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Energy Efficiency: Process vs. Program in Pharmaceutical Manufacturing

This discussion explores the distinction between processes and programs in energy efficiency within Pfizer's Kalamazoo, MI facility, a leader in pharmaceutical manufacturing. It focuses on a successful case study where a shift from a fixed program to an ongoing process for steam trap management generated significant savings and operational improvements. With a detailed analysis, the partnership with Armstrong International highlights the long-term benefits of maintaining energy initiatives through continuous processes rather than static programs.

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Energy Efficiency: Process vs. Program in Pharmaceutical Manufacturing

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  1. Energy Efficiency . . . Process vs. Program Tom Henry – Armstrong International, Inc. tomh@armstrong-intl.com Henry Molise – Pfizer (retired) ctmolise@juno.com

  2. Discussion Outline • Introduction • Topic Definition • Case Study Example • Concluding Remarks

  3. Introduction • Pfizer – The world’s leading producer of pharmaceutical products . . . With Kalamazoo, MI as it’s largest global manufacturing facility (Formerly known as Upjohn and Pharmacia) • Armstrong International – A 104 year old, privately held, global company focused on delivering Intelligent System Solutions for Steam, Air and Hot Water Utilities. (Providing Products to Providing Utilities)

  4. Definition • Program – A plan for a coherent sequence of incidents (A start and stop!) • Process – A progressively continuing operation that consists of a series of controlled actions systematically directed toward a particular result

  5. Process vs. Program at the Kalamazoo, MI facility • In 1980’s, trap testing eliminated from the maintenance budget as a well intentioned cost savings (6000 steam traps) Program Ends! • Armstrong performed pilot study (5 years later) with resulting economics justifying a budget from management

  6. Process vs. Program • Armstrong assisted testing and replacement of all 6000 traps and provided software for steam loss measurement • First year savings: $479,000 • Production time improved in some areas • First year investment: $110,000 (all costs) • Management created budget for future years from “fuel saved” (The Process Begins!)

  7. Process vs. Program • Subsequent years Pfizer staffed one person to test and monitor traps • Every year management realized a net positive cash flow from the “Process” (annual savings $50,000 - $100,000) • Due to retirement, Armstrong provided the on-site technician for last 3 years with similar financial results • Armstrong’s on-site technician also provides total steam system troubleshooting • Over 10 years Pfizer/Armstrong have recognized more than $1,000,000 in savings from just this “PROCESS”

  8. Other Pfizer/Armstrong Energy Initiatives • Armstrong has gone on to provide complete steam system audits at Pfizer’s Puerto Rico and Italy facilities • These audits have recognized an additional $1 million dollars in energy conservation projects • Armstrong also conducted a turnkey implementation of heat pipes for “free” cooling for HVAC make-up air in Puerto Rico

  9. Concluding Comments Pick it ‘over’ again . . . the low-hanging fruit grows back!

  10. Concluding Comments (cont’d) • Develop Processes not Programs when dealing with energy initiatives • Because many energy projects have attractive paybacks, form partnerships with vendors that can stretch your resources and accomplish your cost reduction objectives • Remember . . . Low-hanging fruit . . . Grows again!

  11. Other Armstrong Solutions • Steam and Condensate System Optimization • Hot Water System Optimization • Process Air System Optimization • Turnkey Project Services • Energy Project Financing Services • Operation and Maintenance Services • Asset Management Services Tom Henry 269-279-3383 tomh@armstrong-intl.com

  12. Pfizer/Armstrong “A Process Partnership”!

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