For the success of an EEMS project, it is essential to establish the chain of responsibility for energy and environmental performance from factory floor to senior management. Responsibility for energy and environmental performance should be decentralized down to ECC level. It is not enough to assign responsibility for the energy and environmental performance of the whole department to a production department manager. Line managers or supervisors must be given responsibility for performance in their own segment or shift if there is more than one ECC in a department, or more than one shift.
To underline the importance of leadership, we usually refer to those who carry that responsibility as ECC leaders. They will normally have a small team consisting of local team members assigned to them as the ECC operation team responsible for implementing corrective actions. This team will have the main operational responsibilities for energy and environmental performance improvement at the point of use in their area of responsibilities. Therefore, ECC leaders may need initial support in terms of training or consultation in order to develop or upgrade their skills so that they can perform their assigned duties within the framework of EEMS, as indicated in the previous chapter.
The existing organization chart must be followed when assigning responsibilities (Fig. 2.6). Responsibility for energy and environmental performance should be assigned down to the people who work at the point of resources use. It means that energy and environmental performance at the production level is the responsibility of production staff, and not of utility personnel or QA (quality assurance) people.
Figure 2.6 shows that everybody in the company is involved to a degree in energy and environmental management. Top management will review energy and environmental performance reports and action plans on a monthly basis. ECC leaders will have weekly review meetings with their performance improvement teams (supervisors, foremen, operators), and the performance improvement teams will have
daily responsibility for monitoring, evaluating and improving energy and environmental performance. For this particular example, the monitoring and management items are shown at the bottom of Figure 2.6. These will, of course, differ from factory to factory. The organizational structure may also differ from the example in Figure 2.6 but the fewer the changes to the existing organization required the more smoothly and easily EEMS will start to operate.
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