The Urja Watch March 2010

8/9/2019 The Urja Watch March 2010

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A monthly newsletter of

Indian AssociatIndian AssociatIndian AssociatIndian Association of Energy Management Professionalsion of Energy Management Professionalsion of Energy Management Professionalsion of Energy Management Professionals

DEMAND SIDE MANAGEMENT

TO AVOID POWER CUTS

The Ur a WatchMarch 2010, Vol. III/Issue 21

It is about Conscience Keeping on Energy Matters


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The Urja Watch March 2010 Vol. III/Issue 21

DEMAND SIDE MANAGEMENTTO AVOID POWER CUTS

Whats inside ?From the Editor

Using Energy Smartly 3

Letters to the Editor 5

Upcoming Events 5

Demand Side ManagementThe art of managing electricity-use economically 6

DSM Application to HT Consumers 10

Concept of Energy & Resources Demand Audit- AnEffective Tool to Manage Future Demand 14

Editorial Board

S. Subramanian (Editor)

Sunil Sood, Amit Gupta, R.V. Ramana Rao, S.K. Panigrahi

Reporters: Vikas Apte Regulatory affairs, D.K. Agrawal, Jaipur

Website:www.iaemp.org Editor Contact:[email protected]

Contributors for this issue

Ramanathan Menon R.V. Ramana Rao. Sunil Sood
http://www.iaemp.org/mailto:[email protected]:[email protected]:[email protected]://www.iaemp.org/


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From the Editors Desk

Using Electricity Smartly

Electricity is a unique form of energy. The instant you flip a switch,electricity is transported in the required quantity and delivered to yourdevice in milliseconds. The rapidly growing digital economy relies heavily

on such precision and speed.

It is electricity that drives most industrial equipmentand all types of microprocessors - from computers andcell phones to entertainment systems and engineering

processes. With the vast majority of modern devicesusing electricity for energy input, and the proliferation

of such devices, it is no surprise that electricityconsumption continues to rise. Consequently, powergenerating stations are constantly required to face the

burden of increasing electricity demand.

New energy technologies are coming in streams - but they cannot bridgethe gap between electricity supply and demand tomorrow. We must,therefore, look for other tools that will help use the available electricitymore wisely. One of the demonstrated and effective tools is the Demand-Side Management or DSM in short. DSM refers to active efforts byelectric utilities to modify customers energy use patterns through

innovative programs.

During the 1970s, in response to the oil shock, the United States took alead in utility DSM programs and aggressively promoted the adoption ofenergy-saving technologies and practices. They grew rapidly during thelate 1980s as state regulators provided incentives for utilities to pursueleast-cost or integrated resource planning. The utilities, in turn, providedrebates and incentives to energy consumers who adopted measures touse energy efficiently.

How does it help to pursue DSM programs in India? Reducing the

electricity demand through efficient use at the end users premises canrelease some capacities in electricity generation, transmission anddistribution. The freeing up of capacities can quickly contribute to energy"supply" at costs much lower to building new power stations. In addition,there are economic gains for the electricity boards most of whom arealready suffering from financial crunches.


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DSM is not new to India. Many utilities have explored it and achievedsome success. One example that comes to mind is that of the DSM

program introduced by the Ahmedabad Electricity Company way back inmid-1990s. The results of this program were gratifying. Through a seriesof measures that included efficient lighting and power capacitor

installations, the utility was able to clip peak loads up to 10%.

Despite known benefits, why is it that DSM has not taken off in India?There are many reasons but a major constraint has been the luke warmresponse of the electricity boards. Most of them have been monopolies fora long time. Lack of competition, irrational tariffs, political pressures,poor load research studies, and historical inertia are some of the factors

that have hindered the growth of DSM in India. Many utilities may find iteasier to resort to load shedding than to implement DSM for loadclipping.

Demand Side Management includes different components such as energyefficiency, energy conservation, and load shape modifications. It is acooperative effort of the utility and the consumer. To succeed in thiseffort, it has to be backed by better synergy between the governmentagencies and the private sector including ESCOs; best practices speciallyin agriculture that consumes a lion's share of electricity; and utilitiesthat work like profitable businesses.

