Description
# 72 Stores, average size over 100,000 sf, Hours 6 a.m. to midnight, 7 days a week (many are 24 hour).
# New stores 140,000 square feet, mezzanine-level seating for more than 200 in the Market Cafe
# 600 employees per store, Forty point of sales terminals
FMI Energy & Technical Services Conference
2008
Recommissioning Stores
Agenda
• Wegmans store Facts and Figures
• Starting and prioritizing (resources and
methods)
• The recommissioning sequence
• What does it mean to each stakeholder?
• Format
Store Facts and Figures
• 72 Stores, average size over
100,000sf
• Hours 6 a.m. to midnight, 7 days
a week (many are 24 hour).
• New stores 140,000 square feet,
mezzanine-level seating for more
than 200 in the Market Café
• 600 employees per store
• Forty point of sales terminals
Store Summaries
Starting and Prioritizing
Getting Started
• How we are organized
• Larger set of expectations
– Improving design
– Improving construction/start-up
– Reducing maintenance costs
– Educating store personnel on importance
• In house or outside resources?
• Use of current vs. new contractors/consultants
• Educating management on the value
• Educating stakeholders on the value
Prioritizing
• How to prioritize? $$$
• Combination of total kwhusage and kwh
unit cost
• Comparing stores equipment and systems
• Do you have the technology to measure the
results in each store?
The Recommissioning
Sequence
The First Steps
• Collect and distribute drawings, details to
the recommissioning agent
• Meetings with Design, Maintenance and
Construction - orientation
• Introduction/explanation for the store
• Kickoff meeting with all
Next Steps
• Survey of equipment and
operating practices.
– If any mechanical equipment
needs servicing, maintenance
will be notified
– If any unfavorable operational
practices are observed, the
store manager will be notified
for correction
Next Steps
• work commences – (1 to 3 weeks)
– Refrigeration
• Set up logging history!!!
• Set point/system operation changes
• Maintenance Items
– Add refrigerant
– Set superheats
– Adjust/replace valves
– Etc
Next Steps
– HVAC
• Set up logging history
(long term)
• Set point/system
operation changes
• Maintenance Items
– Identify units that are
NOT operating
correctly
– Add refrigerant
– Set superheats
– Adjust/replace valves
– Etc
Next Steps
• Energy Management Department verifies completed
work
– Project overview report
– Quality assurance report
– Review system operations
• Project follow up meeting (month or two after
completion)
– Review Project data
• Cost
• Savings
– Discuss challenges
• Maintenance
• Operations
• Energy
Next Steps
• Report back to all departments involved
– Energy savings
– $$ savings
Was it Worth It??
• Refrigeration
– Med. Temp.
• Reduced glycol pump operation
(from 3 to 1)
• Glycol cases-
manufacturing/installation problem
identified
• Chiller TXV problem identified?
• Glycol from 20° to 22°
• Suction from 10° to 14°
– Low Temp Rack
• floated up 1 - 3 psi
• W.I. Freezer issues
– Superheat
– People/Operations
Was it Worth It??
• HVAC
– Issues Identified and Resolved
• Compressors “failed”
• Frost in cases
• Cases sweating
• Dampers fixed open
– Fan motor strategy
– Anti Sweat calibration strategy
– Temp sensor calibration!
– Redraw of the Graphics
Was it Worth It??
• $avings
Refrigeration
HVAC/Lighting
Rack B Estimated Savings
Total kWh/day
Before After
3,724 3,190 534.5 0.09 $ 17,558
* Rack floated up from 10° sst to 14° sst
Energy
Savings/day Rate $ Saved/yr
$ 12,254 0.09 373 3,570 3,943
After Before $ Saved/yr Rate
Energy
Savings/da
y
Total kWh/day
" HVAC" Estimated Savings
and closing the freezer door as often as possible.
* Savings can be attributed to changing the float strategy (including
cases with w.i)
$ 4,862 0.09 148 1,937 2,085
After Before $ Saved/yr Rate
Energy
Savings/day
Total kWh/day
Rack A Estimated Savings
So how did that feel???
