2026-09-19T03:45:29Zhttps://dspace.mit.edu/server/oai/request

oai:dspace.mit.edu:1721.1/591692022-01-28T17:25:21Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023

Sarah Slaughter and Leon Glicksman. Norelli, Michael A., IV (Michael Anthony) Leaders for Global Operations Program. Leaders for Global Operations Program at MIT Massachusetts Institute of Technology. Engineering Systems Division Sloan School of Management 2010-10-12T17:56:34Z 2010-10-12T17:56:34Z 2010 2010 http://hdl.handle.net/1721.1/59169 659771712 Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Global Operations Program at MIT, 2010. Cataloged from PDF version of thesis. Includes bibliographical references (p. 98-100). Many companies have developed energy reduction programs for their manufacturing facilities to reduce their operational costs while also decreasing their greenhouse gas emissions. The majority of these manufacturing facilities have made progress in reducing their energy usage through technology changes, such as purchasing more efficient lighting or replacing old chillers, however, these improvements are often capital intensive. The goal of this thesis is to explore the use of low cost employee behavior changes to help a manufacturing facility reduce its energy usage. The author conducted a six month case study at Raytheon's Integrated Air Defense Center (IADC) in which a new approach for achieving energy related employee behavior changes was implemented. The framework is unique to the author but builds upon lean manufacturing principles, social psychology research, and energy management fundamentals. The approach first raises awareness and engages employees, second, helps employees develop energy saving improvements, and lastly, creates a mechanism to sustain improvements and behavior changes moving forward. The benefits of using such an approach are greater employee engagement (the percentage of employees who participated in a voluntary energy reduction program rose from 38% to 78%), more energy saving ideas being implemented (over 60 employee generated energy saving improvements were implemented on the manufacturing floor), and, ultimately, a reduction in wasted energy. Additionally, a real-time feedback system was designed and installed that provided manufacturing employees with information on their cell's energy usage. This real-time feedback system was developed to help sustain improvements and further enable energy reductions through employee behavior changes. While specific tactics and tools of the applied approach may be unique to Raytheon's IADC facility, the strategy and insights can be universally applied. by Michael A. Norelli, IV. S.M. M.B.A. 106 p. eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Engineering Systems Division. Leaders for Global Operations Program. Reducing energy usage in a manufacturing facility through a behavior change based approach Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="029f0d47-2931-46fb-855e-aa106b884409"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Reducing energy usage in a manufacturing facility through a behavior change based approach</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2010</PublicationDate> <Authors> <Author> <DisplayName>Norelli, Michael A., IV (Michael Anthony)</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Engineering Systems Division.</Keyword> <Keyword>Leaders for Global Operations Program.</Keyword> <Abstract>Many companies have developed energy reduction programs for their manufacturing facilities to reduce their operational costs while also decreasing their greenhouse gas emissions. The majority of these manufacturing facilities have made progress in reducing their energy usage through technology changes, such as purchasing more efficient lighting or replacing old chillers, however, these improvements are often capital intensive. The goal of this thesis is to explore the use of low cost employee behavior changes to help a manufacturing facility reduce its energy usage. The author conducted a six month case study at Raytheon&apos;s Integrated Air Defense Center (IADC) in which a new approach for achieving energy related employee behavior changes was implemented. The framework is unique to the author but builds upon lean manufacturing principles, social psychology research, and energy management fundamentals. The approach first raises awareness and engages employees, second, helps employees develop energy saving improvements, and lastly, creates a mechanism to sustain improvements and behavior changes moving forward. The benefits of using such an approach are greater employee engagement (the percentage of employees who participated in a voluntary energy reduction program rose from 38% to 78%), more energy saving ideas being implemented (over 60 employee generated energy saving improvements were implemented on the manufacturing floor), and, ultimately, a reduction in wasted energy. Additionally, a real-time feedback system was designed and installed that provided manufacturing employees with information on their cell&apos;s energy usage. This real-time feedback system was developed to help sustain improvements and further enable energy reductions through employee behavior changes. While specific tactics and tools of the applied approach may be unique to Raytheon&apos;s IADC facility, the strategy and insights can be universally applied.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>