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Engineering research seeks improvements in theory and practice in fields such as (for example) high-speed computation, earthquake prediction, power systems, nanotechnology and construction. Major contributors to research around the world include governments, private business, and academia. The results of research can emerge in journal articles, at academic conferences, and in the form of new products on the market. What is engineering research and development? Research and development, also known as R&D, is the systematic process of learning about and building new technologies for the purpose of designing a product. As opposed to scientific research, engineering research is not concerned with discovering how the world works, but rather how things can be made to function for a given purpose. Such research might involve much scientific study, however, as engineers work to create design solutions to real-world problems. The development part of research and development refers to the attempt to actually build the final product; many stages of development, each with various degrees of readiness, may be required for the design to succeed. The first step in creating a solution to a given problem in research and development is to learn about the problem itself and how the solution must function. If no similar products exist, this step may require a lot of research in the physical sciences, such as physics or biology. For example, the new field of nanoengineering had no nanoscale products on which to base its designs; engineers needed to look to physics to get an idea of how potential products might work. On the other hand, if there are existing products in the world closely-related to the one being designed, engineers will probably focus on studying the existing technology itself rather than the underlying science. In the case of designing an engine for an upcoming car model, engineers would probably benefit more from studying previous car engines themselves rather than theoretical thermodynamics, for example. Internal combustion engines have been in widespread use for more than a century, and a variety of configurations have already been designed, used, and evaluated for their strengths and weaknesses—there's no sense in recreating what has already been designed. Development of a product in engineer research and development is usually an iterative process. In other words, it is impossible to know exactly how well a product will function even when a detailed design plan is drawn up. Even well-designed products are not perfect and have their weak points. Therefore it is very helpful to develop prototypes, or working models, to test ideas. These models are not intended to be sold to a customer or be mass produced as a final product. Rather, they are intended to give engineers a better idea of which components of the model need improvement and which seem to work well. After a series of systematic testing of a prototype, engineers attempt to redesign a product based on the information gathered during testing. They might adjust their calculations and slightly tweak some of the weaker components of their design. There is no rule to how many prototypes must be developed before a final product is ready; the number depends on factors such as how novel the technology is and whether the product might pose a safety or environmental risk when used.
Now let us give you an understanding about conceptual and preliminary process designs. When clients are contemplating a new pilot facility, new plant, or major process expansion, they typically have more questions than answers. Is it technically feasible? What is the best process configuration? Should it be batch or continuous? How much would it cost? PROCESS is able to assist by providing experienced and knowledgeable chemical engineers that can identify, and systematically narrow down, the possible technical options for a given process goal. Once the viable technical options are identified, an economic evaluation is performed. Based on technical merits, system reliability, economics (capital and operating), and other factors, it usually becomes clear as to how the future process design should progress. At this point a conceptual design can be developed by PROCESS that includes preliminary process flow diagrams, mass & energy balances, a list of major equipment, and a rough order of magnitude cost estimate. PROCESS can also assist at this point in identifying potential risks associated with the design (weak areas in the design basis, insufficient lab data etc.) so that a plan can be developed to address these issues prior to or during the next phase of the project. It is widely recognized that this key front end work will have a major impact on the overall project and ultimate operation of the process. If this work is not done properly then the project is in trouble no matter how good the subsequent detail engineering, construction, and project management work are executed.
Let us help you understand the identification phase (conceptual process design or screening study): Industrial project opportunities can target revenue growth; expense reductions; strategic growth; or improved reliability and/or efficiency. Clients typically identify opportunities by evaluating the value and identifying key risks and uncertainties. It is important to evaluate opportunities on a consistent basis for comparison purposes. The basis for the first decision gate is a high level screening study or conceptual process design study. This level of work involves identifying promising chemical conversion pathways or major licensed technologies, narrowing the project down to one or more options, identifying major equipment, developing block flow diagrams, and generating an order of magnitude capital cost estimate range ($1MM, $10MM, $100MM, etc.). During the appraisal phase of the project a series of process alternatives is developed and further assessment of the process value, risk, and uncertainty is conducted. Some examples may include alternatives such as batch versus continuous processing, use of different types of separation techniques (extraction versus distillation, pressure filtration versus a centrifuge), etc. The most promising development concepts progress forward to the selection phase. The objective of the selection phase of the project is to identify a single process concept for progression to the detailed process design phase of the project. Preparation of work deliverables requires that a single process concept be selected and further developed during this phase. Once a concept has been selected, the team will complete the level of detail necessary to develop a cost estimate and preliminary project schedule with a typical accuracy of –30% to +50%. Deliverables at this stage often include the following: Preliminary Process Design Basis, Process Alternatives Evaluations Summary, Preliminary Process Simulation and Heat and Material Balance Data, Preliminary Process Flow Diagrams (PFDs), Preliminary Equipment List, Preliminary Major Equipment Conditions of Service List, Preliminary Capital and Operating Cost Estimate (+50% /-30%), Preliminary Summary of Raw Materials and Utility Requirements, Process Risk Summary. Once the process configuration has been clearly defined a detailed process design package can be prepared. This is very critical to the long term success of the project. The process design package or Front End Engineering Design Study (FEED) will establish the specific set of process operating conditions and equipment necessary to achieve the level of reliability, efficiency, and safety required. This design phase sets the direction for the rest of the project. At the completion of this phase, a cost estimate of +40%/-20% can typically be developed for the project.
