Should Feminists Be Against Pornography Essay Example | Topics and Well Written Essays - 3000 words

Should Feminists Be Against Pornography - Essay Example Sometimes, it has also been the issue of equal rights between male and female and who is worth to have more power. The various issues arising out of feminism have also invited many theorists as well as political reformers formulate theories related to feminism which has been eventually linked up with politics. The research will investigate the different perspectives and issues related to pornography a subject closely linked with feminism, and whether the two go hand in hand. The issue of feminism is sometimes seen to be taking a liberal approach, which is again recognized as liberal feminism. Liberalism essentially refers to a differentiation of the body from the mind, overhauling the role of mind in defining human nature, while denying the importance of bodies. Precisely because it denies any connection between mind and body, liberalism assumes too many similarities between men and women. (Ring, 1991, 28) Women and men are no different from each other, and are treated equal irrespec tive of having two different bodies is what the liberalists believe. This ideology also has resemblances with Marxist theorists. According to Marxism, there is practically no difference between men and women. ... (Ring, 1991, 28) Looking from the Marxist approach, the body does not assume any significant image and even liberal feminists also share the same view. Whether one is a man or a woman holds no significance in the Marxist world. Instead, it is far more important to see whether one belongs to the upper class or the lower class based on his economic status. It denies any difference based on gender, and refutes any conflict that might be related to what rights a woman can enjoy as compared to her male counterpart. Considering from this angle, a woman has as much rights to wear clothes as a man, irrespective of how much part of her body the clothes might reveal. Following this perspective, one can notice the difference if one visits a capitalist country like USA and a country like UAE who believes in a more radical approach like difference between genders are strongly existent. In other words, a woman in USA would feel quite comfortable in exposing clothes like bikinis at a beach, while a woman from UAE might consider it unthinkable. However in the 1960s, feminists have been active in responding to the issues of the use of veil in Islam apart form issues like female genital mutilation carried out in Africa and female infanticide in Asia. However Marxist feminists believe that the two genders are equal but â€Å"we do not deny that men are the agents of women’s oppression, or that, within the framework of existing social relations, men benefit form it, both in material and psychological terms† (Marxism, Feminism & Women’s Liberation, n.d., 1). These feminists also hold that these gains are â€Å"petty, hollow and transitory† involving high costs. In this context of

Evaluate the effectiveness of logistics management as a method of Essay

Evaluate the effectiveness of logistics management as a method of gaining competative advantage within Youngs Seafood , Grimsby and how this relates to the wider supply chain - Essay Example Further, the paper also discusses how this concept relates to the Supply Chain Management. Logistics is defined as â€Å"the time-related positioning of resources†. A good logistics supply chain would include the right resources in the right place, at the right time, right quality/quantity and at the right cost. It took some time for the company - Young’s Sea Food to accept logistics as a management process. Most of their competitors have already established this sector as one of the foundation stones to deliver diverse services and products while aiming high profit margins and customer satisfaction. Today, logistics management is acclaimed as a combining process that provides information networks and necessary infrastructure essential for the development and functioning of global supply chains. The company - Young’s Sea Food has already taken various initiatives such as real time manufacturing and distribution, supply chain engineering, efficient consumer response systems and the lean models. The main aim of the company management is to search for new levels of supply chain efficiency and integration. Supply chain collaboration remained an elusive goal for the management. The company’s management has recognized that the future to competitive edge is to define internal improvements and plan far outside the frontiers of the normally envisioned enterprises. In today’s global and volatile market and with ever increasing competitors for Young’s Sea Food, the consumer demands are rising by the minute. It is now acknowledged as a strategic necessity, to forge partnerships beyond geographical and industry-vertical boundaries. Collaborative planning systems are providing the capabilities for accelerating the co-management of planning processes and effici ent sharing of information. Logistics collaboration and sharing of infrastructure needs to become a reality for the company in order gain an edge over other market

Amazon.com is a multinational ecommerce company

Amazon.com is a multinational ecommerce company Amazon.com is a multinational Ecommerce company, which was founded by Jeff Bezos who is considered to be one of the worlds top innovative executives. Amazon.com started as an online bookstore and expanded with time to sell almost everything. The role of information system in this company is a leading role, because the company is an online retailer. The company started as an online store for books to rapidly expand to sell everything such us beauty items, auto parts, apparel, electronics and groceries. Amazon has started as an online book retailer and later on has grown to sell products such as VHS, DVD, Computer software, furniture, food, music CDs and toys. The company has also been able to launch websites in different countries such as United Kingdom, Canada, France, Japan and Germany. By 2001 the market place of Amazon has been launched to enable Amazons customers to sell used books, DVDs and CDs Amazons logo shows an arrow that stretches from A to Z, which also forms a smile to indicate Amazons care for customers satisfaction. eBay on the other hand is one of Amazons rival online companies. Amazon.com has been an innovative company in its domain; therefore it attracted lots of competition from different companies. eBay as an example is a very strong competitor. It is the number one online auction website. It recruited more than 15000 employees. Just like Amazon, eBay provides customers with comprehensive web services such as: Search via keyword or phrase. Submit new items. Re-list items. Provides information about certain seller or bidder. eBay is considered to be the largest online trading company in the world. It was founded in 1995 to become one of the most popular online shopping sites in the world. It has over 100 million registered users internationally. It allows buyers and sellers from the around the word to facilitate sales of services and products and form a diverse international community. In order for users to be able to transfer money to sellers, eBay started up Pay Pal, which became the worlds largest online bank. Until 2005, eBay has enjoyed a decade of online auction monopoly. Right now it is challenged by google and it is no longer the worlds only online auction community. Information system: Amazon uses an information system (MIS) that focuses on the customer supplier relationship. It focuses on increasing intimacy between customers and suppliers. Amazon uses a sophisticated Information system and sophisticated techniques that allow Amazon to standardize the processes it uses in order to give customers high satisfying experiences. The website opens up with a search bar where customers can type down their desired item and then be able to sift through the data base where the item and similar items can be found. The customer once finding the desired item can give the option of ordering the item and buy it through credit card or gift vouchers that can be purchased through cashu. Once the item is shipped, the customer can receive it within few days up to few weeks depending on the destination required. Unlike its competitors, amazon.com does not ship items through warehouses owned by the company. Books for example are shipped directly from publishers; therefore, warehouses ar e not needed. These systems are managed by different technological applicants in order to help Amazons employees work with efficiency. Once a customer places an order, the management system would start working on reserving the item, schedule the shipment, make invoices and update the customers account and record. Amazon uses TPS (Transaction Processing Systems) in the process of the transaction done, as in once picking up the number of items needed the website calculates the total amount. It can also be seen in the preparation of invoices. DSS (Decision Support System) in Amazon can be seen in how Amazon presents its customers with the chance to choose items from a best selling list added to the home page. It is also implemented in a service provided by the website called â€Å"Look inside the book†. Customers are left with the choice to make a decision in buying a specific book or not by taking