Understanding Specific Needs in Health and Social Care Essay

Understanding Specific Needs in Health and Social Care - Essay Example These concepts include the primary and secondary deviance as relates to the patients, the community and the caregivers of the social care services (Üstün, 2010, p 43). These concepts include deviance, stigma and how to address the issue of stigma. In these three concepts, the factors of stigma are of key concerns as regards the caregivers and users (Fisher & Robinson, 2010, p 209). The element of consideration in stigmatization in understanding disability and challenging behaviours entails the perceptions of the community within which this individual with the special needs lives. Further, the processes of tackling the stigmatization issue as a concept is also of key concern in understanding and addressing the issues of special needs care. Another concept in this factor is handicap and understanding the issues relating to handicapped persons, as well as, addressing the needs for such special needs person. Additionally, this understanding also entails the concepts regarding soc ial and structural iatrogenesis. This social and structural iatrogenesis entails the perception and behaviour of the society as receivers of care within the special needs issues. Further, the role of medicine in the society also entails key concept of consideration within this element to understand the behaviour and disability existent among the people concerned. It is essential since it facilitates the interventions entailed in caring and understanding these special needs regarding disability, illness and behaviour.

Design Of A Sulfuric Acid Production Plant Engineering Essay

Design Of A Sulfuric Acid Production Plant Engineering Essay This project is prepared according to the requirements of chemical engineering department, and its also a preliminary study of sulfuric acid production plant. The project begins with chapter one which includes introduction, definition of sulfuric acid and shows the main uses of sulfuric acid which have made it an important chemical in the world, followed by chapter two which talks about literature, market survey and the history and current processes for production the sulfuric acid also it gives small glimpse of the prices trends of the raw material and product. That is followed by description for various processes to produce sulfuric acid in chapter three, which ends with the selection of the best process which is the double contact process; the description and flow sheet of the selected process are discussed in chapter four. Material and energy balance results are listed in chapter five and the location of the plant is selected in chapter six by comparing different locations, and the best location for the plant (as its set in this report) is Aqaba city. . Finally, material and energy balance details are discussed in the appendix, that includes the used charts and references. CHAPTER ONE INTRODUCTION 1.1 Definition Sulfuric acid is a strong mineral acid with the molecular formula H2SO4. It is a clear, colorless, odorless, viscous liquid that is very corrosive. It is soluble in water at all concentrations. Sulfuric acid has many applications, and is one of the top products of the chemical industry. There are another names for sulfuric acid, it is sometimes called oil of vitriol.1 Its chemical formula is Figure (1.1.1): Sulfuric Acid Formula1 1.2 Physical and Chemical properties This table shows the main chemical and physical properties of sulfuric acid Sulfuric acid IUPAC Oil of vitriol Other name H2O4S Molecular formula 98.08 g molà ¢Ã‹â€ Ã¢â‚¬â„¢1 Molar mass Clear, colorless, odorless liquid Appearances 1.84 g/cm3, liquid Density 10  Ã‚ °C, 283  K, 50  Ã‚ °F Melting point 337  Ã‚ °C, 610  K, 639  Ã‚ °F Boiling point Miscible Solubility in water à ¢Ã‹â€ Ã¢â‚¬â„¢3 Acidity(pka) pungent odor Odor Non-flammable Flash point 26.7 cP (20  °C) Viscosity 0.3 Ph Table (1.2.1): physical properties1 1.3 Application and Uses Sulfuric acid is a very important chemical commodity, and indeed, a nations sulfuric acid production is a good indicator of its industrial strength. It is used as electrolyte in lead-acid batteries (accumulators) . It is important in the production of fertilizers such as ammonium sulfate (sulfate of ammonia), (NH4)2SO4, and superphosphate, Ca(H2PO4)2, which is formed when rock phosphate is treated with sulfuric acid. It is used to remove oxides from iron and steel before galvanising or electroplating . Concentrated sulfuric acid is used as a dehydrating agent, that is, to remove water, since it has a tendency to form hydrates such as H2SO4.H2O, H2SO4.2H2O. Sulfuric acid is used in the production of nitroglycerine, an inorganic ester organic nitrate, which is used as an explosive. It is used in petroleum refining to wash impurities out of gasoline and other refinery products. It is used in manufacturing of hydrochloric acid, nitric acid, phosphoric acid, ether, plastics, metal sulfates, cellophane, dyes, drugs, perfumes, disinfectants and even glue.1 This chart shows the