they want 12 red and seven black. On Day 3, they only require 13 parts.

Using levelized production:

  • On Day 1 you would set the level volume at 15 parts per day, and production would replenish the 15 parts that were ordered.
  • On the second day, the order is 19 parts (four parts higher than our levelized production volume). Production would still build 15 parts and the shipping area would take four parts from an inventory called “fluctuation stock.”
  • On the third day, the order was 13 parts, which is two less than the levelized volume. So two parts are put back into fluctuation stock.

Just-in-Time Production

The basis behind just-in-time production is to build what is required, when it is required and in the quantity required. In conjunction with levelized production, this principle works well with the pull system. It allows for movement and production of parts only when required.

The goal in lean manufacturing is to maintain finished product inventory at the lowest levels possible, while ensuring delivery does not suffer.  Of course, it is nearly impossible to carry zero inventory, particularly in facilities where short lead time is essential. So you will need to carry a store of parts to pull from when required.


To facilitate just-in-time production, companies typically employ a system of “kanbans.” A kanban is a hand-sized card that moves with the product or material. It signals when the product is to be built or when the material can be moved.

The kanban basically serves as a work order or pick list. But it also serves as a visual control, to identify the contents of each box. A third function of a kanban is inventory control, to determine the amount of finished product on hand.

Built-In Quality

The idea behind this principle is that quality is built into the manufacturing process. It’s built into the design of the part. It’s built into the packaging. From design to shipping, quality is a major consideration.

This means that your machines are capable of detecting abnormalities and your fixtures have mistake proofing to avoid misassembly.

Abnormality Detection

“Autonomation” pertains to a machine’s ability to judge good or bad conditions. When an abnormal condition is detected, the machine stops and triggers an alarm. A production worker then removes the parts and resets the machine. This keeps the suspect parts from continuing through the process.

Autonomation eliminates the need for a production worker to stand there and monitor each machine. It’s often referred to as “automation with a human touch.”

Mistake Proofing

The purpose of mistake proofing is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.

Mistake proofing can be implemented at any step of a manufacturing process where something can go wrong or an error can be made. For example, a fixture that holds components for processing might be modified to only allow those parts to be held in the correct orientation.

Presence sensors are another example. These sensors allow  only components that fit, and will trigger an alarm if the machine is cycled without all the components present.

Simulation Game

We’ve covered only six of the many lean manufacturing principles out there. If you’re thinking about employing these ideas and others, you may wish to check out the following Factory Business Game:


Lean Directions


Quality Digest

Lean Production

How New Green Packaging Is Saving Endangered Species

On May 18, 2015, “as the light was fading at the end of a bitterly cold day,” zoologist Tony Martin dropped his last rat bait pellet onto a peninsula at the western tip of an island near the South Pole.

“We had finished. We had really finished,” Martin wrote in his final transmission.

It was the end of an arduous four-year effort to save the endangered seabirds on South Georgia island. Martin’s 25-man team, led by the South Georgia Heritage Trust (SGHT), had undertaken the largest rat eradication in history, defending indigenous creatures from their ravenous enemies.

The rats had been introduced to the island by early explorers and hunters more than 200 years ago. And they had been preying on the eggs and chicks of nesting seabirds ever since. In fact, until Martin and his team intervened, the rats had wiped out more than 90% of South Georgia’s seabird populations.

Almost Didn’t Happen

But this is a success story that almost didn’t happen.

One major obstacle the SGHT team had to overcome early on:  How to contain the rat poison pellets to withstand a transport of 17,000 miles across rocky seas, as well as outdoor storage for months in the polar climate?


Another consideration was that Martin’s team of conservationists needed the containers to be recyclable and/or biodegradable.  They wanted to leave virtually no evidence that they had even been there.

Eco-Shield: The Future Is Here

Bell Laboratories, the manufacturers of the pellets, had the answer.

They suggested the SGHT team contact Ox Box, an Illinois-based container company. Ox Box had recently developed a new container material called Eco-Shield, which incorporates plastic resin from recycled plastic bottles with corrugated fiberboard.

The company claims that, not only are Eco-Shield crates extremely strong, durable and weatherproof, their unique chemical composition makes these boxes recyclable and biodegradable, as well.

Bell Labs had good reason for recommending Eco-Shield: They had successfully used the special containers on a previous conservation project.

The Galapagos Experience

In 2012, conservationists waged a similarly aggressive campaign to poison the invasive rats living on Pinzón Island, part of the world-famous Galapagos chain.

