New Appoaches in the Process Industries: The Manufacturing Plant of the Future

Half-Title Page
Title Page
Copyright Page
Contents
Foreword
Acknowledgments
Introduction: New Approaches to the Process Industries: The Manufacturing Plant of the Future
1: Project Management – Systems Engineering – the Industrialization Process
	1.1. Projects and project management
		1.1.1. Definitions
		1.1.2. Project critical success factors
	1.2. Systems engineering
		1.2.1. Systems classification
	1.3. The industrialization process
		1.3.1. Definition: the industrialization steps
		1.3.2. Origin of projects – the initialization phase – preliminary projects
		1.3.3. Industrialization steps. Typical costs and relevant documents – time scale
		1.3.4. Validation steps and project stakeholders’ involvement
	1.4. Project engineering
		1.4.1. Conceptual engineering and WBS
		1.4.2. Project organization: customer/contractor relationship
		1.4.3. Project scope control: engineering tools
		1.4.4. The project on the owner’s side – the investment file – impact on company profitability
	1.5. Bibliography
2: Metrics for Sustainability Assessment of Chemical Processes
	2.1. Sustainable development in chemical process engineering
	2.2. Indicators, indices and metrics for sustainability
	2.3. Frontiers of the system
	2.4. Metrics
		2.4.1. Stages in sustainable process design
		2.4.2. AIChE metrics
		2.4.3. IChemE metrics
		2.4.4. Using metrics for sustainable development
		2.4.5. Potential environmental impact index (waste reduction algorithm, WAR)
			2.4.5.1. Principles
			2.4.5.2. Categories of environmental impact potential in the WAR method
			2.4.5.3. Application of the WAR algorithm
		2.4.6. Sustainable process index (SPI)
		2.4.7. Exergy as a thermodynamic base for sustainable development metrics
		2.4.8. Indicators from system-based environmental assessment management
			2.4.8.1. ERA, EIA, MFA and LCA
			2.4.8.2 Specific focus on LCA
			2.4.8.3. Main methods of impact categories
		2.4.9. Toward a sustainable lifecycle assessment
	2.5. Design methods for sustainable processes and systems
		2.5.1. Several roads to more sustainable processes and systems
		2.5.2. Industrial ecology
		2.5.3. Lifecycle assessment
		2.5.4. Green chemistry/green engineering, process intensification and waste management
	2.6. Conclusions
	2.7. Bibliography
3: From Preliminary Projects to Projects
	3.1. Introduction
	3.2. Process design: an interactive and multiple-step activity
	3.3. Process flowsheeting
	3.4. Optimization methods
		3.4.1. Multi-objective optimization (MOOP)
		3.4.2. MCDM (Multiple Choice Decision-Making) methods
	3.5. Literature review in process modeling/optimization techniques and tools based on LCA
	3.6. Case study: eco-designing a biodiesel production process
		3.6.1. Biodiesel as an alternative to fossil fuel
		3.6.2. Methodology and tools
		3.6.3. Biodiesel production simulation
		3.6.4. Inventory data and identification of potential factors
		3.6.5. Optimization of biodiesel production
	3.7. Conclusions and suggestions
	3.8. Bibliography
4: Analysis of the Strategy of the Enterprise and the Enterprise Strategic Plan
	4.1. The industrial enterprise: basic main features
	4.2. The couple “product/market”
		4.2.1. Product viewed at the enterprise level
		4.2.2. The product seen by the customer
	4.3. Product profitability: turnover and margins
		4.3.1. Product cost evaluation
			4.3.1.1. Proportional costs (PC)
			4.3.1.2. Non-proportional costs (NPC) or fixed costs
			4.3.1.3. Depreciation and amortization costs
		4.3.2. Margin analysis
			4.3.2.1. Contribution
			4.3.2.2. Gross margin/gross profit
			4.3.2.3. Facility nameplate capacity: a key question
			4.3.2.4. Break-even point
			4.3.2.5. Other margins at the company level
	4.4. Company and industrial processes evaluation
		4.4.1. Benchmarking
			4.4.1.1. Implementing benchmarking process
			4.4.1.2. Sources of benchmarking
			4.4.1.3. The benchmarking team and the implementation process
		4.4.2. Industrial site selection and existing site evaluation
		4.4.3. BCG analysis
		4.4.4. SWOT analysis
	4.5. Enterprise industrial strategic analysis
	4.6. Enterprise industrial strategic action plan
	4.7. Bibliography
5: Excellence in Manufacturing and Operations Control
	5.1. Importance of manufacturing
	5.2. The manufacturing facility – the heart of the industrial enterprise
		5.2.1. The supply chain concept (see Figure 5.2)
	5.3. Typology of industrial facilities and technology considerations
		5.3.1. Production unit – main types
			5.3.1.1. Project organization
			5.3.1.2. Job shop
			5.3.1.3. Batch process facilities
			5.3.1.4. Continuous process facilities
		5.3.2. VAT analysis
			5.3.2.1. I flow
			5.3.2.2. V flow
			5.3.2.3. A flow
			5.3.2.4. T flow
		5.3.3. Plant support functions
			5.3.4. Interaction between manufacturing site and the corporate functions
			5.3.5. Plant architecture
	5.4. Operations management
		5.4.1. The two modes of a company/manufacturing operations: the operational mode and the entrepreneurial mode
		5.4.2. Plant operations monitoring and control
			5.4.2.1. Scorecards (SC) – background
				5.4.2.1.1. Produced tonnages and business – sales
				5.4.2.1.2. Customer satisfaction
				5.4.2.1.3. Personnel matters
