Turning Down the Tap: Practical Utility Optimization in Food Processing
The fourth installment of our "Efficiency in Uncertain Times" series explores practical, real-world strategies for reducing compressed air, water, and energy use.
Cost efficiency is no longer just about labor and throughput—it’s increasingly about utilities. With energy prices rising and water becoming both costlier and more regulated, utilities are now a growing slice of the operating expense pie. According to CRB Group, energy costs for food and beverage facilities typically range from 1-2% of production costs, but that number exceeds 10% in some facilities and is climbing. Water is no different. In many plants, millions of gallons are used every month, and treatment or disposal costs are steadily rising.
The good news? You don’t always need capital projects to make a difference. Many utilities can be optimized from the plant floor through simple actions, procedural changes, and improved visibility. In this article, we’ll explore practical, real-world strategies for reducing compressed air, water, and energy use, often without spending a dime on new equipment.
Compressed air: the hidden drain
Let’s start with compressed air, one of the most expensive and wasteful utilities in any plant. It’s easy to overlook because it’s invisible. But industry data shows that up to 30% of compressed air is lost through leaks in piping, connections, and valves. And since air compressors are notoriously energy-hungry, every leak translates into real cost.
At one facility I worked in, we regularly performed leak detection walks during planned shutdowns using ultrasonic leak detectors. Maintenance technicians would listen for leaks and tag the sources. In many cases, we fixed them on the spot. This effort proved so successful that in one instance, the recovered air capacity eliminated the need to purchase a new compressor for an additional production line. We simply didn’t need the extra horsepower once the system was running efficiently.
Plants often operate their compressed air systems at higher pressures than necessary, resulting in unnecessary energy usage. A simple reduction of just 2 psi can yield a 1% savings in energy consumption, with no impact on performance. Upgrading drain systems also helps; many facilities still rely on timer-based drains that expel air whether or not moisture is present. Replacing these with zero-loss drains ensures moisture is removed efficiently without wasting compressed air. Operator behavior plays a role as well. Training teams to avoid using compressed air for cooling themselves or blowing off equipment can reduce both consumption and risk. These small changes, when sustained, add up to measurable impact.
Water: every drop counts
In many facilities, water is used liberally, especially in cleaning and sanitation. But overuse often stems from cultural habits rather than necessity.
Dr. Bryan Griffen is the President of Griffen Executive Solutions LLC. He was previously Senior Director of Industry Services for PMMI: The Association for Packaging and Processing Technologies, and he held a number of roles for Nestlé during his many years there.At one ice cream factory, water hoses were left connected on the floor and often left running between washdowns. Operators routinely rinsed the floor during and after spills, but the hoses became crutches. We made a bold change—removing all hoses from the production floor. If a washdown was truly required, a hose had to be checked out from maintenance.
The result? Operators quickly learned how to minimize spills and avoid unnecessary washdowns. With water less accessible, it became more valued. That one change significantly reduced water use and also helped raise ownership and accountability.
In the case of water, several straightforward practices can yield significant conservation without affecting product quality or safety. Installing flow restrictors on high-use outlets like handwash stations and rinse hoses can cut unnecessary overuse. Prioritizing dry cleanup methods, such as using floor scrapers or vacuums, before washdowns reduces the volume of water needed during sanitation. And by timing CIP (clean-in-place) cycles to avoid peak water demand periods, plants can reduce the burden on supply and treatment systems while maintaining compliance with hygiene protocols. Simple procedural changes, consistently applied, can drive substantial savings.
Importantly, water efficiency must be balanced with food safety. But even within regulatory constraints, smart operational practices can reduce water waste significantly.
Energy: control the peaks
Energy savings can be achieved with modest procedural and control upgrades.Adobe Stock / Quality Stock ArtsElectricity usage is one of the most controllable—and misused—utilities on the plant floor. One of the biggest challenges is peak demand, which often occurs when multiple large machines start up at once. These spikes not only increase utility bills but also place undue stress on electrical infrastructure.
At another site, we conducted coordination studies on equipment and implemented a staggered startup protocol. Rather than flipping everything on at the beginning of a shift, operators followed a carefully designed sequence that minimized the overlap of energy-intensive loads. The difference was measurable: peak demand decreased, and the electrical system ran more reliably.
Energy savings can also be achieved with modest procedural and control upgrades. Many pieces of equipment can be configured to enter idle or low-power mode during short stops or changeovers, reducing unnecessary consumption during downtime. Upgrading lighting to energy-efficient LED systems, especially when combined with motion sensors, yields quick returns through reduced power draw and maintenance. HVAC and exhaust systems are often overlooked, but adjusting ventilation settings or adding smart controls can optimize airflow and lower energy usage without compromising air quality or food safety. These improvements are especially effective in older plants where default settings tend to remain unchecked for years.
Visibility drives behavior
If you want to change behavior, you have to make it visible. Many operators have no idea how much water, air, or energy they’re using. Providing real-time or shift-based feedback creates awareness, and that awareness creates action.
In one plant, we posted utility usage graphs during each shift handover. Operators would review daily consumption and compare it to targets. As soon as this data was shared openly, consumption trended downward. People naturally wanted to "beat the number."
You don’t need a full-scale software platform to do this. While tools like Redzone or LineView can automate visibility, whiteboards and clipboards work too. What matters is that feedback is timely, actionable, and aligned with team goals.
Involving operators in data collection can also create accountability. For example, asking teams to note observed leaks or overuse situations during their rounds gives them a sense of ownership in the solution.
Don’t ignore the “simple stuff”
Finally, it’s easy to focus on technology-driven solutions and overlook the simpler fixes that deliver outsized returns. Conducting regular steam trap audits can identify failed traps that waste energy through continuous discharge. Likewise, inspecting and repairing insulation on steam and chilled water lines helps maintain temperature control and reduces system load. Persistent leaks from worn gaskets or loose seals—whether on water lines or compressed air fittings—often go ignored but can add up to significant losses. In many facilities, these low-cost fixes offer faster payback than larger automation investments, yet they’re often overlooked simply because they don’t have a line item on the budget.
Wrapping it up: small changes, big gains
Utility optimization doesn’t require a massive capital budget. In fact, many of the most impactful changes come from operator involvement, maintenance discipline, and cultural reinforcement.
In uncertain times, food and beverage manufacturers need every edge they can get. Compressed air, water, and energy are often invisible drains on performance. When teams become aware, empowered, and accountable, those drains become opportunities.
Start by listening for air leaks. Remove a hose. Post a chart. Coordinate your equipment startup. These may seem small, but they create a culture where efficiency is owned, not imposed.
And that’s when you stop simply surviving and start truly doing more with less.
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Dr. Bryan Griffen is the President of Griffen Executive Solutions LLC. He was previously Senior Director of Industry Services for PMMI: The Association for Packaging and Processing Technologies, and he held a number of roles for Nestlé during his many years there.