• Review of perspectives on recommissioning:
–Maintenance
–Design
–Construction
• Benefits
– Past Experience: I’ve been a believer for years!
– Cost Effective Strategy
• Reduction in maintenance effort
• Reduced OT calls
• Project Completion
– Meetings, punch lists, final walk trough, testing
– Correct the problems.
• Project is not complete until the problems are neutralized.
Robert Sperl - Regional Maintenance Manager
(Virginia)
• How did it feel?
– Coming from a technical background, I was very
skeptical of significant energy savings made possible
by recommissioningwithout sacrificing:
•Product integrity
•Reliability
•Ease of maintenance
•Commissioning Set Points (at Construction start up)
Keith Trusky - Regional Maintenance Manager
(New J ersey)
What did we learn?
•Set point changes were made cautiously
•New Perspective
•Break the cycle of doing things only “because they
have always been that way.”
•Opportunity for Continuous Improvement:
– System efficiency
– Performance
– Define best practices for startup
– Better understand design issues
– Benchmarking for service and startup quality
Keith Trusky - Regional Maintenance Manager
(New J ersey)
Rich Kelley – Mechanical Engineer - Design
• The re-commissioning process was fairly painless
from the design perspective. It required reviewing the
design documents with the energy manager and
commissioning authority so they had a clear
understanding of the design.
• The re-commissioning process pointed out a few
areas that warrant further engineering review on
system design.
– Night Setback Strategy
– Make-up air Strategy
Rich Kelley – Mechanical Engineer - Design
• The re-commissioning process pointed out a few
areas for improvement.
HVAC Controls Improvements
– HVAC Custom Graphic
– Lighting/Contactor Schedules
– Consistent Unit Labeling
Refrigeration Controls Improvements
– Revised Suction Temperature
– Revised Pump Strategy
– Revised Suction Float Strategy
• The re-commissioning
process also pointed
out that you can’t
maintain your freezer
box temperature if you
continuously leave the
door open
Rich Kelley – Mechanical Engineer - Design
J oel Dittman - Construction
• Construction’s J ob - set the store up as directed by the
design documents.
– My Involvement…minimal
• Meetings at the beginning
• BMS liaison (I’m a people person)
– Smooth out communication between Wegmans and BMS representative
– History of existing system
– Coordinate schedule/logic changes
– Graphics Change
– What did I hope we would learn?
• Implementation into Future Design Documents
– System Enhancements (night set back and floating rack strategies)
– Clear direction
J oel Dittman - Construction
• Final Thoughts
– Good Idea
•Enabled us (Construction, Engineering,
Maintenance, Energy) to come together as a
team…before, during and after the project
– Learnings…Construction process should become
smoother, enabling me to give improved direction to our
contractors.
– Long term effects
Conclusions
– Improved design
– Improved construction/start-up
– Reducing maintenance costs
– Educating store personnel on importance
Questions?
Mechanical Systems
• 2600 Square Foot
Refrigerated
Perishable Receiving
Dock
Mechanical Systems
• Every Floor
Drain, Vent
Pipe and
Trench Drain
has a X and Y
dimension from
column lines.