The rats — introduced through human activity 200 to 300 years ago — were wreaking havoc among the Galapagos wildlife by preying on eggs and hatchlings of bird and reptile species. Particularly at risk was the saddleback giant tortoise, one of the world’s most ancient and endangered species.

But to save the tortoises and other threatened wildlife populations, the folks at Bell Labs had to ensure that their product would survive the trip to the Galapagos and the tropical Ecuadorian climate. In addition, the containers had to meet the Galapagos project’s strict environmental guidelines.

That’s when they turned to Ox Box for a solution. The Eco-Shield containers used by the team exceeded the project manager’s expectations, and helped them redefine “survival of the fittest.” Because of these containers, the project team was able to successfully “carpet bomb” Pinzón Island, one of the largest areas in the Galapogos chain.

Now, for the first time in more than 150 years, the population of saddleback giant tortoises is set to recover on its own.

Antarctic Epilogue

Meanwhile, back on South Georgia island, ongoing monitoring of the SGHT team’s project indicates some early success. The bait pellets appear to be extremely attractive to rodents, who prefer the pellets over their natural food, but unattractive to seabirds and other indigenous species.

As the need for eco-friendly packaging and shipping materials increases, it’s just a matter of time before products like Eco-Shield become the norm.

Here’s the Eco-Shield promotional video, highlighting the South Georgia habitat restoration project:



BBC News

Ox Box

Bell Laboratories

Discover Magazine

South Georgia Heritage Trust

The Humble Pallet…Where Would We Be Without It?

In 2010, police in Dubai intercepted a container from a Liberian-registered ship that had originated from Pakistan. Suspecting narcotics smuggling, they searched the container’s cargo—heavy bags of iron filings—but found nothing.

Almost as an afterthought, they then decided to check the pallets on which the bags had rested. Inside each pallet was a hollowed-out section containing 500 to 700 grams of heroin.

Which only goes to show you that pallets typically go unnoticed. (A fact that the drug smugglers were no doubt counting on.)

Invisible, But Everywhere

Think about it… This unassuming construction of beams and planks has carried most every object on the planet, at one time or another.

“Pallets move the world,” according to Mark White, an emeritus professor at Virginia Tech and director of a pallet and container research lab.

And, while they may not look like much, these simple shipping containers play a major role in the history of our economy. But just when did the ever-humble pallet become such a warehouse staple?

It All Began…

Before the birth of pallets, wooden crates, boxes, barrels, and kegs were the mechanisms of choice for transporting and storing goods. Skids were also sometimes used. (As you no doubt already know, a skid is similar to a pallet but does not have bottom deck boards.)

In fact, the use of skids dates back to Ancient Egypt and Ancient Mesopotamia, in the 1st millennium B.C.

It wasn’t until the early 1920’s, shortly after the modern forklift was invented, that skids evolved into pallets. (This, of course, helps to answer that age-old question: Which came first, the pallet or the forklift? It was, indeed, the forklift.)

Recognizing that skids did not provide the support and stability often required for heavier loads, bottom planks were added to the design in 1925. And the pallet was born.

This addition resulted in an improved weight distribution and a decrease in product damage. It also led to the concept of stacking, which allowed goods to be moved and stored with extraordinary speed and versatility.

Needless to say, the dawn of the pallet revolutionized the way merchandise was gathered, stored and protected. It wasn’t long before every warehouse across the globe began relying on these simple wooden structures to load and store their goods.

Standardization Needed


Then the war came. The Big One — WW II. And the popularity of pallets skyrocketed.

Mass production of all kinds of goods, especially for the military, increased sharply. Pallets were used by thousands of small and mid-sized business throughout North America. a result, it quickly became obvious that pallet standardization was necessary. Every link in the handling chain needed to know just what it was receiving and had to be prepared to receive it.

That’s when the U.S. Navy’s Bureau of Ordnance set up a Materials Handling Laboratory in Hingham, Massachusetts. Their purpose was to engineer the job of handling as much war material on pallets as possible.

Working together, the Allied countries established a universal 48 X 48 standard size pallet to accommodate easy of shipment and storage of ammunition and other war materials.

One important feature of the standard pallet size is that it fits common 8’ 6” and 9’ 2” railroad box cars beautifully. In addition, the square shape simplified loading and unloading, as well as warehouse stowage.

Pallets Helped Us Win the War

2Pallets played a huge role in the Allied forces winning the war. Tens of millions of pallets were employed.

