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1
ENERGY TECHNOLOGY MANAGEMENT IN
SUPERMARKETS
SUBMITTAL OF STUDY: ASSOCIATION OF ENERGY ENGINEERS
BY
JAME RUFO, CEM CEA CDSM
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TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION
Significance of the Study .......................................................................................... 4
Problem Statement ................................................................................................... 5
Purpose of the Study ................................................................................................. 6
Importance of the Study ........................................................................................... 6
Scope of the Study .................................................................................................... 7
Rationale of the Study .............................................................................................. 7
Overview of the Study ............................................................................................... 9
CHAPTER 2: REVIEW OF RELATED MATERIAL
Introduction .............................................................................................................. 10
Primary Functions of BAS/EMS Systems ............................................................... 10
Energy Savings and “Non Energy” Savings ........................................................... 11
Technological Test Ground ..................................................................................... 12
Positive Documentation for EMS/BAS .................................................................. 12
Notable Documentation .......................................................................................... 13
Facility Management ................................................................................................ 14
Maintenance Management ...................................................................................... 15
Performance Contracting ......................................................................................... 17
Load Factors and Peak Demand ............................................................................. 20
Case Control Technology ......................................................................................... 21
Circuit Control Technology ..................................................................................... 22
Re-commissioning as an Energy Management Tool ............................................. 22
Training..................................................................................................................... 24
Other Related Material ............................................................................................. 25
CHAPTER 3: METHODOLOGY
Approach ................................................................................................................... 26
Data Gathering Method ........................................................................................... 27
Database of Study ..................................................................................................... 28
Validity of Data ......................................................................................................... 28
Originality and Limitations of Data ........................................................................ 28
Chapter Summary ..................................................................................................... 29
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CHAPTER 4: DATA ANALYSIS
Limitations of Data ................................................................................................... 30
Impact on Data from Stores over 3 years of Age ..................................................... 30
Impact on Data from Operations Practices ............................................................ 31
Data Analysis ............................................................................................................ 31
Summary of Data Analysis ....................................................................................... 33
CHAPTER 5: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Interview Documentation ........................................................................................ 35
Contracting Energy .................................................................................................. 38
Training..................................................................................................................... 39
Answers to the Original Questions .......................................................................... 40
Continuous Improvement ........................................................................................ 41
Summary ................................................................................................................... 43
Recommendations .................................................................................................... 44
Conclusion of Research ............................................................................................ 48
BIBLIOGRAPHY ................................................................................................................ 50
APPENDIX .......................................................................................................................... 52
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INTRODUCTION
Chapter 1
Significance of the Study
Energy conservation has been, and will continue to be, one of the primary focal points in
Managing Technology. There are many Specialized Energy Management Systems, Building
Automation Systems, and Demand Reduction Programs available that claim to save companies
significant amounts in utility expenses. Determining which ones are right for a specific firm is a
process that should not be taken lightly. Where does one draw the line in investment with these
systems, and what are the impacts they have on Operations and Maintenance?
This Study will follow the course of a typical Supermarket environment and how our study group
implemented technological changes in Building Automation while minimizing impact on both the
Operations and Engineering.
The annual growth rate of our control group is somewhere in the 7% range in new store
construction, with an additional 2 to 3% in remodels and retrofits (upgrading existing equipment).
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Problem Statement
“Companies in the commercial and institutional fields are always looking for ways to reduce costs
and increase profits. In recent years, top-level executives have asked energy managers to find ways to
cut operating costs by improving the energy efficiency of their facilities. The electric bills of a poorly
managed facility can make a serious dent in corporate profits. Furthermore, deregulation of the
electric industry can make it more difficult for companies to forecast their energy expenses in the
near term”(Kenneth Panucci, PE, CEM, 2002, P.14).
The average store in our study group spends approximately $250,000 a year, per store for utilities.
This expense is an attractive target for Continuous Improvement Programs and also presents an
opportunity for evaluating various energy conservation technologies in the field. Over 50% of the
overall utility expense in a Supermarket can be attributed directly to the Refrigeration, Lighting and
HVAC (Heating, Ventilation, and Air Conditioning) Systems. Certain types of Energy Management
Systems studied herein indicate savings at some locations, yet little or no savings in other locations
with the same systems in operation.
This gives cause to look carefully at what is occurring in these high cost locations. If no reduction
can be shown, it is often the Technology itself that is blamed by those who have to explain their
deficiencies in margin, and others who have to perform the increased maintenance on the controlled
refrigeration and HVAC systems. This can lead to negative moral in the field and lack of faith in
Energy Management Systems.
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Purpose of the Study
This Case Study will look at various ways our study market has determined which Energy
Conservation Technology and procedures are best suited for utilization in its locations, and what is
occurring that is the root source of why there are such deviations in energy savings between stores
with the same systems. (2% or more).
Mechanical Controls, Circuit or Rack Controls, and Individual Case Control Technology have been
compared. There are many various manufacturers of EMS systems utilized by markets to run the
Refrigeration Systems, Lighting, and HVAC.
Most of these have the capacity for all functions described in the research presented here.
Our study group had a dozen locations with no Energy Management at all, so this provided a
good base line for a comparative analysis.
Importance of the Study
Careful evaluation and management buy-in is needed prior to investing in any type of Energy
Management Systems or Program. “Management buy-in and inter-departmental communication is
imperative to success. An energy cost reduction project supported by multiple departments has a
much stronger chance to win resources. The Energy Management Process is a structured method
used to help identify, develop, and implement energy cost reduction projects consistently across an
organization. Completing one good energy cost reduction project is far better than a long list of
ideas” (Thomas Mort, CEM, 2001, P.8).
Without the proper groundwork being performed on selection and installation,, operations and
maintenance expenses can easily become unmanageable. These expenses are on the back end of the
installation. Increased Maintenance, shrink, loss of sales, inadequate vendor resources, excessive
energy costs, and increased spending in training are all contributing factors to failure. It makes
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perfect sense to seriously look at programs that are going to give companies that extra competitive
advantage. How can one evaluate these systems and programs successfully? What are the costs
involved, and are there any hidden costs associated with the proposed utilization of the technology
or processes?
This research will look at the Energy Management techniques commonly utilized to overcome
these costs, and on lessons learned that help in eliminating unnecessary costs, without compromising
quality or impacting sales.
Scope of the Study
The installation of any new Technology and implementation of programs is often met with
resistance from the group of people impacted by such an install or program. This could refer to
either operations, who are impacted with loss of sales when there is a malfunction, or the
maintenance department that repairs the system. Determining what these impacts are and how to
best understand them is critical to the success of any program and a primary focus in this research
Rationale of the Study
There are some organizations that have adopted technology and eventually eliminated it due to
alleged impacts on both Operations and Maintenance departments. Understanding the learning
curves of our control group and eventual acceptance by the various store teams will serve as a guide
to other organizations facing the same issues. Getting an accurate number for associated costs and
verification of those costs is critical for responsible Managers to make proper decisions
There are other “hidden factors” to consider with load factors and variances in store volume,
different demographic climates, variations in peak utility usage, and store operation practices that
must be taken into account. How can there be savings in one location and not the next?
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Only after evaluating all the above impacts can one begin to understand what the real issues are. To
put the blame on the new Technology may be a mistake that will only serve to drive up overall costs.
Proper Engineering management makes a point of finding the root cause to problems to prevent
wasting millions of dollars due to improper application or inaccurate quantification. Continuous
Improvement techniques are always explored. As Bill Conway writes in his book The Quality Secret
“Perhaps you have never thought of this-the natural state of things is that most of them are fouled
up! Things run right only when people constantly make improvements-finding and eliminating
troubles, problems, complexities, etc. If we stop making improvements, things will gradually return
to their natural state”(Conway, 1992, P.27)
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Overview of the Study
This research will concentrate on various energy management issues facing our core group and
other facilities in today’s technically changing environment. The role for Engineering and
Maintenance is basic, that is to say “keeping product fresh until ready to sell it off the shelf”.
A comparison of individual case control technology versus standard control is closely examined. Is it
really saving the company an estimated 7% per year for each location where installations have been?
Is it being managed properly? Have the initial studies on feasibility been done thoroughly when
comparing this technology to others?
What are some of the other technologies besides EMS being utilized?
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REVIEW OF
RELATED MATERIAL
Chapter 2
Introduction
This Chapter will look at published data on Energy Conservation, Refrigeration Technology,
Building Automation and Management of Processes from an Energy Management point of view to
give the reader a clearer picture of this complex industry. It will focus on the constant change of
technology faced by businesses today and how to properly deal with those changes.
EMS Technology is a rapidly changing industry, and supermarkets account for a large portion of
prototype systems showing up in the supply houses. “Typically between 45 and 55 per cent of all
supermarket sales are perishable and must be displayed in temperature controlled equipment” (Brand,
1963, p.184).
Primary Functions of BAS/EMS Systems
“At a minimum, a BAS/EMS is used to control functions of a heating, ventilating, and air
conditioning (HVAC) system, including temperature and ventilation, as well as equipment
scheduling. Substantial additions to these basic functions are usually required to comprise a “true”
BAS. They include monitoring utility demand and energy use, building conditions, climatic data, and
equipment status. Often, the BAS reports results provided in the form of utility load profiles, trends
and operation logs of equipment, and generation of maintenance schedules. Even basic BAS are
generally expected to perform control functions that include demand limiting and duty cycling of
equipment.
