Features
Successfully Implementing Japanese Management Techniques at ETF
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 21
In the last episode, I related stories mainly about how I tackled politicians, and how I reached compromises with some, and refused others very tactfully. This was a new experience which I faced, and guidance was not available in textbooks. In today’s episode, I will talk about how I introduced two Japanese techniques successfully and how I had to manage the challenges that arose.
After settling the “hygiene” factors discussed in a previous episode, I implemented the Japanese-style Quality Circles and the 5S system at ETF. For those unfamiliar with the techniques, I will explain them in brief. The Japanese are well known for worker involvement in shop floor and frontline operations. They believe that the worker should not be treated merely as a pair of hands, but rather recognised as having brains and significant tacit knowledge in performing their operations. If all the workers are permitted to use their brains, significant benefits would flow to the organisation. The Japanese are also group-oriented rather than being individualistic, as are the Western populations.
During my travels and courses in Japan, I realised that there are many similarities between Japanese and Sri Lankan cultures, prompting me to introduce various Japanese techniques and practices to Sri Lankan corporates with great success. I was the first to organise seminars on Quality Circles and the Japanese 5S in Sri Lanka. In fact, in many workshops at the time I was often introduced as the father of Japanese Style Management Techniques in Sri Lanka, until one day Toastmaster Haleem Ghouse, the brother of the famous Management Trainer, Mansoor Ghouse warned me that I should never be introduced as the father of Japanese Management but rather as the mother of Japanese Style Management Techniques, saying “being a father is only a opinion, but being the mother is a fact”.
Introducing Quality Circles: The Employee Involvement Technique of Japan
Introducing Quality Circles in organisations that did not believe in employee involvement failed. While good progress was made in some institutions, the technique did not spread as widely as I expected until I founded the Quality Circle Association of Sri Lanka which promoted Quality Circles widely. I foresaw the massive benefits that the ETF Board could derive from this technique. Essentially, it is a technique which is purely voluntary, but preceded by a detailed explanation of how it operates. Once the groups (called Quality Circles) are formed voluntarily, they are trained in problem identification, cause analysis, and finding solutions to problems related to quality, productivity, customer service, cost reduction, speedy delivery, and other areas. The ultimate objective is to provide satisfaction and motivation to workers and enrich their work life. There are some rules, however: they must be non-executive workers from the same work area, they must solve their own work problems and not those of another department or unit, they must follow a scientific process, use appropriate tools of analysis and finally make a presentation to management and obtain approval for the implementation of their solution. The circles are formed by the employees and owned by them. They are not committees formed by the management. They also give themselves a name and a logo to make it more fun and exciting.
The technique was very well accepted, and many employees at the clerical level at ETF Board who were hitherto engaged in mundane jobs such as checking some documents for eight hours daily found significant enrichment, because now, they were collecting statistics, preparing Cause & Effect Diagrams, preparing Pareto Charts, and so on, which were quite different to their routine daily work. Since they were working in groups, they were able to contribute their individual talents. Some were good at numbers, others good at slide preparation, while some had a great ability to make presentations. These circles did many practical projects and made significant improvements to the work processes at the ETF Board.
One project of a circle was my favourite. The problem was the difficulty members (claimants for refunds) faced when filling out the claim form at the end of their employment or upon a job change. Many claims were rejected because claimants with basic education found form-filling difficult. Further analysis showed that the main problem was the question in Sinhala “name of spouse”. In Sinhala, it was ‘kalaththrayage nama’, This was kept blank by about 20% of the claimants thus making it a rejected application. Furthermore, it was sent back by the ETF office to the claimant, saying that the question needs to be filled out. Most of the estate workers and those in small and medium sectors still could not understand what the question meant. Imagine receiving 8,000 claims a month at the ETF office and returning 20% with another covering letter pointing out the deficiencies. 1,600 letters being sent back (20%), was an unproductive exercise. The Quality Circle in question redesigned the form with a separate instructions sheet, and the result was a drop in rejected claims to an insignificant level. The Quality Circle was very proud of its contribution, and the management appreciated the wasted time saved. The claimants were also pleased because the refunds arrived more quickly.