There is a great potential for utility driven DSM programs in India.Estimates indicate that the end-use efficiency improvement potential inindustry sector alone is over Rs.12, 000 crores. In a country where

energy is heavily subsidised for a section of the consumers, it is indeed achallenge for the policy makers to make DSM work and produce results.

To accommodate the scale of current economic growth, it is necessary to

explore all possible options for improving energy efficiency andproductivity. Given the constraints that the power sector faces, what arethe chances of DSM succeeding in India? The short answer seems to be,as Albert Einstein said, Learn from yesterday, live for today, and hopefor tomorrow.

As always, your views are most welcome!

Energetically,

Sundaresan SubramanianEditor


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Letters to the Editor

Dear Sirs:

The self-revelation articles in the Feb.2010 issue of Urja Watch are veryinteresting, touchy, candid, thought-provoking and above all most

inspiring.

My great appreciation to those authors, editor and the IAEMPyahoogroup.

M.R.Menon aka Solar Menon

Upcoming Events

Power & Electricity World Asia Singapore April 5-9, 2010http://www.terrapinn.com/2010/asiapower/

POWER-GEN India & Central Asia New Delhi, India April 21-23, 2010www.power-genindia.com

Clean Energy Council Conference Adelaide, Australia May 3-5, 2010

www.cleanenergycouncil.org.au/cec/mediaevents/cec_conference_2010.

Renewable Energy:Business opportunities for CO2 Reduction

Bangkok, Thailand June 2-3, 2010

Website: http://www.renewableenergy-asia.comContact name: Ms. Aroonsri Pimpaporn
http://www.terrapinn.com/2010/asiapower/http://www.terrapinn.com/2010/asiapower/http://www.power-genindia.com/http://www.power-genindia.com/http://www.cleanenergycouncil.org.au/cec/mediaevents/cec_conference_2010http://www.cleanenergycouncil.org.au/cec/mediaevents/cec_conference_2010http://www.cleanenergycouncil.org.au/cec/mediaevents/cec_conference_2010http://www.power-genindia.com/http://www.terrapinn.com/2010/asiapower/


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Demand Side ManagementThe art of managing electricity-use economically

By Ramanathan Menon

All of us prefer to have the convenience of electricity by just pressing anelectric switch. We should know that behind this convenience in our homes andindustries there is a complex chain of supply that stretches back hundreds ofkilometers to power stations across the country. The art of managing thissupply chain is called Demand Side Management (DSM).

Energy-use can be ideally and economically managed by supply and demandinteractions in the market. For electricity use in particular, the price paid onthe market is often regulated or fixed, and in many cases does not reflect thefull cost of production. Electricity use can vary dramatically on short andmedium time frames, and the pricing system may not reflect the instantaneous

cost as additional higher-cost ("peaking") sources are brought on-line. Inaddition, the capacity or willingness of electricity consumers to adjust to pricesby altering demand (elasticity of demand) may be low, particularly over shorttime frames. In many markets, consumers (particularly retail customers) do notface real-time pricing at all, but pay rates based on average annual costs orother constructed prices.

Various market failures rule out an ideal result. One is that suppliers' costs donot include all damages and risks of their activities. External costs are incurredby others directly or by damage to the environment, and are known asexternalities. Theoretically the best approach would be to add external costs tothe direct costs of the supplier as a tax (internalization of external costs).

Another possibility (referred to as the second-best approach in the theory oftaxation) is to intervene on the demand side by some kind of rebate.

Energy demand management activities should bring the demand and supplycloser to a perceived optimum. Demand for any commodity can be modified byactions of market players and government (regulation and taxation). Energydemand management implies actions that influence demand for energy. As aconcept, DSM was originally adopted in energy distribution. Today DSM isapplied widely to utilities including water and gas as well.

