Page 21 - Coulson Richardson's Chemical Engineering Vol.6 Chemical Engineering Design 4th Edition

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CHEMICAL ENGINEERING
It is doubtful if any design is entirely novel. The antecedence of most designs can usually
be easily traced. The first motor cars were clearly horse-drawn carriages without the
horse; and the development of the design of the modern car can be traced step by step
from these early prototypes. In the chemical industry, modern distillation processes have
developed from the ancient stills used for rectification of spirits; and the packed columns
used for gas absorption have developed from primitive, brushwood-packed towers. So,
it is not often that a process designer is faced with the task of producing a design for a
completely novel process or piece of equipment.
The experienced engineer will wisely prefer the tried and tested methods, rather than
possibly more exciting but untried novel designs. The work required to develop new
processes, and the cost, is usually underestimated. Progress is made more surely in small
steps. However, whenever innovation is wanted, previous experience, through prejudice,
can inhibit the generation and acceptance of new ideas; the “not invented here” syndrome.
The amount of work, and the way it is tackled, will depend on the degree of novelty
in a design project.
Chemical engineering projects can be divided into three types, depending on the novelty
involved:
1. Modifications, and additions, to existing plant; usually carried out by the plant design
group.
2. New production capacity to meet growing sales demand, and the sale of established
processes by contractors. Repetition of existing designs, with only minor design
changes.
3. New processes, developed from laboratory research, through pilot plant, to a
commercial process. Even here, most of the unit operations and process equipment
will use established designs.

The first step in devising a new process design will be to sketch out a rough block
diagram showing the main stages in the process; and to list the primary function (objective)
and the major constraints for each stage. Experience should then indicate what types of
unit operations and equipment should be considered.
Jones (1970) discusses the methodology of design, and reviews some of the special
techniques, such as brainstorming sessions and synectics, that have been developed to
help generate ideas for solving intractable problems. A good general reference on the art
of problem solving is the classical work by Polya (1957); see also Chittenden (1987).
Some techniques for problem solving in the Chemical Industry are covered in a short text
by Casey and Frazer (1984).
The generation of ideas for possible solutions to a design problem cannot be separated
from the selection stage of the design process; some ideas will be rejected as impractical
as soon as they are conceived.

1.2.4. Selection
The designer starts with the set of all possible solutions bounded by the external
constraints, and by a process of progressive evaluation and selection, narrows down the
range of candidates to find the “best” design for the purpose.