Success brings challenges
In introducing Quality Circles, I had taken care to brief the union well. They supported it. Quality Circles from various departments and units would meet me occasionally and discuss issues they faced or make suggestions to further improve and further spread this technique. The rapport I had with them was a good sign. It was employee involvement at its best, and the co-operative environment flourished. The morale was high. One day, the Quality Circle leaders requested an urgent meeting with me. They informed me that they would henceforth cease all Quality Circle work. At first, they refused to disclose the reason, but later hinted that the trade union had asked them to stop it. I immediately telephoned the President of the union, who assured me that there is no truth in this statement, and that they actually encouraged it. An hour later, he called me again, saying that some committee members were against Quality Circles because they felt it was a threat to them.
Although Bala Tampoe, the veteran labour leader, had no membership at the ETF Board, I recalled what he had articulated many times at the National Labour Advisory Council, that there is no such thing as Labour Management Cooperation. He was referring to efforts at that time to change the culture of adversarial labour management by educating both management and labour on the benefits of better cooperation, because in a competitive economic environment, the enemy is the competition. Leslie Devendra, a more pragmatic labour leader, was able to propagate this conciliatory approach, despite losing the more militant members. According to Bala Tampoe, labour should never cooperate with the management because it is a class struggle, he said. The proletariat must always have an ‘aragalaya’ with the bourgeois management class which exploits labour. It is this thinking that has pervaded some of our ETF union committee members. The Quality Circle programme thus came to an end.
A year later, the Deputy Head of HR met me and discussed the revival of Quality Circles, for which my response was negative. Finally, I told him that if he could handle it, he could go ahead, but I was discouraged and would have no part in its revival. He organised the revival so well that we ended up having an Organisational Convention, where the different Quality Circles from various departments and units showcased their projects and the tangible and intangible benefits they had realised. The presentations included dramas, songs, verses and other fun methods of presenting their success stories. The young circle members wanted their parents and family members, too, to be invited, and it was a grand show in a committee room of the BMICH. I was a pleased man that day, and so were all the employees at ETF. Quality Circles were reborn.
What lessons can we learn from this episode? One is that, despite the cooperation shown by the union leaders, there may be undercurrents from unofficial power centres that are undermining the union leadership’s intentions. Usually, union committees are like coalitions. There are groups with different agendas, and these must be recognised and their aspirations met or nullified. Another lesson to be learned is that when everything seems to be going smoothly, there can be other groups at work who wish to destabilise the situation. Some of the subversive attempts by antagonists included telegrams to the Minister accusing the ETF management of wasting time on the so-called Quality Circles and delaying their claims, or so they claimed. The Minister’s private secretary was his daughter and was a classmate of my sister. Knowing these protests and petitions were acts of individuals who could not bear to see good things being implemented, she would send them all back to me. At the budget debate, too, these were questions raised by opposition MPs. Since we were in the ‘Officers Box’ as it was called, I was able to quickly send a note to the Minister, which enabled him to answer the query accurately and promptly.
Implementing the Japanese 5S system
The ‘5S’ system was new at that time. I had gained a thorough knowledge of it when I was asked by the Committee of the Japan Sri Lanka Technical & Cultural Association (JASTECA) to lead a group of garment factory entrepreneurs on a two-week course in Japan. I was the Senior Vice President of JASTECA at that time. 5S had initially started in Japan as 3S. Now it had been expanded to 5S, and video material and books had just been published. The course design assumed that all of us were familiar with the technique, whereas I was the only one with some knowledge. Others were hearing the term for the first time. I found some very detailed videos in the training facility library where we stayed, and got them included in the course. To accommodate these video programmes, the group had to come to the lecture hall on two days, half an hour early, much to the consternation of the participants. The third video was shown in the bus on our visit to a factory just outside Tokyo. I was determined that the group learns this and pioneer 5S in the garment factories because I had no doubt in my mind that it would revolutionise our Sri Lankan industry and make Sri Lanka more competitive. My objective was achieved because there is hardly any worthwhile factory or office that does not practice the 5S methodology today.