Mechanical Systems
• Acorn
Vacuum
System
• 3- 10 HP
Liquid Ring
Vacuum
Pumps
Mechanical Systems
• 110 degree F. Tempered Water Loop
• Sensor faucets on all hand sinks in
production areas and restrooms
Mechanical Systems
• Twin 1 Megawatt
Diesel Generators
w/ 800 gallons fuel
tanks
Mechanical Systems
• Wood Fired
Bread Oven
• The oven is built
on site
• Installed on site
by Spanish
mason
Mechanical Systems
• 18 Separate Exhaust
Systems
• 10,600 CFM of General
Exhaust (toilet rooms,
mechanical rooms, locker
rooms, sign shops and
scullery areas)
Mechanical Systems
• Design of 37,000
CFM of Exhaust
Air for Cooking
Equipment
Mechanical Systems
• AC-1 Munters Drycool 25,000
CFM Supply (Desiccant Unit)
• AC-2A & AC-2B Munters HCU
6000 CFM ea. (Desiccant Unit)
• AC-3 Munters HCU 12,000 CFM
(Desiccant Unit)
• AC-5A and AC-5B Munters Dx
Units 13,000 CFM Combined
(Variable Air Volume System)
• AC-6 Carrier 4300 CFM
• AC-7 Carrier 8000 CFM
Mechanical Systems
• 40 Ton Packaged
Carrier Chiller
(Computer/Security
Rooms, Perishable
Dock, Misc. Offices)
Refrigeration Systems
Refrigeration Powerhouse
• Infrared leak detection –
IRLDS II
• Product temperature
simulators in every case
• Electrical sub-metering
• Hot water reclaim
• Hill Phoenix Second Nature
Coolant
• R-404A Refrigerant
• CPC E2
Rooftop Refrigeration Powerhouse
Low Temperature
• 2 Low Temperature
Suction Groups
• -25 deg F SST
• -15 deg F SST
• 65 DX -25/105 751 MBH
• Hot gas defrost
• 5 Carlyle screw
compressors
• Air-cooled condensers
(16-1 hp fan motors)
• 2400 lb. system charge
Rooftop Refrigeration Powerhouse
Medium Temperature
• Secondary refrigerant (35%
glycol)
• 20 degree fluid +13
SST/110 2,051 MBH
• 5-50 hp Carlyle screw
compressors
• Air-cooled condensers (40-1
hp fan motors)
• Warm fluid defrost
• 900 lb. system charge
Refrigeration Systems
• 136 Medium temperature
display cases
• 60 Frozen food display
cases
• 80 Self-contained display
cases
• 35 Semi self-contained
display cases
• 14 Walk-in freezers
• 20 Walk-in coolers
Glycol Quick Disconnects
doc_131251441.pdf
# 72 Stores, average size over 100,000 sf, Hours 6 a.m. to midnight, 7 days a week (many are 24 hour).
# New stores 140,000 square feet, mezzanine-level seating for more than 200 in the Market Cafe
# 600 employees per store, Forty point of sales terminals
FMI Energy & Technical Services Conference
2008
Recommissioning Stores
Agenda
• Wegmans store Facts and Figures
• Starting and prioritizing (resources and
methods)
• The recommissioning sequence
• What does it mean to each stakeholder?
• Format
Store Facts and Figures
• 72 Stores, average size over
100,000sf
• Hours 6 a.m. to midnight, 7 days
a week (many are 24 hour).
• New stores 140,000 square feet,
mezzanine-level seating for more
than 200 in the Market Café
• 600 employees per store
• Forty point of sales terminals
Store Summaries
Starting and Prioritizing
Getting Started
• How we are organized
• Larger set of expectations
– Improving design
– Improving construction/start-up
– Reducing maintenance costs
– Educating store personnel on importance
• In house or outside resources?
• Use of current vs. new contractors/consultants
• Educating management on the value
• Educating stakeholders on the value
Prioritizing
• How to prioritize? $$$
• Combination of total kwhusage and kwh
unit cost
• Comparing stores equipment and systems
• Do you have the technology to measure the
results in each store?
The Recommissioning
Sequence
The First Steps
• Collect and distribute drawings, details to
the recommissioning agent
• Meetings with Design, Maintenance and
Construction - orientation
• Introduction/explanation for the store
• Kickoff meeting with all
Next Steps
• Survey of equipment and
operating practices.
– If any mechanical equipment
needs servicing, maintenance
will be notified
– If any unfavorable operational
practices are observed, the
store manager will be notified
for correction
Next Steps
• work commences – (1 to 3 weeks)
– Refrigeration
• Set up logging history!!!
