DEVELOPING an INDUSTRIAL CHEMICAL PROCESS An Integrated Approach Copyright © 2002 by CRC Press LLC DEVELOPING an INDUSTRIAL CHEMICAL PROCESS An Integrated Approach Joseph Mizrahi CRC PR E S S Boca Raton London New York Washington, D.C Copyright © 2002 by CRC Press LLC 1360_frame_FM Page Friday, May 3, 2002 12:48 PM Library of Congress Cataloging-in-Publication Data Catalog record is available from the Library of Congress This book contains information obtained from authentic and highly regarded sources Reprinted material is quoted with permission, and sources are indicated A wide variety of references are listed Reasonable efforts have been made to publish reliable data and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the consequences of their use Neither this book nor any part may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, microfilming, and recording, or by any information storage or retrieval system, without prior permission in writing from the publisher The consent of CRC Press LLC does not extend to copying for general distribution, for promotion, for creating new works, or for resale Specific permission must be obtained in writing from CRC Press LLC for such copying Direct all inquiries to CRC Press LLC, 2000 N.W Corporate Blvd., Boca Raton, Florida 33431 Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation, without intent to infringe Visit the CRC Press Web site at www.crcpress.com © 2002 by CRC Press LLC St Lucie Press is an imprint of CRC Press LLC No claim to original U.S Government works International Standard Book Number 0-8493-1360-0 Printed in the United States of America Printed on acid-free paper Copyright © 2002 by CRC Press LLC 1360_frame_FM Page Wednesday, May 1, 2002 3:40 PM Preface This book presents a detailed discussion of the issues that have to be addressed, in most cases, in the development and the first implementation of a novel industrial chemical process These issues start with the “whys” and “wheres,” then address the working organization and all the different steps, activities, and reviews in the process development program, and finally in the implementation, design, construction, and start-up of a new plant Why is such book needed at all? This specific field of activity is constantly occupying many thousands of managers, scientists, engineers, chemists, specialists, economists, and technicians These professionals work in industrial corporations, research organizations, universities, engineering companies, equipment suppliers, statutory public functions, to name a few, in many countries around the world The result of their activity has been hundreds of new processes and new plants in the chemical industry every year Nevertheless, at present, there seem to be no recognized professional standards, no generally accepted written procedures, or even a book covering this professional field Quite different working practices are implemented in different corporations and in different countries Thus, any professional who encounters some of these issues for the first time in his job can only rely on the direct teaching of his boss and colleagues And in that lottery some have more luck than others Strangely enough, up until now, the knowhow in this important professional sector has been transmitted only by “apprenticeship.” Somehow, novel processes have been finally developed and used in new plants that have been built and operated, most of them successful But, on the other hand, many case stories are widely spread in the profession about all the associated problems, serious waste of time and resources, start-up troubles, and occasionally complete failures These problems have been generally attributed to personal errors in specific situations, possibly to the individualistic characters of the inventors and promoters, and to the opportunistic demand for quick results in new processes Such explanations could only be true for the initiation stage Copyright © 2002 by CRC Press LLC 1360_frame_FM Page Wednesday, May 1, 2002 3:40 PM (possibly 5% of the efforts invested), but cannot hold for all the development and implementation work So, a systematic study of the common aspects to most projects can be instructive This book is intended primarily for those professionals who are already on the job in real life, to help them, hopefully, to a better and more efficient job, to be happier by understanding more about what is going on around them, and to reduce the frustrations associated with this line of work It is assumed that the readers will be graduates with some professional experience, who have access to all the textbooks, handbooks, and publications available, to Chemical Abstracts and to the Internet, and who know how to use these So, this book will not be competing with these sources and will not copy what is readily available At most, it will refer the readers to the more useful sources, in this author’s opinion The suppliers of commercial services have essential contributions to such projects, and the general issues connected with the selection of such suppliers are discussed, but no particular reference is given as far as possible The other references direct the readers, who may be interested in any of the example cases mentioned, to more detailed sources Also, in this book, with due apologies to the chemists, a chemical process does include any physical or mechanical transformation or separation which is necessary to obtain the final products On the face of it, the development and implementation of a new chemical process may appear to be a matter of chemistry, materials, equipment, control, etc., but it should be recognized that this is a very complex endeavor, and its success depends, in fact, mostly on the interactions and organization of many different people in various positions In each such project, hundreds of professionals are concerned, full-time or