2002 Spring Topical Conference

Topical Chair: Ron Mack, Pharmacia Corporation,
Co-Chair: Tom Kenat, Kenatech,
Co-Chair: John Battler, TriQuest
Co-Chair: Kamlesh Bhatia
Social Chair: open (need volunteer - dinner on Tuesday)
Proceedings Co-Chair: John Battler, TriQuest
Proceedings Co-Chair: open (need volunteer)
Marketing Chair Web: Jack Vinson, Pharmacia Corporation,
Marketing Co-Chair National: Bill Dale
Marketing Co-Chair National: Bob Duggal
Marketing Co-Chair Regional/Local: open (need volunteer)

Topical Sessions

Process Improvements in Existing Processes

Chair: Eric Townsend
Xytel Corp
1001 Cambridge Drive
Elk Grove Village, Illinois 60007
Phone: 847 357 8700

Co-Chair: Yinlun Huang
Wayne State University

Abstract Substantial incremental improvements to existing manufacturing processes are made throughout the lifetime of all processes. This session will showcase process and operating innovations that require minimal capital investment. Changes to enhance capacity and reduce costs are particularly common in the asset-intense, low margin petrochemical industry. But these strategies are not limited to the petrochem industry. Time-to-market reductions, cycle time improvements, energy reductions, yield enhancements, etc., are expected in all process industries that utilize batch as well as continuous processes. Examples of relevant topics are not limited to:

modeling, instrumentation , on-line optimization to increase capacity
agitation and contacting improvements that enhance mass and/or heat transfer
conversion of batch processes to semi-batch
converting existing equipment to multi-purpose devices
changing feed composition, feed location, process control changes to column operations
employing advances in thermodynamics and property prediction in plant processes

Implementing Innovation (R&D) in the Manufacturing

Chair: Aaron Sarafinas
Rohm and Haas Company
Research Laboratories
727 Norristown Rd
Spring House, Pennsylvania 19477-0904
Phone: 215 641 7215
Fax: 215 619 1611

Co-Chair: Kiran Gupte
Equistar Chemicals, LP
Process Research Center
8935 N. Tabler Road
Morris, Illinois 60450
Phone: 815 942 7670
Fax: 815 942 7422

Abstract This session features both research and development project implementation in the plant. Each paper describes the challenges faced before, during and after implementation and problem solving methodology. Emphasis is placed on plant teams to accomplish project goals. Projects include minor process improvements that require little or no capital through larger projects that include substantial capital investment. Pure research projects that use alternative technologies to achieve product quality, cost and delivery enhancements are included.

Operations Training and Improvement Programs

Chair: Sanjay Joshi

Co-Chair: Muthanna Al-Dahhan

Abstract There are as many training programs as there are plant sites. Many plants require specific training requirements and rigorous documentation practices. All plants require government mandated training in at least hazardous and environmental response. What programs work and which do not? Why do some programs seem to generate their own momentum and others never really get started. How are the training programs implemented? Does computer based training work? What about virtual reality programs - any results? Specific sites are encumbered by shift scheduling that is out of phase with staff function hours. Other problems included operator certification, retraining, corporate training requirements, apprenticeships, pay-for-performance issues, etc. This session attempts to identify many of the issues across industries and provide suggestions for the future.

Case Histories and Lessons Learned

Keeping Plants Running: Rules of Thumb, Surprises and Maintenance Miracles

Chair: John Battler

Co-Chair: Emmanuel Dada

Abstract This session highlighs the various means in which we "fix" plants to keep them running. It seems that plant personnel simply know the right things to do, often without having to consult outdated manuals, control code documention, or the technical staff. Further, many employees and contractors that work in maintenance seem to know just the right thing to do to fix equipment and lines to prevent shutdowns or hasten start-ups. The emphasis is on providing real life examples of has been done - a way of sharing best known practises. But another related intent is to provide a forum in which to share horror stories and solutions.

Plant and Corporate Interaction

Chair: Jan LeRou

Co-Chair: Tom Kenat

Abstract This session covers all external interactions from the plant perspective. It is not limited to R&D and Corporate Interaction. For example, local governmental policy may dictate site-specific mandates and follow up action. How does the site respond and how does it impact the plant? Manufacturing Corporations are set up in various ways and subject to many types of 'governance.' Some plants have technical services personnel that are liaisons between marketing, sales and plant inventory management systems. Some firms are solely driven by product innovation. Other plans rely on incremental improvements for existence. In every case the plant seems to be stuck either in the middle or at the end. Best practices, strategies and tactical plans that highlight the interaction between the plant and other areas of the company are in scope.

Process Improvements and Development in Manufacturing

Topical Leadership