Page 55 - Applied Process Design for Chemical and Petrochemical Plants Volume I

Process Planning, Scheduling and Flowsheet Design 43

$io.ooo.aoo The schedule of projects must often be adjusted to
reflect the influence of the key decision maker assigned to
the work. If he requires complete detailed figures before
reaching any decision, time wilI necessarily be consumed.
On the other hand if he applies judgment and experience
to the basic factors (less details), then the over-all direc-
tion of the project can be continually pointed in a prof-
itable direction in the minimum of time. In reality actual
"multipliers" are often applied to the time schedule of a
project to reflect the type of decision-maker involved.

Assignment of Personnel

It is important to plan ahead for the proper assignment
$1,000,000
of qualified engineers to various projects as they arise.
Jobs cannot be assigned on an unconsidered basis; that is,
- each lead or principal process engineer and others in his
s group on a project must be selected for their (1) basic
..
m - ability to understand the process under consideration, (2)
.. background know-how, (3) design ability for the equip-
'0
m ment involved, and (4) compatibility with the project
engineer and other key decision making representatives
with whom they will be in daily contact.
There are two approaches to developing qualified per-
sonnel:

1. The generalist approach-each process engineer
$100.000
becomes competent over-all with preferential areas
of specialization. With this approach, all personnel
Figure 1-36. Process engineering costs (1 975), based on process are urged to study and keep up to date in order to
engineering charged at $14 per manhour. Chemical plant engineer- handle any type of project. This simplifies the assign-
ing operations, includes flowsheet development and drafting, mater-
ial and heat balances, equipment designs, ratings, checking, and bid ment of the men, since there are more chances of
reviews and selection of equipment. By permission, E. E. Ludwig [7].

Notes :Points (ll,~2),~31 and Similar
t Represent barge Projects
Which are"Duplicates" or
p IO Nearly so,o% known Facilities.
P
.- - Points I4),(5) and Similar
FI,
Represent barge Projects
w Where Ail Research or oiher
W c
._ Decisions not Avoilable as
en
c
-
Y
0
P
z 1,000
520
TEMH
Q
32C
TEMt
Figure 1-37. Process engi-
neering manhours for new
construction or major addi-
tions to existing facilities and 100 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 $6 5060
small projects. By permis-
sion, E. E. Ludwig [TI. Percent Process Engineering Manhours