distribution of using sulfuric acid Figure (1.3.1): Sulfuric Acid Distribution.1 Specification of raw materials sulfur, S, 16 Name, symbol, number 32.065g ·molà ¢Ã‹â€ Ã¢â‚¬â„¢1 Standard atomic weight Yellow colored lumps, crystals, powder, or formed shape Appearances Lumps 75-115 lbs./ft3 Powder 33-80 lbs./ft3 Bulk Density 388.36  K,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡115.21  Ã‚ °C,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡239.38  Ã‚ °F Melting point 717.8  K,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡444.6  Ã‚ °C,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡832.3  Ã‚ °F Boiling point Insoluble Solubility In Water Solid Physical State 1.819 g ·cmà ¢Ã‹â€ Ã¢â‚¬â„¢3 Liquid density at maps. Table (1.3.1): Physical Chemical Properties of Sulfur.1 CHAPTER TWO LITERATURE AND MARKET SURVEY 2.1 History and Current processes The discovery of sulfuric acid is credited to the 8th century chemist and alchemist, Jabir ibn Hayyan (Geber). The acid was later studied by 9th century Persian physician and alchemist Ibn Zakariya al-Razi (Rhazes), who obtained the substance by dry distillation of minerals including iron(II) sulfate heptahydrate, FeSO4 ·7H2O, and copper(II) sulfate pentahydrate, CuSO4 ·5H2O. When heated, these compounds decompose to iron(II) oxide and copper(II) oxide, respectively, giving off water and sulfur trioxide, which combine to produce a dilute solution of sulfuric acid. 1 This method was popularized in Europe through translations of Arabic and Persian treatises, as well as books by European alchemists, such as the 13th-century German Albertus Magnus.1 There are two major processes (lead chamber and contact) for production of sulfuric acid and it is available commercially in a number of grades and concentrations. The lead chamber process, the older of the two processes, is used to produce much of the acid used to make fertilizers; it produces a relatively dilute acid (62%-78% H2SO4). The contact process produces a purer, more concentrated acid but requires purer raw materials and the use of expensive catalysts. n both processes sulfur dioxide is oxidized and dissolved in water. The sulfur dioxide is obtained by burning sulfur, by burning pyrites (iron sulfides), by roasting nonferrous sulfide ores preparatory to smelting, or by burning hydrogen sulfide gas. Some sulfuric acid is also made from ferrous sulfate waste solutions from pickling iron and steel and from waste acid sludge from oil refineries. 1 2.2 Supply and Demand This table shows the production rates of sulfuric acid (in metric tones) in some countries at different years. Production of sulfuric acid in metric tones Year country 1994 1997 2000 2006 France 2227 2242 2269 1755 Germany 3380 3496 4898 4595 Greece 360 675 688 815 Italy 1228 1590 1043 1616 Spain 2348 2810 2418 3500 United kingdom 1225 1205 1058 447 Sweden 518 630 629 1010 Table (2.2.1): Production Rates of Sulfuric Acid.3 This table shows the production and sales amounts of sulfuric acid and the consumption rate of sulfur in Jordan from 2000 to 2005, these amounts in (ton/year). Sulfur consumption (ton/tear) Ù Sulfuric acid Year Sales (ton/year) Production (ton/year) 370925 43824 1108605 2000 309816 46614 919548 2001 351011 43307 1055208 2002 265865 51445 961208 2003 364301 49661 1102899 2004 346345 48323 1046540 2005 Table (2.2.2)Jordan Production, Sales and Raw Material Consumption.5 2.3 Prices trends of the raw material and product The global sulfuric acid market experienced an unprecedented rise and fall in pricing between fall 2007 and spring 2009. Consumption of sulfuric acid for fertilizers fell steeply in the second half of 2008 due to the collapse in the global economy. The second half of 2009 is expected to experience almost flat to slightly positive growth, anticipating the improvement in market conditions in 2010. Trade is expected to fall globally, except for Southeast Asia, which would continue to depend on imports. As of early spring 2009, the market is continuing to deteriorate as the supply shortage situation has been replaced by product oversupply in almost all regions. And the world sulfuric acid supply trends are shown in the following chart. Figure (2.3.1): World Sulfuric Acid Supply.2 CHAPTER THREE PROCESS SELECTION Process Selection Sulfuric acid is an important raw material used in many industrial processes, such as phosphate fertilizer production and to a much lesser extent for nitrogen and potassium fertilizers, sulfuric acid is produced by catalytic oxidation of sulfur dioxide to sulfur trioxide, which is subsequently absorbed in water to form sulfuric acid. There are no major variations of commercial interests on this mentioned chemistry. There are alternatives as to source of Sulfur dioxide and method of conversion to sulfur trioxide. The two most common methods for the conversion of sulfur dioxide to sulfuric acid are: 1. Lead Chamber Process. 