5S is a systematic 5-step process to organise your workplace, resulting in better quality products and services, higher productivity, improved safety, timely delivery, and increased worker morale, as well as greater cost efficiency with reduced waste. With what I learned in Japan fresh in my mind, and after seeing many of the well-organised offices during factory and office visits in Japan, I set about implementing 5S. The ETF office was a thorough mess. Even file maintenance was primitive, with some files not even punched and filed, but rather a collection of papers held together by a rubber band. It was that bad. Obtaining information was almost impossible. Therefore, I started with a competition on file maintenance, where a properly maintained file index would be utilised, and a file retrieval time had to be less than 10 seconds. Sri Lankans love competitions, and this was taken up well. Following this was another competition on the full implementation of the five steps of 5S, for which I organised a training. The implementation was kicked off by a full-day, voluntary “big cleaning day,” where staff were provided with a biryani lunch. However, some detractors boycotted the event. They felt it was an unnecessary exercise. Only 50% attendance was recorded that day. At the end of the day, the office was hardly recognisable. It looked like a smart private sector office. Even the tables were polished voluntarily.
On Monday morning, when the detractors arrived at the office, they were shocked by the change. Some met me and apologised for not believing me. The office was decorated with potted plants brought in by the staff from their homes. This prompted one tabloid newspaper to carry an article about how the ETF wasted money by decorating its office. A reply was drafted by the staff but was never published.
There is a management theory that suggests that training and educating people to adopt new attitudes, expecting these new attitudes to bring about changes in behaviour, may not always be effective, and may take too long. It recommends that behaviour be changed first, even without an attitudinal shift. It will result in an attitudinal change when people see the benefits. This theory worked at the ETF Board, although not everyone was converted.
The next episode will include many other useful stories.
Features
The Ramadan War
A Strategic Assessment of a Conflict Still Unresolved
The Unites States of America and its ally, Israel attacked Iran on 28 February, or the 10th day of the month of Ramadan. More than a month of intense fighting has passed since, and the Ramadan War has settled into a grinding, attritional struggle that defies early declarations of victory. Despite sustained U.S. and Israeli air and naval bombardment, Iran remains standing, and continues to strike back with a level of resilience that has surprised many observers. The conflict has evolved into a contest of endurance, adaptation, and strategic innovation, with each side attempting to impose costs the other cannot bear.
Iran’s response to the overwhelming airpower of its adversaries has been both simple and devastatingly effective: saturate enemy defences with swarms of inexpensive drones and older ballistic missiles, forcing them to expend costly interceptors and reveal radar positions, and then follow up with salvos of its most advanced precisionguided missiles. This layered approach has inflicted severe physical damage on Israel and has shaken its national morale. The country has endured repeated missile barrages from Iran and rocket fire from Hezbollah, straining its airdefence network and pushing its civilian population to the limits of endurance.
The United States, meanwhile, has been forced to evacuate or reduce operations at several bases in the Gulf region due to persistent Iranian drone and missile attacks. For both the U.S. and Israel, the war has become a test of strategic credibility. For Iran, by contrast, victory is defined not by territorial gains or decisive battlefield outcomes, but by survival, and by continuing to impose costs on its adversaries.
The central strategic objective for the U.S. has now crystallised: reopening the Strait of Hormuz to secure global energy flows. Ironically, the Strait was open before the war began; it is the conflict itself that has rendered it effectively closed. Air and naval power alone cannot achieve this objective. The geography of the Strait, combined with Iran’s layered defences, means that any lasting solution will require ground forces, a reality that carries enormous risks.
U.S. Strategic Options
The United States faces five broad operational options, each with significant drawbacks.
1. Seizing Kharg Island
Kharg Island handles roughly 90% of Iran’s oil exports, making it an attractive target. However, it lies only a short distance from the Iranian mainland, where entrenched Iranian forces maintain dense networks of missile batteries, drones, artillery, and coastal defences. Any attempt to seize Kharg would require first neutralising or capturing the adjacent coastline, a costly amphibious and ground operation.
Even if successful, this would not reopen the Strait of Hormuz. It would merely deprive Iran of export capacity, which is not the primary U.S. objective. At least ostensibly not; there are those who argue that the U.S. simply wants to take over Iran’s petroleum (see below).
2. Forcing the Strait of Hormuz by Naval Power
Sending U.S. naval forces directly through the Strait is theoretically possible but operationally hazardous. Iran has mined all but a narrow channel hugging its own shoreline. That channel is covered by overlapping fields of antiship missiles, drones, artillery, and coastal radar. Clearing the mines would require prolonged operations under fire. Attempting to push through without clearing them would risk catastrophic losses.
3. Capturing Qeshm, Hengam, Larak, and Hormuz Islands
These islands dominate the Iranian side of the Strait and host radar, missile, and drone installations. Capturing them would degrade Iran’s ability to close the Strait, but the islands are heavily fortified, and the surrounding waters are mined. Amphibious assaults against defended islands are among the most difficult military operations. Even success would not guarantee the Strait’s longterm security unless the mainland launch sites were also neutralised.
