You can read online free download this book from here. This book also contains the production of biofuels as alternatives to fossil fuels, focusing on the technological issues that need to be addressed for any new fuel source.

This book includes the advances in chemical engineering and the rationale for the selected topics. Dryer: Steam is brought into the compartment where strips of gelatin are laying on trays. The successful design and operation of those processes requires that chemical engineers solve many different kinds of problems. Typically, the kinds of problems that must be solved are initially poorly defined, meaning that the most decisive questions or issues are not yet apparent.

Problems encountered by chemical engineers also have several possible solutions. For example, the problem introduced in Chapter 1 the company that was disposing of our HCl is going out of business might be solved in a number of ways.

Once problems are more clearly defined and one or more solution strate- gies are selected for analysis, the engineer then performs specific calculations to address well-defined questions. Many of the homework problems in this book are representative of such engineering calculations.

Such steps can be defined and grouped in a variety of ways, but the same elements are found in any such construction. One list of steps would be as follows: 1. Define the problem. List possible solutions.

Evaluate and rank the possible solutions. Develop a detailed plan for the most attractive solution s. Re-evaluate the plan to check desirability. Implement the plan. Check the results. Define the problem: Very often a problem goes unsolved because it has not been defined clearly and correctly. The equipment was a heat exchanger, a device for transferring heat from Defining the Problem a hot stream to a cold stream, and was purchased to heat a particular stream of liquid to a certain temperature.

When the young engineer investigated the situation, he learned the following: The oil company had ordered the heat exchanger from a reputable specialized company for which such devices were its only products.

As part of the order, the amount of heat that the exchanger had to be able to transfer had been specified by an engineer at the oil company. Once constructed, deliv- ered, and installed, the heat exchanger did not raise the temperature of the targeted liquid stream to anywhere near the desired value. Engineers at the oil company had been debating among themselves for several months about the reasons for the inadequate performance, with some arguing that the heat exchanger had been constructed improperly and others insisting that it had been installed incorrectly, with both sides proposing elaborate theories to support their arguments.

When the young engineer collected temperature and flow-rate information for the streams going through the exchanger, his calculations indicated that the exchanger was transferring the amount of heat specified in the original order.

Indeed, the amount of heat needed to raise the liquid stream to the desired temperature was larger than had been specified in the order. For months, the engineers had been defining the problem as a malfunction of the heat exchanger. For our problem, we are looking for a way to continue viable operation of our process without depending on the company that has been disposing of our acid waste. List possible solutions: In generating possible solutions, we need to keep an open mind and not discard ideas too quickly.

Sometimes, strategies that seem impractical at first turn out to be better than originally thought or become springboards to better ideas. Therefore, a list of many possible ideas should be written down before evaluating any of them. For our problem, how many possible solutions can you think of? Change our company process so that the acid is not produced. Contract with another independent company to take the acid away. Build giant holding tanks to store the acid for 10 years.

Discharge the acid to an evaporation pond built on the company site. Discharge the acid into the lake next to the company site without treatment. Treat the acid and discharge it into the lake. Evaluate and rank the possible solutions: Full evaluation of some of these strategies would require consideration of many factors ranging from construction costs to governmental fees and could actually involve days, weeks, or months to complete.

For the sake of this exercise, only brief arguments and conclusions will be presented to illustrate the evaluation process. Change the process so acid is not produced: This may be possible, but al- ternate processes are usually not known or are extremely expensive.

Note that one of the important elements of modern process design is the minimization of and, where possible, the elimination of waste streams. In addition, transportation costs and profit for that company would be added onto the charge we would have to pay. Thus, it would seem that we can do it more cheaply. This would not be true, however, if the independent com- pany already had equipment for doing the necessary treatment.

To estimate how many tanks would be needed, suppose that each tank was cylindrical and was 10 m in diameter and 5 m high. We can prepare a cost estimate for building and maintaining this many storage tanks, but our intuition tells us that this would be prohibitively expensive. In addition, we would still have to do something after 10 years to allow us to keep operating, such as building still more tanks.