2. Contact Process 3.1 Lead Chamber Process This is an old process and was introduced in Europe in near the middle of 18th century, its used to produce much of the acid used to make fertilizers; it produces a- relatively dilute acid (62%-78% H2SO4).The classic lead chamber process consists of three stages: Glover tower, lead chambers and Guy-Lussac Tower. In this method hot sulfuric dioxide gas enters the bottom of the reactor called a Glover tower where it is washed with nitrous vitriol (sulfuric acid with nitric oxide, NO, and nitrogen dioxide, NO2, dissolved in it) and mixed with nitric oxide and nitrogen dioxide gases. The Glover tower serves two functions: concentration of the chamber acid and stripping of nitrogen oxides from the liquid to the gas. Concentration of the chamber acid (62% to 68% H2SO4) is achieved by the hot gases entering the tower which evaporate water from the acid. Some of the sulfur dioxide is oxidized to sulfur trioxide and dissolved in the acid wash to form tower acid or Glover acid (about 78% H2SO4). The dissolved nitrogen oxides are stripped from the acid and carried with the gas out of the Glover tower into the lead chambers. From the acid tower a mixture of gases (including sulfur dioxide and trioxide, nitrogen oxides, nitrogen, oxygen, and steam) is transferred to a lead-lined chamber where it is reacted with more water. Sulfuric acid is formed by a complex series of reactions; it condenses on the walls and collects on the floor of the chamber. There may be from three to twelve chambers in a series. The acid produced in the chambers, often called chamber acid or fertilizer acid, contains 62% to 68% H2SO4. After the gases have passed through the chambers they are passed into a reactor called the Gay-Lussac tower where they are washed with cooled concentrated acid (from the acid tower); the nitrogen oxides and unreacted sulfur dioxide dissolve in the acid to form the nitrous vitriol used in the acid tower. Remaining waste gases are usually discharged into the atmosphere. Product acid at a concentration of 78% H2SO4  is drawn from the cooled acid stream that is circulated from the Glover tower to the Guy-Lussac tower.   Nitrogen losses are made up with nitric acid which is added to the Glover tower. The major disadvantage includes the limitations in throughput, quality and concentration of the acid produced, also the environmental pollution. Figure (3.1.1): Typical process flow sheet for the lead Chamber. 3.2 Contact Process Because of economic reasons Contact plants are widely used compared to the lead plants, they are classified according to the raw materials charged to them: elemental Sulfur burning, spent sulfuric acid and hydrogen sulfide burning, and metal sulfide ores and smelter gas burning. The contributions from these plants to the total acid production are 81, 8, and 11 percent, respectively. The contact process incorporates three basic operations (stages), each of which corresponds to a distinct chemical reaction. First, elemental sulfur is received in a solid form containing various impurities. The sulfur is melted in the sulfur melter in the presence of hydrated lime which neutralizes any acidity present in the sulfur. This neutralization prevents problems of acid corrosion which would otherwise be encountered. Heat for the melting of the sulfur is supplied from steam coils. The molten sulfur is kept agitated to improve heat transfer, to prevent solids settling on the bottom of the sulfur pits and to prevent a crust forming on top. The dirty sulfur is filtered to remove impurities present and after filtering is transferred to the clean sulfur pit where it is kept molten until it is pumped to the burner. Molten sulfur at a temperature of 130 °C is sprayed into the burner in the presence of warm, dry air. The sulfur burns, forming sulfur dioxide S + O2 â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚   SO2 à ¢Ã‹â€ Ã¢â‚¬  H = -300 kJ mol-1 The resulting sulfur dioxide is fed to a process unit called a converter, where it is catalytically oxidized to sulfur trioxide (SO3): 2SO2 + O2 â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  2SO3 ΆH = -100 kJ mol-1 Its apparent that the equation gives a decrease in volume; this reaction would be aided by pressure. High conversions are however, obtainable with catalysts at 400 to 500oC with a small excess of oxygen and the use of pressure. The available methods to maximize the formation of SO3: As this is an exothermic process, a decrease in temperature by removal of the heat will favour the formation of SO3. Increased oxygen concentration. SO3 removal (as in the case of the double absorption process). Increased pressure. Catalyst selection, to reduce the working temperature (equilibrium). Longer reaction time. In the contact processes, the sulfur dioxide is converted to sulfur trioxide by the use of metal oxide catalyst, the characteristics of the used catalyst are: Porous carrier having large surface area, controlled pore size and resistance to process gases at high temperature; in pellet form if used in fixed bed and powdered form if used for fluidized bed. Ex- Alumina, silica gel, zeolites. Active catalytic agent: Preparations are generally kept secret for the competitive reasons but