a look at random pages of the content of the book. It can also be seen in the typ e of shipment that is considered appropriate for the customer. ESS (Executive support system) is seen in the executives handling of queries and answering questions of customers. Amazon uses its own customized database called Amazon S3 (Amazon Simple Storage Service). It is predicted that with time, this system will take the place of Oracle databases because it is simple and less expensive. On the other hand, eBay uses Business 2 Business (B2B) information system. eBay works through a person 2 person process. Customers can search for items via eBay and then directly contact the seller by negotiating the price with other buyers. B2B can be seen through the way processes are made. Customers are in direct contact with buyers and the transaction and money transfer occurs through PayPal, which is an individual website by itself-though it is fully owned by eBay-. eBay has a massive oracle database that includes over 200 million registered users, two petabytes of data, ECRM: Amazon takes the privacy of its customers very seriously. It is true that it keeps a profile about its customers according to what they buy and what items they are interested in, but it does not sell information about its customers to other companies. It also verifies the price of the item ordered to ensure items are not mispriced. This is done to ensure the satisfaction of the customers. Amazon manages knowledge through allowing customers to be able to see pages of the books desired for purchase. On the other hand, customers cannot review a whole book nor can they print the pages. Customers are only allowed to review pictures of the reviewed pages and not the actual page. This method has been used by Amazon to prevent violation of copyrights as well as manage knowledge. E-CRM (E-Customer Relationship Management) can be easily seen on Amazon.coms webpage. Amazon uses E-CRM by suggesting items to the customers based on previous purchases. As an example, previously I have bought the Kindle reading device through Amazon.com. This picture shows recommended items other customers with similar purchases have bought. The second part also shows books that I might be interested in. Amazon.com. 2010. Todays Recommendations For You. [ONLINE] Available at: https://www.amazon.com/gp/yourstore?ie=UTF8ref_=pd_irl_gwsignIn=1. [Accessed 05 May 10]. Amazon has also provided its customers with special features. They are: Products and pricing information retrieval. Customer reviews. Wish lists retrieval. Performing simple and advanced searches. Updating Shopping carts. eBays reputation of being the biggest online auction house in the world has attracted hackers and fraudsters who find it easier to access illegal information about customers and their accounts. This led criminals to sell fraud and sell knock-off and fake items. eBay works hard on detecting fraud activities on its website and considers this as its core activity of its business in order to provide its customers with safety and security. eBay uses whois domain in order to provide its customers with the highest security system. wikipedia. 2010. WHOIS. [ONLINE] Available at: http://en.wikipedia.org/wiki/Whois. [Accessed 23 May 10] eBay uses whois to fight scam and phishing issues because of an epidemic scam that occurred few years back. The scammers used phishing emails that seemed to come from a trustworthy companies asking for customers financial information. With whois system, eBay was able to detect thousands of phishing attacks (1125 in 2005). Management challenges: Amazon has a competitive edge that shows its concern with its customers. This can be seen through making the shopping experience fun and easy for Amazons customers. Most of the online shopping standards were innovated by Amazon. One of the most obvious examples is the 1 click system, which allows returning customers to shop using one click instead of being forced to re-enter their information and payment method. Amazon.com has thought of a very intelligent idea to increase sales on the website. This has been done through inventing Kindle. Customers can purchase books for their kindle only through the website, and this can increase the sales of books sold on Amazon.com. eBay has a famous issue with â€Å"glitches† on its website. Many customers have been complaining about this issue for years. In 2009, the website had a whole day glitch and sellers suffered from losses. What these glitches do is that they disable search for items for a period of time. At some point, a glitch was responsible to delete an 11 years old account of a reliable user. Dan Goodin. 2007. The Register. [online] Available at: http://www.theregister.co.uk/2007/11/12ebay_glitches/. [Accessed May 25th 10] Online/offline communication: It seems that Amazon.com takes it customers needs and satisfaction very seriously. Amazon controls all operations between customers and vendors. Customers order the required products through Amazon, while Amazon contacts the specific vendor for the product, the customer does not have a direct connection with the vendor. This type of communication is an online communication, because the customers whole transaction occurs through Amazon.com. Customers are not transferred to the vendors homepage. The transaction does not occur through the vendors homepage as well. The whole process is done fully via Amazon.com, even the final payments and delivery systems. Even though shipments are done through vendors, Amazon.com has given instructions that all packaging happens in a specific way. Hence, the Amazon.com packages and boxes. Shipments can also be tracked through Amazon instead of communicating with the vendor directly. This proves that Amazon.com uses in online communication service with its customers, because it controls all the transaction starting from giving the customer choices for a product and ending with the products delivery, exchange and refunding. eBay works as a broker between sellers and buyers. Buyers and bidders can place their orders via eBay. Sellers ship items to the highest bidder, which means that eBay does not control the process of shipment or money transaction. Money is transferred directly to the seller through PayPal. This means that eBay is not involved in the process, because sellers control the process starting from deciding the price of the product and ending with the shipping of the product. Knowledge Management: There are two types of knowledge management, the usual knowledge management and Customers knowledge management. Amazon uses Customers knowledge management, because it is more efficient and innovative. Managers in Amazon.com are aware of the fact that customers are more knowledgeable than the company can realize. Knowledge is a key to competitiveness. Knowledge is managed through Amazon by motivating customers to share their knowledge by providing products reviews, customers order histories, suggestions based on customers prior orders. Amazon allows knowledge to be exchanged through its customers rather than keeping it within the company. The knowledge does not get lost this way because the more customers the company has, the more knowledge it gains. eBay manages knowledge through providing managers with the playbook concept and providing eBay customers with Whois. Playbook concept is about knowing the steps needed for success. It allows managers to take the necessary steps that would allow eBay to grow as fast as the managers want. Playbook works in setting the suitable conditions of electronic trading in order to allow certain areas to flourish and grow. Playbook consists of hundreds of web pages that include information that are considered to be a collective of wisdom for all eBay managers worldwide. It consists of updated topics about online marketing and management categories. eBay has also provided its customers with free available Whois data base so they can check the legitimacy of websites that are forwarded to them that may be part of a phishing scam. This database provides them with information about websites, if the information is incorrect, then it means that this website is part of a phishing scam. This comes under both eCRM and knowledge management, because it is a service presented to the customers that allow them to identify scammers while at the same time it provides them with the knowledge about which website is secure and which website is a fraud. References: Junnarkar, Sandeep, (2010) eBay taps business-to-business boom, [Online] Available: http://news.cnet.com/2100-1017-238000.html [March 15th 2010] Keith Regan. 2003. ecommerce times. [ONLINE] Available at: http://www.technewsworld.com/story/20603.html?wlc=1275082118. [Accessed 29 January 03] Schoenfeld, E, 2005. The World According to Ebay. Enterprise Information System, [online]. 13, 2-4. Available at: http://money.cnn.com/magazines/business2/business2_archive/2005/01/01/8250238/index.htm [accessed 17th May 2010] wikipedia. 2010. WHOIS. [ONLINE] Available at: http://en.wikipedia.org/wiki/Whois. [Accessed 23 May 10] Dan Goodin. 2007. The Register. [online] Available at: http://www.theregister.co.uk/2007/11/12ebay_glitches/. [Accessed May 25th 10] Gosnell, Denise. (2005) Professional Web APIs: Google ®, eBay ®, Amazon.com ®, MapPoint ®, FedEx ®, Indianapolis, Indiana:Wiley publication, inc. Shanahan, Francis. (2007) Amazon.com ® Mashups, Indianapolis, Indiana: Wiley Publication, inc.

