http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
New approaches to the process industries
Machine generated contents note: 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 -- 2.1. 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) -- 2.4.6. 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 -- 2.4.9. 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 -- 3.1. 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 -- 4.1. 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 -- 4.3.2. Margin analysis -- 4.4.Company and industrial processes evaluation -- 4.4.1. Benchmarking -- 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 -- 5.1. Importance of manufacturing -- 5.2. The manufacturing facility -- the heart of the industrial enterprise -- 5.2.1. The supply chain concept -- 5.3. Typology of industrial facilities and technology considerations -- 5.3.1. Production unit -- main types -- 5.3.2. VAT analysis -- 5.3.3. Plant support functions -- 5.3.4. Inthraction 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 -- 5.5. Excellence in manufacturing -- Toyota system -- World Class Manufacturing -- 5.5.1. TOYOTISM" or "Toyota production system (TPS)" -- 5.5.2. Excellence in manufacturing -- other methods -- 5.5.3. World Class Manufacturing (WCM) -- 5.5.4. Human aspects -- production personnel -- 5.6. Bibiliography -- 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 -- 6.2.6. Incremental improvement or breakthrough -- 6.3. Looking for breakthroughs -- process improvement team (PTI) -- 6.4. Re-engineering, the American way -- 6.5. Bibliography -- 7.1. 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-Pyrenees Region, France -- 7.4. Conclusions -- 7.5. Bibliography -- 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 -- 8.4.3. Tier 3 -- sustainable development as a whole: a systems thinking discipline based on complexity theory -- 8.5. Conclusions -- 8.6. Bibliography -- 9.1. The enterprise, its manufacturing plants and society -- 9.1.1. Corporate social responsibility (CSR) -- 9.1.2. Circular economy -- 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 -- 9.4.2. 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 innovatipn for survival -- 9.9. Bibliography.
Jean-Pierre Dal Pont, Catherine Azzaro-Pantel.
Includes bibliographical references and index.
Control, systems and industrial engineering series