Reducing energy demand is contrary to what both energy suppliers andgovernments have been doing during most of the modern industrial history.Whereas real prices of various energy forms have been decreasing during mostof the industrial era, due to economies of scale and technology, the expectationfor the future is the opposite. Previously, it was not unreasonable to promoteenergy use as more copious and cheaper energy sources could be anticipated inthe future or the supplier had installed excess capacity that would be mademore profitable by increased consumption.


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In centrally planned economies subsidizing energy was one of the maineconomic development tools. Subsidies to the energy supply industry are stillcommon in some countries.

Contrary to the historical situation, energy prices and availability are expectedto deteriorate. Governments and other public actors, if not the energy suppliersthemselves, are tending to employ energy demand measures that will increasethe efficiency of energy consumption.

DSM in India: The historic problems of the Indian power sector can be tracedto three root issues unacceptably high transmission anddistribution(T&D)losses, large commercial losses due to poor billing, metering,collection and energy theft, and, low end-use efficiency of energy use specificallyin agriculture. There is now widespread agreement that restoration of thefinancial health of the sector can be only enabled by demand side initiatives.

To be specific, the electricity distribution area is where the historic problemsconverge. This convergence is most felt in the agricultural sector where thewater-energy nexus is a major root cause for the precarious financial conditionof the power sector in India today. Water withdrawal is an energy intensiveoperation throughout the agricultural sector, with the result that 30-40% ofIndias power consumption is used for irrigation. The irrigation pumpingelectricity use is at the heart of the subsidy issue and along with electricity theftand T&D losses, comprise the root cause for the sectors financial dilemma.


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The reasons a power utility in India may undertake DSM include: a) demandoutstripping the capability to provide supply, particularly peak supply, b)improve the cash flow revenues of the utility, c) improve the quality andreliability of power supply, and d) mitigate the impact of rising tariffs to thesubsidized customers. For agricultural sector particularly, utility DSM is highlybeneficial because of the subsidized prices and high costs of supply resulting

from technical and commercial losses.

Electricity network losses vary substantially from less than 4% to more than20%. A major potential for reducing network losses lies in distributiontransformers as they are used by utility companies to transform the electricityfrom a voltage level of 1 to 50 kV the level at which the power is transportedlocally and supplied to many industrial consumers to a voltage level rangingbetween 120 V and 1 kV - typically used by residential consumers and thetertiary sector. A small efficiency increase can add up to significant energysavings over the lifetime of the transformer.

Barriers to Energy Efficiency Improvement: There has been a great interestin energy efficiency improvement since the first oil price shock in the earlyseventies, and recently interest has heightened further because of the globalwarming effects of high energy use. This four decade long experience inimplementing energy efficiency projects in the OECD countries has providedsubstantial documentation of both the economic and the environmentalbenefits of adopting energy efficiency improvement measures.

Those associated with energy efficiency related work in India find some of thebarriers listed below:

Customer inertia: Many facility owners and managers realize that

opportunities to save energy and lower costs may exist, but they nevermove forward with them.

Others do not perceive the need, or feel a sense of urgency, to implementenergy efficiency measures. It is a low priority compared with othermission objectives;

Lack of technical resources: Managers often lack detailed energyconsumption information about their facilities to help them understandtheir own energy and infrastructure needs as well as to identify andimplement more beneficial energy savings choices. They also may lackthe analytical tools to determine whether their facility is a good candidatefor an energy efficiency retrofit and the technical expertise to implement

a retrofit using existing staff.

Absence of focus: Energy efficiency is not a core functional area. Manyorganizations have competent and knowledgeable technical staff that cansuccessfully implement energy efficiency improvement programmes.However, their core functions and responsibilities are quite different:maintenance, or production.


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Given this emphasis they do not have the time or other resources necessaryto successfully develop and implement energy efficiency improvementprojects.

Poor understanding of project synergies: Most facility owners andmanagers are not aware that comprehensive energy efficiency projectscan meet multiple objectives. Energy efficiency retrofits not only decreaseenergy use and costs; but they also improve the facility infrastructure,lower operating and maintenance costs, reduce environmental impactsand improve comfort levels. In many instances energy efficiency helps afacility owner to improve its competitiveness by lowering operating costs.