Orson Welles Citizen Kane :: Films Movies

Orson Welles' Citizen Kane Having success the first time around is very uncommon. Orson Welles's first feature film richly realizes the full potential of excellent craftsmanship. Citizen Kane is almost indisputably the greatest achievement in the history of filming. In 1941, this film was considered by many as the best film ever made. This film is about the enormous conflict between two twentieth-century icons, publisher William Randolph Hearst and the prodigy of his time, Orson Welles. The rather overwhelming beginning of an opening sequence is still as electrifying as any in the history of movies. That tarnished sign on a forbidding black wire fence is the first thing we see in Orson Welles' Citizen Kane. Citizen Kane is a movie about perception and projection. Indeed, with the complex theme the whole movie seems to be placed in a kind of psychological trauma for the viewers. Citizen Kane is a portrait of a public and private figure that remains tantalizingly unfinished. Excellent acting was revealed for the first time as these new roles played out. Orson Welles was a director ahead of his time and his portrayal of Kane shows his acting ability. This film is one of the first films to rely heavily on style and visuals, Citizen Kane uses camera, lighting, and set techniques to show Kane's rise and fall from power. The movie as a whole -- though as artistically satisfying as a picture can get -- also leaves us with certain unexplicated pieces of Kane's life that only we, as viewers of Citizen Kane, can put together for ourselves. There's no doubt that Citizen Kane is a great movie. It is a pioneering film that forever changed film making. Its plot is one of the most creative and original in all of movie history. Citizen Kane is a brilliantly made film. I can't really take the full impact of it because it was made in 1941, and all the film techniques Welle's used, are used frequently today. Nowadays, a film has to be emotionally involving and have an original plot to get recognition. But back in the 40s, no one had ever seen some of them before, and so it was new and original. Conversely, the film features rapid montage sequences permitting sudden ellipses of time and space for the first time. This was a special technique that Orson Well used time progressing. Opening and concluding with the famous NO TRESPASSING sign outside of his palace, Xanadu, the film depicts newspaper giant Charles Foster Kane's economic and spiritual rise and his eventual

Crude Distillation Unit

A REPORT ON CDU: HEAT EXCHANGE & INTEGRATION BY Mudit 2010A1PS349P Amanpreet Singh 2010B4A1356P Rishu Gupta 2010A1PS401P AT IOCL REFINERY, GUWAHATI A Practice School-I station of BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI July, 2012 PREFACE We feel immense pleasure in presenting before you this final report on our PS-1 program IOCL Guwahati refinery. This report encompasses a comprehensive discussion of what we learnt on this program. The report starts with a brief introduction about the organization i. e. IOCL Guwahati refinery.We have kept discussion in this section brief to focus more on our Project ‘Heat exchange and integration in CDU ’. The main report is divided into 4 sections. To start with, the first Section is a basic introduction to Crude distillation unit, its process and products. Heat exchange is among the most important activity for crude distillation units. The 2nd part of the report focuses on this heat exchange process occurring in the crude disti llation unit of Guwahati refinery. Necessary data regarding all the heat exchangers has been provided in a tabular manner to make understanding easier.The concept of critical heat exchanger is introduced subsequently in the 3rd section along with the case study of some important heat exchangers of the process. Heat duty &other calculations presented in this section for heat exchangers are clearly explained in step by step manner along with formulas used. Through these calculations we have tried to analyze whether these exchangers are working efficiently. In the Last part of the report we have given an introduction to ‘heat integration’ one of the most important tool for increasing energy efficiency of a process.Points discussed about heat integration in this section are: Meaning, Importance, its need in CDU, Tools. We have concluded this part with an example of heat integration done in 2010 in pre-heat train of CDU, showing how it helped saving energy & increasing effic iency. A final conclusion and glossary are provided to sum up the report. We hope you have a good time reading this report and find it informative and useful. Mudit, Amanpreet & Rishu Birla Institute of Technology & Science Pilani 333031 2 ACKOWLEDGEMENTA comprehensive report always requires the goodwill, encouragement, guidance and support of many people so we would like to start by thanking our college BITS pilani for initiating program like ps-1 thereby giving us the opportunities to visit real time industries and learn by working on hand in organizations as big as IOCL. Our sincere thanks to Mr. B K Das, CPNM and Mr. P S Sonowal for assigning us this important project on heat integration in refinery and getting us in contact with the required person in each unit. Without their help this whole program would not have been possible.We are indebted by the constant support and mentoring provided by Mr. Vijay Kumar, TS for the preparation of this report. Also, we take this opportunity to thank all the chief engineers, and workers we have met in different units who have received us with open hearts and helped us in learning the vast array of knowledge that a refinery holds. Mr. E Edmund of CDU, Mr. A. Bairagi of OM&S are just the few of these names with whom we shared numerous informative talks which finally went into the preparation of this report. We also express our deep sense of gratitude to IOCL administration for providing us with necessary data nd making our stay a pleasant one. Thanks to our families & friends for their constant support and encouragement throughout the period of preparation of this report. It goes without saying that we are sincerely grateful to our instructor, Mr. Prasantha G for coordinating this ps-1 program and giving us opportunity to present before him this report. Thank you all Birla Institute of Technology & Science Pilani 333031 3 TABLE OF CONTENTS S No. Topic Page No. Preface Acknowledgement List of Illustrations Abstract 2 3 5 1. 1 1. 2 1. 3 Introduction IOCL Guwahati refinery Production Units of Guwahati refinery 6 7 8 9 2. 1Crude Distillation Unit CDU : Process Description 11 3. 1 3. 2 3. 3 CDU Pre-heat Train (Heat exchange Process) Introduction Shell & tube Heat exchanger Pre-heat train : Description 15 16 17 Heat Exchanger Performance Calculation Critical heat exchangers Performance analysis: Examples ? S-25A/B ? S-11C ? S-23A/B 22 23 23 25 27 Heat Integration Heat Integration : Introduction Heat Integration in CDU ? Need for heat integration in CDU ? Heat integration in Guwahati Refinery ? Example from pre-heat train 30 32 32 32 33 Conclusions References Bibliography Glossary 35 36 37 38 4. 1 4. 2 5. 1 5. 2 Birla Institute of Technology & SciencePilani 333031 4 LIST OF ILLUSTRATIONS ILLUSTRATION NO. DESCRIPTION 1. 2. 1 1. 3. 1 IOCL Indian market share Table showing Production units 2. 1. 1 2. 1. 2 CDU flow diagram Table Showing CDU product properties 3. 2. 1 3. 3. 1 3. 3. 2 Types of Shell Tube heat e xchanger Pre-heat train flow diagram Table Showing cold section heat exchangers Table Showing mid section heat exchangers Table Showing hot section heat exchangers 3. 3. 3 3. 3. 4 4. 2. 1 – 4. 2. 3 4. 2. 4 – 4. 2. 6 4. 2. 7 – 4. 2. 7 5. 1. 1 5. 2. 1 5. 2. 2 Properties, Design data, Practical data of S-25A/B Properties, Design data, Practical data of S-11CProperties, Design data, Practical data of S-23A/B Steps of Heat Integration Heat integration in Pre-heat train S-11/c before & after heat integration Birla Institute of Technology & Science Pilani 333031 5 ABSTRACT Title of the Project: CDU: HEAT EXCHANGE & INTEGRATION Key Words: Crude distillation, Heat exchange, Heat integration, CDU-Pre heat train Project Areas: Heat exchange, Process design & optimization, Energy Abstract: In this work is on Crude distillation unit in a refinery & discusses the heat exchange process in it and introduction of the concept of heat integration which is of wide importance in CDU .CDU is used for crude fractionation and requires a temperature of 354 oC. To increase the temperature of crude 2 step process is used; heat exchange with product streams & furnace. In the shell & tube type heat exchangers of Guwahati refinery Low temperature crude exchanges heat with high temperature streams of SRGO, RCO etc. in 3 stages(cold , mid, hot). The performance of some of these heat exchangers have a major impact on production and are classified as ‘Critical' on the basis of different criteria like frequent fouling, Large surface area.Calculation of heat duty, LMTD of some of these heat exchangers(s/15, S/23a-b,s-24) is done using design & practical data to check whether they are working efficiently as compared to design. Heat integration is an important concept to increase energy efficiency of process through heat recovery. Tools like pinch analysis are used in high energy demanding units like CDU to optimize the Heat Exchanger Network for maximum efficiency. Analy sis of past heat integration done in Pre heat train of CDU is taken as an example for analysis. Signature(s) of Students(s) Date Signature of PS Faculty DateBirla Institute of Technology & Science Pilani 333031 6 1. 