Process Engineering and Industrial Management

Process Engineering, the science and art of transforming raw materials and energy into a vast array of commercial materials, was conceived at the end of the 19th Century. Its history in the role of the Process Industries has been quite honorable, and techniques and products have contributed to improve health, welfare and quality of life. Today, industrial enterprises, which are still a major source of wealth, have to deal with new challenges in a global world. They need to reconsider their strategy taking into account environmental constraints, social requirements, profit, competition, and resource depletion."Systems thinking" is a prerequisite from process development at the lab level to good project management. New manufacturing concepts have to be considered, taking into account LCA, supply chain management, recycling, plant flexibility, continuous development, process intensification and innovation.This book combines experience from academia and industry in the field of industrialization, i.e. in all processes involved in the conversion of research into successful operations. Enterprises are facing major challenges in a world of fierce competition and globalization. Process engineering techniques provide Process Industries with the necessary tools to cope with these issues. The chapters of this book give a new approach to the management of technology, projects and manufacturing. Contents Part 1: The Company as of Today1. The Industrial Company: its Purpose, History, Context, and its Tomorrow?, Jean-Pierre Dal Pont.2. The Two Modes of Operation of the Company - Operational and Entrepreneurial, Jean-Pierre Dal Pont.3. The Strategic Management of the Company: Industrial Aspects, Jean-Pierre Dal Pont.Part 2: Process Development and Industrialization4. Chemical Engineering and Process Engineering, Jean-Pierre Dal Pont.5. Foundations of Process Industrialization, Jean-Francois Joly.6. The Industrialization Process: Preliminary Projects, Jean-Pierre Dal Pont and Michel Royer.7. Lifecycle Analysis and Eco-Design: Innovation Tools for Sustainable Industrial Chemistry, Sylvain Caillol.8. Methods for Design and Evaluation of Sustainable Processes and Industrial Systems, Catherine Azzaro-Pantel.9. Project Management Techniques: Engineering, Jean-Pierre Dal Pont.Part 3: The Necessary Adaptation of the Company for the Future10. Japanese Methods, Jean-Pierre Dal Pont.11. Innovation in Chemical Engineering Industries, Oliver Potier and Mauricio Camargo.12. The Place of Intensified Processes in the Plant of the Future, Laurent Falk.13. Change Management, Jean-Pierre Dal Pont.14. The Plant of the Future, Jean-Pierre Dal Pont. Cover......Page 1 Process Engineering and Industrial Management......Page 3 Title Page......Page 5 Copyright Page......Page 6 Table of Content......Page 7 Foreword......Page 17 Foreword......Page 19 Introduction......Page 21 Acknowledgments......Page 27 PART 1: THE COMPANY AS OF TODAY......Page 31 Chapter 1 The Industrial Company: its Purpose, History,Context, and its Tomorrow?......Page 33 1.1. Purpose, structure, typology......Page 34 1.1.1. The four pillars of the company......Page 35 1.1.2. Typology of enterprises......Page 37 1.2.1. The Europeanization of the planet......Page 38 1.2.3. The Industrial Revolution in England......Page 40 1.2.4. Taylorism, Fordism, Fayolism......Page 47 1.2.5. The advent of research......Page 49 1.2.6. The individual in the company......Page 50 1.3.1. Globalization......Page 54 1.3.2. Sustainable development......Page 58 1.4.2. Global warming – greenhouse effect......Page 62 1.4.3. Ecology and ecosystems......Page 63 1.4.4. Oceans......Page 65 1.4.5. Demography......Page 67 1.4.6. Energy......Page 71 1.4.8. What will be the future for French agriculture?......Page 74 1.5. The company of tomorrow. Some thoughts......Page 75 1.5.1. Emerging countries......Page 76 1.5.2. What are the values for tomorrow?......Page 77 1.5.3. A new company for a new society......Page 78 1.6. Bibliography......Page 79 Chapter 2 The Two Modes of Operation of theCompany–Operational and Entrepreneurial......Page 81 2.1.1. Management − company structure organization − organization chart......Page 83 2.1.2. Corporate governance......Page 98 2.2. Entrepreneurial mode, project management – the operational/entrepreneurial conflict......Page 126 2.3. Bibliography......Page 129 Chapter 3 The Strategic Management of the