• Set point/system operation changes
• Maintenance Items
– Add refrigerant
– Set superheats
– Adjust/replace valves
– Etc
Next Steps
– HVAC
• Set up logging history
(long term)
• Set point/system
operation changes
• Maintenance Items
– Identify units that are
NOT operating
correctly
– Add refrigerant
– Set superheats
– Adjust/replace valves
– Etc
Next Steps
• Energy Management Department verifies completed
work
– Project overview report
– Quality assurance report
– Review system operations
• Project follow up meeting (month or two after
completion)
– Review Project data
• Cost
• Savings
– Discuss challenges
• Maintenance
• Operations
• Energy
Next Steps
• Report back to all departments involved
– Energy savings
– $$ savings
Was it Worth It??
• Refrigeration
– Med. Temp.
• Reduced glycol pump operation
(from 3 to 1)
• Glycol cases-
manufacturing/installation problem
identified
• Chiller TXV problem identified?
• Glycol from 20° to 22°
• Suction from 10° to 14°
– Low Temp Rack
• floated up 1 - 3 psi
• W.I. Freezer issues
– Superheat
– People/Operations
Was it Worth It??
• HVAC
– Issues Identified and Resolved
• Compressors “failed”
• Frost in cases
• Cases sweating
• Dampers fixed open
– Fan motor strategy
– Anti Sweat calibration strategy
– Temp sensor calibration!
– Redraw of the Graphics
Was it Worth It??
• $avings
Refrigeration
HVAC/Lighting
Rack B Estimated Savings
Total kWh/day
Before After
3,724 3,190 534.5 0.09 $ 17,558
* Rack floated up from 10° sst to 14° sst
Energy
Savings/day Rate $ Saved/yr
$ 12,254 0.09 373 3,570 3,943
After Before $ Saved/yr Rate
Energy
Savings/da
y
Total kWh/day
" HVAC" Estimated Savings
and closing the freezer door as often as possible.
* Savings can be attributed to changing the float strategy (including
cases with w.i)
$ 4,862 0.09 148 1,937 2,085
After Before $ Saved/yr Rate
Energy
Savings/day
Total kWh/day
Rack A Estimated Savings
So how did that feel???
• Review of perspectives on recommissioning:
–Maintenance
–Design
–Construction
• Benefits
– Past Experience: I’ve been a believer for years!
– Cost Effective Strategy
• Reduction in maintenance effort
• Reduced OT calls
• Project Completion
– Meetings, punch lists, final walk trough, testing
– Correct the problems.
• Project is not complete until the problems are neutralized.
Robert Sperl - Regional Maintenance Manager
(Virginia)
• How did it feel?
– Coming from a technical background, I was very
skeptical of significant energy savings made possible
by recommissioningwithout sacrificing:
•Product integrity
•Reliability
•Ease of maintenance
•Commissioning Set Points (at Construction start up)
Keith Trusky - Regional Maintenance Manager
(New J ersey)
What did we learn?
•Set point changes were made cautiously
•New Perspective
•Break the cycle of doing things only “because they
have always been that way.”
•Opportunity for Continuous Improvement:
– System efficiency
– Performance
– Define best practices for startup
– Better understand design issues
– Benchmarking for service and startup quality
Keith Trusky - Regional Maintenance Manager
(New J ersey)
Rich Kelley – Mechanical Engineer - Design
• The re-commissioning process was fairly painless
from the design perspective. It required reviewing the
design documents with the energy manager and
commissioning authority so they had a clear
understanding of the design.
• The re-commissioning process pointed out a few
areas that warrant further engineering review on
system design.
– Night Setback Strategy
– Make-up air Strategy
Rich Kelley – Mechanical Engineer - Design
• The re-commissioning process pointed out a few
areas for improvement.
HVAC Controls Improvements
– HVAC Custom Graphic
– Lighting/Contactor Schedules
– Consistent Unit Labeling
Refrigeration Controls Improvements
– Revised Suction Temperature
– Revised Pump Strategy
– Revised Suction Float Strategy
• The re-commissioning
process also pointed
out that you can’t
maintain your freezer
box temperature if you
continuously leave the
door open
Rich Kelley – Mechanical Engineer - Design
J oel Dittman - Construction
• Construction’s J ob - set the store up as directed by the
design documents.