they usually consist of adding water soluble compounds to gels or porous substrates and firing at temperature below the sintering point. Promoter: Alkali and/or metallic compounds added in trace amounts to enhance the activity of the catalytic agent. A catalyst, vanadium pentoxide (V2O5) is used to increase the reaction rate because its relatively immune to poisons, also because of its low initial investment and only 5% replacement per year. It is only effective above its melting point of 400  °C. The greatest conversion of SO2 to SO3 is reached by passing the gas over several catalyst beds, cooling the gas between each pass so that the reaction temperature remains between 400 and 500  °C. As can be seen the figure. The disadvantages of using the V2O5 catalyst are that it must use dilute SO2 input (7-10%), as a catalyst it is less active and requires high oxygen or sulfur dioxide to give economic conversions also it requires larger converters and thus higher initial investment. Finally, the sulfur trioxide is absorbed in to very concentrated sulfuric acid (a 98-99 percent solution of H2SO4 in water), This operation takes place in the absorbing tower where the gas travels up through the tower, counter-current to the acid falling from the top of the tower producing a thick fuming liquid called oleum, the oleum is mixed carefully with water to avoid producing fine mist of sulfuric acid that is difficult to condense and could escape to pollute the air, the sulfur trioxide in the oleum reacts with the water as follows: SO3 + H2O â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  H2SO4 à ¢Ã‹â€ Ã¢â‚¬  H = -200 kJ mol-1 It is clear that the reaction is exothermic and the absorbing sulfuric acid has to be cooled continuously; the heat is available at a relatively low temperature and is not worth recovering. The efficiency of the absorption step is related to : The H2SO4 concentration of the absorbing liquid. (98.5 99.5%). The temperature range of the liquid (normally 70 -120 0C). The technique of the acid distribution. The raw gas humidity (mist passes the absorption equipment). The mist filter. The temperature of incoming gas. The co-current or countercurrent character of the gas stream in the absorbing liquid. Main disadvantages of the contact process are that concentrated acid (98%) of high purity can be produced directly and that compact plants of quite high capacity have now become rather common place. The contact process can be applied in different techniques; three of those techniques are described in the following sections 3.2.1 Single contact / single absorption process After purification and drying, the SO2 is converted to SO3 using a series of four catalyst beds, containing alkali and V2O5. Afterwards, the SO3 is absorbed in concentrated sulfuric acid and, if necessary, an oleum absorber is installed upstream. SO3 reacts with the water contained in the absorber acid to yield H2SO4. The absorber acid is kept at the desired concentration of approximately 99% w/w by addition of water or dilute H2SO4. The single contact/single absorption process is generally used for gases with an SO2 Content from 3 6 %. New single contact plants are built only for inlet gases with substantial fluctuation of the SO2 content. The investment cost of this technique is low compared to the investment cost of double contact plants. Figure (3.2.1.1): Typical process flow sheet for a single catalysis plant. 3.2.2 Double Contact/ Double Absorption Process The double contact process was implemented to develop the single contact/single absorption process. In this process a primary SO2 conversion of 85 95 % is achieved in the first catalysis stage of the converter before entry into an intermediate absorber, depending on the arrangement of the converter beds and the contact time. What makes the double contact/double absorption process more advantageous is that its ability to feed gases with higher SO2 concentrations than would be possible with the single catalysis process. Which leads to smaller gas volumes and therefore smaller equipment with comparable production capacities. This results in a considerably higher conversion rate, if the residual gas is passed through the following converter beds (usually one or two). The SO3 which is formed in the second catalysis stage is absorbed in the final absorber. In general the process uses gases with an SO2 content of 10 t o11 %. The inlet gas temperature is about 4000C. Gases with lower temperatures require reheating from 50 to 4000C. This is usually carried out with recovered heats from the conversion process. Operating the double contact process at an elevated pressure of 5 bar increases the conversion rate by shifting the conversion equilibrium and favouring the formation of SO3. The disadvantages are higher electricity consumption and, at the same time, less steam production. Higher NOx emissions are caused by higher sulfur combustion temperatures (18000C), but savings of 10 -17 % on investment costs are gained. Figure 3.2.2.1: Typical process flow sheet for a sulfur burning double catalysis plant. 