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Reducing Energy Consumption: Freezer Closed - Energy Saved

Content provided by PREMAnet, content partner of SME Toolkit

A Mango Processing Factory in the Philippines

In brief

This company employed 11 people on a permanent basis and another 30 to 40 workers during seasonal peaks in production. By changing the methods for the storage and weighing of its finished products, the company was able to reduce its production costs and waste, thereby increasing its profitability.

The challenge

It was observed that the lids of freezers used to store mango puree were often slightly ajar. This allowed warm air to continuously get inside the freezers thus increasing the company’s use of electricity. Furthermore, dried mangoes destined for 50g and 100g packs were being weighed out on a scale that was graduated in 20-gram units. As a consequence, the packages of dried mangoes were often overweight—representing a benefit for consumers but a loss of profit for the company.

Actions taken within the enterprise (after application of the PREMA GHK guide)

A line indicating the highest level to which products are to be stacked to ensure that the lids close snugly was marked inside the freezer.

The loading of freezers is now being regularly monitored by the Production Supervisor in order to assure their optimal functioning and to reduce unnecessary energy losses.

It was suggested that the company purchases a new scale with appropriate graduation to provide accuracy in weights for the packaging of dried fruit. At the time of writing this example, the company had not yet implemented this action.

Environmental benefits

By assuring an efficient functioning of the company’s refrigeration equipment, the company was able to obtain savings due to reduced energy use, which is also a benefit from the environmental perspective.

Economic benefits

Investment cost


Annual savings

10% of the electricity bill

Payback period


Organisational inprovements

The company was in the process of deciding on a new location for its mango processing activities. As a result, there was a general feeling of “temporariness” regarding the current facility and a belief that operations in the new facility would be more efficient and productive. It was not clear when the new location would finally be secured and when the operations would be moved. Therefore, few decisions were being taken regarding the existing operation and way of doing things. The Good Housekeeping approach helped to put management’s attention back onto the current operation where improvements could be made through a simple change in procedure or through a small investment.

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