ENERGY MANAGEMENT
The project
l Agenda goals – leadership; waste; energy; water; transportation; building l Hospital goals – reduce energy costs; reduce carbon dioxide emissions; improve infrastructure; reduce waste
l Financial benefits - since the changes to the infrastructure of the boiler house and steam lines were introduced between 2009 and 2015, coal consumption has been reduced by 48 per cent
l Environmental benefit - far less coal is being used for the amount of steam required to ensure that the hospital operates efficiently and effectively. Not only are there now less carbon emissions, but as a result of the increased reticulation efficiency less water is being used to produce steam and as a result, less water treatment chemicals are needed.
l Human health benefit - this can be measured by the reduced physical load on the staff in the boiler house as well as the possible reduction in broader respiratory ailments in those living and working in the surrounding area.
There has also been a reduction in steam leakages, water consumption and water treatment, less spent on maintenance, fewer shutdowns and lower electrical consumption by the boiler house.
producing more smoke and soot, which polluted the surrounding areas with visible and invisible particulate matter.
Sustainability strategy implemented The strategy that was used to address the issue of excessive steam use and the inefficiency of the boiler house and steam reticulation at Groote Schuur Hospital was one of the simplest engineering strategies that is known to engineers the world over - first principles. First, we went back through hospital
records to gain a deeper understanding of the original design of the steam reticulation and the boiler house. Once the design drawings had been studied, a physical assessment was undertaken during which faulty trap sets, leaks, redundant legs, the condensate return system and deteriorated lagging were identified and logged. Tasks on the repair list were then divided up and handed to the mechanical section of the engineering department at the hospital. Splitting the mechanical department into teams and giving specific tasks to each team gave them ownership of the tasks they had been given. The rivalry between the teams ensured that the projects were carried out accurately and efficiently. The ownership of these tasks has resulted in the
continuation of the project and the energy saving initiatives. The first principles approach was used because we were and are limited in terms of both financial and human resources. It ensured that we were able to complete many of the repairs in-house and that we are able to maintain the system with staff who are dedicated and skilled tradesmen. This taking back of ownership of the hospital engineering systems has also reduced after hours breakdowns and lowered costs, coal, water and chemical useage, down time, waste generation in the form of ash and staff turnover.
The implementation process The reason for undertaking the project was primarily to cut down on coal consumption and reduce breakdowns of the steam reticulation system from the boiler house to the steam lines. The knock-on effects were reductions in down time, maintenance costs and fuel costs and improved staff morale. The strategy was to approach the
project from a methodical point of view. Once more, the reason for this was to carry out a full study of the design of the installation as well as current steam demand. This methodical approach to problem solving and the final
Replacement of hot well tanks at the boiler house.
implementation of the project therefore involved two stages. Firstly, the head of engineering identified the aim of the project, researched the history of the design and the function of the steam reticulation system, investigated possible solutions, decided on the best way forward and issued instructions to the relevant heads of section. Then, each head of section implemented the improvements and managed the project by dividing the staff into functional work teams responsible for specific tasks, thereby giving them ownership and encouraging healthy competition between the teams. The success of the project was entirely dependent on the expertise and technical strengths of the mechanical and electrical staff at the hospital. The continued effectiveness of the project relies on the continued motivation of the engineering teams responsible for the upgrades and improvements carried out on the steam reticulation system in order to increase the overall efficiency of the installation. The staff did not require any technical
Installation of new condensate return tanks. IFHE DIGEST 2018
training as all of the improvements to the system were based on the simplest of engineering principles. As we were applying first principles, very few modifications were required as the system
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