Capital constraints and unattractive hurdle rates: Often, facility ownersare leery of taking on long-term debt. Because of this, they are unwillingto undertake energy efficiency projects even though the debt required tofinance the projects would be paid out of the energy savings.Additionally, many facilities, particularly in the commercial and

industrial sectors, expect a higher rate of return on capital invested inenergy efficiency projects than that of projects undertaken as a part ofthe facilitys core mission. In many cases this means an energy efficiencyproject will be rejected outright, though the financial returns on theinvestments are similar.

CEOs & CFOs are not interested in Energy Efficiency Improvement:Perhaps, the greatest barrier to energy efficiency improvement in India isthat this is still considered to be the engineers domain, and CEOs andCFOs are not yet aware of the potential that energy efficiencyimprovement has to improve the profitability of their companies. A studyin the late 1990s showed that the average energy cost of companies listed

on the Bombay Stock Exchange was 5% on sales; the average profitbefore tax of these companies was also about 5% on sales! It is possibleto reduce energy costs by 25% or more through concerted efforts. Thistranslates as a 25% (or greater) improvement in the profit before taxwithout assuming market and financial risks associated withintroduction of new products or attempting to increase market share.

The author is a freelance energy writer who had worked as BahrainCorrespondent for The Middle East Electricity, U.K., and Media Manager (India)

for Washington, DC-based Business Times. He was also the Editor and Publisherof Sun Power the quarterly renewable energy magazine. He may be reached at:[email protected]

POINT TO PONDER

We all claim to be law abiding citizens but how many of us follow even thenatures laws. How many of us care for the Mother Nature? Forget the laws of thenature, how many of us willingly; and on our own initiative follow the law of theland unless compelled due to fear of getting caught and fined/jailed? Even lifesaving laws like ban on smoking in public places/wearing of helmet need strictenforcement. How can we then prevent criminal wastage of energy andresources without enforcing the relevant laws and policies? Will it not helpmanage the demand?
mailto:[email protected]:[email protected]


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DSM Application to HT Consumers

By R.V. Ramana Rao

Introduction

The definition of Demand Side Management (DSM) is It is the process ofmanaging the consumption of energy in order to optimize the available and

planned generation resources. This article examines DSM of state electricityboards (SEBs), as applicable to High Tension (HT) consumers, to alter the enduse of electricity whether it is to increase demand, decrease it, shift it betweenhigh and low peak periods, or manage it when there are intermittent loaddemands with the objective of reducing the utility costs. DSM in this contextincludes implementation of those measures that would help the HT consumersto use electricity more efficiently and while doing so help to reduce the energycost.

The DSM techniques are categorized into two types:

1. Energy Conservation and Efficiency programmes to save energy.2. Load response programmes to shift and reschedule the consumption process.

Electrical

Savings in

Equipment

DSM

Energy

efficiency

Industrial

DSM

management

Unit

Operation

Process

Peakhour load

managem

Seasonalload

Manage

Uninterrupted power

supply

Load

responseProgramme


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DSM Programme approach

1. To conduct general information programme for customers about energyefficiency options.

2. Information programme about specific DSM techniques appropriate forindustrial consumers.

3. Mechanisms for financing programme to assist customers to pay for DSMmeasures.

4. Alternate rate programmes by the utilities like time-of-use rates andefficiency programmes.

5. Incentives for new innovative thoughts and technologies for load responseand load management programmes.

DSM Promotion

DSM can be promoted and implemented using:

1. Govt. policies and regulations of BEE2. Electricity boards initiatives3. Customer participation in energy efficiency and peak load rescheduling of

HT consumers. This can also be extended to the agricultural, residential andcommercial consumers.

DSM Strategy

1. Identify the sectors and end users as the potential targets.2. Visualize the needs of the targeted sectors.3. Develop customized programmes.

4. Conduct analyses for cost effectiveness.5. Prepare an implementation plan to market the programme.6. Implement the programmes.

DSM Practices

Sector wise energy efficiency programmes and improvements as DSM measuresin HT consumers are indicated in this subsection.

