Page 54 - Applied Process Design for Chemical and Petrochemical Plants Volume I

42 Applied Process Design for Chemical and Petrochemical Plants

I I I I I I I I I i I I I i I
v) PROJECT 2: ADDING FACILITIES AT A LIGHT HYDROCARBON PLANT
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100
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I 50
2

v) 1250
a
2 1000
I
a ’150
500
250
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J F M A M J J A S O N D J F M A M J J A S O
150
100
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J F M A M J J A S O N D J F M A M J J A S O

Figure 1-35. Process engineering manpower requirements by project and by months from start. By permission, E. E. Ludwig [7].
Influences equipment will usually be reflected in efficient handling
for the project when the bulk of the general engineering
The principal factor which runs the process engineer- manpower is assigned to the detailed work. When deci-
ing man-hours over expected time for a “straight sions are made at the time of the need, all concerned can
through” project is the comparison studies of equipment produce to the most benefit of the project. If the basic
or process schemes when compared to the relatively sim- process can be designed and the flowsheet approved prior
ple and limited work after the decisions are made. to initiating the detailed mechanical, structural and elec-
Any rushed program of process engineering develop- trical engineering, the project usually runs well through-
ment will usually be inefficient in manpower for certain out the department. This situation is more likely to occur
parts of the work. Thus lead time for proper thinking and in a contractor organization than a producing company
evaluation of significant process schemes and types of engineering department.