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More elaborate BAS can integrate additional building systems such as video surveillance, access
control, lighting control, and interfacing with fire and security systems.
Today’s BAS are expected to receive and process more sophisticated data on equipment operation
and status, such as from vibration sensors on motors, ultrasonic sensors on steam traps, infrared
sensors in equipment rooms, and differential pressure sensors for filters. They also have additional
capabilities, such as chiller/boiler plant optimization, time schedule/set point management, alarm
management, and tenant billing to name a few. Most BAS manufacturers today have started to offer
some form of web-based access to their existing control systems and are actively developing web-
based capability for their future products.
Energy Savings and “Non Energy” Savings
As Worrell states in Volume 99 of Energy Engineering, “energy savings are most often not the
determining factor in the decision to develop or to invest in an emerging technology. Over two
thirds of technologies not only save energy but yield environmental or other benefits, so-called non-
energy benefits. The non-energy benefits are predominantly increases in productivity through
reduced capital costs.
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Technological Test ground
“Many new technologies follow a traditional “S” curve adoption path whereby a small segment of
the industry- known as early adopters-embraces a new and unproven technology despite high costs
and potential risks. As the technology becomes more common, the perceived risks decrease and the
cost of the technology declines. Many innovation and energy policies focus on accelerating the rate
of adoption of specific technologies, by reducing the costs or perceived risks of the technology.
Further evaluation of these technologies is still needed. In particular, further quantifying the non-
energy benefits based on the experience from technology users in the field is important”(Warrell,
Ph.D. (2002), P.38).
“Consumers aren’t the only people feeling the pinch of energy costs these days. Businesses across
the country, faced with the dual dilemma of rising energy expenses coupled with a slow economy, are
keeping close watch on the efficiency of their commercial HVAC systems” (Monnier, CM, (2002),
p.20).
Positive Documentation for EMS/BAS
Below is a list of positives noted for BAS and EMS System Installations from Mr. Sethi’s research
published in Energy Engineering.
• “A BAS creates and maintains a QBE;
• A BAS improves operating efficiencies and lowers energy costs;
• A BAS lowers maintenance costs, improves system reliability and enhances staff productivity;
• A BAS enhances comfort levels;
• A BAS creates a safer environment;
• A BAS improves building health;
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• A BAS supports occupant business needs.
For efficiency and improvement, a BAS can be used as a tool for tracking, reporting, and fine-tuning
variables that impact operating efficiencies and eventually energy costs. On the other hand, a BAS,
when integrated with the right processes, can help reduce maintenance costs, improve operating
reliability and enhance employee productivity. When integrated with other building systems, a BAS is
capable of providing a safe and secure environment and is also responsive to occupant needs, which
is a critical component of a QBE. Empirical evidence indicates that a BAS can reduce energy
consumption by 15-30 percent” (Sethi, (2000) P.11).
Notable Documentation
Dr. Wayne Turner writes the following in a recent article featured in the trade journal Energy
Engineering concerning Energy Management. “Energy Management is a dollar saving (enhancing)
endeavor. If a measure is proposed to a client, that measure should be cost effective. If it is not cost
effective, it should not be proposed. Hopefully, the measure will also save energy and improve the
environment. However, if a measure would consume more energy but improve the client’s bottom
line, we should propose it” (Dr. WayneTurner, (2002) p.5).
Selecting and subsequently getting the most out of the BAS is like many other tasks: It takes work.
This work can be extremely rewarding if an effective process is followed. Unfortunately, building
automation often falls into the same trap as many other technical purchases; the bells and whistles
get all the attention while the most important capabilities are not evaluated at all.
All of this leads to the most important concept to consider, which is how the building is supposed to
work. The primary reason a BAS is purchased is to make building systems perform in an orderly
manner: It is interesting in today’s market this often is overlooked in the initial purchase, if not
completely ignored” (Brandy Nations, CMS (2003), p.26).
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Facility Management
“Taking a process-orientated approach to facility management allows the sharing of practices.
Good facility management processes include feedback for benchmarking. Society is living in a new
era of facility management. Building owners today have more information about their buildings than
ever before. Today, building operations are expected to contribute to bottom-line performance.
Labor costs, energy costs and operating costs for buildings are continuing to rise. This has also
contributed to the increasing trend to leverage technology to lower building operating costs and
increase operating efficiency.
The use of computers is helping to facilitate some of these changes. The initial cost to the owner
is recovered through longer building and system life, more stable tenants, reduced sick building
liability, reduced medical costs, improved productivity of occupants, and reduced operation costs
A BAS can be used to automatically implement operation and maintenance strategies that lower
costs, improve efficiency, and enhance comfort levels. Many building managers make modifications
to their building operations to lower energy costs, but are often disappointed when they do not
realize the expected results. What they don’t realize is that energy management is a process and not a
one-time event”(Sethi, CEM, 2000, P.6).
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Maintenance Management
“Like energy management, maintenance management is an ongoing process. Maintenance
technology has evolved over the last few years. Today, BAS technology allows us to apply science to
service. Several years ago, maintenance management was primarily reactive, which meant that
equipment was not repaired until it failed. Later on, preventive maintenance evolved which defined
time based tasks for equipment. An example of preventive maintenance is oil changes on an
automobile after every 3,000 miles.
Recently, predictive maintenance has been introduced. This style of maintenance allows building
managers to identify and detect problems before they cause failures. An example of this style of
maintenance would be oil analysis on machines. Technology has now made it possible to go one step
further and detect the source of the problem. This is called proactive maintenance. Examples of
proactive maintenance include vibration analysis on fans and pumps, which helps detect problems
such as improper balancing or misalignment. From reactive maintenance to proactive maintenance,
a BAS can be leveraged to collect and analyze critical data and then take appropriate actions. A BAS
can notify someone when a problem is detected Benefits realized by leveraging a BAS in the process
of maintenance management include:
• Increase in system reliability and system efficiency;
• Reduction in maintenance costs;
• Increase in maintenance staff productivity;
• Increase in equipment life.
In other words, a BAS, when integrated with the right maintenance measures can support
the objectives of a QBE” (Sethi, CEM, (2001), P.13).
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Our study firm was involved extensively in reducing maintenance costs through maximum utilization
of its EMS/BAS systems. Technicians are able to evaluate and troubleshoot racks, condensers,
HVAC units, cases, fans, and valves from use of the EMS/BAS Systems.
“Energy companies serve customers in three major groups: residential, commercial, and industrial.
Buildings owned and operated by commercial customers include those used for education, food
service, food sales, health care, lodging, mercantile, office, public assembly, and religion. According
to the Edison Electric Institute, these facilities represent 11% of the electric utility customers and
32% of electric utility sales. The facilities with the largest energy demand per square foot of floor
space are those used for food service and food sales, health care, and lodging, representing over one
half of the total energy demand of all commercial facilities” (Pannuci, PE, CEM, (2002), P.15).
“These high demand facilities also require levels of electricity reliability and electric power quality.
Reliability means ensuring that the power required is available. Reliability problems result in power
outages that can cost millions” (Klein, (2000), P.1).
“Highly complex computer and communication systems used in an increasing number of
commercial facilities require power free of significant voltage and power spikes or sags, interruptions,
and harmonic distortions. While maintaining overall power quality does not solely depend on the
electricity provider, energy managers should be concerned with the effects that restructuring could
have on power quality. The new interdependence of the unregulated and regulated players and their
ability to work together effectively coupled with price-cap regulation could adversely affect quality of
the electricity delivered” (Pannuci, PE, CEM, (2002), P.16)
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Performance Contracting
“The Essence of the Deal”
The essence of the performance contracting “deal” is extremely compelling and includes the
following;
• The performance contractor figures out what’s wrong with your facilities.
• The performance contractor engineers the correction to these problems.
• The performance contractor installs the work necessary to implement the corrections.
• The performance contractor guarantees that it will work.
• And the owner’s total costs go down.
In other words, performance contracting represents a guaranteed free lunch”
(Waltz, PE, CEM, (2002), P.38).
Energy Vendors who contract savings;
There are firms who will guarantee a savings in utilities, and will even sign a contract. “Many
vendors will guarantee a savings of 80 percent, and in fact will get this performance underwritten by
a third party insurer. So if a measure will save (in theory) 1000 kilowatts by design, the customer is
guaranteed to receive 80 percent of that in practice. What about measurement and validation, and the
long return on investment? Someone has to watch this operation and determine in this minefield of
variables that indeed savings are being realized. And then if it is agreed that the customer is not
gaining the stated advantage, they will be paid the difference. But by now everything is a year or more
down the road, and maybe the customer doesn’t even own the property any longer.
Today in a performance contract one needs to look for the estimated savings derived by design, and
must discuss with the vendor a guarantee period for performance; let’s say five years. Then look for
agreement on a cost of energy across that period, allowing for increases in utility costs. This savings
in energy, times period of performance, times the agreed cost of energy will give a return value for
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the project in dollars. Now all that remains is negotiate how much of that the customer can have up
front. Of course it won’t be the 80 percent normally promised, and of course nobody gives away
money. But it does pay for the project, and it does look good to the accountants.