1. Demand Control: Considerable savings can be realized by monitoring powerusage and switch off non essential loads during the periods of high power use.2. Power Factor Measurement- Voltage control-KVAR control- intelligent power

factor controller3. Energy Efficient Motors4. Electric furnaces5. Electrolysis and Electroplating6. Steel production equipment7. Minimising watt loss in Motors


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8. Lighting systems Time based controllers and micro based chipsinstallations-optimising and using day lighting-efficient lighting systems-operating at optimum voltage levels.

Energy improvements measures include energy efficiency in electrical utilities,motors, blowers, pumps, fans, compressors, chillers, HVAC, refrigeration,

cooling towers and lighting and similar kind of electrical appliances. The energysaving from DSM practices as mentioned above are illustrated in a sectoralsavings.

Benefits of peak load management as DSM measure to consumers, enterprises,utilities and societies can as follows:

1. Reduction in consumers consumption bill2. Reduction in need for building new power plants to meet the extra

demand and related costs.3. Reduction of peak power tariffs levied by utilities. Reduction in air

pollution.4. Adaptable when coupled with energy efficiency practices for overall

effectively.

DSM in HT Consumers - Options

1. DSM awards.2. Monitoring and Verification DSM workshops.3. Financial Arrangement implementation of DSM.4. No cost / Low cost DSM options.5. Consortia formation, technology providers.6. Communication of DSM Practices trust building, interaction workshops

Technology Demonstration DSM cell formation, man power andinfrastructure

Load response programs

Load response programs are effective part of Demand Side Managementwherein the shaping and managing of peak loads is practiced. The loadresponse programmes create an opportunity to trade-off power usage duringpeak load period with benefits to the consumer in terms of low tariff during off-peak hours and high tariff during peak hours. This in turn creates opportunityfor bringing market and business opportunity for the utility as well as theconsumers. In other words, it refers to switching off or rescheduling of non-

essential and non-critical loads by the end users in response to the request ofthe utilities.

Supply side management.

Supply side management includes detailed assessment of existing powersituation. This includes the grid supply from thermal power plants and othercaptive plants.


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Supply side control also includes the measures to optimize supply throughadopting energy saving measures in the power plant and reducing the load onthe grid. Supply side control measures that can be effective in enhancing thesubstation and distribution network include the following:

1. Feeder metering for measurement power in each feeder and looses

thereon.2. Rerouting and reconductoring of feeders where huge losses are involved.3. Conversion of LT lines to HT lines4. Strengthening of substations and distribution systems.5.The installation and monitoring of capacitors for PF improvement6. Up gradation / replacement of old inefficient transformers. And

relocation of transformers near to the load centers.7. Proper and sufficient earthing system for the transformers which gives

more life and safety of feeder system.8. Preferring low resistance AAAC instead of ACSR conductors.9. Avoiding loose jumpering, loose contacts in the feeders etc.,

Strategic recommendations for Demand Side Management

The DSM programme should be initiated with the formation of the DSM Cellin SEBs where in relevant manpower shall be provided along necessaryinfrastructure and communication system and should be made responsiblefor implementation the activities of the DSM cell

The activity of DSM practice should start with interaction meets withconsumers and create trust among them for making DSM and EnergyEfficiency practices.

Consortia should be formed among all HT consumers to have a

regular interaction among consumers. Before implementing DSM practices the identification on unit level

DSM options low cost, no cost and high investment options areessential.

Facilitation arrangement by suitable financial schemes forimplementation of DSM and energy efficiency programmes in HTconsumers. And seminars and workshops to be conducted to take uppost implementation feedback/System for monitoring and verificationshould be formulated which can take up status of DSM Projects andreview the same for further suggestions and improvements in thesystem.

The author of this article is R.V.Ramana Rao, a retired Divisional ElectricalEngineer from Eastern Power Distribution Co.of AP (formerly APSEB). He is aCertified Energy Auditor, Bureau of Energy Efficiency.

POINT TO PONDERIf Energy is Life-Conserve it slogan is true (which indeed is) then arent the richwith unlimited access to energy killing the poor by depriving them of even bareminimum access to energy. Can they be booked under relevant section of theIndian Panel Code? Will it help managing the demand?