In fact, according to one historian, “The use of the forklift trucks and pallets was the most significant and revolutionary storage development of the war.”

During this time, a resourceful Navy Supply Corps officer, looking for a way to improve turnaround times for materials handling, invented the “four-way pallet.” With notches cut in the side of the pallet, forklifts could now pick up pallets from any direction.

The design change was a relatively minor refinement that resulted in a doubling of material-handling productivity per worker.

Today’s Pallets

This archived 1950’s video footage shows how surprisingly modern warehouses had become by that time:

Today there are approximately 450 million new pallets produced in North America each year. About 1.9 billion pallets are in use at any given time.

Today’s pallets are designed to withstand enormous weights and be lifted on and off trucks, ships, and planes. You might even say that, without them, it’s uncertain whether the global economy would be as strong as it is today.

For a virtually invisible object, pallets are everywhere!


Packaging Revolution

1001 Pallets

Pallet Enterprise


Energy Efficiency: Weekend Energy Use

Weekend Energy Use

We started off our energy efficiency series for industrial businesses with a discussion of peak energy demand identification. The goal was to identify peak energy demand times and shift the load to flatten your energy curve. This month we cover Part Two of the series: Weekend Energy Use.

The series on energy efficiency measures at a glance:

  1. Peak energy demand identification
  2. Weekend energy use
  3. Weeknight set-backs
  4. Start-up spikes
  5. Compressed air systems

Weekend Energy Reduction

Energy efficiency plays a key role in operational efficiency — it has a direct impact on your business results. Some industrial businesses run weekend shifts, while others may close the shop down for a day or two but unnecessarily leave equipment on. Either way, by putting a little attention toward your weekend energy use, you can lower your total operating costs.

To start, review your energy profiles to find energy waste. If you are a small shop without sophisticated energy management software, you can create your own energy profiles based on interval data by using the charting functions of Microsoft Excel. If provided by your utility, an easy way to collect your detailed energy data is through the Green Button initiative.

According to the US Department of Energy, “The Green Button initiative is an industry-led effort that responds to a White House call-to-action to provide utility customers with easy and secure access to their energy usage information in a consumer-friendly and computer-friendly format. Customers are able to securely download their own detailed energy usage with a simple click of a literal ‘Green Button’ on electric utilities’ websites.”

Once you gain insight into your weekend energy use, it is time to share those insights.

Employee Awareness

Often weekend energy savings boils down to employee energy awareness. If your employees can see that their wasteful habits make a difference, they are more likely to feel inclined to do something about it.

Per Energy Lens, the most effective way to engage your employees in energy savings is by providing them with targeted facts and figures. “Specific figures are generally best for raising energy awareness among staff. For example: Unnecessarily leaving equipment switched on when we go home is wasting x kWh, y dollars, and z lbs CO2 each day. If your building operates continuously every day, investigate the energy consumption of different shifts.”

The use of energy in industry affects every single citizen directly through the cost of goods and services, the quality of manufactured products, the strength of the economy, and the availability of jobs.” The National Academies of Sciences, Engineering, & Medicine

When it comes time to share results, savings related to specific days, times, and activities are more motivating than sharing the building’s total energy savings.

Production Shutdowns

Reduction in energy demand can also be achieved by regular production shutdowns (including shutdowns for scheduled maintenance or retooling) and off-shift periods. Savings can be substantial. And data and analytics can offer visibility into shutdown levels to help you optimize savings.

To achieve optimal cost-efficiency, production shutdowns take a great deal of planning and coordination. Pennsylvania Area Development offers guidance in how to successfully manage a temporary production shutdown and return to service.

Tracking Performance

Once energy waste is targeted and employees are engaged, it is time to track performance. Energy Lens offers five rules for tracking your energy performance on a monthly basis (click on the link to read more about each rule):

  1. Remember that months are very different in calendar terms;
  2. Only compare the average kW between months;
  3. Restrict the energy that contributes to each monthly average;
  4. Use energy data that contains the necessary level of detail; and
  5. Be aware of seasonal variations in energy consumption.

You Need a Game Plan

Independent studies indicate that U.S. industry as a whole could reduce energy use by 14% to 22% in the near term through cost-effective efficiency measures. Tackling weekend energy efficiency initiatives can help you reduce your energy use and lower your total operating costs — along with lowering the costs to our environment, to our national security, and to irreplaceable resources.