So what does the supply vendor get for being out of pocket? They get a maintenance contract for
the term of the performance guarantee. This is almost certainly a contract that would have been in
place anyway, such as a service contract on air-conditioning equipment. And the argument goes that
in order to assure performance, the contractor needs to have control of the maintenance of the
system to assure it is operating at peak efficiency. And indeed, if they do perform this way, the
customer will receive both the up-front money and a reduced cost of energy through lower
consumption.
The only thing to watch out from the customer’s standpoint is making sure they are not paying an
unreasonable premium on the maintenance contract” (Kevin Frasier, (2002), p.10).
Some problems with measurement and verification
Not only is the entire performance contracting process different from what most public agencies,
and many private agencies are accustomed to, but also there are some fundamental problems
associated with measurement and verification.
• inaccurate baseline information
• failures of new and/or existing equipment
• changes in use and/or occupancy and the documentation thereof
• additions to or demolitions of occupied space
• sabotage
And the list goes on, and on…as long as your imagination can conjure up possibilities.
Recommendations to owners
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Recommendations to owners when considering and implementing performance contracts are
short and simple, including the following;
• Only hire a performance contractor based on their qualifications. This is after all primarily a
professional service, not a commodity.
• Insist on the use of detailed criteria for how each part of the project is to be implemented
and documented.
• Manage the entire process and do not become an absentee owner.
Stick to the basics and use your common sense, and remember…there is no free lunch” (Waltz, PE,
CEM, (2002), P.38).
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Load Factors and Peak Demand
“One municipal electric executive has noted that a customer that has never practiced peak
demand management can save ten percent in demand charges with the implementation of the very
first steps in a demand management program. Since demand charges typically represent about one-
third of the cost of power, managing demand in real time allows substantial savings. Typically, peak
costs were 40 percent above off-peak. (peak cost is when utilities are in peak demand,- daytime hours
vs. evening hours) This is changing. Deregulation will increasingly pass these price differentials on to
both commercial and residential end-users.
Most large facilities have on-site energy management systems. However, these systems have
become too complicated for the on-site personnel who are reluctant to optimize a system or who
implement very limited adjustments. The systems also tend to be programmed using tight constraints
for comfortable temperatures in a building and loose constraints on cost. A skilled on-site energy
manager can optimize both comfort and cost by anticipating operational requirements from a very
small data set trending ambient temperature, humidity, chilled water temperature, flow rate, and
specific loads. Based on this trending, the remote manager can benchmark a facility and operate
optimum on-site energy management scripts.
An experienced and qualified CEM can achieve operating savings of as much as ten percent in office
buildings from efficient mechanical management without loss of comfort or significant new
investment. Since utilities typically cost $1.75 sq ft., saving ten percent in a 100,000 square foot space
could add $17,500 to the bottom line of a single location. Multiply that by several hundred locations,
and the return on investment for the CEM is evident.
“Non-invasive curtailment is the process of aggregating hundreds or thousands of small curtailments
automatically into a significant real-time load reduction. The process is non-invasive because, for the
most part, energy is disrupted in such small quantities for a limited period at any single facility that
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the occupants are not aware of the curtailment. The control targets in order are refrigeration, HVAC,
lighting, and process systems. In the normal course of events, energy consumption in each facility is
monitored in real time at a central energy management center. The load is base lined and energy
savings are logged”. (Richards, Mimno, Kimmel, Haines, 2002, Pg. 28)
What is Case Control Technology
Our firm utilizes many locations with Case Control technology for maintaining constant temperature
in cases.. The controllers also regulate the lighting, defrost, fans, and superheat of each independent
case. Multiple Case Controllers are linked through communications wiring in a circuit series to
communicate back to an rack controller.. The controller then communicates alarms and conditions
through a BCU, which then sends exceptions to the RS485 panel, usually located in the front end of
the store. A case controller is an electronic board with inputs and outputs controlled by a processor
chip mounted internally. Controlled cases in question are most commonly manufactured in 12ft, 8ft,
and 6ft lengths. The most important thing a case controller offers is electronic valve control in every length of case.
There are two types of electronic valves that enable the system to regulate the amount of refrigerant
entering or leaving the coil. Liquid steppers that control refrigerant entering the evaporator coil in a
case, and Suction Steppers regulate the refrigerant leaving the coil. This precise control of superheat
enables supermarkets the ability to realize maximum use of coils used in cases drawing heat from
product. The controller has logging ability and thus a technician can graph temperatures, valve
percentages, and superheats to verify a history of performance.
Circuit Control Technology
A circuit control system does not utilize individual case control technology, but rather uses circuit
control (multiple cases, usually 3 or 4) with a lead or “control” case controlling a liquid line solenoid
22
on the refrigeration rack. Rack control is accomplished with the use of rack controllers. It is
essentially a pressure controller for single or multistage refrigeration rack. Often in a refrigeration
system, suction pressure set points do not maintain the coldest or lead case at the desired
temperature. A way around this was to "float" the suction pressure set points. For instance, if the
lead case was too warm, the suction pressure set points will decreased a step at a time until the
suction pressure was low enough to keep the case at the desired temperature. Likewise, if the case
was too cold, the set points are adjusted up.
Some circuit control in use by our control group included what is referred to as Fuzzy Logic, the rack
controller does not need to adjust the suction pressure set points. Instead, it monitors the case
temperature and if not close to the desired case temperature will adjust the rack capacity using the
suction pressure target to compensate for the difference.
Re-Commissioning as an Energy Management Tool
Commissioning and Re-Commissioning
“What is the difference between commissioning and re-commissioning? Commissioning is a
process associated with new construction while re-commissioning is usually reserved for old or
existing facilities. The main goal of commissioning is to ensure that the owner receives what was
specified in the design documents, while the goal of re-commissioning is to restore the facility’s
performance to it initial design specifications, or to make the systems work for the first time. In
summary, both commissioning and re-commissioning are quality assurance programs for the owner.
There are many reasons that entice owners, managers, and engineers to consider re-
commissioning of their facilities. The following are the most common reasons.
• High Energy consumption of the facility. This is usually a good indication that the facility is
not operating very efficiently. The HVAC system is dynamic in nature. The individual
23
components get old and impact the operation of the system. Adding independent, highly
technical, and efficient pieces of equipment over time does not guarantee a state of the art
integrated system for the facility.
• Constant occupant complaints. High numbers of “too hot” or “too cold” calls from the
tenants usually raises the red flag about the facility, especially when it encompasses an entire
floor or the whole building. It is well documented that up to 70 percent of all tenants
complaints are about the HVAC system. High tenant complaints may lead to vacancies and
the loss of revenue. Other issues like poor indoor air quality may dictate a comprehensive
evaluation of the facility.
• Tenant retention. The inability to maintain occupancy in the building, or to attract new
tenants to the facility, may be the most important reason for the owner to re-commission the
facility.
• Maintenance staff complaints. Difficulty in controlling, operating, and maintaining the
equipment by the maintenance staff is a good reason to re-commission the facility.
Remember that the building engineer has the ultimate control of the building’s mechanical
system. All controls will be operated at his level of understanding.
• Protection of assets. Owners and facilities managers are interested in extending the life of
their equipment and in protecting their investment in the physical facilities.
Re-commissioning is time consuming and expensive. No manager will allocate resources to re-
commission a well-tuned facility. However, if the facility is experiencing any of the above challenges,
then re-commissioning may be the answer.
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Training
In his book titled “The Evolution and Future of High Performance Management Systems”
Bassett states “Skill training in the tasks of today’s high performance firm must be extensive and
continuous. Flexibility of reassignment demands that workers be as broadly trained in relevant skills
as possible. Training may proceed in modules that approximate formerly specialized tasks, but
worker flexibility in the new work environment is likely to be demanded the first day on the job.
“The importance of staff expertise and knowledge will undoubtedly increase, not diminish, in
most future high performance systems. The major emerging social technologies of worker
involvement, goal setting, compensation systems for multi-skilled workers, output based pay, work
culture design, legally defensible culture based worker selection, alternative work schedule
development, worker health support and high performance communications sharing will all demand
trained consultants and expert specialists.”(Bassett, (1993), p.190).
The U.S. Department of Labor claims there is a growing shortage of qualified HVAC technicians. It
is essential this trend be reversed. One of the reasons for the low number of certified technicians is
the fact that many companies are unwilling to train technicians because they are concerned those
technicians might leave after training, but untrained labor can be a recipe for disaster. “Would one
rather train technicians and maybe lose them, or not train them at all and keep them? (Boxer, CM,
(2003), p.15).
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Other Related Material
As Brand points out in his book on Modern Supermarket Operation, “Construction and
installation costs are secondary to sales considerations. Although cost considerations are important
engineering and capital cost factors, sales considerations are primary since it is only through sales
income that costs are paid and a profit earned. A prime consideration in the selection of mechanical
units is the availability of service. For temperature control equipment this means day and night
service complete with parts and competent workmen”(Brand, 1963, p184).
In our test stores there is an annual shrink (loss of product) of $40 million dollars out of $2.5
Billion in sales. Out of the $40 million in shrink, (or also referred to as damages in other markets) much of
the product lost is due to overstocking the cases or lack of physical checks. Amazingly, this is not
being addressed by many Store Managers.
It is ironic that EMS technology is responsible for less than $10,000 worth of product loss per year,
yet is often condemned as “not effective” by some members of the management team and even
some of the field technicians that work on the equipment
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METHODOLOGY
Chapter 3
Approach
The research utilized in this study is of the “case study” type. The study is conducted using
Supermarket Energy Programs and systems as the primary focus. These programs and systems were
evaluated, explained, and compared to existing documentation from experts outside of the company.