part-time, with the research organization, the various functions in the corporation, the engineering company, the equipment suppliers, patent attorneys, specialist consultants, and civil servants with statutory functions These professionals are mostly chemical engineers, but all the related professions are also involved: managers (in particular in finance, production, and marketing), different fields of engineers, research and analytical chemists, various specialists, patent attorneys, lawyers, economists, and supporting technicians The first need in a new project organization is to establish a common communication and reference system in which every participant in the project will understand the point of view, the priorities, and the “jargon” of the others This aim can require both patience and goodwill from everyone concerned and should be motivated by the example of the management It is hoped that this book can be used for such purposes The author has been occupied in this field of activity all of his professional life in many different positions He strongly believes that a project involving the development and implementation of a new chemical process can be done better and more efficiently if: Copyright © 2002 by CRC Press LLC 1360_frame_FM Page Wednesday, May 1, 2002 3:40 PM • All the issues and all the interactions were discussed and understood from the beginning by all the participants • The limits of responsibility were clearly defined • A proper organizational structure and adequate programs were used The detailed recommendations in this book can be readily integrated, without any contradiction or competition, with the latest trends in corporate research and development (R&D) management procedure, such as the “Stage Gate” system and similar tools, which recently have been introduced in many large corporations These detailed recommendations can assist the “Gate Keepers” in defining the “deliverables” and “criteria” to be achieved in the next “Stage.” All the engineers, scientists, and managers concerned with the development of a novel industrial chemical process, and/or with the implementation, design, construction, and start-up of a plant based on this process, can use this book to assist them in their work The book will give them a general overview of all the issues ahead, and also provide them with checklists to draw up their own working programs, or at least understand the logic of the instructions given to them by their boss Friends with experience have remarked that the scope of this book may appear to be very complex and its “message” may be confusing for rapid readers sampling here and there Therefore, it was decided to add at the end of each chapter a short recapitulation of the issues that can be worth an additional thought and possibly further reading or discussion At least, the core team of a project would benefit from a systematic study Evidently, not everyone would be interested in all issues at one specific time, but it is nice to know that they can come back and consider more intensively any pertinent issue whenever they might face the need Professionals with a few years of experience in this field, who may recognize some of the issues discussed from personal exposure, should benefit more Part of the material in this book can also be used as a basis for an overall course for graduate students who are intending to start their work in industrial R&D, equipment development, process engineering, plant design, and managing functions in industrial corporations It also can be used for workshops of continuing education for these working professionals Obviously, one could have filled the book with examples from actual projects, but it is debatable whether more such particular examples would have helped illustrate the points or distract attention from the complex issues Furthermore, most of the examples are covered by commercial secrecy and cannot be published So, the compromise chosen here by the author may not satisfy every reader The author will be pleased to receive any comment or suggestion that can help expand the usefulness of this book Copyright © 2002 by CRC Press LLC 1360_frame_FM Page Wednesday, May 1, 2002 3:40 PM The author Dr Joseph Mizrahi was born in 1933 and lives in Israel since 1951 at 27A Einstein Street, Haifa, 36014, phone (972-4) 824-4431, office phone (972-4) 826-0737, fax (972-4) 826-0797, email LMizrahi@netvision.net.il He holds B.Sc and M.Sc degrees in Chemical Engineering and a D.Sc in Mineral Engineering from the Technion, Israel Institute of Technology in Haifa In addition, he received the Diploma of Imperial College, London, 1965, and the professor-equivalent grade of Research Institutes Scientists He also taught and was a postgraduate supervisor part-time at Technion from 1956 to 1979 Dr Mizrahi has published 14 papers for international scientific conferences, 29 papers in international journals, has received 20 patents, and 24 communications to various professional conferences He worked at the IMI Institute for Research and Development in Haifa from 1958 to 1974, first as a research engineer, then as head of the Chemical Engineering Department His work included basic engineering design for process implementation, engineering aspects of licensing agreements, analysis of new processes, economic evaluations, surveys, worldwide liaison with engineering companies, piloting of new processes, run-in of new plants in foreign countries, and development and testing of new industrial contacting equipment In addition, fundamental research was done under his supervision and published in the fields of mixing and separation of liquids and of hydrochloric acid technology From 1974 to 1978, Dr Mizrahi was Managing Director of Miles-Israel Ltd in Haifa, a subsidiary of a multinational corporation in food, pharmaceutical, and speciality chemicals This work included the completion