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Gail Hardinger, facilities manager, knew his air system could be improved and invited Rogers Machinery Company to review his operations. Data loggers were connected to gather information over a typical two (2) week period. After data collection, experts from Rogers presented the information and pointed out what was working and what was using too much energy. Armed with this information two (2) options or Energy Efficiency Measures (EEMs) were prepared each with;

  1. Annual energy savings
  2. Implementation Costs
  3. Utility Incentives
  4. Simple Payback.

Fujimi chose to proceed with a new VFD controlled air compressor with a temperature controlled VFD cooling fan to increase part load efficiency and lower pressure of the system. Once installed Rogers returned and again connected data collection equipment to fine tune the controls, educated the system owner and prove the savings.

Company Profile

Fujimi Wilsonville produces premium lapping and polishing compounds used in the manufacture of semiconductors, optics and metal finishing. Reliable clean compressed air is essential to their operations.


  • Energy Savings of  180,955 kWh annually
  • Electrical cost savings of $11,889 annually
  • Simple payback of 8 months
  • Reliable, clean compressed air

Non-Energy Benefits

Energy savings played a key role in making this a viable project.  However, Fujimi looked at this opportunity to improve the system reliability and performance even further:

  1. Because the VFD compressor can react to rapid changes in demands the standby compressor rarely comes on.  During the two (2) weeks of post monitoring the standby compressor never came on.
  2. Pressure setpoints were reduced to because the new air compressor can react faster to demand surges
  3. A heat recovery system was added to duct compressor waste heat into the plant during the heating season.


Incentives provided by the Energy Trust of Oregon provided the extra push to move the project forward.

“Without the incentives in today’s economic climate we would have delayed this project for several years,” Gail remarked. “We are always improving our products, perfecting our manufacturing process and reducing waste to remain competitive in a world economy.”

Direct ETO incentives and the OBETC provided approximately 85% of the implementation costs which reduced the simple payback from 4.3 to 0.65 years.  A return on investment upper management thought was worthy.

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