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Performance area

This report addresses ammonia plant shutdowns over the listed time period in 40 countries. It provides a basis for comparing plant performance area by area leading to better control of reliability efforts while reducing maintenance and unplanned shutdown costs. Data are presented for shutdowns due to power, equipment, instrumentation, feedstock and product inventory control. [Pg.47]

How many feet of ribbon will a theatrical company need to tie off a performance area that is 34 feet long and 20 feet wide ... [Pg.135]

Establish closure objectives Finalize end-state requirements System decontamination Perform area Periodic monitoring... [Pg.72]

An a-Si H photosensor array has been successively applied to a long linear image sensor and high-performance area image sensor. A photodiode in which a-Si H is sandwiched between ITO and metal electrodes is used because of its short photoresponse time. In this structure, blocking contacts at both electrodes are necessary to prevent carrier injection from the electrodes. [Pg.139]

Calcium carbonate (also known as chalk) is the most commonly used filler for PVC. This material is mined as calcite mineral and ground to a particular particle size range. It may also be precipitated from solution to give a fine particle size suitable for use in high performance areas. [Pg.20]

There is no easy decision process for choosing a VI improver as any chemical family or shear stability option represents a compromise, in addition to overlying costs and convenience. It is sufficient to say that currently large quantities of all three major classes of VI improver are used in both gasoline and diesel engine oils. Whilst not discussed for the most part in following sections, a common thread to all performance areas is the role of new oil vs. used oil viscosities. Most work relates performance to new oil viscosities, since this is how industry viscosity standards are set at present. However, it is sometimes noted that relationships can be improved if sheared oil viscosities are used. [Pg.177]

Low-temperature pumpability requirements may become more demanding, and evolution of all chemistries to improve this performance area should be expected. As the automotive and additive industries continue to become more aware of the low-temperature properties of used engine oils, dispersant VI improvers may be designed to prevent the thickening which now occurs at extended mileages. In summary, VI improver developments for the foreseeable future are likely to be evolutionary and market-driven. [Pg.183]

Table 9.9 JASO M345 indices by performance area... Table 9.9 JASO M345 indices by performance area...
Nevertheless, the need for systems having even better optoelectronic properties to be used in applications has driven researchers in materials science to develop novel compounds and novel structures. As the results of such activity the advances in organic material science have generated a vital and growing interest in organic materials research which could potentially revolutionize future electronic applications. The current development prospects of organic materials are, however, mostly limited in their scope to relatively low-performance areas. One of the reasons for this is, for instance, the low mobility of charge carriers. [Pg.360]

A. Types of Surveys. Various types of radiological surveys may be performed. Area surveys may involve the determination of fallout patterns on the ground, levels of airborne activity, or contamination patterns on ships or in buildings. Personnel surveys are performed to detect the presence of contaminated material on the body s surfaces, in body openings, e.g., nose and ears, or in the case of casualties with traumatic injury, contamination in wounds. The results of personnel surveys are used to evaluate health hazards and to establish decontamination requirements. Equipment/material surveys are conducted primarily to establish requirements for decontamination. Monitoring should be done with consistency (1-2 cm from surface for alpha and beta and 1 meter from surface for gamma). [Pg.92]

Solvent-Soluble Natural Polymers. The exudate of the lac insect is dissolved in alcohol to yield shellac. This solution has adhesive properties and should be reversible by treatment with the appropriate alcohol or similar solvent, although it may present problems in other performance areas (8). Solvent-soluble plant gums, especially coniferous resins (e.g., from firs or pines) can be dissolved in organic solvents and used as adhesives. Solvent solutions of some plant waxes may also have limited utility in gluing. All such glues should be reversible by treatment with solvents similar to those they were dissolved in when applied. [Pg.386]

The smelter workforce has a team-oriented, higher performance organization culture. Performance-based incentives are in place for the employees. These incentives are based on performance areas that the workforce can control, such as environmental performance, safety and hygiene, cost control, production optimization and process improvement. The smelter philosophy is to make tomorrow better than today . [Pg.124]