3.2.3 Wet catalysis process The wet catalysis process is applicable to wet SO2 gases. The potential for the formation of sulfuric acid mist might require tail gas treatment. Wet SO2 gases (eg. from the burning of H2S gases or from the catalytic conversion of H2S gases) are directly supplied into the contact tower without previous drying. SO3 formed by the catalytic conversion immediately reacts with the moisture of the gases, thereby forming the acetic acid. The sulfuric acid is condensed in a condenser installed after the contact tower. Factors Sulfuric Acid Production By Lead Chamber process Sulfuric Acid Production By single contact/single absorption process Sulfuric Acid Production By double contact/double absorption process Sulfuric Acid Production By Wet Catalysis process Health and safety hazards involved Less safe, waste gases are discharged to the atmosphere Less amount of SO3 is absorbed so the rest is discharged to the atmosphere A larger amount of SO3 is absorbed A larger amount of SO3 is absorbed Operating cost High operating cost Less operating The least operating cost Less operating cost Raw material SO2, NO, NO2, O2, H2O. Melted sulfur, O2, SO2, SO3. Melted sulfur, H2O, O2, SO2, SO3. Wet SO2 gases, H2S, O2, SO3. Waste products and by products Exhaust gases are discharged to the atmosphere Large amounts of SO2 gas are discharged to the atmosphere Less amounts of SO2 gas are discharged to the atmosphere, less heat released after each successive catalyst bed. A larger amount of SO3 is absorbed Equipment Acid Tower (Glover Tower), Lead Chambers, Reactor (Gay-lussac Tower) Air dryer, burner, waste heat boiler, converter, single absorption column. Air dryer, burner, waste heat boiler, converter, intermediate and external absorption column. Burner, convertor, acid tower. Yield Yields 78% H2SO4 New plants achieve 98 to99 % conversion rates Yields about 98% Yields 70 to 80 % H2SO4   Environmental pollution More gases are discharged to the atmosphere More gases discharged to the atmosphere Less gases discharged to the atmosphere More gases are discharger to the atmosphere Purity of products Low purity Low purity High purity Low purity Table (3.2.1): Process selection Factors Sulfuric Acid Production By Lead Chamber process Sulfuric Acid Production By single contact/single absorption process Sulfuric Acid Production By double contact/double absorption process Sulfuric Acid Production By Wet Catalysis process Health and safety hazards involved 5 5 5 3 Operating cost 6 4 7 5 Raw material 6 5 7 5 Waste products and by products 6 6 7 5 Equipment 7 5 8 6 Yield 5 6 7 9 Environmental pollution 5 5 6 4 Purity of products 6 5 7 9 Total (80) 46 41 54 46 Table (3.2.2): Process Selection According to the discussion and the data presented above we choose the Double Contact/Double Absorption process. CHAPTER FOUR PROCESS DISCRIPTION 4.1 Production of H2SO4 by double contact process The process begins in the burner, in which the melt sulfur is pumped to the burner where it is burnt in an excess of dry air. The gas exiting the burner is maintained at (8 9%v/v) sulfur dioxide and approximately 830 °C due to the heat produced by the exothermic reaction. Sulfurs on burning gives about one third of heat combustion of coal ,and this heat raises the temperature of combustion gases roughly in accordance with the figure (4.1.1) as shown. Figure (4.1.1): Theoretical Flame Temperature.8 This heat is high in temperature and there is plenty of it, consequently it is worth utilizing and the hot gases are led across pipes through which the water passes. The water is heated, steam is raised and the gases are cooled. The sulfur dioxide/air gas mixture is then passed through the stream to converter. The sulfur dioxide is converted to sulfur trioxide by reacting with oxygen over a catalyst. This reaction is described by the equation: 2SO2 + O2 â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  2SO3 ΆH = -100 kJ mol-1 This reaction occurs in the converter, a four-stage reaction vessel with each stage consisting of a solid catalyst bed through which the gas is passed. The catalyst used is vanadium pentoxide (V2O5), and potassium sulphate dispersed on a silica base which forms a porous support, giving a large surface area for reaction. This reaction is exothermic and its equilibrium constant decreases with increasing temperature (Le Chatelier.s Principle). Figure (4.1.2) shows the percentage conversion of SO2 to SO3 that would be reached at an SO2 concentration of 8% v/v and a range of gas temperatures. However, the reaction rate is also temperature dependent, so that if the temperature becomes too low the equilibrium point will not be reached. In practice, the gas temperature must be maintained between (400 500 °C) to maintain a high reaction rate and also high conversion equilibrium. As the reaction is exothermic, heat is generated across each of the catalyst beds. This heat must be removed between each stage to maintain the optimum reaction temperature into the following stage. The temperature rise through each catalyst bed and