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Concept of Energy & Resources Demand Audit-An Effective Tool to Manage Future Demand

By Sunil Sood

Background:

A close look in to our annual budget reveals that major share of the plannedand un-planned expenditure is incurred on purchase ofequipments/items/systems which consume energy and resources not onlyduring their manufacture but also during operation and maintenance. Thesame holds good for all private projects too. The planning and execution ofthese projects goes through various stages such as preparation of feasibilityreports, detailed project reports, basic and detailed engineering and finalizationof specifications of various items and equipments. Though these functions are

carried out by the panel of persons specialised in their respective fields or byrespective consultants, none of these activities are normally scrutinised by acompetent third party expert who is trained and tuned to look at the wholeprocess from energy & resources efficiency point of view. The final purchasedecision is still on the initial cost basis and not on the life cycle cost basis.

It has also been observed that various utility equipments and systems likelighting, air conditioning and ventilation systems, air compressors, boilers andsteam piping, DG sets etc. are often selected keeping very high safety marginsof over 100 200 % in both capacities and quantities. This results in un-necessary expenditures on the oversized and extra items, as huge sums ofmoney are blocked in procuring the same while in some cases more important

items are left out. The main causes of these problems are:

- In adequacy of available data.- Ambiguity in the industry codes and standards.- Unawareness about the requirements of the end user.- Inexperience of the designers.- Unnecessary consideration given to future expansion, which has very

less chances of materialization.- Quantities and capacities of equipments are sometimes increased on

purpose, for obvious reasons.

The concept of Energy & Resources Demand Audit

A prudent way to overcome such a situation is to introduce the concept ofEnergy & Resources Demand Audit (ERDA). Under the concept, the completeplanning process compulsorily is vetted by an expert agency to review the finalselection from the view point of energy and resources efficiency.

The audit will basically include intense scrutiny of theitems/equipment/systems planned as a pre- requisite of a project to be set upin respect of their capacity, quantity, and other specifications. This is carried


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out with a view to ensure its best performance, utility and adequacy. It involvesvalue analysis in which the specification of the equipments are checkedwhether they suite the infra structure requirements.. Hence, in this process theover sizing or even under sizing of the equipments is avoided. All in all, it helpsin the selection of appropriate technological and utility equipments as far astheir specification and quantities are concerned. The whole exercise results in

bringing down the energy & resources requirement.

In other words Technical audit helps the project implementation authorities todecide about the adequacy of and necessity of an engineering item orequipment before they are ordered.

Typical Example of over design

In the following paragraphs a typical calculation of a Ventilation System forSwitchgear Room and Basement Ventilation has been given.

______________________________________________________________________________

WASHED AIR COOLING SYSTEM CALCULATIONS FOR VENTILATION OFSWITCHGEAR ROOM & BASEMENT

A. FAN CAPACITY CALCULATION

I) AIR CHANGE BASIS

Switchgear Room Basement

VOLUME = L x W x H VOLUME = L x W x HLength = 43 m Length = 43 mWidth = 10.5m Width = 10.5mHeight = 4.5m Height = 4.5mVolume = 2032 cum A Volume = 1128.75 C

Length = 17 m Length = 7 mWidth = 11.98 m Width = 11.98 mHeight = 4.5m Height = 4.5mVolume = 916.5 cum - B Volume 509.15 D

Therefore Total volume (A+B+C+D) = 4586.4 cum

No. of air change considered / hr. = 15 Therefore total calculated air quantity = 68796 cum / hr. -------- (1)

II) HEAT LOAD BASIS

Heat Load due to Electrical Equipment (HT,LT & Aux. Panels) = 12.75 kWHeat load due to power cables = 10KW.Heat Load due to Lighting


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Area for Switch gear Room = 655 sq. mtrs.Lighting Load = 655 x 5 watts / sq.mtr.

= 3275 Watts= 3.275 KW

i) From Exposed RoofSize of roof = 43 x 10.5 + 17 x 11.98 = 655 sq, mtrs.