4. Invading Southern Iraq and Crossing into Khuzestan
This option would involve U.S. forces advancing through southern Iraq, crossing the Shatt alArab waterway, and pushing into Iran’s Khuzestan province — home to most of Iran’s oilfields. The terrain is difficult: marshes, waterways, and narrow approaches. Iranian forces occupy the high ground overlooking the plains.
While this route would allow Saudi armoured forces to participate, it would also expose U.S. and allied logistics to attacks by Iraqi Shia militias, who have already demonstrated their willingness to target U.S. assets. The political and operational risks are immense.
5. Capturing Chabahar and Advancing Along the Coast
The most strategically promising — though still costly — option is seizing the port of Chabahar in southeastern Iran and advancing roughly 660 kilometres along the coast toward Bandar Abbas. This approach offers several advantages:
· Distance from Iran’s core population centres complicates Iranian logistics.
· Chabahar’s deepwater port (16m draught)
would provide a valuable logistics hub.
· U.S. carriers could remain at safer standoff distances
, supporting operations without entering the Strait.
· The coastal route allows naval gunfire and missile support
to assist advancing ground forces.
· Local Baluchi insurgents
could provide intelligence and limited support.
· Capturing Bandar Abbas would
outflank Iran’s island defences and effectively reopen the Strait.
This option is likely to form the backbone of any U.S. ground campaign, potentially supplemented by diversionary attacks by regional partners to stretch Iranian defences.
The Limits of U.S. Superiority
The United States retains overwhelming superiority in naval power and manned airpower. But whether this advantage translates into dominance in unmanned systems or ground combat is far from certain.
The 2003 invasion of Iraq is often cited as a model of U.S. military prowess, but the comparison is misleading. Iraq in 2003 had been crippled by a decade of sanctions. Its forces lacked modern mines, antitank missiles, and effective air defences. Tank crews had little training; some could not hit targets at pointblank range. RPG teams were similarly unprepared. The U.S. enjoyed numerical superiority in the theatre and total control of the air, allowing it to isolate Iraqi units and prevent reinforcement.
Even under those favourable conditions, Iraqi forces managed to delay the U.S. advance. At one point, forward U.S. units nearly ran out of ammunition and supplies, forcing the diversion of forces intended for the assault on Baghdad to secure the lines of communication.
Iran is not Iraq in 2003. Its armed forces and industrial base have adapted to nearly half a century of sanctions. It produces its own drones, missiles, artillery, and armoured vehicles. It has built extensive underground facilities, hardened command posts, and redundant communication networks.
Moreover, the battlefield itself has changed. The RussoUkrainian war demonstrated that deep armoured penetrations – once the hallmark of U.S. doctrine – are now extremely vulnerable to drones, loitering munitions, and precision artillery. The result has been a return to attritional warfare reminiscent of the First World War, with front lines stabilising into trench networks.
Yet, as in the First World War, stalemate has been broken not by massed assaults but by small, highly trained teams infiltrating thinly held lines, identifying targets, and guiding drones and artillery onto enemy positions deep in the rear. Iran has studied these lessons closely.
Mosaic Defence and Transformational Warfare
Iran’s military doctrine has evolved significantly over the past two decades. Its “mosaic defence” decentralises command and control, ensuring that even if senior leadership is targeted, local units can continue operating autonomously. This structure proved resilient during the initial waves of U.S. and Israeli strikes.
Iran has also absorbed lessons from U.S. “shock and awe” operations. The botched U.S. invasion of Grenada in 1983 exposed weaknesses in joint operations, prompting the development of “effectsbased operations,” “rapid dominance” and the broader concept of “transformational warfare.” These doctrines (better known colloquially as “Shock and Awe”), influenced by Liddell Hart and Sun Tzu, emphasised simultaneous strikes on strategic targets to paralyse the enemy’s decisionmaking.
While the U.S. struggled to apply these concepts effectively in Iraq and Iran, Tehran has adapted them for asymmetric use. Its drone and missile campaigns have targeted not only military assets but also economic infrastructure and psychological resilience. Israel’s economy and morale have been severely tested, and the United States finds itself entangled in a conflict that offers no easy exit.