of new plants, the introduction of new products to the world markets, and the stabilization and diversification of operations From 1979 to 2001, he provided independent professional consulting services to corporations worldwide in the fields of organization and streamlining of R&D programs; consolidation, evaluation, and transfer of knowhow; initiation, organization, and evaluation of projects; process design of new plants; troubleshooting and expansion of existing plants; and analysis of corporate development strategy Copyright © 2002 by CRC Press LLC 1360_frame_FM Page 11 Wednesday, May 1, 2002 3:40 PM Acknowledgments This book is dedicated to my wife, Sara, for a lifetime of motivation and support I would like also to acknowledge: • The influence of Professor Avram Baniel from whom I learned very much in various forms of collaboration in many projects over more than decades, since he founded and managed the pioneer team at the IMI Institute for R&D where I spent the first 16 years of my professional career • The friendly and helpful reviews of the draft of this book by Ari Eyal, David Gonen, Chanoch Gorin, David Meir, and Tuvia Zisner • The long and productive interaction over all my professional life with a large number of my friends and colleagues in many countries, the names of whom I cannot list in this limited space Copyright © 2002 by CRC Press LLC 1360_frame_FM Page 13 Wednesday, May 1, 2002 3:40 PM Contents Chapter Why a new industrial chemical process could be needed? 1.1 Changing world 1.2 A better quality product 1.3 Lower cost of production 1.4 Different raw material 1.5 Ecological pressure 1.6 New products for the corporation 1.7 Newly available industrial technology 1.8 New functions for new products 1.9 Corporate public image 1.10 Worth another thought References Chapter Starting the development of a new process 2.1 Driving forces 2.1.1 Backing of a large corporation 2.1.2 Promoting group 2.1.3 The second part 2.1.4 Public authorities 2.2 How a new process is born 2.2.l Normal research and development activity 2.2.2 Personal motivation 2.2.3 Corporate function 2.2.4 Financial and commercial rewards 2.2.5 False starts 2.3 Explicit definition of the development project 2.3.1 Objectives and purposes 2.3.2 Patents 2.3.3 Possible industrial framework 2.3.4 Timetable 2.4 Different stages of a typical program 2.5 Corporate management procedures for new projects 2.6 Worth another thought Copyright © 2002 by CRC Press LLC 1360_frame_Apx1 Page 205 Monday, April 29, 2002 3:40 PM The detailed description of each of the waste streams (if any), as it leaves the plant, after any compulsory waste treatment included in the plant’s scope, should be an important part of the process package The temporary level of objectionable impurities in such streams may possibly jump by orders of magnitude due to operational errors, and such fluctuations should be evaluated and taken into account There should be at least one acceptable form of disposal of each of the waste streams If there are several disposal options, the final choice is a matter to be worked out by the project team during the detailed engineering phase, in relation to the local conditions and regulations and to the associated costs A1.3 Division of the process into sections as illustrated in a block diagram The next step in the preparation of the process package is the division of the “black box” into functional sections, connected by numbered streams These different sections and interconnecting streams can be usefully represented in a block diagram (see typical example in Figure 5.1) Each section is also given a formal name, defining its prevailing chemical mechanism (i.e., gas–liquid reaction, liquid–liquid extraction, evaporation, crystallization, drying, etc.) These formal names will be used in all the project documents and later by the plant staff for many years, so one should think carefully before freezing them The exact definition of each section is important for efficient process design, but this can be complex, as there may be different acceptable divisions In any case, a careful analysis is needed to arrive at a reasonable number of sections, as many people may have to work with these definitions for many years In this context, a section is a definite part of the process in which the flow-rates and compositions of the exit streams are determined uniquely by: • The flow-rates and compositions of the entering streams • The operating conditions controlled by the operator (i.e., the temperature, pressure, residence time, reflux ratio, circulation velocities, etc.) Process streams not always pass from one section to another in a forward direction only In many equilibrium-controlled processes, there are great advantages to recycling some streams in the backward direction, and sometimes this is an absolute necessity A well-known example of this principle is the reflux stream from the condenser to the top of the rectification/distillation column, but the same principle can be applied effectively to most equilibrium-controlled processes The exact return point of each recycle stream could be critical and could determine whether there needs to be division into more sections In certain other processes, the “black box” does include an internal stream circulating between the different sections, which hardly gets outside, Copyright © 2002 by CRC Press LLC 1360_frame_Apx1 Page 206 Monday, April 29, 2002 3:40 PM except for unwanted losses This is typical, for example, in solvent extraction processes, in which a relatively large solvent stream circulates in a closed loop Other examples are the mercury loop in a chlorine-soda plant and the mother-liquor loop in a salt purification plant A buffering tank volume may be needed for averaging the fluctuations of certain streams passing from one section to another In semibatch processes, which, despite their