W alter Kidde
0
Company, Inc., 835 Main Street, B elleville9
, N ew JerseyThe word " K i d d e " and the Kidde tea I ere trade-mark, o f Walter Kidde 4 Company. Inc.
K i d d e
Q u M & n t i n
Know ledge of problem s facing the engi
neer in the chem ical industry is o f great
assistance to the production execu tive.
l U i i let van e c h m a n n
/ Oh e m is t s in charge of production operations hold a
unique position in industry because they arc frequently called upon to render decisions that are beyond the scope of work for which they were trained. This applies especially to engi
neering problems, such as equipment design, installations, and mechanical maintenance. Most production executives who are chemists are able to overcome the lack of specific engineering
mendation against his own better judgment or to insist upon ac
ceptance of his own point of view on the basis of authority;
without being able to give a reason for it. The result may be unwillingness to accept responsibility and discontent among the chemists and engineers working in a plant.
Teamwork between the executive and the technical man is the foundation on which modern chemical industry has been built.
When not present it must be created, and when present it should be fostered. The joint responsibility of all working in the chemical industry— the executive, the chemist and the chemical engineer, the mechanical engineer— is to see to it that progress is not hampered by petty jealousy, misuse of authority, or unfair practices. It is management’s job to lay the groundwork. This can easily bo done by outlining clearly and specifically the re
sponsibility connected with each executive position. Manage
ment cannot expect that arguments among executives will be settled if the final decision cannot be delegated to one source of
• authority. This does not suggest the necessity for rules and regulations which should be adhered to regardless of circum
stances. It simply suggests that executive personnel should accept management’s decision in a specific case as a guide for settling future disagreements. The authority, for example, may be given to a production executive to determine the loca
tion of new equipment, work out the flow of work, and refuse the acceptance of materials which might be harmful to the product.
The engineer, on the other hand, may be given the right to'select the type of equipment he thinks will best do the work, install safety devices wherever he secs fit, and work out the maintenance schedule. The splitting of these responsibilities does not reduce or eliminate the need for close cooperation. It merely clarifies the manner in which management wants matters handled and, by doing so, prevents friction and promotes good will.
It is considered good practice to familiarize the technical staff with the problems of chemical manufacturing. One can hardly expect the engineer to understand the problems encountered in production if essential information is withheld from him. Oc
casionally it is claimed that chemical processes are too compli preparation. Nevertheless, it can be done; this is proved by the fact that many of our greatest chemists are able to fascinate an audience of laymen when explaining new chemical developments.
In order to put an idea across, the chemist may sometimes find it necessary to depart slightly from facts. For example, some years ago the writer had difficulty in explaining to nonchemists the changes taking place when photographic emulsions are sub
jected to extensive heat due to faulty mixing. Unable to put his point across, he once accidentally compared the emulsion with custard filling, which is so susceptible to burning that it can be made only in water bath. This explanation did more good than all previous attempts to emphasize the need for thorough mixing.
Detailed technical knowledge is sometimes withheld from per
sonnel in order to safeguard a confidential formula. In these instances it is common practice not to give information to anyone outside of the production department. Maintenance engineers, designers of new equipment, and engineers in charge of the con- , struction of new equipment are, therefore, often unable to ob
tain information which is essential to the efficient execution of their duties. Guesswork, attempts to obtain facts by second
hand information, or violations of existing regulations are often the only solutions. Common sense dictates that the best engi
neer cannot do his work satisfactorily under these conditions.
Many production executives who issue daily specific instruc
tions to personnel do not think it necessary to inform the engi
neer of the details of their plans. They assume either that the engineer knows enough about the executive’s desires, or that it is his duty to make further inquiries. However, the average engi
neer resents having to approach a department head on question
able issues because this may be interpreted a inability to do a job without coaxing. Therefore, unnecessary chances are often taken, and equipment may be constructed which does not fulfill the need.
