The implementation process transforms decisions into activities and requires the cooperation of all of the actors involved. Accountability and performance are assigned and measured at all levels. Practical implementation plans with tangible phases, targets and documentation of goals and realization schedules need to be prepared in order to help monitor progress.
However, when one tries to introduce energy and environmental management as everyday practice in a factory, one will face a number of difficulties caused by:
• lack of motivation and awareness of energy and environmental performance improvement potential and techniques;
• inadequate organization of the energy and environmental sector;
• lack of insight into where, how and why energy is consumed and the environmental impacts generated;
• lack of experienced personnel;
• limited resources (financial, manpower, know-how, equipment).
One will often encounter a prevailing culture which can be summarized as a 'why it can't be done' attitude, which must be changed. Therefore, this background, common to many factories, requires a phased approach to the introduction of energy and environmental management. There is a sequence of evolving energy and environmental management activities which may be visualized as a series of phases (Fig. 5.1):
(i) preparation and planning;
Each phase can be viewed as a process that takes time and resources, requires some inputs, and delivers some results that the next phase builds on.
It is important to realize that energy and environmental management is an ongoing process, which deals with both technical and human aspects, requires continued support from top management, the high quality of energy and environmental management staff and adequate funding.
Applied Industrial Energy and Environmental Management Zoran K. Morvay and Dusan D. Gvozdenac © 2008 John Wiley & Sons, Ltd
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