Managers should start practicing management by walkabout and visit their respective work areas. They must speak to their anployees, who are vital sources of information and are often overlooked in a culture intervention. Employees love to talk about safety and can tell more about the current state of safety in the plant than the audit will. The scheduled site visits and safety walkabouts should be written into the key performance areas of managers at all levels. This would be part of assigning safety responsibility, as discussed. [Pg.133]

Once a formal safety system is in place, managers are clear on their safety role and responsibilities. They are participants in safety that is facilitated by them being a member of the safety leadership team committee or other safety committee on their level. Their job descriptions also contain their safety dnties, actions, and functions. Often performance ratings are linked to key performance areas that are proactive safety activities, such as scoring 90% or more on monthly honsekeeping inspections, achieving an internal safety audit score of 85%, etc. [Pg.158]

The proactive activities required by the safety system change the way safety is traditionally viewed and managed. Once employees see that effort is directed into proactive activities, and that the sole focus of safety is not them and the injury rate, they feel confident to become a part of the process. Getting employees on board is a major change in safety culture, and normally one of the biggest hurdles to overcome. When employees see that the executive has signed a safety policy, meets monthly to direct the safety of the workplace, appoints employees as health and safety representatives, does plant inspections, and has safety as part of its personal key performance areas, then they know that safety is part and parcel of the organization, and that is an indication of a positive safety culture. [Pg.160]

Most integrators perform area percent, height percent, internal standard, external standard, and normalization calculations. For nonlinear detectors, multiple standards can be injected, covering the peak area of interest, and software can perform a multilevel calibration. The operator then chooses an integrator calibration routine suitable for that particular detector output. [Pg.21]

Is there an objective process for inquiry, review, and measurement of critical performance areas for the organization and its parts ... [Pg.162]

The above statements can be further substantiated by looking more closely at the various perspectives from which the Asset can be considered. In order to do this, we will follow the typical design process to realize a value opportunity. From outside in, it is important that the predicted revenue streams for the capital investment are realized as per shareholder promises. The capability to deliver on this could be qualified as Economic Integrity, although this term is not widely used. It will only happen if the underlying production performance is delivered as per expectation in all key performance areas. The market conditions further determine the revenue streams. [Pg.151]

One significant opportunity is improving low-temperature performance. Areas for improvement are delivering ammonia at temperatures down to 100 °C, understanding and improving ammonia storage in the catalysts, and improving the low-temperature NOx reduction activity of the catalyst. [Pg.28]

Rework Rectification Recaiis Materiai cost Performance, areas to be measured ... [Pg.338]

The next step at Level 1 was to benchmark performance in the performance areas against the industry. This includes the metrics shown in Table 23.2. [Pg.183]

Speed and area constraints are the two optimization constraints. These constraints are specified by the designer. DC assigns higher priority to timing constraints over area constraints. In other words, DC aims to meet timing constraints before performing area optimization. [Pg.100]

Max Area cost has the least priority in cost calculation. By default, the tool does not optimize for area once the timing constraints are met. In other words, if explicit area constraints are specified, DC performs area optimization. Since synthesis results are dependent to a large extent on a number of factors such as constraints, libraries and coding styles, optimization of a design is an iterative process. [Pg.102]

In terms of performance areas to be followed during the series of experiments, we have chosen the following ... [Pg.592]

This chapter describes four of the ongoing research tasks at the University of Southern California which address the situation described above. The four tasks we discuss are chip partitioning, performance-area prediction, system-level synthesis and combined scheduling/fioorplanning. First,... [Pg.331]

Define. At the first stages of the process we look for and identify poorly performing areas of a company. We then target the projects with the best return and develop articulated problem and objective statements that have a positive financial impact on the company. [Pg.263]


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See also in sourсe #XX -- [ Pg.269 , Pg.270 ]




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