Iran has also pursued a broader strategic objective: undermining the petrodollar system that underpins U.S. financial dominance. By disrupting energy flows and encouraging alternative trading mechanisms, Iran seeks to weaken the economic foundations of U.S. power.
Will the USA Achieve Its War Aims?
The United States’ core objective appears to be securing control over global energy flows by reopening the Strait of Hormuz and limiting China’s access to Middle Eastern oil before it can transition to alternative energy sources. Whether this objective is achievable remains uncertain.
A ground campaign would be long, costly, and politically fraught. Iran’s defences are deep, layered, and adaptive. Its drone and missile capabilities have already demonstrated their ability to impose significant costs on technologically superior adversaries. Regional allies are cautious, and global support for a prolonged conflict is limited.
The United States retains overwhelming military power, but power alone does not guarantee strategic success. Iran’s strategy is simple: survive, adapt, and continue imposing costs. In asymmetric conflicts, survival itself can constitute victory.
In Frank Herbert’s Dune, the protagonist, Paul Muad’dib says “he who can destroy a thing, controls a thing.” This is the essence of Iranian strategy – they have a stranglehold on petroleum supply, and can destroy the world economy. Trump has had to loosen sanctions on both Iran’s and Russia’s oil, simply to prevent economic collapse.
The Ramadan War has already reshaped regional dynamics. Whether it reshapes global power structures will depend on how the next phase unfolds, and whether the United States is willing to pay the price required to achieve its aims.
by Vinod Moonesinghe
Features
Nayanandaya:A literary autopsy of Sri Lanka’s Middle Class
“Nayanandaya,” meaning the enchantment of indebtedness, is Surath de Mel’s latest novel. True to his reputation as a maximalist writer, de Mel traverses the labyrinth of middle-class struggles; poverty, unemployment, the quest for education, through a father’s fragile dreams. The novel unfolds around Mahela, his son, his friendships, and the fragile relationships that keep him tethered to life.
“Happiness is not a destination; it is a journey. There are no shortcuts to it. At some point, the path you thought was right will be wrong. You have to make sacrifices for it.”
These words, uttered by the protagonist Mahela to his ten-year-old son, is the silent mantra of every middle-class parent. A common urban middle-class father’s yearning for his child to climb the ladder he himself could not ascend.
A Socio-Political Mirror
Sri Lanka’s middle class remains trapped in paradox. They are educated but underemployed, salaried but indebted, socially respected yet politically invisible. Structural inequalities, economic volatility and populist politics inclusively contribute to keep them “forever middle”.
Through protagonist Mahela, who is sometimes a graphic designer, sometimes a vendor and always a failure Surath de Mel sketches the deficiencies of an education system that does not nurture skills of the students. Sri Lanka boasts about high literacy rates, yet the economy cannot absorb the thousands of graduates produced into meaningful work. Underemployment becomes the inheritance of the middle class. With political connections often the stories can be transformed. De Mel pens it in dark humour to expose these truths:
“Some notorious writer once sneered in a newspaper, ‘Give your ass to the minister, and you’ll earn the right to keep it on a bigger chair.’ Countless people waiting in ministers’ offices, pressing
their backsides to seats, carrying the weight of their own lives.”
Childhood Trauma and Its Echoes
Surath de Mel frequently weaves psychoanalysis into his fiction. In Nayanandaya, he captures the lingering shadows of childhood trauma. Mahela, scarred by a loveless and fractured youth, suffers phobic anxiety and depression, apparently with a personality disorder as an adult. His confession at the psychologist reveals it out:
“Childhood? I didn’t have one. I was fifteen when I was born.”
Here, Mahela marks his true birth not at infancy, but at the death of his parents. This statement itself reveals the childhood trauma the protagonist had gone through and the reader can attribute his subsequent psychological struggles as the cause of it.
From a Lacanian perspective, trauma is not just something that happens to a child; it is a deep break in how the child understands the world, themselves, and others. Some experiences are too painful to be put into words. Lacan calls this the Real — what cannot be fully spoken or explained. This pain does not disappear but returns later in life as anxiety, fear, or obsessive compulsive disorder.
This trauma disturbs the child’s sense of self and their place in society. When language fails to make sense of loss, the mind creates fantasies to survive. These fantasies quietly shape adult desires, relationships, and choices.