The department head's responsibility does not cease when specifications or instructions have been issued. The secret of an efficiently operated plant is often proper follow-up. The request, for instance, that mechanics should cover equipment when repairs are made or that no working tools should be stored around proc
essing vessels will seldom do any good if the department head does not assign one of his men to check on this matter during major repairs. Follow-up is equally important during the design and construction of new equipment. It is not uncommon to find that a chemist who has approved a blueprint of equipment ex
presses astonishment at its finished size or shape. This is due to the fact that chemists sometimes cannot visualize equipment from plan and side views. ( Continued on pdge 90) 89
C O N I C A L — T U B E — ROD
* MILLS
R U G G L E S - C O L E S
* DRYERS
C O U N T E R - C U R R E N T — H Y D R O
CLASSIFIERS
C O N S T A N T - W E I G H T
* FEEDERS
★ ★ ★ ★ S T I L L . . .
b e s t b u y s o n t h e m a r k e t !
C O M P A N Y I N C O R P O R A T E D
YO R K , P E N N S Y L V A N IA — 240 A rc h St. • M ain O ffice and W o rk s N E W Y O R K 17— 122 E. 42nd St. . 205 W . W a c k e r D rive— C H IC A G O 6 S A N F R A N C IS C O 5— 501 H o w a rd St. • 200 Bay St. T O R O N T O 1
departments. It is recommended that the executive in whose department the equipment is to be installed inspect the equip
ment during its construction. This allows changes to be made at low cost.
Keeping the cost of construction as low as possible is the joint responsibility of the executive and the technical man. The de
partment head who generally approves expenditures should in
sist upon receiving, periodically, an account of the money which has been spent to dale. No changes in construction should be made without his permission. The engineering department, on the other hand, should request written notification in the event that major changes are to be made. It should be clearly understood by both departments that the additional cost due to changes is not covered by the original estimate. An important point often overlooked is a definition of what constitutes com
pleted equipment. This forestalls the completion of a unit, the cost of which exceeds the estimate, under the guise of “mechani
cal maintenance” .
Opinions sometimes vary in regard to the type of construction best suited for the purpose. Mechanical engineers are usually inclined to construct equipment which is too heavy, since ex
perience has taught them that employees handle it roughly and that equipment designed for a certain purpose and capacity is either used for other purposes or overloaded. The chemist oc
casionally has difficulty in visualizing the changes in operating condition if a production unit is constructed from the design of an experimental or pilot plant unit. lie may therefore under
estimate the structural strength necessary to operate the antici
pated equipment efficiently. If the chemist and the engineer would each realize his weakness, arguments and insistence on a single point of view could frequently be avoided.
Newly constructed equipment is often remodeled or replaced by other equipment after it has been in operation a short time.
Therefore it may be good practice not to spend too much money on the construction of the first unit, and to install it in such a manner that the equipment or parts of it can be removed without too much effort.
The person assigned to the installation of the unit should make arrangements for locating the equipment without hamper
ing important production operations. Some points worth con
sidering follow:
1. Relocate auxiliary equipment, piping, and wiring be
fore the installation takes place.
2. Install hangers, supports, and foundations as far in ad
vance as possible.
3. Investigate before installation the route the unit must take from the shop into the production room. Measure width and height of doors, elevators, and aisle clearances. Do not overlook fixtures mounted to ceilings or walls which might ob
struct the passage of the new unit.
4. Paint the unit in the shop. Little time is needed to touch up a few scratches, but painting after installation usually incon
veniences production. Issue specific instructions to mechanics as to what to do and not to do. Report to production personnel before beginning the work. Do not employ equipment which is being used in production, such as pails, boxes, or wrenches.
5. Make sure that sources of energy which have to be tempo
rarily shut off during installation are not needed for other opera
tions in the department or the plant.
It is recommended that the production executive assign a member of his staff to discuss such problems with the engineer who is charged with the installation. Depending on the type of industry and the organizational setup of a plant, different arrange
ments may have to be made to guarantee harmonious cooperation of executive and technical man.
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