Unformatted text preview: program from 38% to 78% of IADC employees and created
a sustained "pull" for energy saving ideas from front-line employees by tying energy into the OERC
"Lean Olympics" competition, an integral part of the lean manufacturing program at the IADC (see
Figure 2-8) .
600 - 500
400- a 300 -M Energy ideas
other ideas 200-1000
2009 Fall 2009 Spring
2010 Fall 2010 Figure 2-8: Number of continuous improvement ideas generated for the IADC "Lean Olympics".
An energy idea category was introduced in Fall 2009.
While the initiative achieved its primary goals of engaging employees and generating more improvement ideas in process energy efficiency, it encountered some challenges in terms of its ultimate
impact on improving efficiency in the plant for several reasons. First, the ability to measure process
energy savings was difficult, even with the extensive metering system, for reasons discussed previously in this chapter. Secondly, the initiative focused on mai...
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- Spring '14
- Energy Policy, ........., Energy development