1 INTRODUCTION This Report is an analysis of the one of the most key elements of any crude distillation unit i. e. ‘Heat Exchange’ & ‘Heat integration’. The report is based on Work in CDU of Guwahati refinery. Crude distillation units are used for the fractionation of crude into more valuable products using their difference in boiling points. Increase in temp for distillation us achieved in 2 steps; first step is the heat exchange of crude with product streams at high temperatures. In the next step a furnace is used to further elevate the temperature.Our main point of discussion in this report is the first step of heat exchange called the Pre-heat train. The pre-heat train consists of 3 sections: Cold, Mid & hot. The purpose of each section is t o recover heat from hot product stream of RCO, SRGO etc and supply it to crude through a shell-tube type heat exchanger. The details about various heat exchanger used in process are presented in the report. Performance of some heat exchanger is more critical on overall heat exchange than others; these heat exchangers are classified as ‘Critical heat exchangers'. Constant monitoring of efficiency of these heat exchangers needs to be done.As Example calculations like heat duty, LMTD is done in this report for some of these critical heat exchangers (S-11C, S-23A/B) to check their efficiency. Crude distillation is an energy intensive process. With increasing oil costs, the focus is to maximize energy recovery. One way to do this is ‘heat integration' which is a technique to design a process to minimise energy consumption. Tools like pinch analysis are used for obtain an optimized heat exchanger network for heat integration in CDU. The retrofitting of the HEN in CDU is taken as case study in report to realize importance of heat integration.Meaning of all the key terms used in the report can be found in the Glossary. Necessary data used in the report has been obtained through manuals & officials of Guwahati refinery. Birla Institute of Technology & Science Pilani 333031 7 1. 2 IOCL GUWAHATI REFINERY ? IOCL Indian Oil Corporation limited is largest state owned company in terms of revenue having ‘Maharatna’ status. It is ranked 98th in the Fortune global 500 listing. It’s biggest player in Indian downstream oil & Gas sector and operates10 of India's 21 refineries with refining capacity of 65. 7 MMTPA.Major ones are Panipat, Mathura, Guwahati, Gujrat, Haldia etc. Its products are Petrol, Diesel, LPG (Indane), ATF, lubricants, Naphtha, Kerosene etc. (1. 2. 1) Sector (India) IOCL Share Petroleum products 49% Refining capacity 37% Downstream pipelines 67% ? Guwahati Refinery Guwahati refinery is the first public sector refinery of India com missioned in 1962. It had an initial capacity of 0. 75 MMTPA which was extended to 1 MMTPA in 1986. Guwahati Refinery receives the raw crude from Oil India Limited & has a product line to Siliguri. Final products of Guwahati Refinery are Motor spirit (MS), ATF, Kerosene, LPG, Diesels, Petroleum Coke Sulphur. It’s an environmentally Conscious refinery with modern effluent treatment facilities, Stack gas monitoring, Products with strict environmental specifications like BS-3 & BS-4. Birla Institute of Technology & Science Pilani 333031 8 1. 3 PRODUCTION UNITS ? Shown below in the table are the various production units of Guwahati refinery along with their use, feed & products(1. 3. 1): Unit Purpose Feed Output CDU Separation of Crude into useful products by distillation. Raw CrudeLPG , Naphtha, RCO, Kero-1 &2 DCU Thermal Cracking to obtain useful products from higher ends RCO CK, CGO, CFO, RFO and RPC HGU Production of hydrogen Light Naphtha (LN) Hydrogen INDMAX FCC unit for m aximizing LPG production from residual stocks. CFO, CK, RCO LPG & Gasoline Quality improvement of Diesel, ATF by removing sulphur. SRGO, KERO 1 &2 BS 3 Diesel, ATF, SKO HDT Improving Octane No. of MS by Hydrotreating & Isomerization LN Isomerate (MS) HDT off gases Elemental Sulphur _ _ Waste water Effluent free water MSQU Recovering Sulphur SRU OM ETP Crude & product storage, Pumping & blendingTreatment of waste water to remove oil and suspended solids Birla Institute of Technology & Science Pilani 333031 9 CRUDE DISTILLATION UNIT Birla Institute of Technology & Science Pilani 333031 10 2 CDU: Process Description INTRODUCTION Crude distillation unit or CDU in short is first & most important unit for any refinery. It’s called the ‘Mother unit’ as its products forms the feed of other units. CDU receives its crude from OM (oil movement and supply section) where it is supplied by Oil India Ltd from upper Assam oil fields. Incoming crude has following properties (2. 1 . 1): PropertyDensity at 15 oC Water content Salt content(ppm) Sulphur content(ppm) Value 0. 8735 2. 05% 8. 7 0. 29 CDU then stripes the crude into various products like kero1, kero2, reduced crude oil, LPG, heavy gasoline and light gasoline using the distillation principle of difference in boiling points. KEY FACTS ? ? ? Installed in 1962. Revamped and modernized in 1986 & 2000. Capacity of 1MMTPA but currently processing 1. 3 MMTPA It’s an Atmospheric distillation unit (ATU) PROCESS DESCRIPTION A brief description of the different processes taking place in CDU is given on next page (2. 1. 2): 1.Pre heating train before Desalter: Crude is pumped by pumps P1/1A at a pressure of 15 kg/cm2 through a series of heat exchangers where its temperature is elevated to 130o C. Crude is gaining heat in these exchangers from pre fractionated overhead vapours(in s-26), RCO( in s-29), SR Kero1 etc. Birla Institute of Technology & Science Pilani 333031 11 2. Desalter: Demulsifier mixed crud e is fed at 130 o C to Desalter (v-101) where it is mixed with water through a mixing valve. The salt in crude dissolves in water and separated from the oil. Salt free crude on the other hand is pumped to Pre-topping column (CL-1) though 2 safety valves. 3.Pre-topping Column (CL-1): The average temperature of crude before entering pretopping column is 238 oC (achieved through heat exchange). The purpose of this column is to remove the straight run (SR) light gasoline and LPG from overhead and reduce the load on the main fractionating column. Shown below is the Flow diagram of CDU(2. 1. 1): 4. Atmospheric furnace (C 1 A): the crude coming from CL-1 bottom at 246 oC is fed to furnace. Furnace is fired by fuel oil (FO), Fuel gas (FG) or a mix of both supplied by DCU. The crude coming out of the furnace has a temperature of around 354 oC and goes to the flash zone of main fractionators’ column. 5.Main Fractionators column (CL-2): It’s the most important part of CDU. Cl-2 i s where the actual distillation is taking place crude is separated into different products of different cut. Stripping stream enters at the bottom. The various subsystems of CL-1 are: Birla Institute of Technology & Science Pilani 333031 12 a) Overhead system: The overhead of the column of the water and the Straight rum Heavy Gasoline (SRHG) are separated. b) Stripper column: A stripping column (CL-3) is attached to the main fractionating column . Its function is to strip apart (separate) kero1, kero 2 and straight run gas oil coming from main fractionating column. ) CL-2 Bottom Section: The remaining crude oil called as the reduced crude oil (RCO) comes out of the bottom of CL-2. RCO forms the feed of DCU 6. Light Gasoline /Heavy Gasoline Processing System: Un-stabilized light gasoline from CDU pre-toping column is stabilized in the stabilizer where LPG is recovered from it while heavy gasoline is split in the two naphtha splitter to separate LN (Light Naphtha), RN (Reformer Naphth a) and HN (Heavy Naphtha). The table below shows properties of the Products formed in the CDU(2. 1. 2): LN TBP cut HN Kero 1 Kero 2 SRGO RCO 65-135 135-165 165-190 190-300 300-370 370+ 11. 27 4. 90 8. 16 12. 11 22. 16 9. 7 0. 731 0. 786 0. 806 0. 866 0. 866 0. 