There are many different ways to pressure control a building. 100% outside air direct-fired technologies are completely capable of being controlled at positive, negative, or neutral pressure. There is significant debate on what is the “best” pressure control methodology for a building in the winter. Negative reduces risk of condensation, and positive decreases draftiness. However, both methods increase energy consumption over neutral. The HTHV technologies have become the gold standard for energy-efficient industrial warehouse heating in North America over the past 20 years. These technologies are now being launched into the broader commercial heating and ventilating market because of their energy efficiency and low installed costs. The 100% outdoor air introduced through ANSI Z83.4 technology is designed and installed to improve the indoor air and environmental quality of the facility. Any level of required ventilation, including ASHRAE 62.1 levels, can be achieved and maintained through these technologies. Many offerings include optional MERV13 filters added to the inlet air of this device, further improving indoor air quality. ANSI Z83.4 equipment can be installed with a minimum amount of ductwork, providing an efficient and cost-effective installation. Additionally, the technology can be installed indoors or outdoors or in horizontal or vertical configurations, permitting added flexibility while always providing 100% fresh outside air. Our website cambridge-eng.com is a great resource for additional research on specialized high-efficiency equipment. Let me know what you think about HTHV.
Leading facility owners and operators are retrofitting existing facilities into models of efficiency and sustainability. Industrial facility retrofits are investments in efficient technologies that span all facility systems, including lighting, facility envelope, and HVAC. While most facility owners still pursue single technology improvements, market leaders bundle together energy saving technologies in a more comprehensive approach to get deeper savings and greater lifecycle value.
Facility leaders recognize that industrial retrofits are largely about managing risk. Each facility project is unique and distinctive. Implementing a retrofit while protecting the production capabilities within the operation creates high visibility and requires a very clearly defined plan. Minimizing and eliminating all business interruption is always a top priority. It is also essential to protect the organization and meet or exceed all regulatory mandates to ensure safety for people. Facilities leaders seek trusted advisors and working arrangements that are in sync with all regulatory guidelines for facility compliance. This complexity can result in a built-in resistance to efficiency retrofits and change. For this reason, facility retrofits are often conducted in a reactive versus a proactive mode. “Like-for-like” system replacements are the most expedient directive when reacting to a facility system failure or needed upgrade. However, with superior options available, these short-term decisions can result in not only higher upfront costs but also dramatically higher operational costs and shorter total lifecycle of systems selected.
Various aging facilities systems drive more frequent routine maintenance and require more people resources to maintain, which increases operating cost. Aging facility assets are a reality. Planning for and developing a methodical aged asset replacement strategy requires leadership planning and trusted partner relationships in order to benefit from system expertise applicable to your unique facility requirements.
I hope you find this blog topic interesting and would love to hear your feedback and comments on the subject. Be sure and visit our website at www.cambridge-eng.com to learn more about Cambridge Engineering.