The case study method is effective in this particular research and provides a good base for
enabling the reader to understand what issues our group has faced with and what measures were
taken for the advantage they desire.
The approach was systematic in regard to how information was compiled. Expert published
sources were researched as secondary data and then primary data was collected through interviews
and data quantification within the firm. While in the process of interviews, it was just a matter of
asking for additional data to be accumulated and the team responded. The data provided backed up
both positive and negative aspects to the energy management systems, programs, and related
components utilized by the firm. Training seemed to play a more dominant role than expected, and
as a result this researcher focused on training roles and procedures more than originally outlined.
From expert testimony to personal interviews, emphasis was placed on increasing human resource
skills to be able to maintain emerging energy management systems such as case control, glycol, and
CO2 systems.
27
Data Gathering Method
Personal interviews with field technicians, external vendors, engineers, field management, and
executive management provided input from multiple aspects concerning the energy management
methods, hardware, and software programs utilized by the company. Quantification was done from
spreadsheets provided by the accounting and engineering departments. Data and documentation
from expert external sources was used abundantly, along with the expertise available within the firm.
The researcher has had extensive experience working directly with the systems discussed in this
study.
Data on financial energy expenditures were gathered from the firm’s accounting department, and the
Engineering Departments CMMS system.
The company design department provided energy technology software information from both
case control and circuit control systems, along with interviews with Senior Engineers, and multiple
field technicians.
Extensive documentation was gathered on labor breakdowns in specific locations. The data
gathered on energy and “non-energy” costs was also provided with the assistance of the Engineering
departments Vice President..
This researcher was an Administrative Engineering Manager for the Corporation for several years,
this resulted with the researcher having unlimited access to information and system performance data
on its Energy Management Systems and Personnel. Approval of this work was received by Senior
Level Executives and it was noted at that time that the work was for personal and educational use
and not propriety of the Company. The researcher kept some sources and information confidential
based on sound ethics.
28
Database of Study
Data for this work was accumulated from numerous published sources, with emphasis on authors
whom were certified as Energy Managers, Engineers, Specialists, Mechanics, Journeymen, and
Managers. Manuals and publications were readily available from multiple sources within the firm’s
Engineering department. Other published sources had to be located at the New York State Library in
Albany.
Spreadsheets on labor hours and EMS parts were accumulated from the company’s CMMS
System and the accounting department. The CMMS system is a maintenance software package
which the company utilizes to track all service calls and system maintenance requirements.
Validity of Data
Data used in this “case study” was acquired from the industries leading journals and publications,
along with actual numbers quantified from company accounting and engineering departments. Data
on Refrigeration Savings Opportunities was obtained from the Energy CI (continuous improvement)
Committee, and data on case control technology was acquired from manufacturing sources and the
firm’s Chief Mechanical Engineer. Square footages and power usage spreadsheets were obtained
from the company’s Energy Manager. Additional vetting of the data was performed by the Author
via categorization.
Originality and Limitations of Data
There are many publications and journals on Energy Conservation and EMS systems, but a
limited number of hard cover books on the subject. This researcher found it necessary to travel to
the State Capital for resources beyond what was available within the firm’s own engineering library
and online sources.
29
This researcher also finds it difficult not to be prejudice when it comes to certain aspects of the
findings from published sources. The researcher has a tendency to believe he may know more on
certain aspects of the material than the “experts”, and he would be wrong in that assumption. Even
when data and numbers are in favor of continued use of the systems in question, the researcher
believes other methods to reduce energy that are far less imposing should be utilized prior to
installation of these systems.
Data on hidden costs, from firms outside of the company, is limited in this study. Other data,
especially from EMS manufacturers, is void of any negative results. This is to be expected from a
sales point of view, but the reader should be aware of this. All claims from Case Control vs Circuit
Control were backed up by data that was derived from testing done under optimum conditions.
There was limited data available concerning cost impacts in the field.
Chapter Summary
This study entails selected aspects of Energy Management, with focus on Energy Programs and
specific hardware installations. There are limitations to this work; however, these limitations do not
impair the researcher’s intent to determine why there are deviations in stores with the same systems
operating, yet showing significant energy variances. Availability of data within the company was
abundant, with complete co-operation from the staff and vendors, but there proved to be limited
resources with regard to full texts available to this author outside of the firm. There are some texts
available that were written for educational institutions, but local availability proved to be an issue due
to logistics and time frames.
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DATA ANALYSIS
Chapter 4
Limitations of Data
Data Factors that limit and affect reliability of data used are poor installations and the impact
from our group’s Operations department. Costs associated with installations are not reflected
accurately and are difficult to estimate. It is evident though analysis of existing data that stores older
than 10 years experienced significantly higher maintenance and energy cost than newer locations. The
age of stores is not available in the context of data provided in this paper, but was available from the
firm’s Refrigeration Technicians and from the design department’s plan room.
Data provided by outside sources indicate at least 25 major chains in the industry with similar
technology, but detailed quantification is limited. One data sheet this researcher was able examine
indicated our group of stores as a leader in actual utility expense conservation versus its competitors.
There was no additional supporting data for this conclusion from the firm’s competition, due to the
relationship this researcher has with the firm.
Impact on Data from Stores over 3 years of age
Maintenance and utility costs reflect a significant correlation between age of stores and energy
efficiency. Stores that were constructed between 3 and 10 years ago have case controllers mounted
under cases. This results in the boards being exposed to water and debris from department wash
downs, and other unfavorable conditions (mice chewing communications wiring) for the equipment
to work effectively without shorts or wear.
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Impact on Data from Operations Practices
It is very difficult to accurately determine the impact of operations on EMS system performance
or utility expenses. There is strong evidence in the field that the overloading of display cases, freezer
and cooler doors being left open, ovens left on permanently, stores failing to acknowledge alarms,
front doors left or propped open, product blocking air grills, and the rate of turnover incases all have
played a significant role in energy usage rates. This was examined and accounts for most of the
disparity seen in the locations that have like systems operating at a higher kWh/SF. The
implementation of CI teams in zones has proven to be effective in eliminating many of those
discrepancies as of the date of this presentation. Total calculated savings of 1.4 million dollars last
year in these specific areas has been realized, and efforts continue to match or exceed that chain wide
over the next fiscal year.
Data Analysis
Data provided from the firms Engineering Department on Liquid and Stepper case control show
21.49% energy reductions when compared with stores that have no EMS installed on either circuits
or cases. (This would usually refer to locations with cases that have standard mechanical TXV
expansion valves in place with standard pressure controls on the racks.) This amounts to a whopping
average of $52,500 annual savings per store based on an average of $250,000 per year expense for
electricity in each location. Data on comparing rack and rack with circuit controls versus case control
technology showed Case Control technology with a 16.24% reduction in energy use. This is a
savings of $40,600 annually per location for case technology over older technology, based expenses
averaging $250,000 a year. When closely examined the data was proven to be skewed in favor of
case control technology. For the purpose of the study evaluations was performed independently of
32
previous findings and were conducted over 3 years of tracking versus a single year of data used by
the department.
The question we then asked, given the average savings with this technology, is why we see some
stores with no system in place (Cohoes) performing better than others with the latest control
technology. Cohoes and Wilton are older stores that do not have case controllers, yet have a lower
KWH/SQ.FT consumption than most case control stores. (Cohoes with 42 KWH/Sq.Ft. and
Wilton averaging 47 KWH/Sq.Ft.) What are the factors that have affected these stores so favorably?
Internal Maintenance costs that were shown to this researcher show Cohoes with 268.75 internal
man hours straight time and 41.5 hours overtime for refrigeration service calls last fiscal year. Wilton
had 979.5 internal man hours and 101 overtime hours for refrigeration service last fiscal. When a
dollar amount is assigned, at $45 per hour straight time, the numbers show Cohoes with $14,895
annual internal and Wilton with $50,895 internal labor costs. Due to the difference in overall square
footage these amounts are divided by square footage of store to get a cost per square foot in internal
labor hours. This comes out to 93 cents/sq.ft for Cohoes and 85 cents/sq.ft for Wilton with 16,002
sq/ft and 59,376 sq/ft respectively.
When two high cost Case Control stores are examined, Catskill shows 57 KWH/Sq/Ft and
Worcester Fair shows 56 KWH/Sq/Ft. utility costs.
Internal hours on Catskill were 330.25 straight time and 24.5 overtime. Worcester Fair was 422.25
straight and 93 overtime hours. Factoring dollars for labor and then calculating cost per square foot,
these stores come in at 26 cents and 47 cents per square foot respectively for internal labor hours.
These numbers show Case Control technology with a 50% reduction in maintenance costs internally
over facilities with no Case Control Technology, yet higher cost per square foot in overall energy use.
Note: Payroll records not available due to privacy and confidentiality restrictions.
33
After a field investigation, this author found that Wilton had recently undergone some intense
preventive maintenance as recently as a year ago. Old compressors were replaced, liquid line driers
and suction filters were changed, and overall efficiency was improved by particular attention to the
rack controls themselves. Though listed as a “Non Case Control” store, Wilton received rack control
technology last year, and even though cases were not controlled individually, the racks themselves
were optimized and the store re-commissioned.