old-fashioned connotations, are still necessary and useful in specific cases, some of the sections fluctuate on-off and require buffering “before and after,” so that the other sections can be operated continuously, in more or less steady state In some other processes, the composition of a raw material may fluctuate and despite all process control efforts, the output streams from certain sections receiving such raw material need to be blended and averaged before proceeding All these aspects should be discussed explicitly at this stage of the process package preparation, in connection to the block diagram, to bridge between the theoretical steady-state ideal and the real-life necessities A1.4 Separate discussions for each section 4.1 There should be a detailed description of the prevailing conditions, successive and overall chemical reactions, and the physical changes or separations obtained, with particular emphasis on the critical items In this description, it is important to convey exactly: • How each of these reactions or separations is controlled • Which are the controlling parameters (for example, temperature, pressure, reactant ratio, velocity, residence time) • How a change in the magnitude of any of the controlling parameters would affect the final result 4.2 A process flow-sheet drawing, which is the most recent “frozen” revision of the preliminary flow-sheet discussed in Chapter , with all the numbered equipment, pipes, valves, and instruments essential for the understanding of the operation of the section This process flow-sheet drawing is the translation of the process block diagram (referred to above) and the chemical mechanisms concepts into the usual chemical engineering methodology and into the chemical plant’s practice This document should be clear also to the “nonchemical” engineers and technicians who will be working on the detailed design and plant construction and should include also the systematic tag-numbering of all pieces of equipment and all main streams, which will then be used as references for all future work 4.3 A list of all the operating variables, which can be controlled by the operator in order to obtain the desired results 4.4 Any design data available, from tests, publications, or internal correlation, on the process behavior or equipment operation This design data should also include the physical properties of each stream Copyright © 2002 by CRC Press LLC 1360_frame_Apx1 Page 207 Monday, April 29, 2002 3:40 PM (specific gravity, specific heat, viscosity, vapor pressure) in the specific operating conditions and the kinetics of the reaction as a function of the operating variables A1.5 Material and heat balances 5.1 Following the discussion of the process design for all the sections, any modeling that may have already been done should be presented and discussed, together with all assumptions and data sources Ideally, a computer model is available and can be readily used to deliver reliable tabulated material and heat balances But generally for a new process under development as discussed above, the preparation of such a model is generally not of the highest priority and it may be available only if, by chance, a modeling specialist is on the team 5.2 Preliminary material and heat balances of all the significant components in all the streams should be prepared on spreadsheets by the usual trial-and-error methods, and included in the process package (together with all assumptions and data sources), clearly marked as “preliminary” and placed “on hold” (in the professional jargon) It is very important to emphasize that, due to the possible gap in the transfer of the project’s working leadership from the promoters to the engineering company, the inclusion of such numerical tables in the process package should be considered for illustration purposes mainly It will be the responsibility of the engineering company, and one of their first tasks, to check and confirm the numerical accuracy of these tables before making further use of them The process modeling effort, which is no longer on the critical path, should then be continued either by the engineering company (if it is within the scope of their contract), or by a specialist consultant The resulting comprehensive model will be used later in the final optimization of the process operation A1.6 Equipment choices 6.1 A preliminary list of all major pieces of equipment, with their tagnumber, formal name, budget installed cost, and possible suppliers, should be prepared on a suitable spreadsheet and included in the process package (see typical example in Table 7.4) This preliminary equipment list is a very important working tool, which is started by the development team on the basis of the different sections of the process flow-sheet, but which will have to be worked out by the engineering company in many formats for many purposes: • For different types of equipment ã For different suppliers Copyright â 2002 by CRC Press LLC 1360_frame_Apx1 Page 208 Monday, April 29, 2002 3:40 PM • • • • • 6.2 6.3 6.4 6.5 For different geographical areas in the plant For piping connections For different materials of construction As a basis for the investment cost sheet To sum-up the electrical drives, etc Note in this regard that a separate list should be started for those electrical consumers that need to be connected to the electrical emergency supply, as this information becomes available The preliminary selection of the type, model, and sizing of each major piece of equipment should be presented in the process package, based on a functional analysis as quantified in the average material balances A specification sheet would be opened for each major piece of equipment, in which this selection should be recorded, together with all the facts related to its function, a detailed explanation of all the possible options for its type, model, size, and