Finally, and perhaps most importantly, it is obvious that simple stor- age and accumulation of waste is not a sustainable solution and is not suitable from an environmental perspective. Discharge the acid to an evaporation pond: Evaporation ponds are useful for concentrating waste solutions. We would need to construct the ponds, making sure that no acid leaked into the ground water. Land would have to be available, since these ponds would be large remember we have to evaporate 11, L of water per hour.

If that land was distant from the company site, transporta- tion costs would need to be included in the cost estimates. A study of evaporation rates and processes suggests that the construction of ponds large enough for this process would be excessively expensive. In addition, the state environmental agencies would require a study to ensure that the amount of acid carried into the air with the evaporating water would not exceed maximum lim- its.

Finally, we would eventually need to dispose of the concentrated acid left as a result of the evaporation process. Discharge the acid to the lake: If the acid was added to the lake without treat- ment, the change in acidity of the lake would kill both the plant life and the fish in the lake.

Such a result would be contrary to your own feelings of envi- ronmental responsibility and would violate the regulations of the U. Environ- mental Protection Agency EPA and the state water quality standards, resulting in heavy fines and legal prosecution.

Therefore, any plan to discharge the stream into the lake without treatment is simply unacceptable. Treat and discharge the acid into the lake: As noted in e , any plan to dis- charge the acid waste stream must include treatment of the stream, such as neu- tralizing the acid in the stream with a basic solution.

Plant and fish life would both be affected by the continual addition of excessively warm water. The average temperature of the entire lake might rise. More important, the local temperature in that part of the lake where the discharge takes place would rise significantly.

Thus, the process would need to include cooling the stream to a target tempera- ture. This process of neutralization and cooling might be similar to the strategy used by the company that has been disposing of the acid up to now. A process design would need to be established, and the cost of construction and operation would need to be estimated. One advantage of this plan is that the operating expense of this on-site process should be less than the fees paid to the previ- ous disposal company, and the savings may offset the cost of building the new facility.

Develop a detailed plan for the most attractive solution s : The analysis of the various options illustrated above is brief, and a more in-depth and exhaustive analysis would normally be conducted. Adding it to the lake will increase the salinity of the lake. Knowing that salt falls under the category of dissolved solids, we do a little homework to find the maximum dis- solved solids allowed by state regulations.

For example, in Utah, those regulations are found in the document Standards of Quality for Waters of the State, which is part of section R of the Utah Administrative Code. From the atomic weights given in the front of the book, the molecular weight of sodium chloride is Therefore, the final concentration cannot exceed 1.

In addition, the dilution provided by adding the NaOH solution will further decrease the resultant salt concentration, so that the average salt concentration will be well within the limits of the state regulations. There is obviously much more detail needed for the design of the acid-neutralization process. Additional planning, analysis, and evaluation of this process are included in the remainder of this book.

This effort will require that we learn and apply some fundamental principles of chemical engineering. This is a smart thing to do, because the rate of HCl production may not exactly match the rate of utiliza- tion in the neutralization process at every minute; the tank will allow these two processes to be operated independently. Finally, we will assume that a reactor will be necessary for the neutralization reaction to take place.

Thus, the process flow diagram without a stream table would look something like Figure 3. Among those societies is the American Institute of Chemical Engineers AIChE , which has the adopted the following code: AIChE Code of Ethics Revised January 17, Members of the American Institute of Chemical Engineers shall uphold and ad- vance the integrity, honor, and dignity of the engineering profession by: being honest and impartial and serving with fidelity their employers, their clients, and the public; striving to increase the competence and prestige of the engineering profession; and using their knowledge and skill for the enhancement of human welfare.

It is clear from this code that, in all plans and considerations associated with solv- ing problems, chemical engineers have the responsibility to promote safety, to protect the environment, to treat others with respect and fairness, and to act ethically. These responsi- bilities are borne by each individual engineer and by companies which are, after all, just collections of people.

Safety Every company must be concerned about the safety of its own employees and of the public affected by its operations. This responsibility stems primarily from concern about people, but safety lapses can also expose a company to substantial financial liabilities, including lost productivity. Thus, many companies maintain a strong culture of safety for their em- ployees, supported by frequent training sessions, posted reminders throughout their facil- ities, associated rewards and punishments, and an attempt to encourage honest employee feedback from personnel at all company levels.