Company:Industrial Aspects......Page 131 3.1. Systemic view of the industrial company......Page 132 3.2. Strategy and strategic analysis of the company......Page 133 3.2.1. Strategic analysis tools......Page 135 3.3. Development of the strategic plan: its deliverables......Page 137 3.4. Technological choices and vocations......Page 138 3.5. Bibliography......Page 141 PART 2: PROCESS DEVELOPMENT AND INDUSTRIALIZATION......Page 143 4.1. History of chemical engineering and process engineering......Page 145 4.1.1. Chemical engineering......Page 146 4.2.2. The scientific bases and basic tools of process engineering......Page 149 4.3.1. Classification of reactors based on the method of feeding......Page 151 4.3.2. Classification according to the phases present......Page 153 4.4.1. The enzymatic bioreactions......Page 156 4.4.2. Bioreactions using microorganisms......Page 157 4.5.2. Heat transfer; power, cooling, and heat generation......Page 159 4.6. Unit operations......Page 161 4.6.1. Crystallization in solution......Page 162 4.6.2. Drying and gas/solid contact......Page 163 4.6.3. Distillation......Page 164 4.6.5. An example of development: membrane technologies......Page 166 4.7. Separation processes: process engineering and the new challenges for life sciences......Page 171 4.8. Acknowledgments......Page 174 4.9. Bibliography......Page 175 5.1. Introduction......Page 177 5.2. The various stages of process development: from research to the foundations of industrialization......Page 178 5.3. The pre-study (or pre-development process)......Page 179 5.3.1. Experimental tools for acquiring kinetic data......Page 183 5.4.1. Introduction......Page 187 5.4.2. Data acquisition process......Page 188 5.4.3. Process schemes, simulation, and optimization of the process as a whole......Page 211 5.4.4. End of the development process, the foundations of industrialization......Page 213 5.5. General conclusion......Page 214 5.6. Bibliography......Page 216 5.7. List of acronyms......Page 218 Chapter 6 The Industrialization Process: Preliminary Projects......Page 219 6.1. Steps of industrialization......Page 222 6.2. Bases of industrialization or process development......Page 223 6.3.1. Design of the industrial process – preliminary engineering − preliminary projects......Page 224 6.4. Cost and typical duration of industrialization studies......Page 228 6.5. Content of an industrialization project – conceptual engineering......Page 229 6.6. Typical organization of an industrialization project......Page 231 6.7.1. The questions posed by the business to the industrial function......Page 232 6.7.2. The questions posed by the industrial function to the business......Page 233 6.8.1. Parallel projects......Page 234 6.9. The industrial preliminary projects......Page 235 6.9.1. Origin of industrial preliminary projects......Page 236 6.9.2. Perception of a preliminary project by the various players in the company......Page 237 6.10. Selection of production sites......Page 239 6.11. The consideration of sustainability in the preliminary projects......Page 240 6.11.1. HHS indicator......Page 241 6.11.3. SEP indicator......Page 242 6.11.4. SPI indicator......Page 243 6.11.6. EPS indicator......Page 244 6.12.1. Capacities of the installation......Page 245 6.12.2. Description of the process and essential characteristics......Page 247 6.12.4. Regulatory risks......Page 251 6.13. Modification of the project scope......Page 252 6.14.1. Essential characteristics of an industrial site......Page 253 6.14.2. Impact of a new process unit on an existing site......Page 256 6.15.1. Technical checklist......Page 258 6.15.2. Executive summary......Page 259 6.16. Bibliography......Page 262 7.1.1. The lessons of Easter Island......Page 263 7.1.2. On the carrying capacity......Page 266 7.2.1. Global turmoils......Page 267 7.2.2. New constraints of industrial chemistry......Page 270 7.3.1. Eco-design: a few definitions......Page 273 7.3.2. The lifecycle assessment: history......Page 274 7.3.3. Lifecycle assessment: concept and definitions......Page 276 7.3.4. Defining the objectives and scope of the lifecycle assessment......Page 277 7.3.5. Lifecycle inventory analysis......Page 279 7.3.6. Assessing the impact of the lifecycle......Page 281 7.3.7. Interpretation of the lifecycle......Page 285 7.3.8. LCA software......Page 287 7.4.1. Example: LCA of supermarket shopping bags......Page 288 7.4.2. Example of eco-design from a