Summary game plan:

  1. Identify specific weekend energy waste to target
  2. Quantify the energy waste
  3. Raise energy awareness and encourage employees to reduce energy waste
  4. Track the energy performance of the days, times, areas, and uses of targeted energy waste
  5. Share and display achieved savings (and celebrate!) to motivate for continued progress


Energy Efficiency: Going Green and Saving Bucks

Among developed nations, the United States has the greatest opportunity for improvement when it comes to energy waste. Complex energy systems play a major part in industrial business. For example, energy use totals roughly $180 billion per year by U.S. manufacturing plants alone.

Time for a Clean-Up

Now is a good time to assess your energy usage and clean up energy waste. As part of a short series on energy efficiency, we will cover five essential measures that every manufacturer can implement to help lower costs, increase competitiveness, and improve your brand by being more environmentally friendly.

This series on energy efficiency measures will include:
  1. Peak energy-demand identification,
  2. Weekend energy use,
  3. Weeknight set-backs,
  4. Start-up spikes, and
  5. Compressed air systems

Today we will cover the first of these five measures:  Peak energy-demand identification.

Understanding Peak-Demand Charges

It all started with a few electric power failures. To combat the severe effects of high demand exceeding the limit of electrical grids (like what happened to the city of Chicago in 1995 and to the state of California in 2000 and 2001), peak-demand charges have been incorporated into many utility bills to help lower peak demand. According to Sustainable Plant, a publication and online resource promoting the sustainability of industrial operations, these peak-demand charges can easily equate to 30 percent of a plant’s monthly utility bill.

Have you read your utility bill lately?

It’s complicated and varies widely based upon your contract. But taking the time to understand your bill is the first step in realizing energy savings. Both consumption (or base) charges and demand charges are part of every electricity bill, and for industrial users these charges are usually broken out based on your rate structure.

Consumption is measured in kilowatt hours (kWh) and demand is measured in kilowatts (kW). With higher demand comes higher demand charges. Basically, two companies with the same amount of total energy consumption could pay different rates based upon one using kilowatts at a higher intensity over a shorter period of time. Peak-demand charges are calculated over the 15-minute interval when the plant uses the greatest amount of energy in a given billing period.

Let’s Take a Closer Look…

To illustrate how a demand charge can effect two companies differently, here is an example provided by Energy Smart, an energy-efficiency company based in Boulder, Colorado:
Let’s assume these rates apply to both companies:

Electricity charge = $.0437 per kWh
Demand charge = $2.79 per kW

Example 1: Company A runs a 50 megawatt (MW) load continuously for 100 hours.
50 MW x 100 hours = 5,000 megawatt hours (MWh)
5,000 MWh = 5,000,000 kWh
Demand = 50 MW = 50,000 kW
Consumption: 5,000,000 kWh x .0437 = $218,500
Demand: 50,000 kW x $2.79 = $139,500
Total:  $358,000

Example 2: Company B runs a 5 MW load for 1,000 hours.
5 MW x 1,000 hours = 5,000 MWh
5,000 MWh = 5,000,000 kWh
Demand = 5 MW = 5,000 kW
Consumption: 5,000,000 kWh x .0437 = $218,500
Demand: 5,000 kW x $2.79 = $13,950
Total:  $232,450

It is clear to see that Company A pays significantly more due to higher demand (50 MW vs. 5 MW), even though both companies are at the same consumption level. Same kilowatt hours, but different intensities.

Real-Time Data Helps

Real-time energy data, a component of any good energy-management software program, lets you see more than what your once-a-month utility bill reveals; it lets you manage your energy use in real time. You can monitor energy use fluctuations and easily see when your demand for electricity is greatest. From this visibility, you can develop an energy action plan to lower the highlighted peaks and ultimately lower your demand charges.
Real-time energy monitoring not only provides ongoing feedback and support in planning of your energy use, but can also be used to track the results of your energy-saving initiatives. There are a lot of energy-management software applications available to choose from, with varying degrees of pricing, deployment, features, training, and support. Based on your needs and capital, a good place to start is to review and compare top software options at Capterra.

Measuring, Tracking, Benchmarking

Your most powerful tools for energy waste reduction are measuring, tracking, and benchmarking energy use across all operations. Measuring and tracking help you establish a baseline, a starting point, of your energy performance. Per the EPA’s ENERGY STAR, with your baseline established “you are able to set improvement goals, judge changes in energy use, and determine when to take corrective action. Without good energy data, it is impossible to tell if you are really improving or not!”