In addition, engineering companies must be vigilant in protecting the community surrounding its operation and protecting the cus- tomers using its products.

Thus, all reasonable practices should be consistently imple- mented to promote the safety of these groups of people, and any potential safety risks should be promptly reported to supervisors who can take steps to reduce those dangers.

Protecting the Environment Chemical engineers have an important responsibility to protect the environment. This is particularly true today with our increasing world population and its greater use of technol- ogy. Local and global environmental issues have the potential to impact the very viability of our way of life. That respect should be manifest in all interpersonal interactions.

In addition, all decisions pertaining to advance- ment, salary, and other recognition should be fair and based on professional performance, again without regard to race, gender, and lifestyle. In addition, chemical engineers should be prepared to defend the rights and fair treatment of their colleagues.

Ethical Practice Observing the AIChE Code of Ethics summarized above requires that individual profes- sionals and companies are truthful and responsible in all aspects of their professional ser- vice. While most engineers and companies uphold their ethical responsibilities, there have been notable exceptions. The line between ethical and unethical behavior is sometimes blurred, and decisions can be quite difficult, especially under the influence of pressure by management to take a particular path.

Each engineer has the responsibility to aggressively pursue an ethical path and to help others to do the same. The consequences of unethical behavior can be disastrous personally and collectively, while the consequence of ethical choices even hard ones ultimately is a clear conscience.

You should make the decision now to always practice your profession in an ethical manner. Rather, most problem-solving is done by teams of engineers working to- gether. These teams are often multidisciplinary, bringing together individuals with a variety of different experiences and training. A key assumption is that the team working together can accomplish more than the sum of the efforts of each individual team member working alone.

Unfortunately, not all teams work effectively. Our objective in this section is to pro- vide a very brief introduction to several aspects of teamwork that help teams to function more effectively.

A clear mission or set of goals 2. A plan for attacking problems 3. Clearly defined roles 4. Clear communication 5. Well-defined decision procedures 6. Balanced participation 7. Established ground rules 8. In order to work together effectively, the members of the group must learn to accept each other and to utilize their respective talents for the benefit of the group.

How does this work in practice? Researchers have identified several distinct developmental stages related to groups1. The stages are summarized in Table 3. Table 3. Forming Organization of the group, setting of rules and procedures, introductions of members and learning a little about each other.

Storming Emergence of conflict caused by different perspectives, experiences, backgrounds and views. This is the time when most groups will fail. Conforming Coming to the agreement to disagree; tolerance of varying views and opinions and perspectives.

Individuals accept the team, their roles on the team, and the individu- ality of the various team members. Performing Utilization of individual differences for the benefit of the group and the work of the group. Varying perspectives and differences are viewed as advantages rather than hindrances.

The performing stage at the bottom of Table 3. Some teams are able to reach the performing stage in just a couple of meetings, while others may take weeks or even months to reach the same level of perfor- mance. Recognition of the stages in group development helps to smooth the transition to the performing stage. It is this diversity that enables a team to be more than just a sum of the individuals who make up the team. This diversity can also lead to conflict Storming, Table 3.

In order to minimize conflict and fully utilize the potential of the team, each member of the team should have a clearly defined role. Ideally this role should correlate with the strengths of each individual member of the team. To describe such strengths, the responses of people to a goal or task have been classified into the four general categories2 described in Table 3. Different individuals have different levels of preference for each of these modes of action. Some people have a strong preference for a single mode e.

An individual may also strongly resist action in a par- ticular mode or modes. Others are able to accommodate all four modes of action, adapting to whatever mode is necessary. This last group of people are referred to as facilitators. Fa- cilitators can play a very important role in team work, since they are able to work with and accommodate individuals with various action-mode preferences.

Keen at observing and at gathering informa- tion, sometimes Fact Finders can be too judicious, seeming overly cautious as they wait for more data. Keyword: probe. Follow Thru Methodical and systematic, this mode is focused and structured, and brings order and efficiency. Follow Thru people are meticulous at planning, programming, and designing, and predictability is essential to their being.

