In a recent YouGov survey of British SMEs, the resuls suggest that for 25% of them power bills will become unsustainable within the next few months. The fallout could be significant, particularly among the SME plastic processing community. With manufacturing insolvencies reportedly rising by 63% in the last 12 months, Surrey-based Broanmain Plastics, a specialist family-owned technical trade plastic moulder and one of only a few UK plastic moulders to offer thermoplastic, thermosetting and injection moulding from one facility, has taken a proactive approach to tackle the spiralling energy costs.

Founded over 60 years ago, the company supports a wide range of industries from aerospace, electronics and defence through to the science sectors and consumer goods, and supports customers with prototype development, tool trials, right through to high-volume production runs.

The energy crisis is a major concern for manufacturing SMEs already struggling with supply chain issues and rising prices. Despite the Government’s welcome six month reprisal even capping the costs at less than half the market rate is still a cost pressure that is hard for the most energy-efficient businesses to absorb.

The British Plastic Federation’s (BPF) Energy Management in Plastics Processing guide indicates that energy usage and costs can be reduced by over 30% through better management, capital investment and maintenance actions. Although there is not a single ‘MW’ energy saving solution — moulding technical components requires power after all — Broanmain’s new maintenance engineer Steven Romano (pictured) has taken the lead (and a leaf out of the BPF book) and introduced a number of process and site improvements to help cushion the financial shock.

Site improvements
A planned maintenance regime might not sound like a Eureka energy-saving scheme, yet as part of a continual improvement programme can deliver surprising and quick results. As testament, Mr Romano has spent the past six months examining Broanmain’s entire fleet of machinery and created a modified maintenance schedule that red flags more pressing maintenance tasks to reduce machine downtime.

Aligned to the company’s material waste reduction and ‘first time true’ quality culture, he said: “Having this schedule keeps our technologies running as cleanly and efficiently as possible, cutting our production carbon footprint even further.”

Having worked in maintenance for more than 30 years, from his experience Mr Romano estimates that an effective maintenance regime can reduce unplanned machine breakdowns by as much as 60%. Another simple routine to introduce is monthly air and water filter changes. Cleaner water protects tools, and likewise, less rust reduces system contaminations, preventing component defects and material waste and significantly improves heater efficiency.

Tapping into energy supply data on-line, the Broadmain team can now view exactly what it is costing by the hour to run the company’s fleet of 11 injection moulding machines, plus all ancillary, finishing and tool making equipment. Even slight modifications, for example barrel insulation to contain heat, has already resulted in significant energy-saving improvements.

Experts estimate between 20 and 40% of generated compressed air is lost due to leaks. Broanmain has addressed this by putting in two isolation valves and shutting them off for the building and compressor, as well as incorporating a routine inspection and reporting system for air leaks. These actions, along with a new timer controller on the compressor, is saving the company in the region of £17,000 each year.

Double shifts
Given that the most energy-intensive process in injection moulding is heating material up, to limit machine start-ups, Broanmain has moved virtually all production to one site and now operates two overlapping day and night shifts Monday to Thursday.

Combined with carefully-considered production sequences, fewer machine shut downs, tool changeovers and restarts, is proving to be more productive and cost efficient, and increases Broanmain’s manufacturing capacity even further.

Several years ago Broanmain invested in an all-electric IntElect featuring all-electric drive technology from www.sumitomo-shi-demag.eu Sumitomo (SHI) Demag. However, the remainder of its injection moulding machinery park is a blend of hydraulic and hybrid technology. In order to optimise investments while simultaneously improving efficiency, the firm is currently exploring the benefit of upgrading to variable speed drives to save energy use during the curing time. To benchmark the savings, this will initially be rolled out on the company’s largest hybrid machine.

An energy efficient and robust production plan and maintenance programme is only as good as the data sourced, measured and benchmarked. However, it is the small actions taken by the entire workforce through better engagement and communication that can make the biggest dent in energy bills.

Mr Romero explained: “It is a refreshing change to see workforce suggestions roll out so swiftly. It feels like everyone across the company is now thinking like a process optimisation and energy custodian.”

Since joining Broadmain Plastics in May, Mr Romero has shared with the entire workforce and management a toolbox of tricks and tips to curtail energy consumption which includes seeking feedback on future actions. One staff suggestion put forward and currently being instigated includes designing a machine shut-off traffic light system. Providing clear unsupervised visual instructions and flagging when guidance should be sought by production managers.

Managing director Jo Davis concluded: “Achieving a sustainable and viable energy reduction plan is reliant on the input and commitment of every single person. Not only does this engagement and the introduction of lower emitting technology promote best practice, it creates process improvement champions where everyone can feel confident about playing their part.”

As a direct result of these energy savings, Broanmain has been able to pull forward pay increases to support its workforce with the cost of living crisis, as well as introduce new flexible working arrangements, including an early Friday finish, to nurture a better work/life balance.