PROCESS puts great emphasis on the development of the design basis. When the design basis is complete, we typically have the following information defined: Raw material specifications, Plant capacity requirements, Product specifications, Critical plant operating parameters, Available utilities specifications, Individual unit operations performance requirements, Process regulatory requirements, All other operating goals and constraints desired by the plant owners/operators/engineers. Once the design basis is in place, and agreed upon with the client, PROCESS’s team of chemical process engineers goes to work to create, analyze, and optimize the many aspects of the plant design. The end result is process documentation that clearly defines the process. Typical Process Engineering Deliverables can include the following or a smaller subset of these items: Process design basis, Material & Energy Balance (M&EB), Process Flow Diagrams (PFDs), Process descriptions, Utility balances and Utility Flow Diagrams (UFDs), Preliminary Piping & Instrumentation Diagrams (P&IDs), Process control description, Preliminary line/pipe list, Preliminary instrument list, Process equipment list, Preliminary Tie-in list, Equipment process datasheets, Instrument process datasheets, Hydraulic design reports. The detailed process design package (PDP), which is sometimes referred to as a Schedule A or Basic Engineering Design (BED) package, refers to a completed process design package that includes all the necessary information required by an Engineering/Construction firm or Detail Engineering firm to perform the final engineering of the plant (details such a structural steel supports, buildings, wiring, piping details, insulation, equipment vendor/model selection, etc.).
PROCESS provides this package and helps to answer any questions the client or engineering firm might have to ensure a smooth transition into the detail engineering phase. We provide process design packages for both Inside Battery Limits (ISBL) and Outside Battery Limits (OSBL) design requirements. In addition to updating the items, the following items are typically added during the third phase: Preliminary general arrangement drawings, Preliminary building requirements, General description of the project site, Budget pricing from vendors on major pieces of equipment, Process design philosophies, Relief system design basis, Relief scenario datasheets and relief valve process datasheets, Material Selection Diagrams (MSDs) and piping specifications, Tie-in list, Identification of power source and location, Preliminary single line diagrams, Process specialty items list, Raw material and product storage and handling requirements, Process effluent and emissions summary, Process risk analysis (PHA, HAZOP, etc.), Preliminary operating procedures, Preliminary product and in-process QC sampling/testing plan, Preliminary project schedule. At the completion of this phase of the project, and cost estimate of +25%/-15% can typically be generated for the project.
More and more, PROCESS is requested to remain on during the detail engineering and construction phases of projects for which have been performed in the process design. In this oversight role, any process change requests are routed through our engineers for approval or comment. This helps ensure that the client understands what the impact may be on the process as changes and alternatives are suggested. Many times there is great pressure to hold down costs as the civil, mechanical, electrical, and instrumentation details of the plant are developed. The temptation to remove seemingly inconsequential process components can lead to off-spec product, inadequate throughput, high operating costs, etc. We are able to help prevent such problems simply by serving as the process integrity watchdog. In addition, many times PROCESS is asked to provide vendor technical and cost proposal evaluations to assist the client in making the best technology selection possible. Since we are not aligned with any equipment companies, we provide these services in a completely objective manner and make what we feel is the best recommendation based solely upon the technical and economic aspects of the options. We can also provide valuable assistance during the construction phase of a process related project. We are often called upon by clients to evaluate process options aimed at achieving one or more specific goals. These goals run the gamut from improved throughput, quality, or consistency, to emissions reduction, energy recovery, or waste minimization. In such cases we begin by determining the current state of the process. This is done through a series of interviews and discussions with the client's technical, engineering, and plant operating personnel. Additionally plant process data is collected in various forms, some of which include P&IDs, batch sheets, DCS data logs, heat and material balance information (if it exists), operation logs, etc. Our engineers then begin to analyze the situation via experience, calculations, simulation techniques, and consultation with other engineers at PROCESS as needed. The outcome is a technical engineering critique of the current process with a focus on the areas which need the most improvement. The economic cost implications of the current process are modeled to establish the baseline from which all potential improvements will be evaluated. Many times we are asked to further identify viable technical options and provide an economic comparison between them. Based on technical process option merits, economic cost implications (capital/operating, fixed/variable), and our experienced based evaluation of the relative suitability of each process option, a final solution is recommended. Although more detailed engineering effort is required to make the best option a tangible operational solution, our clients can do so with confidence knowing they have made an intelligent, thorough, systematic, and informed decision.
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