Benchmarking is used for comparing your energy performance over a specified period with facilities nationwide that operate like yours. It helps you answer the questions “How are we doing?” and “How do we know?”

ENERGY STAR offers energy tracking and benchmarking tools as an alternative for smaller industrial facilities that may not have the resources to invest in a custom energy-management system. These tools aim to help manufacturers assess their energy performance, establish baselines, and set performance improvement goals. Here is an easy-to-read ENERGY STAR document, Guidelines for Energy Management, that outlines seven main steps, including tracking and benchmarking, for improving your overall energy performance.

Your Turn: Create a Game Plan

Peak-demand charges are one of the most expensive parts of your utility bill. Once you gain visibility into your energy usage, you can take action to flatten your energy curve — your intervals of highest demand — by load shifting and filling in the low valleys.

Load shifting is about staggering the start-up of your building’s HVAC system, mechanical equipment, lighting, and office equipment, or trying to minimize any time-energy use is at its highest, to shave off the peaks and flatten out your energy curve. By flattening your energy curve, you will save significant money on your future energy bills — Cha-ching!

Your summary game plan:

  • Collect/Track good energy data from the past one year
  • Benchmark current energy use, how do you compare to others like you?
  • Identify peak energy demand times and set goals
  • Load shift, work to flatten your energy curve
  • Measure results and celebrate your achievements!

Next Time:  Weekend Energy Use

PalletEnterprise’s Leadership Roundtable

Sam DonadioSam Donadio, President at Power Pallet, is among the participants in PalletEnterprise‘s leadership roundtable. The panel is comprised of industry leaders, including new and used pallet manufacturers and sawmills, who are passionate about growing the wood pallet industry and sharing their insights and knowledge. “I feel privileged to be a part of the conversation with a diverse group of leaders from diverse geographic market segments within the industry. There is power in knowledge sharing,” Sam said.

In this first part of a three-part series, the panelists shared their outlook and optimism for the industry’s future. Sam shared that he believes “wood pallets will always be in demand, for it is the most cost-effective and sustainable way to move product.” The panel convened via conference call to discuss “key issues facing the industry, changes taking place in raw material markets, important business metrics to watch, and evolving customer expectations.” PalletEnterprise will share the second installment of the roundtable discussion in their June issue.


Panel Participants

Sam’s co-panelists are Jeff Edwards of Edwards Wood Products, Asher Tourison of ACME Pallet, Carolyn Beach Skinner of Westside Pallet, and Joe McKinney of McVantage.

Jeff Edwards, Edwards Wood Products

Jeff Edwards is the president and owner of Edwards Wood Products, a hardwood lumber and pallet manufacturer located in North Carolina. He joined the family business after high school in 1978 and has never looked back. Since Jeff’s father started the business in 1969, the company has grown to operate five corporate divisions – a timber company; sawmills, chip mills, and manufacturing facilities for pallet and lumber production; as well as a transportation company.

Asher Tourison, ACME Pallet

Asher Tourison is president and owner of ACME Pallet, a designer and manufacturer of new wooden pallets located in Holland, Michigan. Asher joined the company in 1977 and went on to purchase the company in 1982. Since then the company has added two sawmills, one in central part of the state and one in northern Michigan.

Carolyn Beach-Skinner, Westside Pallet

Carolyn Beach-Skinner is vice president of operations for Westside Pallet, a new and used pallet manufacturer located in Newman, California. Founded in 1994 by her father, Carolyn joined the family business in 1998. Their customer base is mainly agriculture and food processing companies. Carolyn also serves as president of the Western Pallet Association (WPA).

Joe McKinney, McVantage

Joe McKinney is president of McVantage, a provider of quality hardwood products from grade lumber to wood containers, located in Tuscumbia, Alabama and Nashville, Tennessee. Started in 1953 as a small sawmill by Joe’s father, the company now operates three divisions – a sawmill operation; a pallet facility; and an international division to explore exotic hardwoods, bio-fuels, and management services. Joe joined the family business in the late 1970s after earning a degree in Industrial Management from Auburn University. Joe has served as chair of the National Wooden Pallet and Container Association (NWPCA).


Pallet Enterprise LogoPalletEnterprise, a monthly trade magazine for the pallet and container industry, has been a leading source of information for pallet and sawmill companies for more than 30 years.



Warehouse Automation New Frontiers

Move over Manual, Automation Is Here to Stay

Automated technologies have become a staple of modern industry throughout the world. The 21st century has seen warehouses and distribution centers, once governed solely by manual labor, transform into highly productive, automated environments.

