Energy Management Principles Questions and Answers

Answer: C

Correcting the immediate problem and stopping there guarantees its return, whereas asking why the check was not performed may reveal that nobody was told to do it. That distinction between correction and corrective action is at the heart of every management system.

Answer: D

The obligation is on the trajectory rather than on any single period, since output, weather and product mix all move consumption about. A system whose objectives are the same three years running is not improving continually whatever the figures do.

Answer: A

A monthly report to a manager who cannot change anything achieves nothing, whereas a daily figure to the shift supervisor who sets the compressor changes behaviour. Designing the reporting round who can act is what distinguishes a useful system from a data archive.

Answer: B

Correct answer: the departments or cost centres that caused it

Energy accounting attributes consumption to the units whose decisions determine it, so that each has a figure it owns and can be held to. Allocating instead by supplier, by fuel or by month describes the purchase rather than the cause, and none of those gives anyone a reason to act - which is exactly the point the sub-metering item at the end of this topic makes.

Answer: C

A meter whose reading nobody owns is an expense rather than a control, and many sites have installed a great deal of metering to no effect. Deciding the accountability before the meter is specified is the correct order.

Answer: D

Correct answer: 10 per cent

\[ \frac{400-360}{400} = \frac{40}{400} = 0.10 = 10\%. \] The base is the starting value, so the reduction is 10 per cent and not 11 - that figure comes from dividing by the 360 that remains, which answers a different question. The 40 offered is the absolute reduction in kWh per tonne rather than a percentage.

Answer: A

Five per cent of twelve thousand is six hundred megawatt hours, which at a typical industrial tariff is a substantial sum and worth an organised programme. Breaking it down by significant use is how the target becomes a set of action plans.

Answer: B

Adding the shares gives eighty-two per cent, which is why concentrating the controls, the training and the monitoring on those three is efficient. The remaining eighteen per cent spread over many small uses rarely repays the same attention.

Answer: C

Eight hundred thousand units at seven each is 5.6 million, which is the figure that makes an energy target real to a department manager. Presenting the same information in megawatt hours alone rarely has the same effect.

Answer: D

Comparing performance against a baseline established for a different process credits or blames the change rather than the management, so a material change calls for a revision. The standard requires the circumstances of any revision to be recorded.