manufacturer of office furniture......Page 294 7.4.4. The integration process of eco-design in the company......Page 295 7.5.1. On the importance of hypotheses......Page 297 7.5.3. On the influence of allocation rules......Page 299 7.5.4. On the choice of recycling......Page 300 7.6. Conclusion: the future of eco-design......Page 301 7.7. Bibliography......Page 303 8.1.1. Concept of sustainable development in process engineering......Page 305 8.1.2. Indicators, indices, and metrics of sustainable development in process engineering......Page 306 8.2.1. AIChE metrics......Page 309 8.2.2. IChemE metrics......Page 311 8.2.3. Using sustainable development metrics......Page 315 8.3. Potential environmental impact index (waste reduction algorithm)......Page 316 8.3.1. Theory of the potential environmental impact......Page 317 8.3.2. Categories of environmental impacts......Page 319 8.4. SPI (Sustainable Process Index)......Page 322 8.6. Indicators resulting from a lifecycle assessment......Page 324 8.6.2. Choice of the method of impact categories......Page 325 8.7. Process design methods and sustainable systems......Page 327 8.8. Conclusion......Page 329 8.9. Bibliography......Page 331 9.1.1. The engineer......Page 337 9.1.2. Engineering......Page 339 9.2.1. Project concept......Page 340 9.2.2. Organization of an engineering project – client / project manager interface......Page 342 9.3.1. WBS (work breakdown structure)......Page 344 9.3.2. Value analysis (VA) [AFN 97, DAL 03, LED 91]......Page 347 9.3.3. Functional analysis (FA)......Page 352 9.3.4. The project scope (PS)......Page 358 9.3.5. Planning......Page 359 9.4.1. Process Engineering......Page 361 9.4.2. Construction management – monitoring the progress of the project – cost and time......Page 372 9.5. The amount of investment......Page 374 9.6.1. Principle of calculation of cash flows......Page 380 9.6.3. Concept of discount [MAR 79]......Page 381 9.6.5. Rapid methods: the calculations of the grocer (examples)......Page 382 9.8. Bibliography......Page 383 PART 3: THE NECESSARY ADAPTATION OF THE COMPANY FOR THE FUTURE......Page 385 10.1.2. A bit of history......Page 387 10.2.1. A brief account of the Deming system......Page 389 10.2.2. The Japanese system from SQC to TQM......Page 390 10.3. The Toyoda family – Taiichi Ohno – The Toyota Empire......Page 392 10.4. Toyotism......Page 393 10.4.1. General philosophy – principles of management......Page 394 10.4.2. Problem solving......Page 395 10.4.5. Improvements at the workplace......Page 396 10.5. The American response......Page 398 10.6. Bibliography......Page 399 Chapter 11 Innovation in Chemical Engineering Industries......Page 401 11.1. Definition of innovation......Page 402 11.2. Field of innovation in the chemical engineering industry......Page 406 11.3. The need for innovation......Page 407 11.4. Methods for innovation in chemical engineering industry......Page 410 11.4.1. Method of “Creativity Under Constraints”......Page 411 11.4.2. Approach by the TRIZ method......Page 413 11.4.3. Management of the innovation process......Page 415 11.4.4. The company organized to innovate......Page 421 11.4.5. Technical choices......Page 424 11.5. Conclusion......Page 425 11.6. Bibliography......Page 426 12.1. Process intensification in the context of sustainable development......Page 431 12.2. Main principles of intensification......Page 434 12.2.1. Mass, heat and mixing limitations......Page 435 12.2.2. Thermodynamic limitations......Page 436 12.2.3. Limitation by energy input......Page 437 12.3. Connection between intensification and miniaturization......Page 438 12.4.1. Intensification for safer processes......Page 444 12.4.2. Intensified processes for energy......Page 445 12.5. New economic models implied by process intensification......Page 446 12.5.1. Assessment of operation cost reduction......Page 447 12.5.2. Assessment of investment costs of intensified processes......Page 450 12.5.3. Technico-economic advantages of the modular plant......Page 454 12.6. Conclusion......Page 459 12.7. Bibliography......Page 460 Chapter 13 Change Management......Page 467 13.2.1. The company, a multitude of processes (processes, methods, procedures)......Page 468 13.2.2. The expertise of the company – core competencies......Page 470 13.3. Human aspects of change......Page 474 13.3.1. Creating a feeling of trust......Page 475 13.3.3. Brainstorming......Page 476 13.4.3. Pareto analysis......Page 477 