In Nayanandaya, childhood trauma of the protagonist does not stay buried — it lives on, shaping the adulthood in unseen ways. In the narrative, Mahela’s struggles are not just personal failures but the result of a past that was never given words.
Tears of Fathers – Forgotten in Sri Lankan Literature
Sri Lankan literature has long been attentive to suffering — especially rural poverty, social injustice, and the silent endurance of women and single mothers. Countless novels, poems, and songs have given voice to maternal sacrifice, female resilience, and women’s oppression.
Yet, within this rich narratives, the quiet grief of the urban middle-class father remains mostly unseen. Rarely does fiction pause to examine the emotional lives of men who shoulder responsibility without language for their pain. These masculine tears are private, swallowed by routinely and masked by humour or silence. Definitely never granted literary space.
In Nayanandaya, Surath de Mel breaks this silence. Through Mahela, he lends voice to these overlooked men — fathers whose love is expressed through sacrifice rather than speech. However, de Mel does not romanticise the tears. Rather he humanises them. He allows their vulnerabilities, anxieties, and quiet despair to surface with honesty and compassion. In doing so, Nayanandaya fills a striking gap in Sri Lankan literature, reminding us that fathers, too, carry invisible wounds.
Literary value
With Nayanandaya, Surath de Mel reaches a new pinnacle in his literary craft. His language is dense yet lyrical, enriched with similes, metaphors, irony, and a full range of literary tools deployed with confidence and control.
One of the novel’s most touching narrative choices is the personification of Mahela’s son’s soft toy, Wonie. Through personified Wonie, de Mel captures the two most touching incidents in the entire novel . This simply reveals the author’s artistic maturity, transforming a simple object into a powerful emotional conduit that anchors the novel’s tenderness amidst its despair.
At a deeper symbolic level, Mahela himself can be read as more than an individual character, but a metaphor for Sri Lanka — a nation struggling under economic hardship, clinging to impractical dreams, witnessing the migration of its people, and drifting towards a slow, painful exhaustion. His personal failures could mirror the broader decay of social and economic structures. This symbolic reading lends Nayanandaya a haunting national resonance.
Today, many write and many publish, but only a few transform language into literature that lingers in the reader’s mind long after the final page. Surath de Mel belongs to that rare few. In a literary landscape crowded with voices, he remains devoted to art rather than popularity or trend. As a scholar of Sinhala language and literature, de Mel writes with intellectual depth, dark humour, and deep human empathy.
In conclusion, Nayanandaya is not merely a story; it is social commentary, psychoanalytic reflection, and tragic poetry woven into richly textured prose. With this novel — a masterful interlacing of love, debt, and fragile dreams — Surath de Mel engraves a distinctly Dostoevskian signature into Sinhala literature.
Reviewed by Dr. Charuni Kohombange
Features
Domestic Energy Saving
Around 40 percent of the annual energy we use is consumed in domestic activities. Energy is costly, and supply is not unlimited. Unfortunately, we realize the importance of energy – saving only during the time of a crisis.
If you adopt readily affordable energy-saving strategies, you will cut down your living expenditure substantially, relieving the energy burden of the nation. Here are some tips.
Cooking:
Cooking consumes a good portion of domestic energy demand and common practices, and negligence leads to 30 – 40 percent wastage. A simple experiment revealed that the energy expenditure in boiling an egg with the usual unnecessary excess water in an open pan is nearly 50 percent higher than boiling in a closed lid pan with the minimal amount of water. In an open pan, a large quantity of heat is lost via convection currents and expulsion of water vapor, carrying excessive amounts of heat energy (latent heat of vaporisation). Still, most of us boil potatoes for prolonged intervals of time in open receptacles, failing to realise that it is faster and more efficient to boil potatoes or any other food material in a closed pan. About 30 – 40 percent of domestic cooking energy requirements can be cut down by cooking in closed-lid pans. Furthermore, food cooked in closed pans is healthier because of less mixing with air that causes food oxidation. Fat oxidation generates toxic substances. In a closed- lid utensil (not tightly closed), food is covered with a blanket of water vapor at a positive pressure, preventing entry of air and therefore food oxidation.
Overcooking is another bad habit that not only wastes energy but also degrades the nutritional value of food.
Electric kettle:
For making morning or evening tea or preparing tea to serve a visitor. Do not pour an unnecessarily large quantity of water into the electric kettle. Note that the energy needed to make 10 cups of tea is ten times that of one cup.