In Cohoes the lighting system was not what one would expect to find in the typical marketing
strategy found in most locations. Instead of high output grocery sales lights there were simply
fluorescents in place. This contributes to using considerably less energy in this store, along with the
lack of a bakery department with ovens, proofers and fryers.
Both Catskill and Worcester Fair have high energy lighting systems and full bakery and deli
departments.
When data on two rack and circuit control stores was researched, the numbers for energy
consumption showed a much greater differential than any case control stores or stores with no
controls at all. Clifton Park showed 80.31 KWH/sq/ft. and Colonie showed 51.18 KWH/sq/ft.
Clifton Park had 439.5 regular internal labor hours and 80.5 overtime hours for maintenance last
fiscal, factoring out to 85 cents per square foot. Colonie had 738 regular hours and 136.25 overtime
maintenance hours factoring out to 70 cents per square foot. (50% higher than the case control
maintenance costs)
Field trips into these stores proved enlightening. Clifton Park’s rack was essentially “running wild”
and was not cycling off when required. Pressure controls that would have prevented the rack from
pumping down below desired set points were set far below required specs. As a result, the energy
usage was far above the norm. The Colonie location was operating at optimum performance at 51
KWH/sq/ft, and no unusual events were noted.
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Summary of Data Analysis
It is evident from all available data that individual case control technology does in fact save
considerable utility expense over non-EMS and other EMS technologies currently used by the most
supermarkets. An annual reduction of over 7 percent (Conservative) are achieved when kilowatt
hours per square foot are compared between the average case control store and any other store in the
same category. When one looks at overall company utility expenses, our study group is showing an
average reduction of $737,734 per year through utilization of Case Control Technology. Cost of
installing case controllers versus circuit control averaged $30,000 more per install, hence an ROI of
two years with the average store saving over $16,000 per year in utilities. Maintenance savings were
not factored in to this ROI due to inconsistencies in data.
35
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
Chapter 5
Interview Documentation
It should be noted that the company Field Crew backed up claims stating that service calls can be
reduced by 40% through call qualification. What has been an issue for field technicians and
supervisors is that many of the alarms generated are not ones that require “immediate attention”.
In a test of incoming call qualification, the Eastern Region Maintenance Supervisor for the firm,
along with the Refrigeration Technician for the VT and MA area, intercepted calls for a 4-week
period. These calls would have normally been dispatched to outside vendors for service, but instead
were sent to the supervisor or technician prior to final dispatch for qualification to determine
whether or not it warranted immediate response. The results were an approx. reduction by 40% of
overtime service calls.
When looking at what was actually being stated in the field there was quite a different outlook on
case control systems versus circuit controls. Manufacturers of both systems have claimed their
systems support maintenance departments by design.
“One of the biggest concerns from the field technicians and store management team has been all
the anachronisms. How can they be trained to understand what is an emergency and what isn’t? Our
response has been to not rely completely on the alarm light to tell you if there is a problem
somewhere. According to all department manuals, temperature checks should be physically
conducted several times during each shift, and that is the instruction given to all store management
teams.
With the numerous boards, relays, and processors operating in other than perfect conditions you
will see a correlated increase in service calls. Washing down departments and other normal cleaning
36
activity has introduced water in case controls that have been installed improperly under the displays,
which in turn has caused case control failures at an alarming rate in stores built more than 3 or 4
years ago. All of this has begun to take its toll on the perception of case controllers from
merchandising and sales. There have been cases down with product pulled due to installation faults.
Store Managers have stated that cases keep icing up and product keeps getting pulled due to
problems with the Energy Management System. They question, rightfully so, whether this impact
quantifies as being more costly than the apparent energy savings.” (Study Group Regional
Maintenance Supervisor)
Our study group does not utilize the service division of manufacturers because they utilize their
own manpower. As one service technician put it, “I think they like having there own team on board,
that way in the summer, most of the calls are handled internally without running the risk of losses
because of an outside contractor being busy somewhere else.” (Joe Bodner, Field Tech)
“Circuit Controls are usually less of a maintenance issue overall compared with Case Controls,
due to the system not having boards and electronic valves on every case, but that doesn’t mean it’s
not without its own unique set of problems. The thing with Circuit control is that when you have a
problem with the system hard drive, or with an input or output board, you’re in serious trouble.
Unlike case control, which has a controller for every case, circuits control technology has entire
sections of the store tied together on the same controlling boards. When one of these burns out you
don’t have just one case down, you have many. When the front-end hard drive goes, everything in
the medium temperature cases is at risk because the solenoid valves fail to the last position, and
product like fresh meat and produce begin to freeze within an hour or so if that position is open. Of
course the rooftops fail to the OFF position, so you’re without heat until the drive is replaced, which
can be a pretty bad scene in the winter if the location is in climate zones 4 through 6.”(Engineering
Field Manager)
37
“People that have designed these systems haven’t got a lot of field experience because the
technology is still new. You can determine many things now instantly that years ago would have been
more difficult. Energy Usage being a big one, you can see your actual Kilowatt-hours. Also, the
quality of product has increased and shelf lives have been extended because of a tighter control on
temperatures. You can look at the graphing abilities (data logging intervals) as a plus for seeing what
has been occurring in a particular section of the store.
Overall there is some question if case control really saves, since most of the installs are in newer
stores, with more energy efficient cases. We look at the numbers and automatically give credit to case
control, but is it case control that’s really saving energy, or is it the fact that there are many aspects of
store construction today that focus on efficiency? You can look at older stores and you won’t find
that focus as much.
You have to look at the loss of sales when a case goes down and it takes all day to solve the
problem. That has to be a major hit. (Joe Bodner, Field Tech)
“There are many different things that have to be examined prior to saying that case control is
saving us as much as claimed. We need to look at the age of different stores with different
equipment, and types of refrigerant. We need to look at load factors, sales volume, climate and
demographics, along with countless other factors. For me to stand here and say, yeah, we save over
$25,000 annually per store because of case control, would be wrong. Whether it’s case control or
circuit controls, there are just too many other factors that need to be put in the equation prior to
making a broad statement. Do they save? Yeah, I guess they do, but I must say that there are various
other reasons for having these systems. I believe that case control is a valuable tool when diagnosing
a problem, versus other systems. I also know that it presents its own unique problems too, just like
any technology. Overall I have to believe that we are going in the right direction.” (Engineering
Field Supervisor)
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It was discovered that neither dispatchers nor alternative call associates were trained in analyzing
incoming calls and had not been trained on how to “pull up a store” from a central location to see
what was actually occurring.
According to technician Kevin St.Phillips “The stores don’t know what an alarm is because it’s
difficult to understand what Hi-Temp/CCB 21/RMCC#3 at the 485 screen means. Without training
they just call it in and say the lights going off, which in turn drives up our maintenance hours. Most
people don’t want to get involved with refrigeration issues, they feel that’s the Engineering
Departments job. When it comes right down to it, it’s everybody’s job. Were all supposed to be on
the same team. I think we’ve lost that mindset. (Kevin St.Phillips, Field Tech)
Contracting Energy
Our firm explored contracting with a firm for energy savings, but was not willing to relinquish
control of the maintenance on their refrigeration systems due to shrink and response concerns that
would have directly impacted sales. Also, the promises made by the firm guaranteeing the project,
especially in reference to initiating projects, were never realized, and in fact some programs proved
detrimental to the system operation. The firm focused on improving set points via the case control
and circuit control systems for optimum energy conservation, and failed horribly to keep sight of the
overall mission of the firm’s merchandising strategies. This could not be allowed.
Supermarkets put considerable emphasis on lighting and HVAC to induce buyer impulse and at
times are unwilling to reduce lighting to a point of compromising sales. This author believes that the
firm in question failed to eliminate the obvious prior to applying efforts in reducing energy costs
through set point adjustments, and as a result failed in their promise to their client. Had they taken to
time to look beyond the system set points they would have discovered what some of the real issues
were issues that this research will reveal later in this Chapter.
39
The firm recently hired its own Energy Services Manager with a refrigeration and EMS back
ground after devoting a year with the efforts mentioned above. It has been showing promise as what
will be the trend to come.
The company has realized an immediate reduction in energy demand expenses and is now
focusing on training store personnel to be “energy conscious” by turning off equipment and closing
freezer and cooler doors when they are not in use.
TRAINING OF FIELD TECHNICIANS
Enrollment by the technicians in evening classes has doubled in the past two years with emphasis
on controls and electronics. When asked if they have gained anything from the experience one
technician stated, “I can always use training, not only here but anywhere else I may choose to go, I
plan to go to school the rest of my time in the trade”. (Chris Dillalo, Field Technician)
Recently the company has modified its on call policy to compensate technicians who defer calls
when assigned to standby duty. They will be paid for any instance where they utilize their laptops to
handle a call, rather than driving to the site to accomplish the same thing.
The impact from installation of case control EMS on Maintenance and Operations was most
significant when the technology was relatively new. Training had to be conducted repeatedly for the
Technicians to grasp the basics of servicing the systems, and the company has recently created a new
position for a Controls Technician. The primary duty of this individual is EMS and control related
troubleshooting. Due to the highly specialized nature of the field it became apparent that intensive
training needed to be done for those few technicians that were able to grasp it, and dependence on
outside installation contractors was not feasible due to the scarcity of qualified and knowledgeable
vendors and the number of sites the firm needed service coverage in.