the inter-stage cooling is shown in Figure (4.1.2). Figure (4.1.2): The Temperature Rise Through Beds.7 The gas after passing through three catalyst bed goes to the first absorption tower where the Sulfur trioxide is removed. The gas is then reheated to about 420 C, passed through the fourth catalyst bed, then cooled and sent to a second absorption tower. The gas mixture goes to the first and second absorption tower, a packed tower where SO3 is absorbed into a counter-current flow of 98 99% sulfuric acid. The overall reaction can be described by the following equation, where sulfur trioxide reacts with the free water to produce sulfuric acid: SO3 + H2O â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  H2SO4 à ¢Ã‹â€ Ã¢â‚¬  H = -200 kJ mol-1 The circulating sulfuric acid must be maintained at about 98% concentration and temperature is controlled in the desired rang of (70 °C_90 °C) to maximize the absorption efficiency. The acid strength is important because the vapor pressure of sulfur trioxide above sulfuric acid is at a minimum at an acid strength of 98% (see Figure (4.1. 3)). At higher concentrations the increased vapor pressure is caused by SO3 and at lower concentrations the water vapor pressure increases sharply and the resultant acid mist is not readily re-absorbed and escapes to the atmosphere. A stream of sulfuric acid is continuously bled off and cooled through a plate heat exchanger before being passed into the storage tanks. Figure (4.1.3): Relation Between Vapor Pressure and Concentration.7 Figure (4.1.4) : Flow Sheet CHAPTER FIVE ENERGY AND MASS BALANCE 5.1 MASS BALANCE *Drier: Components Amount % H20 1.27 1.3 O2 21.12 23 N2 69.4 75.7 Temperature 25C pressure 1 atm M1 M2 Components Amount % H2SO4 39.4 98 H2O 0.8 2 Temperature 150C pressure 1 atm M3 Components Amount % O2 21.12 23.3 N2 69.4 76.7 Temperature 25C pressure 1 atm M4 Components Amount % H2SO4 39.42 95 H2O 2.1 5 Temperature 150C pressure 1 atm *Burner: M3 Components Amount % O2 21.12 23.3 N2 69.4 76.7 Temperature 26C pressure 1 atm M5 Components Amount % S 3.76 100 Components Amount % SO2 28.16 29 O2 7.04 7 N2 69.4 64 Temperature 830C pressure 1 atm   M6 *Converter: M6 Components Amount % SO2 28.16 29 O2 7.04 7 N2 69.4 64 Temperature 400C pressure 1 atm M7 Components Amount % O2 2.11 2 N2 69.44 66 SO2 8.45 8 SO3 24.64 24 Temperature 450 pressure 1 atm M8 Components Amount % SO2 26.72 26 O2 1.69 1.6 N2 69.44 66.4 SO3 26.72 26 Temperature 450 pressure 1 atm M9 Components Amount % SO2 0.314 6 O2 0.0768 1.5 N2 3.47 66.5 SO3 1.36 26 Temperature 450 pressure 1 atm M10 Components Amount % SO2 0.314 6 O2 0.0768 1.5 N2 3.47 66.5 SO3 1.36 26 Temperature 450 pressure 1 atm M11 Components Amount % SO2 6.08 6 O2 1.54 6 N2 65.97 66.5 SO3 25.84 26 Temperature

Schindlers List :: essays research papers

Schindler’s List   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"I knew the people who worked for me. When you know people, you have to behave towards them like human beings.† This was a quote from Oskar Schindler. However, throughout the movie, it didn’t quite seem like he felt that way the entire time.   Ã‚  Ã‚  Ã‚  Ã‚  The movie began in 1939, and Schindler was very into alcohol, womanizing, and making money. He bought a Jewish factory in Krakow called Deutsche Email Fabrik. In order get the resources necessary; he talked to his key contact throughout the entire movie, a Jewish accountant by the name of Itzhak Stern. Stern informed him that Jewish labor was cheaper than Polish Labor. Schindler, of course being interested in having a higher profit, went and hired the Jews, thus beginning his relationship with them. The produced pots, pans, basins, and other items as such, and then later on, munitions.   Ã‚  Ã‚  Ã‚  Ã‚   At certain points in the movie, it was hard to tell that he was changing. At certain moments, it seemed like he was, but then the next second, he would turn around and act the same as he always did. Such as when Stern brought in the one-armed Jew to thank him for giving him a job, and while he was there, he seemed happy to be able to be helping this man, but as soon as the man left, he turned around to Stern and said, â€Å"Don’t ever do that to me again. That man has one arm, he is of no use.†   Ã‚  Ã‚  Ã‚  Ã‚  There were many other moments in the movie though when you could tell that he was changing, such as when he was convincing that Nazi soldier friend of his’ slave/mistress that he actually does care about her and then kisses her on the forehead and tells her that everything will be okay. He eventually then buys her from him to save her. Another scene was the girl in the red coat.   Ã‚  Ã‚  Ã‚  Ã‚  Once the â€Å"liquidation† of the ghetto occurred in 1941, and they took all of his workers, I think that was when you could see him change the most, because he then spent millions of dollars of his own money to get them back, in order to save them from being killed at Auschwitz. And then when they couldn’t produce the munitions correctly, he bought them himself to be sent to the German army so they couldn’t shut down the factory.