13.4.4. External audits......Page 483 13.5.1. Continuous improvement and process control......Page 484 13.5.2. Looking for a breakthrough......Page 487 13.5.3. Corporate risk......Page 489 13.6. Re-engineering, the American way......Page 491 13.7. Conclusion......Page 492 13.8. Bibliography......Page 493 Chapter 14 The Plant of the Future......Page 495 14.1.1. France – heat wave of 2003......Page 496 14.1.2. The ISO 26 000 standard......Page 498 14.2. Typology of means of production......Page 499 14.2.1. Industrial facilities reviewed in the light of the......Page 501 14.3.1. Products......Page 503 14.3.3. The plant of the future......Page 504 14.5. The IT revolution – IT management......Page 507 14.6. And the individual?......Page 510 14.7. Conclusion......Page 511 14.8. Bibliography......Page 512 List of Authors......Page 515 Index......Page 517

Process Engineering, the science and art of transforming raw materials and energy into a vast array of commercial materials, was conceived at the end of the 19th Century. Its history in the role of the Process Industries has been quite honorable, and techniques and products have contributed to improve health, welfare and quality of life. Today, industrial enterprises, which are still a major source of wealth, have to deal with new challenges in a global world. They need to reconsider their strategy taking into account environmental constraints, social requirements, profit, competition, and resource depletion.
"Systems thinking" is a prerequisite from process development at the lab level to good project management. New manufacturing concepts have to be considered, taking into account LCA, supply chain management, recycling, plant flexibility, continuous development, process intensification and innovation.
This book combines experience from academia and industry in the field of industrialization, i.e. in all processes involved in the conversion of research into successful operations. Enterprises are facing major challenges in a world of fierce competition and globalization. Process engineering techniques provide Process Industries with the necessary tools to cope with these issues. The chapters of this book give a new approach to the management of technology, projects and manufacturing.

Contents

Part 1: The Company as of Today
1. The Industrial Company: its Purpose, History, Context, and its Tomorrow?, Jean-Pierre Dal Pont.
2. The Two Modes of Operation of the Company – Operational and Entrepreneurial, Jean-Pierre Dal Pont.
3. The Strategic Management of the Company: Industrial Aspects, Jean-Pierre Dal Pont.
Part 2: Process Development and Industrialization
4. Chemical Engineering and Process Engineering, Jean-Pierre Dal Pont.
5. Foundations of Process Industrialization, Jean-François Joly.
6. The Industrialization Process: Preliminary Projects, Jean-Pierre Dal Pont and Michel Royer.
7. Lifecycle Analysis and Eco-Design: Innovation Tools for Sustainable Industrial Chemistry, Sylvain Caillol.
8. Methods for Design and Evaluation of Sustainable Processes and Industrial Systems, Catherine Azzaro-Pantel.
9. Project Management Techniques: Engineering, Jean-Pierre Dal Pont.
Part 3: The Necessary Adaptation of the Company for the Future
10. Japanese Methods, Jean-Pierre Dal Pont.
11. Innovation in Chemical Engineering Industries, Oliver Potier and Mauricio Camargo.
12. The Place of Intensified Processes in the Plant of the Future, Laurent Falk.
13. Change Management, Jean-Pierre Dal Pont.
14. The Plant of the Future, Jean-Pierre Dal Pont.

Process Engineering, the science and art of transforming raw materials and energy into a vast array of commercial materials, was conceived at the end of the 19th Century. Its history in the role of the Process Industries has been quite honorable, and techniques and products have contributed to improve health, welfare and quality of life. Today, industrial enterprises, which are still a major source of wealth, have to deal with new challenges in a global world. They need to reconsider their strategy taking into account environmental constraints, social requirements, profit, competition, and resource depletion.
'Systems thinking' is a prerequisite from process development at the lab level to good project management. New manufacturing concepts have to be considered, taking into account LCA, supply chain management, recycling, plant flexibility, continuous development, process intensification and innovation.