any other important specification item, for the selection of the materials of construction, and the estimated electrical requirement, and the reasons for the recommended choice A preliminary list of potential suppliers for the recommended equipment type This list is by no means exhaustive at this stage In certain cases, when only one preferred supplier can be recommended for a major piece of equipment, the situation will be simplified but also more complicated: this creates a critical dependence and many corporations are opposed to such a situation, as a matter of principle In certain cases, the new process may require the development and design of a new or modified type of reactor or separator that cannot be procured readily from an established supplier This requirement has been identified before, but has constituted an additional load on the development effort and has possibly already been dealt in a pilot program In this case, a large part of the process package should be devoted to the analysis of: • The function of the new equipment • The pilot results • The design principles • The sizing calculations • The exact recommendations for the final industrial design As an additional result of this presentation of the major equipment, the plant space needed for the recommended choices (area and height) can be indicated for the preliminary layout studies A1.7 Services 7.1 These services are essential and major cost factors, although they are often considered by the R&D scientists as trivial The options available for each service are not basically different for a new process Copyright © 2002 by CRC Press LLC 1360_frame_Apx1 Page 209 Monday, April 29, 2002 3:40 PM than for a conventional one However, the choices and the options are much wider before the “freezing” of the novel process and/or of the implementation site Those generally needed in most chemical plants are: • Electricity for drives and sometimes also for heating • Cooling water • Saturated steam at several pressures (live or condensing) • Compressed air • Fuel of different kinds • Occasionally, heating oil, nitrogen and/or oxygen are also needed Optimization studies to achieve the cheapest, most convenient solution could make a decisive difference for the economic value of the new process Often the development team is able to start such studies but not complete them, as the economic factors have not been clarified before the process package is presented If there still are attractive prospects, these should be described clearly in the process package 7.2 The nominal consumption rate of each service needed for steady-state operation can be calculated directly from the material and heat balances presented above, and from the equipment list in the previous section for the electrical power Those average consumption rates are used for the (annual-basis) economic calculations, but higher design quantities should be provided to cover the instantaneous rates (i.e., for starting or stopping, or for emergencies) The process package can only provide general guidance on these design quantities, and they may only be finalized after all the detailed information is obtained from the various equipment suppliers So, one of the first assumptions (placed on “hold”) in the detailed process engineering would relate the maximum delivery rate needed for each service These assumptions are generally based on past experience and the intuition of the leading process engineer, but they should be confirmed as soon of possible so that the services supply can be finalized 7.3 Fuel could be needed either for direct use in a combustion device incorporated into the process, or for the dedicated production of steam or other heating medium in the new plant Several types and qualities of fuel can be considered, including coal, liquid petroleum fractions, or natural methane gas In addition to the obvious considerations of delivery cost and convenience, a decisive factor in the choice of fuel will be the impurities in the flue gases discharged from the stack (SO2/SO3, nitric oxides, metallic dust, and so on) and/or of fly-ashes If local ecological restrictions require intensive cleaning installations, this may cancel the advantages of a cheaper fuel 7.4 Condensable saturated steam (at different pressures), or another heating medium (oil) is used in heat exchangers In some cases, it may be purchased from the site’s central services, or from an adjacent producer If not, a steam system should be installed with all the ancillaries, such as the production of boiler-feed water In many cases, Copyright © 2002 by CRC Press LLC 1360_frame_Apx1 Page 210 Monday, April 29, 2002 3:40 PM 7.5 7.6 7.7 7.8 7.9 when large quantities of lower temperature heating are needed, there could be a decisive advantage in a synergetic combination with a plant that has a large excess of waste heat This is of course in addition to any possible internal saving, for example by the use of multipleeffects evaporators or vapor recompression Cooling water is generally produced in the new plant’s own cooling tower The minimum supply temperature (usually of the order of 26 to 30°C) depends on the climatic conditions of the location, and it could be an important limitation in the basic design of the process For example, in many processes that include large-scale evaporation and condensation under vacuum, if the cooling water is not “cold” enough, it becomes necessary to use much more expensive, artificially chilled water, and this can make a significant difference It may sometimes be received from a nearby sea or river at a lower temperature and this can be an important asset Electricity is generally purchased, unless the new demand will be large enough to justify the purchase of a generator Even then, a back-up connection to the external grid will generally be needed Some processes also require an emergency source of