Individual Assignment Integrative

I order to capitalize on an opportunity the window of opportunity must be open, which refers to a period of time during which it is ealistically possible to enter a certain market. There are three approaches that can be used to identify opportunities: observing trends, solving a problem, finding gaps in the marketplace. When observing trends it is essential to be able to distinguish between trends and fads. A venture is particularly successful when it benefits from several trends converging. Such trends are economic forces, social forces, technological advances and political and regulatory changes.The second approach to identifying opportunities is to solve problems. Many people have experienced problems in their wn lives and turned the solution into a business opportunity. Finding gaps in the marketplace are the third source of business ideas. Often products are not available to consumers in a particular location or aren't available at all. Chapter 2 of the textbook â€Å"Entrepren eurship – successfully launching new ventures† also outlines the personal characteristics that tend to make some people more successful at recognizing opportunities. Prior experience in an industry helps entrepreneurs tremendously.By working in an industry an individual may spot a market niche that is underserved. Once an entrepreneur starts a firm, new venture opportunities become apparent. This is the so-called corridor principle, which states that once a venture is started new corridors that lead to new ideas become apparent. Additionally, most entrepreneurs possess cognitive factors also called entrepreneurial alertness, which is defined as the ability to notice things without engaging in deliberate search. Social networks also affect opportunity recognition. The extent and depth of an individual's social network is of high importance.Network entrepreneurs tend to be more successful than solo entrepreneurs. What is more, eak-tie relationships, characterized by infre quent interaction between casual acquaintances, are more likely to result to lead to new business ideas than strong-tie relationships. Furthermore creativity plays a role in generating a novel or useful idea In the interview with Mike Ramsay, the Cofounder of TiVo, he talks about how he came up with the idea of the digital video recorder. Many of the recommendations from our textbook can be directly related to the process Mike Ramsay went through before finding his final business model.First of all Ramsay possesses the previously mentioned characteristics that an ntrepreneur needs in order to be successful. He has prior experience in the industry, as he had been working for different technology companies before starting his own venture. Not only did he work for HP a very well established technology company, but also for a startup company called Convergent Technologies. During these years he developed a network of weak-tie relationships with talented qualified people in the technolog y industry. â€Å"We never worked very closely together, but we always kept in touch socially' (p. 93). Their type of relationship if further underlined y the statement: â€Å"It would be kind of fun to work together on some ideas, because we come at it from different angles. Maybe we'll come up with something. † (p. 193) According to research in this area it is more likely that an entrepreneur will get a new business idea from a weak-tie relationship. Furthermore, the founding of TiVo is great example for the corridor principle. The original idea on which the company was founded was not a DVR but a home server network that brought computing technology into home entertainment.However while looking into the technology a new opportunity came apparent. Look, you can't do everything, so let's design a simple server based on very low-cost technology. Let's decide on one app that we think is the killer app to run on it, and let's do that. If that's successful, then we'll branch ou t. Forget the network thing and forget the massive amounts of storage and high cost and hardware models and all that† (p. 194) Generally you could say that Mike Ramsay was able to analyze and understand technological advances better than most people, as he was part of an innovative community. We were definitely at the center of the universe, and that was fun. You felt like whatever you did, you had the best opportunity and you could go to the best places and work with the brightest people. They had energy and enthusiasm and they couldn't fail. There was nothing that was impossible† (p. 192) The microcomputer revolution was a trend of his time that created his opportunity. â€Å"It was very early on. There were no PCs. The microprocessor idea had Just gotten going, and they were 4-bit microprocessors†that was state of the art.Designs were all basically custom hardware designs, so it was very different. I was involved in chip design at that point. That felt like roc ket science. That was the leading edge, and therefore it was the most exciting thing to work on. † (p. 192) Stephen Kaufer, cofounder of TripAdvisor, explains in his interview how he came up with the idea of collecting information for travelers and how he developed his identifying a problem and by solving it, creating a business opportunity. â€Å"The idea came when my wife, Caroline, and I were trying to find a vacation for ourselves.We started with a travel agent, who recommended an island and some resort. This was '98 or '99, and I thought I'd use the Internet to find out more. I found a whole lot of websites that would help me book a reservation at this hotel, but nothing that would tell me whether the hotel was any good or not for what I was looking for. † (p. 361) Just like in the case of Mike Ramsays startup, Stephen Kaufer's initial business idea was different from what the company turned out to be in the end. â€Å"When we started TripAdvisor, the notion was T ripAdvisor. om was actually Just going to be our demo site, because we never planned to appeal directly to end users. We were going to be selling this rich database to travel portals, online travel sites. They would be querying ur database to find the best information and surfacing it to their users, and there would be a little ,Powered by TripAdvisor. ‘ † (p. 364) Again this can be related to the corridor principle as described in the text book. Stephen Kaufer had no experience in the traveling industry or creating a search engine. However he could contribute his knowledge about starting up a company. Because I had started a few companies before†¦ † (p. 362) Furthermore although he came up with the basic idea by himself he can be considered a network entrepreneur, as he assembled a team of founders to start his company. †¦ and started to assemble friends that I had worked with before who might be interested in starting an Internet company to build the be st travel search engine out there†¦ † (p. 362) What I found particularly interesting about these interviews is that in both cases the original business idea was very different from the business the startup ended up turning into.It is very surprising to me that they were able to get funding without a clear revenue stream and business model. Even though they had gotten funding for something else they changed their idea and business model to adjust to the newly ound insights. Both entrepreneurs, Mike Ramsay and Stephen Kaufers, showed great flexibility and the ability to evolve from the original idea to a functioning business model. Kaufer even points this out in his interview: mfou can't get too attached to your vision in a startup, because things may change.It's not a sign of failure to change your vision† (p. 372) Creating a new venture team poses a challenge to every startup. The entrepreneurs who launch and start the venture have an important role to play in shapi ng the firm's business concept. The way a new venture is build sends an important message to nvestors. Some founders like the feeling of control and are reluctant to involve themselves with partners or hire manager who are more experienced than they are. (Rich vs King) New ventures have a high propensity to fail, which is partly due to the liability of new roles.The size of the founding team and the quality of the founders are the two most important issues in this matter. Teams have an advantage over sole entrepreneurs and bring more talent, resources, ideas and professional contacts to a new venture. However work habits, tolerances for risk, levels of passion for the usiness, ideas on how the business should be run can greatly differ among partners. Ideally the founding team is heterogeneous rather than homogeneous, meaning that their area of expertise and their abilities are diverse rather than similar or overlapping.Different points of view about technology, hiring decisions, com petitive tactics and other important activities generates debate and constructive conflict, reducing the likelihood of making a decision without airing alternative points of view. Founding teams larger than 4 people is typically too large and therefore ausing communication problems. Three common pitfalls include team members not getting along, a lack of hierarchy or the same area of expertise of the founders.Three important qualities founders should have are prior entrepreneurial experience, relevant industry experience and a network. It is essential that every team member makes a valuable contribution to the team. Kaufer and Ramsay both talk about their founding team and the hiring process they went trough with their startup. Kaufer, as an engineer, recognized that he needed a cofounder with a business background. l was introduced by a friend to another cofounder, Langley Steinert, on the business, marketing, business development, financing side of things.So the two of us kind of t ook up the project as, (†¦ ) Langley had the business development experience and connections to sell and market it. Because I had started a few companies before, I knew it was important to have the right combination of skills and interests amongst the founders. We assembled four initial founders of the company and got our first round of funding in February of 2000. † (p. 362) He also tates that this aspect is important from an investor's perspective: â€Å"We never would have succeeded without Langley on the team.