9542 range Yield (% of crude) Density Birla Institute of Technology & Science Pilani 333031 13 CDU PRE-HEAT TRAIN (HEAT EXCHANGE IN CDU) Birla Institute of Technology & Science Pilani 333031 14 3. 1 INTRODUCTION As we have seen the temperature of the Crude oil needs to increase to 354 oC in CDU. This section is a discussion on how this is achieved. Why Crude needs to be heated in CDU? The various components of crude oil have different sizes, weights and boiling temperatures. Crude Distillation Unit is used to strip this crude into various products using the difference in their boiling points.Therefore for distillation to take place the temperature of the Crude has to be elevated to around 354 oC so that all the fractions of cr ude oil can vaporize and get separated. How Temperature of Crude is increased in CDU? The Temperature increase of Crude oil consists of 2 major steps: 1. A 3 Stage Heat exchange (called CDU pre-heat train) of crude with product streams at high temperatures using shell & tube type heat exchangers. This step results in crude being supplied at 246 oC (elevated from ambient) to the next step ‘The atmospheric Furnace’. 2. The atmospheric furnace (C-1A) is then used to further elevate the temperature.Modes of heat transfer in furnace are both convective and radiative the crude coming out of the furnace has a temperature of around 354 oC and goes to the flash zone of main distillation column (CL-2). Furnace alone is not used because it would to too expensive and Energy consuming. By exchanging heat with products, the pre-heat train is serving twin purpose; The Crude is being heated at the same the temperatures of product streams of SRGO, RCO, KERO is brought down which was nee ded for their storage. This heat would have otherwise been wasted. Our point of discussion in this report is the First step i. e. The Heat exchanger Network’ which we will now study in detail. Birla Institute of Technology & Science Pilani 333031 15 3. 2 SHELL & TUBE HEAT EXCHANGER The Pre heat train uses shell & tube type heat exchager for heat transfer. ? It consist of two main things as its name implies Shell & Tubes ? The shell is a large vessel with a number of tubes inside it. ? The principle of operation: Two fluids of different temperatures are brought into close contact but they are not mixing with each other. One fluid runs through the tubes, and another fluid flows over the tubes (through the shell) to transfer heat between the two fluids.The temperature of the two fluids will tend to equalize. The heat is simply exchanged from one fluid to the other and vice versa. No energy is added or removed. Common types of shell and tube exchangers: Birla Institute of Technol ogy & Science Pilani 333031 16 3. 3 PRE-HEAT TRAIN: Description Our point of discussion in this report is first step of the 2 stages used for raising the temperature of crude i. e. the Heat exchanger network in which heat transfer occurs between crude and product streams of RCO, SRGO, and Kero 1. This network is also called the CDU pre-heat train.In this process the temperature of the crude is elevated form ambient conditions at which it is supplied from OM to 246oC. The heat needed for this is coming from the product streams which are at high temperatures. Dual purpose is served in this way: heating of crude as well as the cooling of product streams (needed for their storage). The pre-heat train is divided into three sections on the basis of temperature of crude flowing through them: 1. COLD section 2. MID section 3. HOT Section Shown below is the flow diagram of the CDU pre heat train (3. 3. 1): Birla Institute of Technology & Science Pilani 333031 17 1.Cold Section (before Desalt er): The crude from battery limit is pumped by pumps P-1/1A at about 15. 8 Kg/cm2 through a preheat train where it is heated to a temperature of 130 ? C before entering the Desalter (V-101). The following table shows the shell side & tube side streams of all exchanger in this section along with their inlet-outlet temperatures (3. 3. 2):Exchanger Service Shell Tube Total Surface area Heat Duty Temperature shell tube I O I O S-26 Gasoline Crude 300 x 1 2. 11 107 90 40 65 S-29 RCO Crude 171 x 1 0. 47 116 100 54 60. 3 S-12A Crude Kero 2 148 x 1 0. 92 60. 3 72. 6 130 82 S-27A/B Crude SRGO 183 x 2 1. 39 72. 5 0. 3 173 85 S-7 Kero 2 Crude 93 x1 1. 48 199 130 90. 3 109 S-11A/B RCO Crude 134 x 3 1. 49 165 115 109 122 2. Mid Section (Between Desalter and pre-topping column): The crude from the Desalter is pumped by pump P-21 A/B and divided equally into 2 streams (Train A & B) for further heating before entering the Pre-topping column. P-21A/B? Train â€Å"A†: S-24, S-9A, S-23A/B, S-9B /C, S-22 CL-1 Train â€Å"B†: S-4A/B, S-12B, S-25A/B The crude in train A is preheated by hot-streams of SR Gas Oil (in S-24), RCO (in S-9A, S-23A/B), SR Gas Oil (in S-9B/C), RCO (in S-22) to about 236 ? C. While the crude in Birla Institute of Technology & SciencePilani 333031 18 train B is preheated by SR kero circulating Reflux (CR) (in S-4A/B, S-12B) and RCO (in S-25A/B) to about 240 ? C. Desalted crude from both Train A and Train B streams are combined before entering the pre-topping column. Mixed preheat temperature achievable is around 238 ? C at which it is fed to pre-topping Column. Below is the table showing heat exchangers of mid section (3. 3. 3) Exchanger Shell Service Tube Total area Surface Heat Duty Temperature oC Shell Tube I S-9A Desalted Crude RCO S-23A/B RCO S-9B/C SRGO S-22 RCO S-4A/B Desalted Crude Desalted Crude RCO S-24 S-12B S-25A/B O I O SRGO – 0. 0 122 138 214 173 Desalted Crude Desalted Crude Desalted Crude Desalted Crude Kero CR 149 x 1 0. 61 184 195 138 152 148 x 2 1. 93 241 184 153 195 82 x 2 0. 54 272 214 195 218 149 x 1 0. 91 320 296 218 236 148 x 2 1. 67 122 161 190 164 Kero CR 148 x 2 1. 8 161 198 216 190 Desalted Crude 113. 15 x 2 2. 0 297 283 228 223 3. Hot Section (At CL-1 Bottom): The topped crude from CL-1 bottoms is pumped by pumps P-2/2A to exchangers S16/S-9D in series, where it is heated by SR Gas Oil Circulatory reflux. It then passes to exchanger number S-11C and further to S-21 where it is heated by Reduced Crude Oil (RCO) to about 246?C. At this Temperature pre topped crude enters Atmospheric furnace (C-1A). The table on next page gives details about every heat exchanger in this section (3. 3. 4). Birla Institute of Technology & Science Pilani 333031 19 Exchanger Service Shell Total area Surface Heat Duty Tube Temperature oC Shell Tube I S-16/9D SRGO CR S-21 RCO S-11C RCO Skimmed crude Skimmed crude Skimmed crude O I O 186 x 2 2. 16 291 250 197 257 175 x 1 0. 61 336 320 239 246 134 x 3 1. 49 336 320 239 246 Birla Institute of Technology & Science Pilani 333031 20 HEAT EXCHANGER PERFORMANCE CALCULATION Birla Institute of Technology & SciencePilani 333031 21 4. 1 CRITICAL HEAT EXCHANGER The critical heat exchangers are identified as the ones whose performance has a major impact on heat exchange rate, Production rate, product quality or environmental and health issues. Problem or inefficiency in any of the critical exchanger has a severe effect on overall heat exchange process occurring in the crude distillation unit. The engineers need to see that these exchangers are working efficiently for smooth running of the process (Though efficiency monitoring is important for every exchanger but the most attention has to be paid for Critical heat exchangers).Criteria for Classification: 1. Fouling: is accumulation of unwanted material of heat exchanger surface is called fouling. Fouling is inevitable in heat exchanger but certain heat exchangers are more prone to fouling than others. The se exchangers foul in short intervals and need to be cleaned frequently. Their regular maintenance is very necessary for the heat exchange process. E. g. is S-11/C in hot section is prone to frequent fouling. 2. Large surface area: Some heat exchanger have a very large heat transfer area which means they have a large contribution in total heat exchange taking place.Their inefficiency or by-passing them would have a vital effect of final crude temperature. For example S-23 A/B in the mid section of heat exchanger trains. 3. Single heat exchanger in line: If a heat exchanger is single heat exchanger in the line like the one used in circulating reflux then it cannot be stopped or by-passed. For any maintenance work on them the whole unit has to shut down. Example is S16/9D. In next section the basic performance measurement calculations like heat, Duty, LMTD, Heat transfer coefficient is done for some of these critical heat exchangers. Birla Institute of Technology & SciencePilani 33303 1 22 4. 2 PERFORMANCE ANALYSIS: Examples This section analyzes the performances of some main heat exchangers of pre-heat train through calculation of simple performance measurement tools like Heat duty, LMTD & Heat transfer coefficient. The definitions & formulas for these tools can be found in glossary at the end of the report. 