Today’s operations are so high-tech that extensive material handling solutions are used to move goods to workers, instead of workers moving to the goods. These material handling solutions include conveyors, sorting equipment, and automated storage and retrieval systems (AS/RS), and the latest innovation being robotics.

The Best in Automated Material Handling Systems

The best case in warehouse automation out there, hands down, is Sneak a peek at Amazon’s human-machine collaborative power at MIT Technology Review’s Inside Amazon’s Warehouse, Human-Robot Symbiosis. Amazon’s fast-paced process-driven environment is crazed with a dizzying array of activity. At the center of it all are robots. Kiva robots are utilized to rearrange shelving units and ferry shelves full of product to human workers for picking and packaging. Human workers no longer need to walk to retrieve products, which in turn greatly improves Amazon’s order fulfillment times. And when a shelf needs restocking, a robot automatically delivers the empty shelf to a human packer.

Kiva Systems, now Amazon Robotics, founded in 2003 by Mick Mountz, employs hundreds of mobile robots to offer integrated order-fulfillment solutions at warehouses and distribution centers for companies like The Gap, Saks Fifth Avenue, Staples, Walgreens, and Crate and Barrel. Watch a play-by-play narrative video of how Kiva robots impressively automate a warehouse environment at A Day in the Life of a Kiva RobotThe results are equally impressive, such automation allows for a warehouse to handle up to four times as many orders as a similar warehouse that does not utilize automation. In non-automated environments, workers can spend 70 percent of their time walking to retrieve goods – that adds up to walking well over 15 miles per shift., purchased by Amazon in 2011, is the largest online retailer of baby products and is another user of the Kiva order-fulfillment robot system. Roughly 15 to 20 robots work simultaneously to retrieve products based on digital instructions. The robotic picking system helps consistently achieve one-day shipping. This lightning-fast delivery, along with their award-winning customer service, is a game-changer for busy moms.

It’s Still about the People

Robots and People

In a manual labor-oriented operation, a traditional operation, the basis of success is on managing, motivating, and developing people. Performances of throughput and order accuracy are the key indicators, leaving system vitality directly impacted by individual performance. Basically saying: the recipe is only as good as the least quality ingredient. In a traditional operation, a system is only as good as the people performing the individual tasks within that system.

This changes to a degree in an automated environment because people are not performing the individual tasks, machines are. Of course, people are tasked with managing the machines that perform the tasks. In an automated operation, optimization comes from managing both technology and people; utilizing performance metrics to monitor and optimize the technology investment.

To maximize your investment in automation it is critical to have the right people in place. Yes, a technical skill set with a whole systems mindset is important, but finding people with great communication skills is still a must. To read more about the profiles of key leadership roles for an automated warehouse, click here.

So, What Does the Future Hold?

No doubt, robotics will be the key to furthering efficiencies in warehouses and distribution centers. Once confined to performing repetitive tasks separated from human workspaces, industrial robots are now being utilized to work in conjunction with human workers. With better computer chips and algorithms, robots are now better equipped to learn new tasks quickly. And with better sensors and actuators, they have become safer in working alongside human workers.

For now, robots are still incapable of tasks that require fine manipulation or improvisation. It is just a matter of time before robots will have the functioning to pick goods from a shelf and prepare and pack the items for shipping. Wily Shih, a Harvard professor who studies manufacturing, believes the future will likely see robots become “easier to drop into factory and distribution settings, and easier to integrate with existing manual processes and workers.”

The Coming of the Robot Revolution

With the advances in automation and artificial intelligence, it is easy to worry about job displacement. A MIT Technology Review article “Who Will Own the Robots?“, the third in a series of articles about the effects of automation on the economy, reminds us, “As Silicon Valley has taught us, technology can be both a dynamic engine of economic growth and a perverse intensifier of income inequality.”1

The article wraps up with a valid point to consider in moving automation forward. That with the development in automation and digital technologies in general, whoever owns the capital will gain the benefit. Richard Freeman, a labor economist at Harvard, shares a solution “that far more people need to ‘own the robots.’” Investment programs in profit sharing, employee stock ownership, and others could be utilized here to have ownership more widely shared. After all, sharing the rewards of new technologies “could restore the middle-class dream that has long driven technological ambition and economic growth.”2

1 – Who Will Own the Robots?, MIT Technology Review

2 – ibid.



MIT Technology Review