electric power for safety or damage control, as mentioned in Section A1.9 below, on safety issues Process water is used in all plants in relatively small quantities and in many different specifications (quality, purity) Generally this supply is not a significant consideration, but it could become very significant in certain hydrometallurgical or mineral projects, and in desert areas In most plants, a fire-fighting water supply and rig must also be supplied from a reliable source, with an adequate back-up to meet possible emergencies Compressed air is generally produced in the new plant at different supply pressures A small quantity is handled separately for pneumatic control at assured pressures, but the larger quantities are generally at a lower supply pressure for large aerobic fermentors, air mixing of pulps, direct-contact drying in closed vessels, etc In certain processes, it could be a major consumption and production cost Oxygen and/or nitrogen as inert gas, if needed, can be purchased in certain cases, or produced on site by an air separation installation A1.8 Materials of construction: options and preferences The choice of the materials of construction that are in direct contact with each of the process streams, which must resist any corrosion or erosion action, can be critical to assure a long plant life A large choice of sophisticated materials is now available, i.e., different kinds of metallic alloys, polymers, glass, ceramics, refractory bricks, etc One of the main considerations is that some of these materials are quite expensive and involve a large investment Options for each of the streams should be indicated in the process package, together with any relevant factual information (previous experience, tests, and Copyright © 2002 by CRC Press LLC 1360_frame_Apx1 Page 211 Monday, April 29, 2002 3:40 PM expert’s recommendations) However, the choice of the “least-expensive-butreliable” option should be an essential part of the project manager’s responsibility and this should be indicated clearly in the process package, even in those cases when it may be considered trivial and well known Should there be any doubt on choice of construction material for a particular stream at the time of reviewing the process package, this reservation should be indicated (“hold”) Thus, the engineering company will not make any binding commitment on this item, until it is further clarified and confirmed with experts or by corrosion tests, and the “hold” removed by the process manager A1.9 Safety aspects Those who work in the chemical industry routinely encounter potential safety hazards, including fire, explosion, burning, poisoning, radioactivity, thermal or visual radiation, and air or water contamination Nevertheless, it is the responsibility of the process developers to indicate clearly in the process package if there could be new or unusual hazards in the novel process They should also provide any available data relevant to the evaluation of the extent of the known safety hazards, such as data on the ignition point, flash point, explosive ratio, volatile components or gaseous emissions, poisonous or carcinogenic effect on humans, for different streams Engineering companies that design chemical plants are generally experienced and have their own experts in this field The design and specification of the provisions needed for preventing such hazards (whether “conventional” or emphasized in the process package) in the new plant, and eventually for controlling them, is a definite part of the detailed engineering work This work may be guided by specialist consultants, within the framework of external statutory regulations and insurance requirements This specification is also generally linked to the ecological permitting procedures in effect in the particular area Copyright © 2002 by CRC Press LLC 1360_frame_Apx2 Page 213 Monday, April 29, 2002 3:40 PM appendix Functional organization structure of a typical development project A2.1 Successive stages The functional organization structure of a typical process development project is critically important, but is also complex and constantly evolving, depending on local and personal circumstances For that reason, this organization has been, more often than not, left to the “play of forces” or to the wisdom of the manager in charge, and the results may or may not have been effective This appendix considers the objective demands on the organization, in order to increase its chances of success The resources discussed in Chapters and are organized here in a more conventional hierarchic structure, in which every leader is responsible for four to six functions In this regard, one should recognize the basic differences in the three main stages of the project, as these relate to the demands on the organization 1.1 The invention and promotion stage, which may have one of two contexts, depending on whether: • It is done inside the implementing corporation, in its R&D department or “new business” department, on the basis of the corporation’s already established position in the field and of its accumulated know-how • It is done by external promoters, prompted by published information about the potential need for such process, and possibly also by their desire to promote sales of new technology, equipment, or services 1.2 The process development stage, with the financial support of a corporation and under a designated project manager, until a decision is reached to build a plant Copyright © 2002 by CRC Press LLC 1360_frame_Apx2 Page 214 Monday, April 29, 2002 3:40 PM 1.3 The construction and running-in of the plant, under the project manager, until the responsibility is transferred to the plant manager A2.2 The invention and promotion stage See Figure A2.1 2.1 The inventors (there are usually two or three co-inventors) or corporate R&D scientists have generally limited executive