New approaches to the process industries : the manufacturing plant of the future /

• Κύριοι συγγραφείς: Dal Pont, Jean-Pierre (Συγγραφέας), Azzaro-Pantel, Catherine (Συγγραφέας)
• Μορφή: Ηλ. βιβλίο
• Γλώσσα: English
• Έκδοση: London, UK : Hoboken, NJ : ISTE, Ltd. ; Wiley, 2014.
• Σειρά: Control, systems and industrial engineering series.
• Θέματα: Chemical industry > Management.; Production management.; Chemical plants > Management.; Chemical processes > Environmental aspects.; Electronic books.

Πίνακας περιεχομένων:

• 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.