Keyword: pattern. Quick Start With an affinity toward risk, this mode is spontaneous and intuitive, flexible, and fluent with ideas. Quick Starters are deadline- and crisis-oriented. They need an at- mosphere of challenge and change, and sometimes they can be impatient. Keyword: innovate. Implementer Hands-on, craft-oriented, this mode brings tangible quality to actions.

Implementers have a strong sense of three-dimensional form and substance and the ability to deal with the concrete. Keyword: demonstrate. There are several important points that can now be made. First, people are different. Not everyone will respond to a task in the same fashion. Understanding this fact is critical to your success in working on teams. The different modes of action represent different talents and preferences. A team pro- vides the opportunity for these different talents to be used together to accomplish a shared objective.

It is not very productive to send someone who strongly prefers the Quick Start mode on a fact-finding mission. Similarly, an individual who acts dominantly in the Fact Finder mode cannot be expected to make spontaneous intuitive decisions. Data Gatherer This individual or group of individuals is responsible for gathering data needed for the team to accomplish its goals.

Data gathering is typically ac- complished between team meetings. It may take the form of gathering quan- titative data or may consist of qualitative observations, and the like. Formal recognition and use of this role turns what might be perceived as a negative contribution into a positive and important part of the total group effort.

Other tasks, such as preparation of presentations and reports, charting data, and so forth, are assigned to members of the team as needed. One of the important messages of this discussion is that engineering involves the col- lective contributions of teams, and that those contributions are affected by the differences between people and their ability to mold their team into a cooperative unit.

It is useful to illustrate how such differences and team dynamics might work. The following is a scenario of how that interaction might have taken place: Meeting 1: Your team of four engineers with you appointed as team leader was called together to begin forging a solution to the problem of the acid waste.

You took some time in the first meeting to have each team member introduce himself or herself before getting started. You also summarized the problem and the time frame allotted by management for completion of the project.

Having defined the problem, you then initiated a brainstorming session to generate a list of possible solutions.

One of the team members, Allyson a relatively new engineer hired about 3 years ago was particularly good at generating ideas. In contrast, Peter an experienced engineer nearing retirement was openly negative about many of the suggestions and kept trying to close the discussion so that analysis could begin on the sugges- tions that were already on the board.

You found yourself getting a little irritated with his disruptive influence. You also wondered if he was one of those engineers who always wanted to analyze everything to death and never seemed to get any- thing done. Finally, you felt satisfied with the list of possible solutions and you asked the group how they would like to proceed. Lee a mid-career engineer and meticulous planner suggested that the team meet the next day to perform a prelim- inary evaluation of the ideas, after which it would be easier to define specific tasks and set a regular meeting time.

Everyone agreed and the meeting was adjourned. Meeting 2: The preliminary evaluation began well with evidence that both Allyson and Lee had spent some time preparing for the meeting. However, Peter was openly critical of everyone and everything.

He also boasted of his experience and even began to belittle Allyson in an attempt to be humorous. It was clear that the meeting was going nowhere, so you quickly adjourned before things got out of control.

Your Office: After allowing things to cool off overnight, you called Peter into your office. You assured him that his experience and abilities were important to the success of the team.

However, his negative comments and criticism were destroying the ability of the group to work together. Therefore, it was important that such behavior stop immediately. You reviewed the stages of team development with him and pointed out that the team was now at a critical stage. In a very real sense, the success of the team depended on his willingness to make a positive contribution.

He assured you that he would make the necessary changes. You also encouraged him to apologize to Allyson. You also met briefly with Allyson, thanking her for her important contributions to the group and requesting her continued efforts and patience. Peter made a conscious effort to control his comments and even to be supportive.

Allyson recognized his efforts and requested his opinion on issues several times during the meeting. The team was able to complete a preliminary ranking of the ideas, and each member of the group was assigned to perform a more detailed analysis of one of the top options.

Meeting 4: Results were presented from the analyses performed since the last meeting. Respect was demonstrated as team members asked questions, expressed opinions, and offered suggestions. Advantages and disadvantages were listed for each alternative, as well as the potential cost and feasibility of completing the work within the specified time frame. Peter was particularly helpful in assessing tech- nical feasibility.