40
There is an ongoing issue for finding qualified outside vendors who have the proper training and
experience to enable them to effectively service supermarkets. As a result, Operations has been
impacted with loss of sales due to equipment being down and unqualified vendors racking up
overtime hours in futile attempts to service the systems. They lack the skills, and even during times
when they possess those skills, they almost certainly lack the needed replacement components.
Impact on stores from the installation of Case Control technology was originally thought by many
to be excessive. There was adequate reason to question this technology based on the amount of
breakdowns that were occurring with the equipment. Upon investigation in the field, and review of
technician and external contractor worksheets, it was found that often times there would be two or
three calls for the same problem before it was actually resolved. This can only be attributed to a lack
of specific training and time spent actually addressing these kinds of issues. Service Technicians
stated that even though they had training on the basic concepts of how the systems operated, they
often forgot most of that training due to the few times they had the opportunity to utilize it. It was
this revelation that led to the creation of a Controls Technician position. This person spends most of
their time working on EMS and Control problems, hence gets an opportunity to put their training to
use on a regular basis.
Answers to the Original questions
How can there be savings in one location with Case Control technology, and not the next? This
research has shown that variances in energy usage data between stores with similar case control
technology have been a result of factors not related to the EMS Systems. These variances are
primarily maintenance and operations related issues. Data from operations shows utility waste chain
wide in the range of 2.5 million dollars a year. This applies to all stores, but is more prevalent in
newer stores that tend to be larger, with more equipment than the older generation of stores. Some
41
stores are older, and have the same equipment as the newer locations, packed into half the square
footage. This gives anyone studying the kWH/sq/ft. spreadsheets the impression that these smaller
sites are high energy use locations, when in fact the opposite may be true.
Root causes are in large due to store practices, and lack of needed PM improvements.
Leaving freezer and cooler doors open, and overloading cases, represented excessive energy costs per
location of over $15,000 per year. Total wasted energy per location is over $30,000 a year when
ovens, exhaust hoods, fryers, and other equipment left running is factored into the equation. This
waste, along with the lack of basic maintenance (cleaning coils and cases), accounts for well over
$40,000 per year/location when totaled up. That totals to over $3 million per year chain wide.
Does case control save $16K per year in locations? There is sufficient data to prove that this is
certainly the case. There are some locations that are performing better than others, but overall the
data is clear. There is a minimum of 7% reductions in energy consumption for stores that have this
technology installed.
When given the average of 58.38 kWH/sq.ft for non case control locations of both Mechanical and
Circuit Control averaged over 3 years, versus 51.69 kWH/sq.ft with Case Controls averaged over 3
years, then factoring in an average expense of $250,000 a for utilities for that time period, then
$16,750 annual savings is a reliable number.
Continuous Improvement
Our study group initiated an extensive Continuous Improvement Program in almost every aspect
of Operations and Engineering. with Energy being a major focus. A program to have store personnel
conserve energy is in the works with an actual top ten check list as follows.
• Fryers and Ovens…..turned down between uses?
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• Department Closed…..is all the equipment turned off? (don’t forget the pan washer, icing
table, and hand wrappers)
• Exhaust hoods…..turned off?
• Cooler and freezer doors…..closed?
• Parking lot/exterior lights…..off during the day?
• Refrigerated cases…..overloaded?
• Breakfast pizza….use the Bakery oven!!
• Rotisseries…are 3 burners on when only 1 spit is being used?
• Seafood Fryers….do you need all fryers on when only 1 is needed?
• All departments .When do you actually need equipment turned on?
These forms are going into individual departments for sign off from Department Managers.
Lighting retrofits and audits are also part of what the Energy CI Team does. They have entered
sites in a team format and actually counted the number of light bulbs in use with recommendations
on which ones to eliminate or retrofit to other more energy efficient types without compromising
the goals of merchandisers. Each team has a Merchandiser sponsor who evaluates all
recommendations prior to implementation.. This has been enlightening for members of the team. As
one team member put it, “I never knew we were wasting this much, it’s unbelievable what we’re
finding.” (Kevin St. Phillips, Field Tech)
Recently the CI Team has voted to focus on the largest area of opportunity, and data proved this
to be energy expenses for Refrigeration and HVAC. There is over 1.4 million dollars a year wasted
from just minor issues in Refrigeration.
As one CI member put it, “were going for the most bang for our buck, and that’s Refrigeration
and HVAC.” (Regional Maintenance Supervisor) Data supports this finding, and it is a goal of the
43
CI team to reduce energy expenses by $1,000,000. In fact, the operations department has already
reduced the energy budget by $1,000,000 in an effort to send a message of urgency to the entire
corporate management team. It has been effective in raising the level of awareness for managers,
whom are in turn raising the level of awareness with their own team members on the front line.
Summary
It was the goal of this research to determine if the Energy Management systems utilized by this
supermarket chain were effective, and to determine which ones were most efficient. It was also a goal
to see what impacts were present, and what affect those impacts had on operations and maintenance.
Data supports case control technology saving energy. This use of technology was subject to the
same scrutiny as any other emerging technology would be. There were some who believed that Case
Controllers were not beneficial to the company, and in fact were actually costing the firm even more
than non-case control stores. These claims have been proven to be false by the large amount of data
and evidence to the contrary.
Upon investigation of time sheets listing actual straight and overtime hours on each of these types
of systems, it was found that case controlled stores were in fact costing less. This data was obtained
from payroll history reports on internal technician man-hours. (payroll information on individuals will not
be published in this research due to confidentiality and privacy concerns)
Most large supermarket firms have utilized case control technology, and some have gone back to
Mechanical Controls for service reasons.
There was a learning curve when the case controllers and rack control technology was first
introduced to the company. This curve has flattened out after extensive training and field experience
that the service techs received over the past 5 years. External refrigeration service companies are still
found to be lacking in the training required to properly handle emergency calls on these advanced
44
EMS and Refrigeration systems. They often complain that they do not have sufficient access to the
software for needed changes. As a response the firm maintains that a clearance beyond basic
navigation is not needed because the systems are set up from original store opening with specific set
point parameters in place. These set points are per design, and as one Field Supervisor stated, “why
do these guys feel a need to change our system’s set points? We know that for the past couple years
everything has been running fine, and now all of the sudden our set points are wrong? I don’t buy it.
These guys have to learn fix the problem, and I can tell you with some certainty that it is not in the
program.”
Most of the time spent by the service technicians are “emergency calls” that result in part to the
lack of detailed PMs. This creates a paradox. The technicians don’t have time for extensive PMs
because they are always interrupted by emergency calls, which are generated by the lack of an
effective PM program. This is destined to change in our study firm with the focus of the Energy CI
team on Refrigeration expenses, and with a re-commissioning philosophy being adopted by the
Management team.
Recommendations
Supermarkets need to initiate re-commissioning programs since much of their excessive energy
expenses are related to changes that have occurred over the years since the original commissioning.
These changes alter the operation of systems from original design specifications. This researcher
recommends that the company form a combined Maintenance and Operations CI team for this
purpose since the task is considerable and needs quantification and justification prior to
implementation. It is recommended the company also follow through with an energy awareness
campaign..
45
As Yousef Abouselof, MS, CEM states in Energy Engineering Journal, “Commissioning a new
facility is very easy compared to re-commissioning and old or existing building. For a new facility, the
design specifications are well documented. Mechanical and electrical control points, as well as other
as-built plans, are readily available. The sequence of operation is well defined. To re-commission an
older facility you may lack some or most of these resources. For that reason data collection is crucial.
The following is a suggested list of what you may need.
• Utility bills. Collect electric, natural gas, and any other energy bills. Contact the utilities and
request a history of each account for the past few years. Audit these bills and note any
spikes or gradual increases in consumption. An energy utilization index (EUI) may be
needed, especially if you have similar facilities on the same campus. The EUI will provide
information on the total energy consumption of the facility per square foot per degree days.
• Upgrade and retrofit records and as-built drawings. Obtain copies of all the mechanical and
electrical upgrades and retrofits. This will help determine what upgrades and retrofits were
undertaken on the initial mechanical system. Partial as well as complete replacement of an
entire system should be clearly defined. This includes, but in not limited to, chillers, boilers,
heat exchangers, pumps, variable frequency drives, variable air volume boxes, fan coil units,
and cooling towers.
• Out-sourced service contracts. Evaluate all the out sourced service contracts. Unfortunately,
most service contracts are signed with the owner expecting the most qualified technician of
the service company to perform the job, while in reality most of the service work for the
term of the contract will be conducted by whomever is available at the time of a call. Note
excessive repeat calls.
• Review the PM program. If the facility has a preventive maintenance (PM) program, then
the program should be evaluated. Maintenance staff is the best source on the effectiveness
46
of the program. If more time is spent performing reactive versus preventive maintenance,
then total evaluation of the PM program is needed. If the facility does not have a PM
program, then operations and maintenance work together with the initiation of a new
program.
• Review the sequence of operation. Every facility should have a written, well defined
sequence of operation for their systems. If there is no documented sequence, team
members should meet with the building staff to determine if there is an agreed-upon
sequence, and if any changes are discovered during the testing, these changes, along with the
established sequence, should be documented.
• Tour the facility. Visit all the mechanical and electrical rooms and note their condition.