Qr = U x A x temp. Diff0.00277 x 655 x 5.2= 9.4 kWii) By Exposed Wall

Size of wall = 10.5 x 4.5 + 11.978 x 4.5 = 101.15 sq. mtrs.QW = U x A x temp diff.

= 0.00204 x 101.13 x 5.2= 1.07 KW

Metabolic Heat LoadConsidering 4 persons max. @ 125 Kcal / Hr. / personTotal Metabolic heat load = 4 x 125 = 500 Kcal /Hr. = 0.58 KW.Total Heat (a+b+c+d+e)Now, 1 KW = 860 Kcal / Hr.Therefore QT = 31914 Kcal / hr.When DBT = 40 degree C & RH = 59% , The WBT is 28.7 degree C for out sideair(From Psychrometric Chart)Considering 90% Saturation Efficiency, the supply air from Air Washer unitshall be 30 degree C.Hence, allowable temperature rise = (38 32.8) = 5.2 degree C

Required air flow rate = Total Heat Load/ Density of air x SP Heat x temp rise= 21418 cum/hr. -------- (2)

Supply air quantity considered (higher of value (1) & (2) i.e. 68796 cum / hr.Considering 10% margin on calculated air quantity = 75675 cum / hr.We consider 1 no. Centrifugal Fan of capacity = 76000 cum / hr.

B. FAN STATIC PRESSURE CALCULATION

a)Pressure drop in air intake louver = 2.0mmwgb) Pressure drop in air filter = 15.0mmwgc) Pressure drop in mist eliminator = 5.0mmwg

d) Pressure drop in fan out let damper = 2.0 mmwg

Velocity of air in outlet damper V = 12m/secVelocity pressure VP = 8.810mmwgPressure drop in fan outlet damper = 0.6VP mmwgPressure drop in louver = 5.286mmwgPressure drop considered in fan out let damper = 5.5mmwgf) Pressure Drop in Ducting with fitting

Friction factor (mmwg/meter of duct)F = 0.25Duct length considered = 60m


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Pressure drop = 15mvwgPressure Drop in Supply Air GrillsVelocity in Supply Air GrillsVelocity of air in grill V = 4m/secVelocity Pressure VP = 0.979mmwgPressure drop in grill = 1.0 x vp mmwg

= 0.979 mmwgPressure drop considered supply Air Grill = 1.0mmwgPressure drop in Gravity LouverVelocity of air gravity louver V = 7m/secVelocity Pressure VP = 2.998mmwgPressure drop in grill = 1.0 x vp mmwg

= 2.998mmvgPressure drop considered supply Air Grill = 3.0mmwgRoom over pressure V = 3.0mmwgTotal Pressure drop (a+b+c+d+ef+g+h+i) Total pressure drop with 20% margin = 65.4mmwgFan static pressure selected = 62mmwg

C. FAN MOTOR POWER CALCULATIONFan Type = CentrifugalFan Capacity selected (Q) = 76000 Cum / hrFan Static pressure selected (H) = 62mmwcFan efficiency considered (n) at 50 deg. = 70%BKW at fan shaft = 18.3 kwMotor shaft power ith 20% margin = 21.99 kwSelected motor rating = 22 kw / 4p

D. NO. OF FILTER CALCULATION

Fan capacity = 76000 cum/hrVelocity across the filter = 2m/sec Total filtering area required = 10.55 sq. mtrs.Filter Size (0.610 x 0.610) = 0.372 sp mtrsNo. of filters required = 28.37 nos.

( Say 30 Nos.)

E. PUMP SELECTION FOR AIR WASHER

Pump CapacityFan Capacity = 76000 Cum./hr.

Capacity of pump for air washer = 76 Cum/hr(Considering 1 cum / hr water per 1000 cum / hr. of Air)

Pump HeadLength of pipe considered(including equivalent length for pipe fitting) = 20mtrsFriction = 0.180 m/mHeat loss in pipe = 3.6 mtrs.Nozzle pressure required = 25 mtrs


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Total head required = 28.6 mtrsConsidering 20% margin = 34 mtrs.