– My Involvement…minimal
• Meetings at the beginning
• BMS liaison (I’m a people person)
– Smooth out communication between Wegmans and BMS representative
– History of existing system
– Coordinate schedule/logic changes
– Graphics Change
– What did I hope we would learn?
• Implementation into Future Design Documents
– System Enhancements (night set back and floating rack strategies)
– Clear direction
J oel Dittman - Construction
• Final Thoughts
– Good Idea
•Enabled us (Construction, Engineering,
Maintenance, Energy) to come together as a
team…before, during and after the project
– Learnings…Construction process should become
smoother, enabling me to give improved direction to our
contractors.
– Long term effects
Conclusions
– Improved design
– Improved construction/start-up
– Reducing maintenance costs
– Educating store personnel on importance
Questions?
Mechanical Systems
• 2600 Square Foot
Refrigerated
Perishable Receiving
Dock
Mechanical Systems
• Every Floor
Drain, Vent
Pipe and
Trench Drain
has a X and Y
dimension from
column lines.
Mechanical Systems
• Acorn
Vacuum
System
• 3- 10 HP
Liquid Ring
Vacuum
Pumps
Mechanical Systems
• 110 degree F. Tempered Water Loop
• Sensor faucets on all hand sinks in
production areas and restrooms
Mechanical Systems
• Twin 1 Megawatt
Diesel Generators
w/ 800 gallons fuel
tanks
Mechanical Systems
• Wood Fired
Bread Oven
• The oven is built
on site
• Installed on site
by Spanish
mason
Mechanical Systems
• 18 Separate Exhaust
Systems
• 10,600 CFM of General
Exhaust (toilet rooms,
mechanical rooms, locker
rooms, sign shops and
scullery areas)
Mechanical Systems
• Design of 37,000
CFM of Exhaust
Air for Cooking
Equipment
Mechanical Systems
• AC-1 Munters Drycool 25,000
CFM Supply (Desiccant Unit)
• AC-2A & AC-2B Munters HCU
6000 CFM ea. (Desiccant Unit)
• AC-3 Munters HCU 12,000 CFM
(Desiccant Unit)
• AC-5A and AC-5B Munters Dx
Units 13,000 CFM Combined
(Variable Air Volume System)
• AC-6 Carrier 4300 CFM
• AC-7 Carrier 8000 CFM
Mechanical Systems
• 40 Ton Packaged
Carrier Chiller
(Computer/Security
Rooms, Perishable
Dock, Misc. Offices)
Refrigeration Systems
Refrigeration Powerhouse
• Infrared leak detection –
IRLDS II
• Product temperature
simulators in every case
• Electrical sub-metering
• Hot water reclaim
• Hill Phoenix Second Nature
Coolant
• R-404A Refrigerant
• CPC E2
Rooftop Refrigeration Powerhouse
Low Temperature
• 2 Low Temperature
Suction Groups
• -25 deg F SST
• -15 deg F SST
• 65 DX -25/105 751 MBH
• Hot gas defrost
• 5 Carlyle screw
compressors
• Air-cooled condensers
(16-1 hp fan motors)
• 2400 lb. system charge
Rooftop Refrigeration Powerhouse
Medium Temperature
• Secondary refrigerant (35%
glycol)
• 20 degree fluid +13
SST/110 2,051 MBH
• 5-50 hp Carlyle screw
compressors
• Air-cooled condensers (40-1
hp fan motors)
• Warm fluid defrost
• 900 lb. system charge
Refrigeration Systems
• 136 Medium temperature
display cases
• 60 Frozen food display
cases
• 80 Self-contained display
cases
• 35 Semi self-contained
display cases
• 14 Walk-in freezers
• 20 Walk-in coolers
Glycol Quick Disconnects
doc_131251441.pdf