Page 59 - APPLIED PROCESS DESIGN FOR CHEMICAL AND PETROCHEMICAL PLANTS, Volume 1, 3rd Edition
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44                        Applied Process Design for Chemical and Petrochemical Plants























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                   2
                           2       4      6      8      10     12     14     16     18
                                     Estimated  Plant Cost,  X  10 1,  Dollars  (1975),   Figure  1-38.  Estimating  fixed  engineer-
                               not  Including  Engineering  Fees  or Construction  Overhead   ing fees.


                                       Calendar Quarters
                            1953           1954          1955
                10.---,---.;:._.:;...-�---=r-�-.:;.�;:-""'T"--;;:---=r--=;=:.......:::p-��������-,
                        I  x  m  rr  I  n  m  rr  I  x  m  Ill'
                                                                  Note:  The  Time  Interval for  Lag
                                                                      or  Lead  is  a  Function  of
                                                                      Campany  Practice  in
                                                                      Scheduling  New  Projects.
















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                                         � �� �� ��
                oL-...L � L-...L � L--11.__.:rr:L_ :nr  IlZ'  I  .:rr:!:- m=- IlZ'=-- 1:-- rr  I!!=- IlZ'!:;:---_.._ � ..___.._ �
                                                           �
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                                       1953           1954          1955                    Figure  1-39.  Process  design  man-
                                                 Calendar  Quarters                         hours versus capital expenditures.
                  having  some  available  who  are  relatively  strong  in   becomes an expert in a  single field,  or if reasonable,
                  the needed specialties  of a  particular job.  This does   in a broad range of related  topics.  Each  problem for
                  not require  that projects or specific designs  be lined   design  or  study  for  every  project  of the  particular
                  up waiting for the specialist.  With over-all  good gen-   type passes  to  the specialist for detailed  handling  of
                  eral  knowledge by  each member of the  group  there   design,  specification, and evaluation. His work  passes
                  is better appreciation for the exchange  of views and   into the project and he turns to another  assignment
                  understanding of specific design problems.            on the same or some other project.

                2.  The  specialist  approach-each  process  engineer
                  becomes  a  specialist in  one  or more  related  fields.   In general,  the specialist may  often  be  much more  of
                  Even  in  this  arrangement  some  over-all  general   an  expert  in  a  particular subject under  this  system  than
                  process engineers are needed to cover and tie  togeth-   under  the  generalist  approach,  and  consequently  more
                  er the areas handled by the specialist.  Each specialist   depth  into  the pertinent factors  of a  problem  may  come
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