Powerpoint - Energy Efficiency Opportunities

Report
TMCA and the EEO
Applying Toyota Business Practices to
Energy Efficiency
© 2013 Toyota Motor Corporation Australia Limited
1
Toyota Australia Overview
REGIONAL OFFICES =
•Townsville
•Brisbane
MELBOURNE
•Sydney
•Melbourne
Port Melbourne
• Corporate Head Quarters
(CHQ)
•Adelaide
•Darwin
WA Distributor
Altona Manufacturing Plant
• Engine, Foundry, Press, Paint and Assembly
SYDNEY
• Sales & Marketing
LOCAL SUPPLIERS
DEALERS
 1,794
 Toyota: 210, Lexus: 19
 Purchase value: A$1.65 billion  Employees: 12,615
© 2013 Toyota Motor Corporation Australia Limited
2
TMCA EMPLOYEES
• Total = 4,184
• Nationalities = 60+
Toyota is Australia’s biggest manufacturer of cars
© 2013 Toyota Motor Corporation Australia Limited
3
In 2012 nearly 100,000 Camry, Camry Hybrid and
Aurion left our Altona factory.
© 2013 Toyota Motor Corporation Australia Limited
4
Toyota considers Sustainability in all parts of our
operation
© 2013 Toyota Motor Corporation Australia Limited
5
Carbon Foot Print of a Camry
Embedded energy in
Materials = 5.98 tonne/car
Parts Manufacture
(Suppliers) = 2.64
tonne/car
Offices &
Warehouses
0.13 tonne
Per vehicle
Lifetime use of vehicle
= 44 tonne/car
Vehicle Manufacture
= 1.50 tonne/car
A/c gas
= 0.65
tonne
Sales Activities
= 0.21 tonne/car
© 2013 Toyota Motor Corporation Australia Limited
6
Parts and Vehicle Logistics
= 0.093 tonne/car
EEO as part of the response
The EEO is a part of Toyota Australia’s response
strategy to limit the impacts of the Clean Energy
Future Scheme
The EEO is used as a management tool in the
overall response which also includes:
•Toyota’s Guiding Principles
•The Toyota Earth Charter
•The TMAP Regional Action Plan
•Toyota Australia’s Environmental Action Plan
•Annual Environmental KPI’s
© 2013 Toyota Motor Corporation Australia Limited
7
TMCA Activity – “Axe the Tax”
To encourage Energy
Efficiency in manufacturing,
TMCA had an ‘Axe the Tax’
campaign in 2012 to:
• Implement Actions to
reduce the impact of the
CEFS
• Offset additional cost
through identified savings
• Encourage all Shops to
put forward Energy
Efficiency Initiatives
© 2013 Toyota Motor Corporation Australia Limited
8
Challenges
The key challenge with using the EEO
processes for Toyota Australia is turning
a legislative requirement into a useful
business tool suitable to our industry.
How do we reconcile:
•Data vs Information
•Legislative vs Company requirements
(i.e Payback criteria)
•Energy vs Carbon
•Toyota systems vs Government
systems
© 2013 Toyota Motor Corporation Australia Limited
9
EEO and TEMS
• TMCA integrates EEO
through our EMS
• Each shop has a multi
disciplinary TEMS team
• Each TEMS team has access
to support from engineering
and Corporate groups
• Each TEMS team is tasked
with finding and implementing
improvement ideas
© 2013 Toyota Motor Corporation Australia Limited
10
The PDCA Cycle
TMCA uses the PDCA process to
implement energy efficiency projects
• Plan – The TEMS teams look at
identifying new projects and gather all
relevant data (including baselines etc).
• Do – The projects are assessed,
approved and implemented (taking
account of EEO requirements)
• Check – the performance of the project
is measured against expectation (daily,
weekly, monthly)
• Act – The project is integrated,
standardised and shared
© 2013 Toyota Motor Corporation Australia Limited
11
Case Study: VSD Drives - Background
Before Kaizen:
• The supply & exhaust fans in cavity wax are
connected in direct online configuration
• They have a current 6 times the motor
rated current at start-up
• This results in unnecessary energy being
consumed.
• During Production time, the fans are
running at full capacity and are being left
on during non production time thus using
excess energy (Gas & Electricity).
• Maintenance regularly have to change and
repair motor belts & pulley.
• The conditions of these booths have
changed as they are now dry booths.
© 2013 Toyota Motor Corporation Australia Limited
12
Case Study: VSD Drives - Activity
Activity – Install Variable Speed Drives:
• Undertake detailed analysis of current
power consumption
• Install Inverter to be able to control speed
of Fans
• Consult with all stakeholders regarding
• Quality concerns
• Maintenance issues
• OH&S concerns
© 2013 Toyota Motor Corporation Australia Limited
13
Case Study: VSD Drives - Results
After Kaizen – Supply Fan:
• Reduced frequency from 50 Hz to 45 Hz and
then 40 Hz
• Power reduction from 50kW to 28 kW
50HZ
45HZ
40HZ
© 2013 Toyota Motor Corporation Australia Limited
14
Case Study: VSD Drives - Results
After Kaizen – 2 X Exhaust Fan:
• Reduced frequency from 50 Hz to 45 Hz and
then 40 Hz
• Power reduction from 17 kW to 9 kW
50HZ
45HZ
40HZ
© 2013 Toyota Motor Corporation Australia Limited
15
Case Study: VSD Drives - Results
After Kaizen:
• Power savings: $23,294
• Gas savings: $28,071 (reduced air flow)
• Maintenance: $2,128 (no need to repair the
belts & pulleys on a regular basis)
• Equipment parts cost savings: $3,950
(motors are now ramped up slowly
resulting in less stress on belts and pulleys)
• Total savings: $57,443 per year
• Implementation cost: $34,700
• Pay back 7 Months
© 2013 Toyota Motor Corporation Australia Limited
16
Case Study: VSD Drives - Yokoten
Yokoten and Next steps:
• Roll out activity to other fan motors across
the Paint Shop
• Identify potential applications in other
shops such as:
• Black Out Spray Booth Paint Shop
• Torit exhaust system in Body Shop
• Weld exhaust system in Press Shop
• Emission test Laboratory ventilation
system
© 2013 Toyota Motor Corporation Australia Limited
17
Case Study: VSD Drives – Recognition
TMCA acknowledges that the key knowledge
about process improvements sits in the TEMS
work teams and we hold an annual awards
process to recognise their efforts.
•In 2013 there were 10 teams competing in the
annual TEMS awards
•The combined savings of the projects put
forward exceeded $1.4 million per year
•The 2013 Winner and submission for the
Global Eco Award was the Paint Shop
Maintenance VSD Drive project
© 2013 Toyota Motor Corporation Australia Limited
18

similar documents