Electric Ovens:
Avoid the use of electric ovens as far as possible. Remember that foods cooked at higher temperatures are generally unhealthy, and even carcinogens are formed when food is fried at higher temperatures in an oven. If ever you need to bake something in an oven, limit the number of times you open the door. Use smaller ovens adequate for the purpose and not larger ones just for fashion.
Refrigerators:
Refrigerators consume lots of energy. Do not use over-capacity refrigerators just for fashion. Every time you open the fridge, more electricity is used to reset the cooling temperature. Plan your access to the appliance accordingly. Check whether the doors are properly secured and there are no leakages. Keep the fridge in a cooler location, not hit by direct sunlight and away from warmer places in the kitchen. Remember that turning off the fridge frequently will not save energy, instead it draws more energy.
Use of gas burners:
Do not use oversized utensils. Keep the lid closed as far as possible to prevent the escape of heat. Remember that excessive amounts of heat energy are carried away by a large surface-area conducting utensil. Do not open the gas vent to allow the flame to flash outside the vessel. A flame not impinging on the pan would not heat it, and gas is wasted. Ensure that the flame is blue. Frequently check whether gas vents are clogged with rust and carbon. Frequently, cooking material in the pan drops into the gas vents, and salt there corrodes the gas vents. Cleaning and washing would be necessary. Do not prolong cooking, taking time to prepare ingredients and adding them to the pan intermittently. Add ingredients at once and before switching the burner. If the preparation of a dish is prolonged to slow the cooking, use earthenware pots rather than metallic ones. An earthenware pot, being thermally less conducting retain heat.
Firewood for cooking:
Do not attempt to eliminate the use of firewood in cooking. If you are living in a village area, the exclusive use of LPG gas is an unnecessary expenditure. Large smoke-free, efficient oven designs are now available. If you are compelled to use gas, keep the option of firewood ovens, especially for prolonged cooking. Admittedly, there are locations, especially in cities, where the use of firewood is unsuited.
Hot water showers:
Before installing hot water showers, reconsider whether they are really necessary in a hot tropical climate. Go for solar water heaters, although the installation cost is high. Instant water heaters consume much less electricity compared to geysers with water tanks. Now, cheap and safe instant water heaters are available.
Lighting:
Arrange and design your residence to optimise daytime illumination until late evening. If you are constructing a new house, take this issue into account. Use LED lamps, which provide the same illumination for 85 percent less energy. In study rooms and areas that require prolonged illumination, paint the walls white. Angle – poised LED lamps with very low voltage are available. Use them for reading and studies. Routinely clean the surfaces of all lamps. Dust deposition cuts off light.
Air conditioning and ventilation:
Air conditioning consumes prohibitively large quantities of electrical energy. You can avoid air conditioning by optimising ventilation. The principle is to have air entry points (windows) in the house near the ground level and exit points (vents or windows) near the roof. Ground level is cooler, and the region near the roof is warmer. Thus, a cool air current enters the house near the ground level and hot air is drawn by the vents near the roof. The region near the ground can be rendered cooler by planting trees. Architectural designs are available to optimise this effect. You can sense the direction of air motion by holding a thin strip of paper near the windows at the ground and near the roof level. In addition to ceiling fan, install exhaust fans in the upper points of the house to remove hot air and draw cooler air through windows near the ground. Reduce the amount of sunlight hitting the roof by shading with trees. There are techniques for increasing the reflectance of the roof with paints and other designs.
Transportation:
A good portion of your budget is drained by transportation. Irrespective of who you are, use public transport if convenient and available. As much as possible, use the telephone and email to get your things done. If the officers do not comply for no valid reason, complain. Plan your trips to the town to do several things at the same time. Whenever possible, plan to share transport. Buy energy – efficient small vehicles. Routinely examine your vehicle for energy efficiency, i.e. correct tire pressure etc.
Charge electric vehicles off peak hours. Slow charging reduces heat generation in the circuit, reducing energy loss.
Energy is costly and limited in supply. Everything you do consumes energy. Be energy conscious in all your deeds. That attitude will reduce your expenditure, lessen the environmental degradation and financial burden of the nation in importing fuel.
Educating the general public is the most effective way of implementing energy-saving strategies.
By Prof. Kirthi Tennakone
(kenna@yahoo.co.uk)
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