1) S-25 A/B ? Type: Shell & tube ? Section: Mid ? Properties: Exchanger no. S-25A/B Service Shell No. of passes Shell Tube Tube RCO Desalted Crude 1 2 Total Surface area Heat Sq. M x no. of Duty element 113. 15 x 2 2. 0 (4. 2. 1) ? Design Data: Shell 54554 55454 296 241 (I) (O) 49. (uncorrected) Total flow (Kg/h) Operating temperature (? C) LMTD (? C) Tube 77586 77586 197. 7 240. 5 (I) (O) 47. 1 (corrected) (4. 2. 2) ? Practical data: Mass flow rate (RCO) = 59187. 5 Kg/hr S-25A/B Service Temperature,  °C Shell Tube Post M Shell side I 297. 5 O 283. 7 Tube side I O 231. 9 245 Nov 11 Exchanger No. 263 253 198 RCO crude 203 (4. 2. 3) ? Calculations: 1. Heat D uty (design): M*Cp*(Ti –To) = 2002813. 7 Kcal/hr Birla Institute of Technology & Science Pilani 333031 23 2. Heat Duty (practical): 559336 Kcal/hr 3. Correction factor for LMTD (practical): 1. 01 4. LMTD (practical): 52. 12 (uncorrected), 51. 7(corrected) ? Observation The practical heat transfer of 559336 Kcal/hr is much lower than the design heat duty of 2002813. 7 Kcal/hr. ? Conclusions 1. The exchanger is not working efficiently 2. Due to fouling the temperature difference across the crude side is low which is reducing the total heat exchange in the exchanger. Birla Institute of Technology & Science Pilani 333031 24 2) S-11/C ? Type: Shell & tube ? Section: Hot ? Properties: It’s a critical heat exchanger because of the frequent fouling Service Exchanger no. Shell Tube S-11C RCO PreDesalter No. of passes Shell Tube 1 2 Total Surface area Sq. m x no. of lement 134 x 3 Heat Duty 1. 49 (4. 2. 4) ? Design data: Shell Tube Total flow (Kg/h) 54554 55454 155171 Operating temperature (? C) 336 (I) 320 (O) 239 (I) LMTD (? C) _ 1551 71 246 (O) _ (4. 2. 5) ? Practical data: Mass flow rate: 59871. 5 Exchanger No. S-11C Service Shell Tube RCO Skimmed Crude Post M Nov ‘11 Temperature,  °C Shell side Tube side I O I O 327 315 257. 8 263 330. 2 275 231 255 (4. 2. 6) Birla Institute of Technology & Science Pilani 333031 25 ? Calculations: 1. Heat Duty (design): M*Cp*(Ti –To) = 6295320 Kcal/hr 2. Heat Duty (practical): 597382. 7 Kcal/hr 3. Correction factor for LMTD(practical) = 0. 75 4. LMTD (practical): 82. 84 (uncorrected), 80. 79(corrected) ? Observations: Heat transfer at present is 597382. 7 Kcal/hr which is satisfactory as compared to design heat transfer of 6295320. ? Conclusions: The present performance of the heat exchanger is satisfactory as compared to design. This little variation in the design heat duty and practical heat duty is due to variation in value of Cp of RCO with temperature. Birla Institute of Technology & Science Pilani 333031 26 3) S-23A/B ? Type : Shell & Tube ? Section: Mid (Train A) ? Properties: It is an critical heat exchager becase of its large heat transfer areaService Total Surface area No. of passes Shell Tube Shell Tube (Sq. m x no. of element) RCO Desalted Crude 1 2 148 x 2 Heat Duty 1. 93 (4. 2. 7) ? Design Data: Property Shell Tube Total Flow (Kg/h) Temperature (? C) I 54554 241. 0 O 54554 184. 0 I 77585 152. 70 O 77585 195. 0 Specific Heat (Kcal/kg-? C) 0. 646 0. 597 0. 566 0. 617 LMTD (? C) 38. 21 35. 6 (4. 2. 8) ? Practical data: Mass flow rate (RCO) = 59187. 5 Kg/hr Temperature  °C Service Shell RCO Tube crude Shell side Post M Nov ‘11 Tube side I 260. 2 O 230 I 145. 7 O 178. 8 253 230 142 160 (4. 2. 9) Birla Institute of Technology & Science Pilani 333031 27 Calculations: 1. Heat Duty (design): M*Cp*(Ti –To) = 1932602. 7 Kcal/hr 2. Heat Duty (practical): 1161000. 7 Kcal/hr 3. Correction factor: 4. LMTD (practical): (uncorrected), (corrected) ? Observations The pra ctical heat transfer of 1161000. 7 Kcal/hr is much lower than the design heat duty of 1932602. 7. The value of LMTD on the other hand is actually higher in case of practical situation ? Conclusions The heat exchanger is not working efficiently. Due to fouling the temperature difference across the crude side is low which is reducing the total heat exchange in the exchanger even after having a high LMTD value.Birla Institute of Technology & Science Pilani 333031 28 HEAT INTEGRATION Birla Institute of Technology & Science Pilani 333031 29 4. 1 HEAT INTEGRATION: Introduction In Today’s process industries like Guwahati refinery increasing energy efficiency is of prime importance. With the rising costs of input like crude, power the process has to be designed to have maximum energy recovery so as to reduce the costs. Heat integration is one of the ways to achieve this. 1. MEANING Heat integration is technique for designing a process to minimise energy consumption and maximise heat recovery.Its part of the broader term ‘Process integration’ which is a holistic approach to process design which emphasizes the unity of the process and considers the interactions between different unit operations from the outset, rather than optimising them separately. 2. NEED FOR HEAT INTEGRATION Heat integration can lead to substantial reduction in the energy requirements of a process thus saving costs. It’s the answer to following questions: ? Are the existing processes as energy efficient as they should be? ? What changes can be made to increase energy efficiency without incurring any costs? What is the most important utility mix for the process? What investments can be made to increase energy efficiency? ? How to put energy efficiency & other targets like emission reduction, increasing plant capacity into one coherent strategic plan? 3. TOOLS FOR HEAT INTEGRATION ? Pinch Analysis The term pinch technology was introduced by Linnhoff to represent a set of the rmodynamics based tools that that guarantee minimum energy levels in design of heat exchanger networks. Pinch Technology provides a systematic methodology for energy saving in processes & total sites. Its prime objective is to provide energy saving by better process heat integration. Here are some of its key features:Birla Institute of Technology & Science Pilani 333031 30 1. Based on the first and second law of thermodynamics. 2. Pinch analysis is applicable for both new design as well as the retrofit systems. 3. It was developed for crude distillation systems but is now applicable to large number of process industries. 4. In addition to energy conservation Pinch technology provides general improvements 5. Some famous Pinch softwares are Pinch ExpressTM, Aspen PinchTM & SuperTargetTM ? Retrofit analysis Retrofit analysis is done to in old process processes to see what modifications suggested by pinch analysis are most suitable for the project.It looks into the optimization of the p rocess through energy capital trade off. In oil refining, retrofit designs are far more common than grass root applications. The retrofit targets are preferably achieved by re-using existing equipment more efficiently rather than installing new equipments and incurring new costs. 4. STEPS IN HEAT INTEGRATION Shown below are the different steps of heat integration (5. 1. 1) Birla Institute of Technology & Science Pilani 333031 31 5. 2 HEAT INTEGRATION IN CDU 1. IMPORTANCE OF HEAT INTEGRATION IN CDU Distillation is the largest single energy consumer in the Refinery.Large section of oil is spent in fuelling the CDU itself. It is energy intensive process as the temperature of the crude has to be elevated to a high temperature of 354 oC. This increase in temperature is achieved by exchanging heat in various heat exchangers between crude and streams of RCO, SR Gasoline, Kero 2 etc which are at high temperature. Heat integration focuses on achieving maximum energy recovery from these strea ms through an optimized HEN so that the crude can be supplied at highest possible temperature to the furnace, thus saving energy.A recent development in distillation technology has shown potential savings of up to 15-40 % through the heat? integrated exchanger network (pre-heat train) & distillation column. 2. HEAT INTEGRATION AT CDU GUWAHTI REFINEY What has been done? 1. The basis of heat integration in heat exchange process is putting process hot streams in thermal contact with process cold streams. We have already seen how product hot streams of RCO, SRGO etc at high temperature are used to exchange heat with the crude oil at low temperature. 2.Designing of an Optimized Heat Exchanger Network in pre-heat train using heat integration tools like pinch analysis & retrofit analysis in July 2010. This design allows maximum energy heat recovery. What can be done? 1. Using heat integrated distillation columns. HIDC can save energy by recovering excess heat from the rectifying section fo r usage in the stripping section. Birla Institute of Technology & Science Pilani 333031 32 2. Seeing the interactions of HEN and distillation column and applying combined heat integration for whole unit.

