A large window manufacturer believed rising compressed air demand meant it needed additional compressor capacity. A system audit revealed a different culprit: The facility needed to use its existing compressed air more efficiently.
A manufacturer was experiencing increasing compressed air demand, higher operating costs, and declining system efficiency. Although production remained uninterrupted, leaks and other hidden inefficiencies were creating unnecessary energy expenses and placing additional demands on the compressor system.
Like many manufacturers, the facility initially believed that purchasing additional compressor capacity might be the solution. Without a comprehensive system assessment, however, they had no reliable way to determine whether capacity was the constraint or they were losing compressed air through leaks, inefficient compressor operation, and distribution-system limitations.
The manufacturer reached out to MCE for help.
Operating three shifts, the manufacturer relied on compressed air for assembly equipment, blow-off applications, cutting tools, and molding processes. Aging equipment and an inefficient system configuration required multiple compressors to operate simultaneously at partial load. This increased energy consumption and maintenance requirements while limiting the facility’s ability to use its installed compressor capacity efficiently.
Rather than recommending additional equipment, MCE coordinated an independent, third-party compressed air system audit to measure system performance, identify energy losses, and quantify the improvements that would provide the greatest return.
The audit evaluated operating conditions, compressor sequencing, pressure profiles, airflow demand, efficiency, and energy consumption.
The audit was conducted over several weeks without disrupting production. It identified:
A structured leak-management program was projected to recover approximately 425 CFM and free nearly 100 HP of compressor capacity.
The audit also identified several opportunities to improve performance and reduce energy consumption.
Data logging showed that the compressors were operating inefficiently under partial-load conditions. Recommendations included:
One control modification alone was projected to improve compressor efficiency by 6.6%.
The audit also found opportunities to improve air distribution, compressor efficiency, and system reliability, including:
Although the redesigned system included an additional compressor, the overall recommendation reduced installed horsepower. This gave the manufacturer greater operating flexibility and redundancy without adding unnecessary total capacity.
Rather than recommending a single solution, the audit provided a phased capital improvement plan covering both supply-side and demand-side opportunities.
Each recommendation included estimated costs, projected energy savings, expected operational benefits, and anticipated payback. The improvement plan had a projected payback period of about 2.5 years.
This approach allowed the manufacturer to prioritize immediate, low-cost improvements while planning larger capital investments around production requirements and available budgets.
The audit gave the manufacturer a clear, data-driven plan for improving its compressed air system. Recommendations included:
The manufacturer began a formal leak-management program, using photographs and location information from the audit to create repair work orders. Maintenance personnel could prioritize repairs by the amount of compressed air and energy being wasted.
The audit also provided pressure profiles, energy-use data, system-event analysis, and equipment-performance information. These findings helped the manufacturer distinguish between apparent capacity shortages and problems caused by leakage, inefficient controls, and distribution-system limitations.
Most importantly, the audit gave operations, maintenance, engineering, and management a common set of facts on which to base their decisions. Instead of purchasing additional capacity without fully understanding the system, the manufacturer could invest in improvements that would deliver the greatest operational and financial return.