resources of their own, and they typically form collaborative links with promoters, which can take different organizational forms, depending on local conditions and personalities From the working organization’s point of view at this stage, the inventors should be controlling the following functions: the literature and patent search, the process engineers, and the laboratory feasibility tests They should also be in working contact with the patent attorney 2.2 The promoters, or the corporate managers in charge of R&D or “new business” have the function of defining a favorable implementation literature and patent search inventors promoters process engineering consulting and costing engineering feasibility lab tests business consultant patent attorney lawyers negotiation and agreement with corporation Figure A2.1 Invention and promotion stage Copyright © 2002 by CRC Press LLC 1360_frame_Apx2 Page 215 Monday, April 29, 2002 3:40 PM 2.3 2.4 2.5 2.6 2.7 scheme, contacting the corporation at the suitable level, promoting and negotiating an agreement concerning the development program They have to prepare the proposal in a presentable and attractive form, on the basis of the information relayed by the inventors They will be using for that purpose specialist consultants, costing engineers, business advisers, agents, and lawyers At this stage, an exploratory literature and patent search begins using material already on file, probably performed by the inventors’ assistants in an academic library and on internet data bases, with trialand-error and direct feedback This exploratory work could also be subcontracted, i.e., to graduate students Many patent attorneys are also organized to supply such services at affordable rates In any case, the analysis of the results from this search will require the personal attention of the inventors Preliminary feasibility tests are very important and are generally done under the direct supervision of the inventors, first, to reassure the inventors that they are working on a reasonably firm basis, then to supply concrete exploratory results to be compared to the expected/predicted results In addition these preliminary tests will provide observations on the behavior of the reacting and resulting phases In many cases, such tests may have to repeated later, as a demonstration to the delegates of the prospective implementing corporation, so that special attention is often devoted to obtain a show-case impressive format Engineering consultants advise the inventors and promoters of what can and cannot be done in the way of implementing the new process This input can have a critical effect on the focusing of the basic features of the new process Then, the engineering consultants will prepare the preliminary process definition and flow-sheet, the basic balances and cost estimates, and will present these in a preliminary engineering report, in an acceptable and “friendly” format, which will be used by the promoters in their future presentations The patent attorney is either a free practitioner or a full-time employee of the organization connected to the inventors/promoters At this stage, he or she will advise the inventors and promoters about the procedure and the wording of the first patent application, and file it with the patent office In later stages of the project, the patent attorney will help to formulate the scientific aspects of the claims There are business consultants who specialize in selling and buying industrial intellectual properties They advise the inventors and promoters about the acceptable procedure and the criteria for selecting and contacting a prospective corporation, which may be interested in the new development In many cases, they also provide personal introductions from their previous records They will also prepare a preliminary economic and market analysis, in a conventional format, and (hopefully) with attractive bottom lines, which shall be used by the promoters in their presentations Copyright © 2002 by CRC Press LLC 1360_frame_Apx2 Page 216 Monday, April 29, 2002 3:40 PM A2.3 The process development stage See Figure A2.2 3.1 The project manager is nominated by, and reports to, the corporation’s relevant manager Apart from his executive assistants, he should in direct working contact with the inventors/promoters, and in direct control of the leaders of the following functions : • Engineering deputy • Senior process engineer • Know-how management • Marketing specialist • Coordination with site management 3.2 The inventors/promoters continue to participate in the project’s core team on a consulting basis, making their basic know-how available, mainly for the experimental program Their main daily contacts are with the senior process engineer and with the “know-how management” function (see below) 3.3 The engineering deputy of the project manager (in fact “number two” on the team) manages the following functions (see Figure A2.3): • Cost engineer, in direct daily contact, who also handles the engineering files and contacts with outside suppliers corporation management and services project manager inventors/ promoters senior process engineer engineering deputy see Figure A2.3 see Figure A2.4 know-how management see Figure A2.5 coordination with site management Figure A2.2 Process development stage I Copyright © 2002 by CRC Press LLC marketing specialist 1360_frame_Apx2 Page 217 Monday, April 29, 2002 3:40 PM project manager engineering deputy equipment designers/ suppliers cost engineer plant operation specialist plant safety expert economic studies and analysis market specialist Figure A2.3 Process development stage II • Plant operation specialist, generally a part-time job, who is coordinating all issues related to the future plant’s operation, staffing, and safety procedure, and should be coordinating efforts to find acceptable solutions • Plant safety expert, also