Riordan Manufacturing

Running Head: Process Design for Riordan Manufacturing Process Design for Riordan Manufacturing: Inception to Production Planning Writer’s Name Course Name, Semester No, Class Level Supervisor Name September 23, 2009 Introduction The present paper discusses the proposal package for Riordan which handles each step of electric fans from inception to production. It includes the material requirement planning phase of fans being manufactured at the China Plant. There is further analysis of existing process for the production of the Riordan electric fans. It provides the basic outline for designing the new process to remove the bottleneck in the process to optimize it for meeting the demands of customer by supply-chain concepts. Production forecast for the Riordan electric fans is discussed along with implementation plan of Lean Production using Gantt Charts. Finally, cover letter describes the coordination of aggregate operations planning and suggested TQM process to define the strategic objective of the company. The MRP for the Manufacturing of the Riordan Electric Fans The China plant of Riordan Manufacturing is the production unit which applies material requirement planning to meet the time-phased requirement of material for assembled units or fan production operations. Raw materials are collected at receiving departments. These are processed to make it suitable for molding departments. The molded unit acts as input for trimming department which can be selectively used for creating further parts. Sometimes, it can become waste by-products. The trimmed parts are assembled at the assembly department to create higher components. These components are handled at packaging department. The shipping department supplies the packaged units of electric fans for distribution unit. (University of Phoenix, 2009). There are scrap materials from each department which is creating a concern for the firm. There is need of minimizing the waste products from each operational unit to reduce the cost of fan production. The manufacturing unit in Hangzhou, China uses these spare parts to create customized products. There are issues in achieving the periodic orders to supply the number of fans as the production plan is based on yearly demand of electric fans. The lack of definite pattern in order leaves the gap in assessing the exact material requirement on the short notice. The management team of company is concentrating on the optimization strategy to improve the process of MRP based on process variability involved in the supply, demand and production of Riordian electric fans. A New Process Design for the Production of the Riordan Electric Fans The current process of Riordian Manufacturing's China plant operation is based on the quantity of fans to be produced. The local company is supposed to provide the required stock of motors based on the production forecast. But this method of operation is able to deliver only 93% of the stock on time. The company can opt for alternative manufacturers along with existing unit to meet the forecasted production of motors. This will increase the competitiveness among the manufacturing unit and delivery schedule will not have slippages. There are other options of keeping the readymade supplies of motors as inventory unit in Riordian inventory itself. But it will increase the inventory cost. Since plastic polymer used in electric fans has plenty of supplies, the lower stock of plastic polymer can balance the cost to reduce the financial burden due to extra stock of motors. Flow Chart for Existing Production Process of Riordian Electric Fans In above paragraph, few options have been considered for improving the existing production process of Riordian Electric fans. The key processes involved in the material plan requirements and the supply chain process in China manufacturing unit can improve the efficiency of production plan in cost effective manner. Lean production using just-in-time system can be very effective in operation processes along with better strategic planning for meeting the demand of customer. A supply chain for the electric fans The Supply Chain Management process is at the very center of all the core operational processes of a company. It plays the role of a central nervous system regulating the product flow by managing the associated information flow that runs through a company. It has very strong linkages with major core processes like product development management, purchasing management and customer relationship management. For instance, the linkage between the Riordian Electric fan development management process and the Supply Chain Management process is bi-directional: on one side, the product development process feeds the Supply Chain Management process with the electric fans introduction plans and engineering change notices on bill of materials and routings, while in return the Supply Chain Management process provides the product development process with the supply chain constraints that need to be considered when scheduling the development of fans, in order to make sure that these products will hit the market at the right time. It will provide the Riordan Manufacturing an edge in the market over other rival companies. (Chase, 2006). Outsourcing is one of the approach to offshoot the responsibility and decision criteria to other companies which can take care of the several components of the supply-chain. The inventory management process can reduce the cost of operating firm’s own distribution center from remote location which is huge relief in handling the logistics (Polakoff, 2009). Global product sourcing and mass customization is also one of the feasible options which provides the procurement process with the future purchasing requirements that have been derived from the demand and production plans, while the procurement process provides in return visibility on supply constraints – in other words quotas imposed by suppliers – that need to be considered to generate valid supply chain plans. It also reduces the cost of procurement which is available at lower price in other countries. â€Å"Companies must turn a resilient supply chain into a competitive advantage† (Industrial Week, p. 0, 2009). The supply chain process can concentrate on inventory management process in the system to fulfill the order requested (Chase, 2006). Riordan focuses on management of inventory from raw material to completion of finished product. It is necessary for tracking the quality and need of inventory in timely manner to extract optimum performance from supply-ch ain process. The network topology of supply-chain should be well-connected in identifying the adequate supply of materials for production of electric fans as well as forecasting the future production sales (Chase, 2006). The categorization of product helps in ordering the right amount of parts from the concerned supplier. The improvement in measurement process is deciding factor in raising the customer satisfaction index with sufficient cost reduction which is the primary objective of the Riordian business strategy. A production forecast for the Riordan electric fans The plant’s production forecast is based on the theory of moving averages. China’s manufacturing unit takes care of electric motors and plastic polymers required for production of fans. The demands for next year production are calculated on the basis of average sales for the last three years which is projected for the coming year (Riordan, 2006). This plant also takes care of customized version of electric fans for individual customer on small scale. The estimation of cost for planning, scheduling, production and delivery is based on order requirement of yearly production rather than forecasted early to meet the demands in effective manner. (Riordan, 2006). These products are supplied to US customers. Adoption of lean production process is supposed to be the best business strategy to respond to the market needs to introduce the right product at right time in right place with right quantity to follow perfect workflow of execution by reducing waste and flexibility to respond to the changes (Shields, 1999). An Implementation Plan for the Riordan Electric Fans [pic] Plan for Lean Production can be implemented in two phases. First phase will be called Project A which is duration of implementation for pilot project. It has been divided into four tasks. Task A1 will consist of team formation and top management approval with basic outline for project and definition of roles and responsibilities for the implementation of project. Task A2 consists of selection of tool for implementation for pilot project which will be used in Phase 2 also for Project B. Training on tools and requirement gathering for the lean production in China plant will happen between 19th February, 2010 and 18th March, 2010. Task A3 consists of actual implementation of Lean production applying JIT from 26th March, 2010 to 24th April 2010. Total quality management process is under Task A4. It will be the duration of quality control and troubleshooting in production support. Project B will be the actual implementation of Lean Production in the China Manufacturing plant on the holistic basis. It will follow similar process to pilot project A. Task B1 will be the extension of pilot project in real production environment which will require gathering of requirement for workshop between 19th March, 2010 to 14th April, 2010. Task B2 consists of implementation of functionality using JIT system from 16th April, 2010 to 12th June, 2010. Task B3 of TQM and maintenance will happen between 16th May, 2010 and 14th July, 2010. A Cover Letter detailing how you will coordinate aggregate operations planning and TQM for the Riordan electric fans Date:- Sender’s Address:- Recipient’s Address:- Dear CEO, We are pleased to introduce the proposal for implementation of Lean production and TQM for improving the Process Design of Riordan Manufacturing. There are various options to track the current operational process in the firm. The selection of right tools for Lean Production and quality can provide insight regarding the material requirement planning and strategy to meet the demands of periodic order besides the current forecasting based on yearly demand. There will be two phase of implementation. Pilot project will identify all the bottlenecks in the process of forecast demand and production plan to achieve the balance to satisfy the quantity of Riordian electric fans ordered by the customer. The final implementation will extrapolate the results of pilot project to forecast the demand of next year in optimal way. Defect prevention, quality issues, enhancement in production process, cost reduction and other project parameters will be captured by applying the concepts of six sigma using pareto charts and other relevant statistical measurement analysis. Please let me know your feedback on the proposal. If there are any changes required or suggestions for altering the structure, please e-mail me [email  protected] com or call me at XXX-XXX-XXXX. Sincerely, ——————- References Chase, Richard B. , Jacobs, F. R. , & Aquilano, Nichlas J. (2006). Operations management for competitive advantage (11th ed. ). New York: McGraw-Hill. Krajewski, Lee J. , & Ritzman, Larry P. (2005), Operations Management: Processes and Value Chains. Upper Saddle River, New Jersey: Prentice Hall. Shields, T. (1999). Tutorials – lean production / lean manufacturing. Defense Aquisition University. Retrieved September 23, 2009, from http://www. dau. mil/educdept/mm_dept_resources/navbar/lean/01rdg-lean. asp University of Phoenix (2009). Riordan manufacturing virtual organization. Retrieved September 23, 2009, from Apollo Group, Inc. , Week Four, OPS571- Operations Management. ———————– Order for plastic polymer from