During a recent visit in Rhode Island, a customer and friend of our organization complained about the features of our WiFi thermostat and Iphone App. He just didn’t like the interface with the control application. He struggled with understanding if the HVAC equipment was running and he didn’t like not being able to program the system settings directly from the Iphone App. Our phone interface bugged him. What happens when our customer’s get repeatedly frustrated with experiencing our product, services or people? You know the answer. They’ll be gone. We have been learning and growing in our LEAN journey at Cambridge. My key learning has come in the form of exposure to the energy and passion of our Operations staff for documented improvements in our plant. I’ve been drawn into the LEAN vortex in operations because of our people and their commitment to improving things every day. Unfortunately, the passion for LEAN has not translated to the same awesome level of enthusiasm and commitment beyond the factory floor. Like many in the sales, the customer service and the marketing departments, I have struggled to document meaningful process improvements. My focus on fixing what bugs me has yet to yield the transformational improvements that are possible for me and my team. While transformational improvements are not our stated objective, I find myself feeling reluctant to put forth additional 2-second Lean improvements. Others in my organization have shared similar frustrations. Paul Akers, the author of the book 2-Second Lean, details that every organization hits plateaus in LEAN and persistence is needed to push through to another level. My perspective on LEAN shifted during this Rhode Island trip to VIBCO, a family owned U.S. based manufacturing organization. I want to share my perspective shift in hopes that it might unlock more people regarding how LEAN practices can propel all of us forward into closer relationships with our customers. I am shifting my thinking from fixing what bugs me to fixing what bugs my customer. Over the last year, I have spent the majority of my time looking at my processes, my environment, my efficiency, my organization, my wasted time and energy. As I reflect on the power of our Customer Service team, I believe their stellar reputation in the HVAC industry is built upon this hard wired philosophy of helping customers solve problems fast. They strive to support the customer quickly. Both on the phone and on site, our customer service squad supports solving issues that bug customers. Within our technical advisory team, they support our Reps and contractors with information, analysis and design to make their customers more effective with their customer. They have a guaranteed 24 turn around commitment to their customer and typically deliver in less than 4 hours. LEAN beyond the manufacturing plant dock doors is all about fixing what bugs customers. I’ll report back on the progress we make creating our own LEAN Sales Vortex. We are building our 15 minute daily stand up meeting agenda now. It will include building and fixing customer issues and new ideas for customer improvements. We will be discussing our “Go and Watch” plans for cross functional team learning and customer centric improvements. Finally, we will be outlining our Revenue team external exposure plans so that we can provide an environment to unlock everyone’s genius for fixing what bugs our customers. Is it not true that what bugs the customer, likely bugs us the most?
Learn/Practice: Sales people are made. They are not created. Just like the best players in the golf game, those that commit to practicing and learning their craft, fare better than those that are winging it.
Have Fun: If you have passion and energy for something and can enjoy the experience, you are going to return to it again and again. If you don’t feel the special calling, do something else. We must be inspired.
Expect to Win: Just like seeing the putt role in the hole or the approach shot rattle the pin, expect greatness and great outcomes. Visualize the best outcome without worry of the worst. The best outcome is just as likely as the worst. Focus on the best.
Slow Down: Forget all the prep, all the practice, let your instincts work with all the preparation you’ve done. Focus on the here and now and be present, with awareness of your surroundings. Rushing towards the next move is not required. Live in the now. Your customers will love the way you listen to them.
Develop a Rhythm: I often rewind PGA tour swings on my DVR and it drives my kids crazy. I love the tempo and the rhythms of the PGA tour professionals. Think about Ernie Els swing for a moment. Daily, weekly, monthly, quarterly, annual rhythms are vital to our success. What are you cementing into process that demonstrates a consistency and a rhythm?
Ease Up: Don’t be your own worst critic. Every pass doesn’t have to be flawless. Hitting better bad shots is the objective. The flawless ones, the pure ones will come when they come. Work on making the misses more on target. Keep taking shots and moving forward with positive attitude. Be too hard one’s self and watch how joy and results follow.
Focus on the process: This probably borrows from #1 and #5, however, I like it for the message around regarding one’s focus on the process and not the result as the worthy endeavor. When we can commit our process to paper or in very succinct clear language, then your process is crystallized. Thinking LEAN, or 2-Second Lean (author: Paul Akers), I might say that a written best practice approach on process is appropriate. In golf, one’s putting routine process or tee box pre shot ritual or the very swing itself reminds us that process matters. The result may look different each time. Focus on process. Nail process.
You don’t know where it’s going, but you can’t stay here: It is hard for us to be humble and accept that change is needed. Change starts with humility and an acceptance that we are not yet fully adapted and evolved. Embrace change not for change sake, but for the continuous improvement mindset. Hope is about a better tomorrow in all things.
Respect Others: The golf game etiquette we are all taught as we learned the game reflects life lessons regarding the value of others. Thinking beyond ourselves to listen and accept the ideas and perspectives of others. Just like we don’t walk in someone’s line or speak in their backswing, we don’t walk on someone’s perspective or speak over them in conference.
Let It Rip: Commit and go do it. Activity builds momentum. Perpetual planning and plan revision thwarts pace. Take 1 less meeting per week and make 1 more appointment or networking appointment each week.