Special attention should be paid to air handler rooms. Note the condition of the air filters,
drip pans, dampers, valves, coils, as well as the mechanical room itself. Note any override of
equipment. Holding the outside air dampers open with a 2x4 or by a wire hanger is not
considered the best indoor air quality control measures.
• Check the MCC panels. While visiting the electrical rooms, note the status of mechanical
equipment on the MCC panels. (motor control panels) Remember, if a piece of equipment
is in the “HAND” position, then it is overridden and it will stay on continuously, thereby
consuming energy and increasing the wear and tear on the equipment.
• Note the operating status of the equipment. During the tour of the mechanical rooms, note
if the chillers are partially loaded, if a VFD (variable frequency drive) is running at 60 hertz,
or if the boilers are on when the outside air temperature is in the upper 80s or 90s.
Remember, the more the commissioner uses the word “WHY”, the more puzzled looks he
will experience.” (Abouzelof, 2001, Pg. 26-28)
47
It is recommended that Re-commissioning of the Refrigeration and HVAC systems for the firm take
place at the earliest opportunity. This recommendation is for the firm to re-commission high energy
use locations by category first.
Refrigeration Technicians expressed a general concern that their input in matters such as energy
conservation, and other topics, was not taken seriously by management in the past. Many feel they
have contributions available, but no sounding board to hear their ideas. It is this researcher’s
recommendation that the Energy CI team meet with the service group and key operations personnel
prior to implementation of any actions that may impact those workers. As Bill Conway expressed in
his novel on “The Quality Secret”, “Only 5-10 percent of the problems are due to the people
operating the system. Since management establishes and controls the system, only management can
address most of the system’s problems. They are problems of the system, which workers in the
system can’t control. Nevertheless, the people in the system are in the best position to identify the
problems caused by the system itself. That is why Dr. Deming calls the workers “the experts.” Since
they are working in the system daily and see problems when they occur, they obviously are in the
best position to identify those problems. But they are not in a position to do much about the
problems in most cases because they usually do not have the power to change the system. Either
management must change the system or the organization should empower the people to do it.
Managers usually have the power, but they generally assume that the people cause the problems.
Therefore, many traditional management theories say that the operator must be tightly controlled
and disciplined to improve performance. This advice results in the authoritative mindset of the old
system. Furthermore, the old system assumes that those in authority possess the important
knowledge. That the people on the line, far from being the “experts”, are simply imperfect tools
required to operate the system.
48
Often it is found that improved methods or training can ensure that problems will not recur. The
people working on the systems should be asked to identify the problems that cause waste, and to
help those working on the system to fix the problems. Managers need to learn to listen to their
“experts” and to provide them with the training necessary to make them more effective.” (Conway,
1992, Pg. 62)
Refrigeration Technicians are the “people” Conway was referring too when he wrote the passages
above. They work on all types of Energy Management Systems on a daily basis, and are
knowledgeable in determining whether problems are resulting from the EMS system, or from
mechanical reasons, such as the electronic valves.
Conclusion of Research
Supermarkets are on the cutting edge of technology, and even with the issues that exist with
energy consumption, there is confidential data that shows this firm running lower in energy
consumption for comparable size stores and locations than other firms with the same case control
technology. CI teams must be given credit for these favorable results.
When our test firm acquired several Supermarkets from a competitor and commenced operations,
it was discovered that those locations accounted for some of the highest energy expenses in the
chain. Further investigation revealed circuit technology similar to those existing in our study firm, but
the Refrigeration systems were lacking in maintenance.
Maintenance and Operations for the company have a significant task to perform. Maintenance
needs to implement a program to re-commission all refrigeration and HVAC systems in over 100
locations, and Operations needs to instill energy awareness into 20,000+ associates.
Case Control technology, though rough at first with problems on first generation controllers, has
been a significant contributor to energy conservation. There was intense opposition to the
49
technology when it was first introduced, but this has gradually given way to acceptance from the men
whom use the systems the most, the Refrigeration Technicians.
The issue with outside contractors servicing the stores and not familiar with case control
technology is a major concern. Should Supermarkets partner with them in training prior to allowing
those firms to perform service calls on their stores, or should those firms seek their own methods of
training?
In conclusion, this research has shown that Case Control and other cutting edge technology is
here to stay within the Supermarket industry, and that the efforts being put forth by management
and technical teams, and the gains they have achieved, provide the competitive advantage needed by
the firms who adopt this technology.
50
BIBLIOGRAPHY
Abouzelof, Yousef, MS, CEM, (2001) Re-Commissioning: An Energy Management Tool,
Energy Engineering, Vol. 98, No. 4.
Bassett, Glen; (1993) The Evolution and Future of High Performance Management
Systems, Quorum Books, Westport, Ct
Boxer, Scott CM; (2003) Lennox program to Boost NATE, HVAC industry, RSES
Journal, 4/2003
Brand, Edward A.; (1963) Modern Supermarket Operation, Fairchild Publications, NY
Conway, William; (1992) The Quality Secret; The Right Way To Manage. Conway
Quality Management, USA, Nashua, N.H.
Frasier, Kevin, (2002) Strategic Planning for Energy and the Environment, Vol.22
Klein, Jack; (2000) Deregulation Affects the Balance of Cost and Reliability, Energy
User News, April 2000
Monnier, Ken, CMS; (2002) Setting the Stage for Comressor Innovation, RSES Journal,
April 2002
Mort, Thomas; CEM; (2001) The Energy Management Process, Strategic Planning or Energy
and the Environment. Vol.21, No.1
Nations, Brandy CMS; Getting Top Results from Building Automation Systems, RSES
Journal, 1/03
Panucci, Kenneth, PE,CEM; (2002) The New Role of the Energy Manager, Strategic
Planning for
Energy and the Environment, Vol.22, No.1
Richards, Frank J, PE, CEP, Mimno, Gerald R. AES, Kimmel, Elizabeth M., Haines, Randolph L.
CPE, CEM, CLEP, (2002) Deregulation Metering-Turning Pulses into
Profits, Energy Engineering, Vol. 99, No.5.
51
Sethi, Sandeep, CEM; (2000) Creating a Quality Building Environment with a Building
Automation System, Energy Engineering, Vol.98, No.1
Turner, Wayne Ph.D.;(2002), Something to Think About, Energy Engineering, Vol.99.
No.2
Waltz, James PE, CEM (2002) What Do You Do When Energy M&V Is Wrong?
Strategic Planning for Energy and the Environment, Vol.22., No.1
Worrell, Ernst Ph.D; (2002) Emerging Energy-efficient Technologies for Industry, Energy
Engineering, Vol.99, No.2.
Note of Thanks
This researcher would like to thank the following people who helped find answers to some of the
questions put forth in this work.