local supplier N END Produce the Riordan Electric Fan Is plastic polymer available? Use the motors for manufacturing Order the no of motors required for meeting the supply Is supply of Motors enough? Manufacturing of Electric Fans at Riordan START Y Y N Riordan Manufacturing They are a company they will strive to keep focus on what is important and to continue to create trainees as they are needed to continue to compete against rivals they have and to show how they can perform. Ordain Manufacturing is a company focused on being the leader in manufacturing polymer materials for companies like automotive and aircraft parts manufacturers and beverage makers and bottlers. Achieving and maintaining a healthy profit helps the company ensure that they have enough financial strength, and the right amount of employees available for sustained growth.Based on what they currently manufacture and market to and their goals the company Is Implementing a differentiation focus strategy. In the differentiation focus strategy, Ordain alms to set themselves apart from any competitors within all of their target market segments. The specialized needs of these segments mean that there are opportunities to provide products that differ from competitors who may be trying to targe t a broader group of customers. Ordain has already made some strides in expanding their operations globally with the acquisition of the China plant in 2000.The company should continue using the differentiation focus strategy to improve the innovation and sustainability of the business. If Ordain stays on track with providing new polymer products to meet the current and future needs of its customers as well as attracting new clients with those Innovations. It will help to ensure the future success of the company. Ordain Manufacturing Is a worldwide plastics manufacturer that employs more than 500 people. Ordain manufactures products such as plastic beverage containers, custom plastic parts in its plants in China.The company's mission incorporates in remaining a leader in the plastic industry and staying focused on identifying industry trends (Ordain Manufacturing, 2012). Ordain promised to produce quality by exercising Six Sigma ideas and surpassing ISO 9000 standards allowing the co rporation to produce the remedy for customers' requests instead of the problem. The achievement of Ordain Manufacturing rests within its knowledgeable employees and braced by an innovative and team openness work environment.The first key factor that provides Ordain a competitive advantage Is Its strategic planning. Strategic planning permits the company to malting a competitive advantage above Its competitors because the organization have the knowledge track trends and produce new and creative reduces. Ordain Corporation offers innovative products to companies in the meal Title Ana Department AT Detente. I Nils Detent TTS ten company Dye performing business as a one-stop company for customers who have several demands.Ordain research and development team produces unique designs and merchandises produced for the future such as a pyramid shaped bottle. The pyramid bottle revolutionized the industry, as Ordain possesses exclusivity (Ordain Manufacturing, 2012). Developing a special prod uct like the pyramid bottle permits the Ordain Company to sustain a competitive advantage. One more initiative for the company comprise of establishing environmentally friendly practices within the corporation.As the pressure to be environmentally friendly rises, Ordain has tackled the challenge and created a plan to aid the environment. Like Wall-Mart, going green is a movement forward with concern to Radian's social obligation and becoming environmentally friendly holds benefits for plastics companies. Areas that Radian's business strategy would be affected in the global market would be creating a PEST analysis to determine different aspects of the area they were considering expanding. A PEST analysis is an analysis of the environment's politics, their economy, and any technological trends in the area.Global marketing plans would be key elements in a global strategy. The plan would decide on the countries and even the means to concentrate their activities. Building up good loyal c ustomer support would be involved in these activities. Ordain would also have to investigate the financial aspect of global expansion. The company would have to determine that the necessary funds would be available for the expansion and also that the necessary employees would be available for training purposes in the new country. Riordan Manufacturing The company was founded by Dr. Riordan, a professor of chemistry he started Riordan plastics, Inc in 1991. Riordan Manufacturing is a global plastics, medical supplies, stents, automotive parts, appliance manufacture's parts, airplane parts, and beverage containers manufacturer. Riordan has 500 employees with a projected annual earnings of $46 million and a fortune of 1000 enterprises with revenues of $1 billion. Riordan Manufacturing has 4 worldwide locations Albany Georgia, Pontiac Michigan, Hangzhou China, and the company headquarters in San Jose.In the following paragraphs we will be describing formal and informal power structures, the effective organization structures, effects on employee behavior, the characteristics of employee behavior, potential sources, and a evaluation of Riordan Manufacturing. Formal and Informal Power Structures.Riordan Manufacturing is formed by a formal and informal power structures. Riordan, formal power structure was established in the corporation to recognized the organizational chart and legitimate power which correspond to the formal authority that controls organizational resources in the corporation. Riordan informal power is divided into individual departments, each department is led and managed by an employee who has more knowledge than others in that department.The power and political structure of Riordan Manufacturing influence their employees behavior by collaborating and involving certain levels of hierarchy requiring employees to influence their power and political structure with others in the organization to accomplish goals or desired effects and behaviors. Effective Organizational StructureAccording to â€Å"Riordan Tracking And Order System† (Copyright 2003, 2004, 2006  © by Apollo Group, Inc.). â€Å"The head office of Riordan Manufacturer's is in  San Jose, California and it has employed more than five hundred people having other companies in Georgia, Michigan, and China.† Riordan Manufacturin g goal is to instrument a development that will be used by all employees, the organizational structure is right for the operation of bureaucratic structure. This configuration will acknowledge the organization to regulate process across all levels of hierarchy. The advantage of bureaucratic structure includes a minimum duplication of personnel, equipment, and employees who have the chance to talk the same language. Effects on Employee BehaviorThe bureaucratic structure prepares simplicity and consistency in hierarchy. This forms the organizational command and sets prospects to all employees allowing them to remove any insufficiency of knowledge. A fear that most employees face is to be irritated with several levels of hierarchy especially if employees believe that they are not heard or appreciated. The characteristics that influences the corporate culture for the employee behavior in Riordan Manufacturing are integrity, ethics, and compliance. Moreover, the atmosphere that is not co ncrete to employees but with a concept that includes values or beliefs that a company cultivates over time.Corporate culture develop the company’s tasks and strategies, with long-term expectations of progresses in a company’s profit. However corporate culture also comes from a company’s top administration, older companies can develop a culture that may be different from the typically defined business concept. If the company have a strong culture may be possible to get all employees on the same page and make the company grow stronger than before the culture existed. Riordan Manufacturing, will change but also will develop strategies to manages resistance to change, the steps or areas that will be used to develop the change management right involve Capturing and leveraging the desire and optimistic emotion surrounding a change that may prevent resistance from happen.The next one is expect it, the company will Project employees and change management that way resist ance may be less expected. The company needs to address formally will be ready to prepare, manage, and Reinforce the change. Also will be important to identify the root causes, and engage the â€Å"right† resistance managers.Communication PlanIn Riordan Manufacturing, communication is a fundamental to raise the level of understanding implementation of a change. Delivering information is concerning the change successfully as a essential to use several proposals or media resources to transmit the same message and decide who will publicize Riordan Manufacturing need for change. CEO and President, Dr. Michael Riordan is the most efficient communicator.Employees need to hear about the upcoming changes from their direct supervisor. The largest problem is to develop written messages that will describe organizational values and principles, setting expectations for employees to complete strategies, meet expectations, and accomplish organizational goals. The implication should clarify the upcoming change, the process of the change, the responsibility of all employees, and the operations of this modification. Appropriate ChannelsThe following step will clarify communication channels. Riordan Manufacturing directs in United States and China, and as a result arranging face-to-face communication is moderately difficult. In addition to the development of advance technology Riordan Manufacturing can use the internet, e-mail, online meetings, and meetings to communicate the approaching modification.Potential BarriersThe preliminary communication requires a mechanism to discover potential paths of resistance to benefit employees with their surveys or assessments allowing leadership to establish how each employee obtain the message including the issues of the employee throughout the development stage. An example, the struggle to change may be provoked by the conflicting message.Employees will question the development process or challenge. That is why it's important for ma nagement team to be consistent with the way they communicate towards their employees. Alongside, it is an opportunity to control the barriers that block individuals to communicate effectively. A different barrier that is effective to communication is overload information. Once a received message has too much data or is printed in a language hard for the receiver to comprehend the barrier will be ignored. To  prevent the problem the message should be brief and to the point.Riordan Manufacturing change from face to face communication to uses the advance communication like internet, email, and online meetings. this areas may be affect because the communication face to face is more specifically and better expresses with gestures and tone, and the message can be well deliberated, instead with this recently change the communication can be misunderstood. With an email it may create confusion by the way is read. Riordan find the need from the change because is really hard to travel to chi na frequently to discusses different themes and issues that require quickly respond, also because is more easy to send an email with an answer about a minimum problem and discusses the new ideas over an online chat or meeting, Managers will compromise to take visits to china to once an while to discuss important data that requires specific attention.