Energy requirements in industry

1. Energy requirements in
Industry & Skill power
management
Dr. N. Yuvaraj
Assistant Professor
Achariya Arts and Science College
Villianur , Puducherry

2. The industrial sector uses more delivered energy than any
other end-use sector, consuming about 54% of the world’s
total delivered energy.
The mix and intensity of fuels consumed in the industrial
sector vary across regions and countries, depending on
the level and mix of economic activity and on
technological development.
Energy is used in the industrial sector for a wide range
of purposes, such as process and assembly, steam and
cogeneration, process heating and cooling, and lighting,
heating, and air conditioning for buildings.

5. Natural gas feedstocks are used to produce agricultural
chemicals. Natural gas liquids (NGL) and petroleum products
(such as naphtha) are both used for the manufacture of
organic chemicals and plastics, among other uses.

7. World energy sources
Energy sources can be classified, in terms of the fundamental
forces involved, as:
Nuclear-origin sources: celestial (solar radiation), crust
(fission), earth interior (geothermal).
Chemical-origin sources (fuels to burn in air): biomass, and
fossil fuels (from by-gone biomass).
Physical-origin sources: water reservoirs, ocean currents,
winds, ocean waves. Notice that thermal energy, although of a
physical nature, originates from chemical and nuclear
processes (e.g. from combustion, solar radiation, geothermal
decay...).

9. World energy consumption
Energy consumption is loosely correlated with gross national
product (GDP), but there is a large difference even between
the most highly developed countries.
Care must be paid when interpreting energy management data
because power installed (capability) is sometimes confused with
power produced.

10. Electrical energy consumption has been a measure of society
development, but there have already been some great failures
in prospects:
The ‘all-electric home’, which started in the 1920s in the
USA and peaked in the 1950s worldwide.
Experience has shown how expensive it can be the
substitution of fuel carriers by electricity in the heating and
hot water services.
The ‘electricity too-cheap-to-meter’, which the nuclear
power stations advocated in the 1960s.

11. Skilled manpower
management

12. Labour Characteristics
Quality of Work - caliber of work produced or accomplished.
Quantity of Work - volume of acceptable work
Job Knowledge - demonstrated knowledge of requirements,
methods, techniques and skills involved in doing the job and in
applying these to increase productivity.
Related Work Knowledge - knowledge of effects of work upon
other areas and knowledge of related areas which have
influence on assigned work.
Judgment - soundness of conclusions, decisions and actions.
Initiative - ability to take effective action without being told.

13. Resource Utilization - ability to delineate project needs and
locate, plan and effectively use all resources available.
Dependability - reliability in assuming and carrying out
commitments and obligations.
Analytical Ability - effectiveness in thinking through a
problem and reaching sound conclusions.
Communicative Ability - effectiveness in using oral and
written communications and in keeping subordinates,
associates, superiors and others adequately informed.

14. Interpersonal Skills - effectiveness in relating in an
appropriate and productive manner to others.
Ability to Work Under Pressure - ability to meet tight
deadlines and adapt to changes.
Security Sensitivity - ability to handle confidential information
appropriately and to exercise care in safeguarding sensitive
information.
Safety Consciousness - has knowledge of good safety practices
and demonstrates awareness of own personal safety and the
safety of others.
Profit and Cost Sensitivity - ability to seek out, generate and
implement profit-making ideas.

15. Planning Effectiveness - ability to anticipate needs, forecast
conditions, set goals and standards, plan and schedule work and
measure results.
Leadership - ability to develop in others the willingness and
desire to work towards common objectives.
Delegating - effectiveness in delegating work appropriately.
Development of People - ability to select, train and
appraise personnel, set standards of performance, and
provide motivation to grow in their capacity and Diversity
(Equal Employment Opportunity) .

16. Project Work Conditions

17. Job-site labour productivity can be estimated either for
each craft (carpenter, bricklayer, etc.) or each type of
construction (residential housing, processing plant, etc.) under
a specific set of work conditions
A base labour productivity may be defined for a set of
work conditions specified by the owner or contractor who
wishes to observe and measure the labour performance over a
period of time under such conditions
A labour productivity index may then be defined as the
ratio of the job-site labour productivity under a different set
of work conditions to the base labour productivity, and is a
measure of the relative labour efficiency of a project under
this new set of work conditions.

18. Productivity at job site
Contractors and owners are often concerned with the labor
activity at job sites.
For this purpose, it is convenient to express labor productivity
as functional units per labor hour for each type of construction
task.
For example, cubic yards of concrete placed per hour is a
lower level of measure than miles of highway paved per hour.
Lower-level measures are more useful for monitoring individual
activities, while higher-level measures may be more convenient
for developing industry-wide standards of performance.

19. The project work conditions include the factors:
 Job size and complexity.
 Job site accessibility.
 Labor availability.
 Equipment utilization.
 Contractual agreements.
 Local climate.
 Local cultural characteristics, particularly in Indian
operations.

21. Organising Work
All the members of a team must work in an intelligent and
integrated fashion, so that their joint effort is
coordinated to achieve their joint targets
That means the manager must be able to:
1. Prioritize
2. Delegate
3. Make good decisions
4. Plan ahead

22.  Prioritization: Judging tasks according to utility and
deadline pressure.
 Planning: organizing resources in the best way that will
allow for the achievement of the goal.
 Delegation: assigning the right task to the best person.
 Decision making: Picking the best option from many
options, and having the courage to act on the decision,
once it is made.