				5.4.2.1.4. HSE
				5.4.2.1.5. Proportional costs – variances
				5.4.2.1.6. Non-proportional costs (NPC)
				5.4.2.1.7. Financial analysis
	5.5. Excellence in manufacturing – Toyota system – World Class Manufacturing
		5.5.1. TOYOTISM” or “Toyota production system (TPS)”
			5.5.1.1. TPS: problem-solving methods
			5.5.1.2. Improvements at the workplace
		5.5.2. Excellence in manufacturing – other methods
			5.5.2.1. Problem solving
			5.5.2.2. The five W’s (and one H)
			5.5.2.3. Basic flowchart
			5.5.2.4. Opportunity flowchart
			5.5.2.5. Recommended tools per application
		5.5.3. World Class Manufacturing (WCM)
			5.5.3.1. Statistical process control
			5.5.3.2. Six Sigma method
			5.5.3.3. Taguchi Methods
			5.5.3.4. Overall equipment effectiveness (OEE)
			5.5.3.5. Total quality management (TQM)
		5.5.4. Human aspects – production personnel
	5.6. Bibiliography
6: Innovation and Change Management
	6.1. Innovation
	6.2. Change management
		6.2.1. The company, a multitude of processes (processes, methods, procedures)
		6.2.2. The expertise of the company – knowledge management
		6.2.3. Core competencies
		6.2.4. Human aspects of change
		6.2.5. Change management key success drivers
			6.2.5.1. Human aspects
			6.2.5.2. Managerial and technical aspects
				6.2.5.2.1. Control of process modifications
				6.2.5.2.2. Continuous improvement, the PDCA, the Deming wheel
				6.2.5.2.3. Pareto analysis
		6.2.6. Incremental improvement or breakthrough
	6.3. Looking for breakthroughs – process improvement team (PTI)
	6.4. Re-engineering, the American way
	6.5. Bibliography
7: Water and Energy Challenges
	7.1. The energy challenge
	7.2. The water–energy nexus in process industries
	7.3. The key role of process systems engineering
		7.3.1. Energy integration: HEN, pinch analysis, exergy and mathematical optimization modeling
		7.3.2. Mass integration, mass exchange networks and application to water allocation networks (WAN)
		7.3.3. Minimizing water and energy consumptions in water and heat exchange networks
		7.3.4. Multi-objective optimization of the hydrogen supply chain (HSC) in the Midi-Pyrénées Region, France
	7.4. Conclusions
	7.5. Bibliography
8: Engineers as Key Players for Sustainability: The Role of PSE Academia
	8.1. The path to sustainability education for engineers
	8.2. Process systems engineering as the cornerstone of sustainability
	8.3. Reinforcing engineering ethics
	8.4. Implementing sustainability in engineering education
		8.4.1. Tier 1 – sustainability at the core of chemical and process engineering curricula
		8.4.2. Tier 2 – sustainable energy systems engineering
			8.4.2.1. Crossing process systems engineering with electrical engineering: the example of the “Eco-energy” programme (INP Toulouse)
			8.4.2.2. Learning objectives
			8.4.2.3. Teaching/learning strategy
			8.4.2.4. Career opportunities
		8.4.3. Tier 3 – sustainable development as a whole: a systems thinking discipline based on complexity theory [MOR 92]
	8.5. Conclusions
	8.6. Bibliography
9: Plant of the Future
	9.1. The enterprise, its manufacturing plants and society
		9.1.1. Corporate social responsibility (CSR)
		9.1.2. Circular economy
			9.1.2.1. Eco-design and recycling of products
			9.1.2.2. Territorial industrial ecology
	9.2. Engineering revisited
		9.2.1. Enterprise and engineering company cooperation – Project scope definition
		9.2.2. Project scope (Box A)
		9.2.3. HSE Matters (Box B)
		9.2.4. Human factors – operations control (Box C)
		9.2.5. Project owner’s clients and suppliers (Box D)
		9.2.6. CAPEX – OPEX optimization
	9.3. Equipment manufacturers and project engineering
		9.3.1. Case study; pump selection
		9.3.2. Case study: TWIN SCREW Extruder
	9.4. Modular process systems – skid mounted systems
		9.4.1. Modular construction
			9.4.1.1. Modular construction advantages
			9.4.1.2. Modular construction specific aspects and drawbacks
			9.4.1.3. Modular building in Milan
		9.4.2. Equipment on skid – Transportable units and artifacts – miscellaneous prefabrication
		9.4.3. Container modules – The F3 factory – process intensification
	9.5. Designing for flexibility
		9.5.1. Raw materials – energy
		9.5.2. Operations
		9.5.3. Flexibility and customer satisfaction
		9.5.4. Innovative plant
	9.6. Manufacturing and process industries toward the 4.0 plant
		9.6.1. Traceability
		9.6.2. 3D printing
		9.6.3. The 4.0 plant - the digital plant
	9.7. Operations abroad
		9.7.1. Transfer of technology – facility building
		9.7.2. The case of developing countries
		9.7.3. International management: expatriation
	9.8. The manufacturing plant of the future
		9.8.1. First tier: products, markets, sales, competition, R&D benchmarking, globalization, societal demands and constraints, and enterprise strategy
		9.8.2. Second tier: process selection (raw materials, water and energy availability), risks assessment, site selection, CAPEX, OPEX, plant architecture and project scope
		9.8.3. Third tier: realization engineering
		9.8.4. Fourth tier: the enterprise organization, plant operations and management, the workplace, knowledge worker, customer satisfaction, continuous improvement, flexibility and innovation for survival
	9.9. Bibliography
Appendix
Index