( Say 40 mtrs)

F. PUMP MOTOR POWER CALCULAION

Pump Capacity Selected (Q) = 76 cum/hrPump head selected (H) = 40 MWCPump Efficiency (n) = 65%BKW = 9.81 x Q x H / (3600 x n)

= 12.74 KWConsidering 20% margin = 15.29 KW

G) MAKE UP WATER REQUIREMENT FOR AIR WASHER TANK

Makeup water considered 2% of pumping capacity = 1.1 cum/hr.

___________________________________________________________________________________

How ERD Audit could have helped?

The above design if passed without proper scrutiny, would not only result inhuge initial cost to the owner but would also add much more to recurringdemand for electricity, water, spare parts and consumables which otherwisecould be brought down. The above calculations when subjected to a systematicERD Audit would have revealed the basic mistakes and wrong assumptions inaddition to exploring the other alternatives and innovative ideas. Some of thepoints which the designer has overlooked in this particular example are:

1.The designer has combined the calculations for the switchgear room andthe basement which is not correct as the ventilation requirements aredifferent for the two applications.

2.The designer has selected the air change criteria for fixing the capacity ofthe system. The National Building Code, 2005 and ASHRAE Standardsalso mention that air-change criteria are not very appropriate for sizingthe ventilation system.

3. The designer has considered air-washers of old design with nozzlesinstead of modern designs with pads.

4.The calculations of pressure drops for sizing of fan and pumps are donewith very safe margins.

Combining all the good practices and innovative design, the system could bedesigned with just one fourth capacity air-washer for the switchgear roomworking in tandem with exhaust system for the basement utilizing the airsucked from the switchgear room. Such a system could have reduced theenergy and water demand by as much as 50-60 %.

This is not an isolated example. Every day, similarly oversized systems arebeing planned and there is hardly any check.. This not only results in huge


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initial expenditure but also puts further strain on the already strained naturalresources. In the following paragraphs, expected benefits which can be realizedwith introduction of ERD Audit have been mentioned in brief

Expected Benefits

Saving in Capital Investment

As per the experience gained during execution of earlier projects, 10-20% of theinvestment can be avoided with proper audit of energy and resources demandprojected during the initial planning stage.

Employment Generation

It is estimated that around one lakh engineers and other supporting staff canbe gainfully employed with very little investment.

Will Make Project Planners More Accountable

Proper introduction of the concept will help in fixing proper accountability inGovernment and public sector undertakings as well as in large private sectororganizations. However, to achieve this objective, the ERD Auditors shall bemade accountable and they should guarantee that the final selection ofequipments/ systems is within +5% to +10% of the requirement.

Saving of Operational & Maintenance Costs

There will be a better utilization of equipment with more appropriate valuebased selection which will result in saving on recurring based on maintenance

& operation of plants.

Timely Completion of Projects

With proper accountability of the ERD auditors, and more appropriate selectionof equipment, projects will be completed faster thus avoiding cost over run &production losses.

Conclusion

Considering the vast potential offered by the concept of ERD Audit it is

imperative for the Government to start an immediate action plan for effectiveutilization of this concept in the planning of the new projects. The IntegratedEnergy Policy,2006 prepared by the Planning Commission and approved by theCentral Government in the year 2008 also advocates that all the purchasesshall be based on the Life Cycle Cost instead of the initial cost. In thisconcept, even the initial cost is can be lowered with proper scrutiny of theequipment/systems to be ordered from the view point of energy & resourcesdemand.


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Disclaimer:ThisnewsletterispublishedbytheIndianAssociationofEnergyManagementProfessionals

(IAEMP).ItisintendedforIAEMPsexistingandpotentialmemberswhoareinterestedinenergymanagementandIAEMP'sactivities.Itdoesnotimplyendorsementoftheactivities,individualsororganizationslistedwithin.ViewsexpressedinthisnewsletterareentirelythoseoftheauthorsandnotnecessarilythatofIAEMPortheeditorialboard.Editor does not accept responsibility for the viewsex ressed in the articles ublished.


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The Urja Watch March 2010

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