Littlefield Executive Summary

Production Planning and Inventory Control CTPT 310 Littlefield Simulation Executive Report Arlene Myers: 260299905 Rubing Mo: 260367907 Brent Devenne: 260339080 Miyaoka Scenario, Re: Littlefield Technology Simulation Game: Inventory Management Executive Summary At the onset of the game, we determined there were a few key things that had to be addressed to succeed. The first was to avoid stock outs which had already occurred in the first 50 days. We quickly moved to avoid stock outs by raising the order point.We did this without formal calculations at first to ensure we did not suffer anymore stock outs while we did the analyses. Upon further analysis, we determined the average demand to date to have been 12. 3 orders per day. We forecast demand to stay relatively stable throughout the game based on the information provided. The standard deviation for the period was 3. 64 and the safety factor we decided to use was 3. 0 (98. 86% certainty). Based on the consistent lead time of 4 days, we needed ? 49 kits plus safety stock of 2 x 3. 64 x 3 ? 2 which gave us our order point of 71 kits. Immediately after determining this, we moved to the EOQ: EOQ=2* 3216*1000. 1* 600This equation gave us our final order quantity of 327, although based on slight demand fluctuations we had been at 321 prior to that. Our next move was to determine what machines need to be purchased and how many. Our strategy was to get lead times down below . 5 days and offer customers that lead time to maximize revenue. The difference between remaining at $750/order vs. $1250/order could have been as high as 1. million dollars over the life of the game (218 days) therefore the cost of new machines was small compared to the benefit and the overall revenue potential made it imperative to get to the lowest lead times possible. Because all stations were at times operating at full, we knew that all would create a bottleneck if left to operate as is. We could also see based on the order intake on a given d ay as compared to their operating ratio for the various stations, that a single machine added to each may be sufficient.We immediately decided to purchase machines for all stations believing this may be sufficient to drop lead times to our target. Shortly after purchasing these machines, we changed to contract #2, and after more monitoring we were able to fairly quickly change to contract #3 without any further machine purchases. We monitored lead times and revenues constantly, but at no time felt that the purchase of additional machines was necessary. We believe that our speed at getting these decisions made, and the changes put in place, was crucial to our eventual success.We did see large drops in cash when inventory was purchased but believed that we had done the correct calculations and that we were best to stay the course. We did exactly that until shortly before the time we were to lose control of the factory. We looked at several different strategies to ensure stock was avai lable throughout the last 50 days of the game and that we got caught with minimal inventory at the end of the game. The original plan was to order sufficient inventory and safety stock and carry it through, but upon changing our order point, we quickly realized that we had inadvertently order 350 kits immediately.This forced us to change the strategy slightly, we lowered the order point to almost lead times based on the consistency of the demand and safety stock, and calculated the units we would require, plus enough to ensure that we did not order kits immediately prior to the shutdown. If this plan had worked perfectly, we would have ended up with 51 kits in stock, but that would have required that the demand during the last 50 days be higher than the average. This could have happened based on standard deviation, but as it turns out the daily average demand for the period was exactly 12.We ended up with 182 kits remaining, obviously more than we had hoped, but we did not get caugh t with an outstanding order, or a huge number of units. In conclusion we ended the game in first place and therefore would change very little about how we played the game. We would have been able to reduce the inventory on hand at the end of the game, but the fundamental strategy of getting lead times below . 5 days and maximizing revenue, and our willingness to trust that the calculations made would lead to maximum revenue despite times when we dropped from first, allowed us to win this game.