Finally, you concluded that it was time to make a decision, and you rec- ommended that the team pursue the plan to neutralize the acid with sodium hydrox- ide. The others agreed. Lee was asked to take the lead in developing specific tasks and a timeline for completion of the project.

A regular meeting time was set and the meeting was adjourned. Fol- lowing those steps, we defined the problem as needing to deal with the acid waste. Then we listed some possible solutions, including changing the company process, finding an- other contractor to dispose of the waste, building large tanks to store the acid, building an evaporation pond, and treating the acid to prepare it for disposal in the lake. After brief evaluation of the options, the decision was made to pursue the neutralization of the acid to prepare it for disposal in the lake.

Most of this book will center around developing a process to accomplish that goal, and additional chemical engineering principles will be introduced as they are needed for that development. The advantage of teams is that they bring together peo- ple of different talents, abilities and experience to work on a common problem. Because of those differences, the team can accomplish much more than what would be accomplished by the team members working alone.

However, it takes effort to make a team work effec- tively, and a knowledge of issues related to teamwork is useful in helping teams to reach their full potential.

As Cultural norms also have a significant impact on commu- we interact around the globe and participate in teams that nication. The culture of the United States favors direct, even include individuals from a number of cultures, the impact blunt, communication.

In contrast, Asian cultures communi- of culture on group dynamics and communication becomes cate in a much more subtle way, especially when offering a evident. For example, in individualistic societies such as the negative response. The combination of these two very differ- United States, it is commonplace to recognize and reward ent culture-based approaches in a team or a negotiation can the contributions of individuals whose performance has been be quite problematic.

For example, it is not difficult to imag- outstanding. However, such recognition would not be wel- ine a situation where individuals from the United States are come in some cultures. Groups in these societies U. Thus, to single out a partic- stand what is clearly laid out in front of them. In Unfortunately, because our culture is so much a part of fact, it would be embarrassing to that individual and frowned who we are, there is a tendency to be ethnocentric,3 or to upon by the group.

Without an understanding of the culture, feel that everyone should approach things the way that we a well-intended manager from a different culture may cre- do.

Sensitivity to cultural differences and an appreciation for ate a problem by simply trying to support and recognize the other cultures is essential for success in the global arena. Scholtes, P. Kolbe, K. Ferraro, Gary P. Of the seven steps suggested in this chapter for solving en- 4. What two properties of the waste stream would need to be gineering problems, altered before the stream could be discharged to the lake?

Why was it necessary to check the state limit on dissolved b. In eliminating the possibility of contracting with an inde- 6. What assumption provides the key motivation for using pendent company to take the acid away, what assumptions were teams?

Under what conditions do you think this assumption made? In evaluating the possibility of an evaporation pond to take 7. Industrial enzymes.

Chemical Thermodynamics. Glossary of Combustion. Chemical Engineering Vocabulary: Bilingual. Essential Process Control for Chemical Engineers. Heat Transfer: Exercises. Intermediate Maths for Chemists. Fundamentals of Reaction Engineering. Membrane filtration processes. Electrically Driven Membrane Processes. Aerospace Engineering. Engineering Books. New Upload Books. Perry's Chemical Engineering Handbook. First revealed in , Perry's Chemical Engineers' Handbook has outfitted generations of engineers and chemists with an professional supply of chemical engineering info and data.

Mar 16, Practical, readable, and exceptionally easy to use, Basic Principles and Calculations in Chemical Engineering, is the definitive chemical engineering introduction for students, license candidates, practicing engineers, and scientists.

Himmelblau, James B. Riggs — goes far beyond traditional introductory chemical engineering topics, presenting applications that reflect the full scope of contemporary chemical, petroleum, and environmental engineering. Offering a strong foundation of skills and knowledge for successful study and practice, it guides students through formulating and solving material and energy balance problems, as well as describing gases, liquids, and vapors.

Throughout, the authors introduce efficient, consistent, student-friendly methods for solving problems, analyzing data, and gaining a conceptual, application-based understanding of modern chemical engineering processes. Practical, readable, and exceptionally easy to use, Basic Principles and Calculations in Chemical Engineering, is the definitive chemical engineering introduction for students, license candidates, practicing engineers, and scientists. Riggs Free? You all must have this kind of questions in your mind.

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