This book combines experience from academia and industry in the field of industrialization, i.e. in all processes involved in the conversion of research into successful operations. Enterprises are facing major challenges in a world of fierce competition and globalization. Process engineering techniques provide Process Industries with the necessary tools to cope with these issues. The chapters of this book give a new approach to the management of technology, projects and manufacturing.

Contents

Part 1: The Company as of Today
1. The Industrial Company: its Purpose, History, Context, and its Tomorrow?, Jean-Pierre Dal Pont.
2. The Two Modes of Operation of the Company – Operational and Entrepreneurial, Jean-Pierre Dal Pont.
3. The Strategic Management of the Company: Industrial Aspects, Jean-Pierre Dal Pont.
Part 2: Process Development and Industrialization
4. Chemical Engineering and Process Engineering, Jean-Pierre Dal Pont.
5. Foundations of Process Industrialization, Jean-François Joly.
6. The Industrialization Process: Preliminary Projects, Jean-Pierre Dal Pont and Michel Royer.
7. Lifecycle Analysis and Eco-Design: Innovation Tools for Sustainable Industrial Chemistry, Sylvain Caillol.
8. Methods for Design and Evaluation of Sustainable Processes and Industrial Systems, Catherine Azzaro-Pantel.
9. Project Management Techniques: Engineering, Jean-Pierre Dal Pont.
Part 3: The Necessary Adaptation of the Company for the Future
10. Japanese Methods, Jean-Pierre Dal Pont.
11. Innovation in Chemical Engineering Industries, Oliver Potier and Mauricio Camargo.
12. The Place of Intensified Processes in the Plant of the Future, Laurent Falk.
13. Change Management, Jean-Pierre Dal Pont.
14. The Plant of the Future, Jean-Pierre Dal Pont.

Process Engineering, the science and art of transforming raw materials and energy into a vast array of commercial materials, was conceived at the end of the 19th Century. Its history in the role of the Process Industries has been quite honorable, and techniques and products have contributed to improve health, welfare and quality of life. Today, industrial enterprises, which are still a major source of wealth, have to deal with new challenges in a global world. They need to reconsider their strategy taking into account environmental constraints, social requirements, profit, competition, and resource depletion. “Systems thinking” is a prerequisite from process development at the lab level to good project management. New manufacturing concepts have to be considered, taking into account LCA, supply chain management, recycling, plant flexibility, continuous development, process intensification and innovation. This book combines experience from academia and industry in the field of industrialization, i.e. in all processes involved in the conversion of research into successful operations. Enterprises are facing major challenges in a world of fierce competition and globalization. Process engineering techniques provide Process Industries with the necessary tools to cope with these issues. The chapters of this book give a new approach to the management of technology, projects and manufacturing. Contents Part 1: The Company as of Today 1. The Industrial Company: its Purpose, History, Context, and its Tomorrow?, Jean-Pierre Dal Pont. 2. The Two Modes of Operation of the Company – Operational and Entrepreneurial, Jean-Pierre Dal Pont. 3. The Strategic Management of the Company: Industrial Aspects, Jean-Pierre Dal Pont. Part 2: Process Development and Industrialization 4. Chemical Engineering and Process Engineering, Jean-Pierre Dal Pont. 5. Foundations of Process Industrialization, Jean-François Joly. 6. The Industrialization Process: Preliminary Projects, Jean-Pierre Dal Pont and Michel Royer. 7. Lifecycle Analysis and Eco-Design: Innovation Tools for Sustainable Industrial Chemistry, Sylvain Caillol. 8. Methods for Design and Evaluation of Sustainable Processes and Industrial Systems, Catherine Azzaro-Pantel. 9. Project Management Techniques: Engineering, Jean-Pierre Dal Pont. Part 3: The Necessary Adaptation of the Company for the Future 10. Japanese Methods, Jean-Pierre Dal Pont. 11. Innovation in Chemical Engineering Industries, Oliver Potier and Mauricio Camargo. 12. The Place of Intensified Processes in the Plant of the Future, Laurent Falk. 13. Change Management, Jean-Pierre Dal Pont. 14. The Plant of the Future, Jean-Pierre Dal Pont.