Joe Bodner, Supermarket Refrigeration Tech
Ed Decker, Supermarket Refrigeration Tech
Bob DeCocca, CM, CRS Refrigeration
Chris Dilallo, Supermarket Refrigeration Tech
Dennis Doherty, Field Supervisor
Cory Gabree, Dispatcher
Mark Hankle, PE, Chief Mechanical Engineer
Bob Kemp, Energy Management Specialist
Dan Noeker, CM, ACT Refrigeration
Benny Smith, Director of Maintenance
Kevin St.Phillips, FieldTech
Ty Tafel, CEM, Energy Manager
52
APPENDIX
No EMS 59.60
Circuit Ctrls 57.16
Case Ctrls 51.69
46.00
48.00
50.00
52.00
54.00
56.00
58.00
60.00
1 2 3
CHAIN-WIDE TOTAL AVERAGE kWh/SF
No EMS59.6
Circuit Ctrls62.11
Case Ctrls49.55
0
10
20
30
40
50
60
70
1 2 3
Average kWh/SF - Stores < 40,000 sf
53
Circuit Ctrls55.4
Case Ctrls54.44
53.8
54
54.2
54.4
54.6
54.8
55
55.2
55.4
1 2
Average kWh/SF - Stores 40k-50k sf
C
Circuit Ctrls54.82
Case Ctrls53.56
52.853
53.253.453.653.8
5454.254.454.654.8
55
1 2
Average kWh/SF - Stores 50k-60k sf
Circuit Ctrls54.43
Case Ctrls50.98
49
50
51
52
53
54
55
1 2
Average kWh/sf - Stores >60,000 sf
54
3 Year Average of kWh/SF based on type of Control
YEAR 1 YEAR 2 YEAR 3
TOTAL Electricity kWh/ Electricity kWh/ Electricity kWh/ kWh
Category Location SQ FT kWh SQ FT kWh SQ FT kWh
SQ FT
3 Yr Avg
No EMS Ctrls Lake George
7,273
545,320
74.98
542,925
74.65
552,679
75.99
No EMS Ctrls Springfield
12,000
803,041
66.92
780,153
65.01
775,872
64.66
No EMS Ctrls Windsor
15,249
959,677
62.93
966,813
63.40
916,317
60.09
No EMS Ctrls Cohoes
16,002
672,872
42.05
928,776
58.04
907,135
56.69
No EMS Ctrls Manchester
17,766
1,079,278
60.75
888,641
50.02
953,098
53.65
No EMS Ctrls Cooper Street
18,816
1,084,160
57.62
1,072,666
57.01
999,360
53.11
No EMS Ctrls Fulton
22,506
1,467,476
65.20
1,305,271
58.00
1,272,948
56.56
No EMS Ctrls West Rutland
25,812
1,539,491
59.64
1,548,657
60.00
1,239,970
48.04
No EMS Ctrls Sunderland Rd
39,999
2,249,509
56.24
2,214,639
55.37
2,103,950
52.60
10,400,824
60.70
10,248,540
60.17
9,721,329
57.93
59.60
Circuit Ctrls Sheridan Plaza 16,000
1,150,370
71.90
1,035,024
64.69
1,049,148
65.57
Circuit Ctrls Lee 16,936
1,108,480
65.45
1,015,054
59.93
962,347
56.82
Circuit Ctrls Watervliet 23,424
1,791,000
76.46
1,642,543
70.12
1,571,359
67.08
Circuit Ctrls Saratoga 23,559
1,574,700
66.84
1,502,921
63.79
1,496,613
63.53
Circuit Ctrls Dunmore 27,303
1,851,680
67.82
1,820,045
66.66
1,828,029
66.95
Circuit Ctrls Madison Avenue
27,460
1,709,376
62.25
1,535,954
55.93
1,504,188
54.78
Circuit Ctrls Delaware 29,370
2,136,800
72.75
1,911,459
65.08
1,599,415
54.46
Circuit Ctrls North Adams 29,490
1,912,900
64.87
1,608,346
54.54
1,575,936
53.44
Circuit Ctrls Clifton Park 29,660
2,382,000
80.31
1,677,538
56.56
1,539,771
51.91
Circuit Ctrls N Troy 30,523
2,064,320
67.63
1,878,310
61.54
1,826,871
59.85
Circuit Ctrls Lenox 31,827
2,040,000
64.10
2,040,142
64.10
1,898,090
59.64
Circuit Ctrls Menands 34,732
1,803,523
51.93
1,770,924
50.99
1,716,094
49.41
Circuit Ctrls West Boylston 36,088
2,319,100
64.26
2,138,417
59.26
2,080,942
57.66
Circuit Ctrls Ogdensburg 37,770
2,218,504
58.74
2,226,010
58.94
2,267,578
60.04
Circuit Ctrls Oneida 41,252
2,003,583
48.57
2,240,606
54.32
2,131,954
51.68
Circuit Ctrls Mechanicville 41,382
2,728,800
65.94
2,694,957
65.12
2,503,135
60.49
Circuit Ctrls Brattleboro 44,692
2,719,569
60.85
2,944,826
65.89
2,922,357
65.39
Circuit Ctrls St. Johnsbury 44,692
2,365,259
52.92
2,383,939
53.34
2,036,721
45.57
Circuit Ctrls Twenty Mall 45,810
2,281,800
49.81
2,591,325
56.57
2,447,841
53.43
Circuit Ctrls Oswego 46,213
2,723,083
58.92
2,408,799
52.12
2,362,442
51.12
55
Circuit Ctrls Gt Barrington 46,373
2,546,400
54.91
2,429,679
52.39
2,551,548
55.02
Circuit Ctrls Barre 46,386
2,838,327
61.19
2,933,901
63.25
2,906,990
62.67
Circuit Ctrls Johnstown 46,710
2,841,539
60.83
2,500,718
53.54
2,400,123
51.38
Circuit Ctrls Commercial Drive
46,710
2,491,500
53.34
2,547,905
54.55
2,452,509
52.51
Circuit Ctrls North Utica 47,910
2,488,000
51.93
2,416,294
50.43
2,423,489
50.58
Circuit Ctrls Wilkesbarre 49,702
2,362,800
47.54
2,672,758
53.78
2,611,570
52.54
Circuit Ctrls Binghamton 50,200
2,571,300
51.22
2,562,146
51.04
2,585,681
51.51
Circuit Ctrls Cobleskill 50,616
2,816,480
55.64
2,522,129
49.83
2,459,085
48.58
Circuit Ctrls Wyoming 52,665
2,967,936
56.35
3,164,878
60.09
3,266,220
62.02
Circuit Ctrls Morrisville 53,604
3,046,400
56.83
2,840,232
52.99
2,964,679
55.31
Circuit Ctrls Shrewsbury 54,304
3,182,400
58.60
3,079,620
56.71
3,126,737
57.58
Circuit Ctrls Rome 55,655
2,838,400
51.00
2,758,171
49.56
2,690,782
48.35
Circuit Ctrls Endicott 58,016
3,463,200
59.69
3,596,880
62.00
3,570,043
61.54
Circuit Ctrls Rutland 58,016
3,258,443
56.16
3,523,246
60.73
3,514,517
60.58
Circuit Ctrls Wilton 59,376
2,773,348
46.71
3,078,123
51.84
2,828,847
47.64
Circuit Ctrls Colonie 60,468
3,094,602
51.18
3,036,708
50.22
3,049,973
50.44
Circuit Ctrls Middletown 63,403
3,530,100
55.68
3,359,955
52.99
3,212,400
50.67
Circuit Ctrls Poughkeepsie 63,464
3,903,900
61.51
3,826,147
60.29
3,413,959
53.79
Circuit Ctrls Hudson 63,525
3,516,065
55.35
3,394,877
53.44
3,346,426
52.68
Circuit Ctrls Amsterdam 63,525
3,641,520
57.32
3,353,957
52.80
3,406,512
53.62
Circuit Ctrls Eastern Parkway
65,773
4,122,700
62.68
3,783,250
57.52
3,617,417
55.00
Circuit Ctrls O'Neill Hwy 76,116
4,481,943
58.88
4,473,593
58.77
4,379,170
57.53
Circuit Ctrls Loudon 76,116
3,740,079
49.14
4,211,129
55.33
4,146,201
54.47
Circuit Ctrls South Hills Mall 77,843
4,379,550
56.26
4,343,830
55.80
4,203,732
54.00
Circuit Ctrls Pittsfield 82,032
3,726,000
45.42
4,168,872
50.82
4,040,335
49.25
121,507,779
58.84
119,646,141
57.12
116,489,775
55.51
57.16
Case Ctrls Granville 38,150
2,010,500
52.70
1,961,373
51.41
2,007,789
52.63
Case Ctrls Palatine Bridge 38,854
1,806,160
46.49
2,092,980
53.87
1,977,375
50.89
Case Ctrls Spencer 39,036
1,761,500
45.13
1,812,542
46.43
1,813,167
46.45
Case Ctrls Park Ave 44,683
2,698,971
60.40
2,543,278
56.92
2,400,216
53.72
Case Ctrls Malone 2 45,600
2,249,920
49.34
2,407,970
52.81
2,437,030
53.44
Case Ctrls Worcester Fair 53,384
2,997,000
56.14
2,940,598
55.08
2,793,530
52.33
Case Ctrls Norwich 53,384
2,745,250
51.42
2,852,206
53.43
2,817,202
52.77
Case Ctrls Catskill 55,106
3,114,570
56.52
3,049,977
55.35
3,067,089
55.66
56
Case Ctrls St Albans 55,106
2,700,323
49.00
2,891,330
52.47
2,799,881
50.81
Case Ctrls Route 50 57,046
3,108,230
54.49
3,162,780
55.44
3,138,821
55.02
Case Ctrls Oneonta 58,232
2,965,350
50.92
3,088,634
53.04
3,099,243
53.22
Case Ctrls Bennington 58,818
2,986,953
50.78
3,331,313
56.64
3,188,978
54.22
Case Ctrls Webster 60,735
3,148,200
51.84
3,376,274
55.59
3,311,763
54.53
Case Ctrls Vails Gate 62,230
3,035,520
48.78
3,113,421
50.03
2,860,937
45.97
Case Ctrls Marlborough 63,253
3,373,200
53.33
3,155,102
49.88
3,182,679
50.32
Case Ctrls Brunswick 63,525
3,241,280
51.02
3,093,855
48.70
2,983,449
46.96
Case Ctrls Torrington 63,525
3,208,704
50.51
2,903,486
45.71
3,081,034
48.50
Case Ctrls Bethlehem 63,525
2,917,120
45.92
3,350,436
52.74
3,440,249
54.16
Case Ctrls W Lebanon 65,010
3,341,200
51.40
3,296,558
50.71
3,227,451
49.65
Case Ctrls East Greenbush 66,037
3,138,104
47.52
3,216,399
48.71
3,151,584
47.72
Case Ctrls Taylor 68,635
3,812,400
55.55
3,683,529
53.67
3,638,782
53.02
Case Ctrls Genesee 68,678
3,763,500
54.80
3,373,534
49.12
3,169,467
46.15
Case Ctrls Erie Blvd 68,782
3,579,300
52.04
4,015,803
58.38
3,940,812
57.29
Case Ctrls Plattsburgh 68,846
3,588,000
52.12
3,876,022
56.30
3,758,143
54.59
Case Ctrls Shelburne Rd 1 72,906
3,174,240
43.54
3,637,251
49.89
3,525,898
48.36
Case Ctrls Altamnt Ave 73,676
3,811,500
51.73
3,940,251
53.48
3,729,204
50.62
Case Ctrls Shoppers World 77,120
3,650,500
47.34
3,852,089
49.95
3,691,946
47.87
Case Ctrls Westgate 82,032
4,116,000
50.18
4,791,720
58.41
4,593,670
56.00
Case Ctrls Glen St 85,423
4,545,044
53.21
4,181,230
48.95
4,023,441
47.10
90,588,539
51.18
92,991,941
52.52
90,850,833
51.38
51.69