a part-time job, possibly an external consultant • Economic studies and analysis, possibly with the participation of another corporate department and/or of an engineering company and based on the input of the market specialist • Designers and/or suppliers of major equipment, who provide the necessary information before any formal bidding, and participate in piloting 3.4 The senior process engineer, working in direct contact with the project manager and the inventors/promoters, and managing the following functions (see Figure A2.4): • Process engineers — a number of full-time process engineers who prepare the process flow-sheets, studies of alternative options, balance spreadsheets, equipment specifications, correlation of experimental data, etc Copyright © 2002 by CRC Press LLC 1360_frame_Apx2 Page 218 Monday, April 29, 2002 3:40 PM project manager inventors/ promoters senior process engineer process modeling specialist process engineers R&D laboratories pilot installations corrosion and material specialist Figure A2.4 Process development stage III • Process modeling specialist — who prepares and updates the mathematical model and analyzes the results of various runs • R&D laboratories — the senior process engineer also manages contracts with the R&D laboratories and coordinates the experimental work ordered, by supplying detailed instructions, materials, and additional personnel as needed, in addition to reviewing the reports and approving the accounts • Pilot installations — a similar organization relates to contracts for work ordered with external pilot installations, except that the process engineers on the project’s team are likely to participate personally and closely in these tests and in the analyses of the results • Corrosion and materials specialist — who coordinates the testing and collection of information required for determining the construction materials to be used 3.5 Know-how management (see Figure A2.5): most large corporations have specialists who can fill this function on a part-time basis In less complicated cases, this function may be filled by the inventors or by the senior process engineer It involves a considerable amount of paperwork for the orderly management and up-dating of the intellectual propriety, in direct contact with the relevant patent attorney and publication search specialist Copyright © 2002 by CRC Press LLC 1360_frame_Apx2 Page 219 Monday, April 29, 2002 3:40 PM project manager inventors/ promoters know-how management patent attorney publication search specialist Figure A2.5 Know-how management 3.6 The marketing specialists of the corporation who conducted the field tests (see Chapter 9) are expected to report back as soon as possible with findings and recommendations concerning the details of the products that should preferably be changed, or adapted, in order to get a better sales return or market share Such feedback is also required for the final economic studies, to confirm the estimated sales revenue from the products 3.7 Coordination with site management: if the new plant is erected within a larger industrial site owned by the corporation, there should be a lot of coordination with the site management Generally, this is time well spent, as the help obtained is of great practical value A2.4 The construction and running-in period All the functions described above in Section A2.3 are continuing during this period, under the project manager, with some changes in emphasis and with the following additions (see Figure A2.6): 4.1 The engineering company staff, which is doing the detailed plant design and issuing drawings and specifications for approval by the project manager or his delegate This staff is generally drawn from different departments in the engineering company 4.2 The construction manager and his staff manages all the activities related to procurement, construction, equipment erection, etc., and all the actual contractors on site While formally under the supervision of the project manager, the construction manager has generally a wide operating authority to organize the work on the site 4.3 The new plant manager and operating staff, who are trained to receive and operate the plant in coordination with the existing site management (see Chapter 11) Copyright © 2002 by CRC Press LLC 1360_frame_Apx2 Page 220 Monday, April 29, 2002 3:40 PM corporation management and services project manager site management senior process engineer new plant manager engineering company new plant staff construction manager Figure A2.6 Plant construction and running-in stage 4.4 On the project team, the following tasks are emphasized in this period: • The process engineers work mainly on checking and coordination of the design and assisting in training and preparation for start-up • Complementary R&D tests may be needed to ascertain certain details of the design • Cost engineering personnel are still fully occupied with economic studies and analysis of alternatives (this line of work seems to be never ending) • Financial coordination and control need to be maintained, according to the established corporate criteria, with the relevant departments of the owning corporation This becomes very important and time-consuming, with the total amount of money spent Copyright © 2002 by CRC Press LLC .. .DEVELOPING an INDUSTRIAL CHEMICAL PROCESS An Integrated Approach Copyright © 2002 by CRC Press LLC DEVELOPING an INDUSTRIAL CHEMICAL PROCESS An Integrated Approach Joseph Mizrahi... Introduction A new industrial chemical process is concerned, in the final analysis, with chemistry and technology, plants and products, and markets and finances But the successful development and implementation... added many new, potent processing possibilities Today, the advances in industrial biotechnology are notable and already offering industrial ways to replace many old chemical synthesis processes and