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Embracing Complexity and Managing Risk: PSM Challenges in Specialty Chemical Innovation

机译:拥抱复杂性和管理风险:特种化学创新的PSM挑战

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Success in the specialty chemical business is dependent upon bringing highly specialized products to market quickly,often to meet very specific customer needs.This paper will explore Eastman's recent shift to focus on innovation-driven growth as a specialty materials company and some lessons learned in managing risk in the development and scale-up process.In an ideal project plan,a stage-gate approach can ensure that safety and environmental risk are managed at the right level before a project is advanced to the next phase of development.When developing specialty products,the project phases can begin to overlap as product,process,and business case development may occur simultaneously in the effort to quickly deliver a chemical to fulfill a specific customer application.To navigate this complexity,a scale-up program must begin by managing safety risk at the earliest point of development,bench scale lab work.This involves looking beyond proper PPE and glassware safety and having an awareness of both intended and unintended chemistry and determining key chemical hazard properties to be used in future scale-up work.As the project is moved from bench scale to piloting and commercialization,wasted time and resources can be avoided by establishing"ground rules"for hazard identification and risk management.This could include site or facility specific restrictions such as area electrical classification or facility siting limitations,or more general design requirements for use of inherently safer design or hazard identification techniques in process development.Effective risk management can be tailored to allow for rapid process development through"right-sizing"of hazard identification and risk assessment techniques.Processes can be screened based on chemical properties,process conditions,or type of chemistry to determine an appropriate risk assessment methodology and the resources that should be involved.Working to improve in each of these areas allows development projects to function more smoothly and to safely and quickly bring new products to market.
机译:成功的特种化学品业务是依赖于引进高度专业化的产品快速推向市场,往往以满足非常具体的客户needs.This本文将探讨伊士曼最近转移到专注于创新驱动的增长作为一个专业材料公司和一些教训教训管理在开发和规模化process.In风险的一个理想的项目计划,阶段门方法可以确保安全和环境风险在项目前右级别管理推进到development.When的开发特色产品下一阶段,项目阶段可以开始为产品,过程重叠,并可能在努力同时发生快速业务案例开发提供化学以满足特定客户application.To导航这种复杂性,规模化发展项目必须开始通过管理安全在开发的早期风险点,台秤实验室work.This包括寻找合适之外PPE和玻璃器皿安全并具有感知内斯都有意和无意的化学和确定键化学危险特性,以在将来用于扩大规模work.As项目从实验室规模转移到试验和商业化的,浪费的时间,可以通过建立“基本规则”来避免资源危险识别和风险管理。本可能包括场地或设施的具体限制,如面积电器分类或设施选址的限制,或者使用的固有安全设计或危害识别技术更一般设计要求在过程development.Effective风险管理可以根据通过“合理精简”危险源辨识和风险评估techniques.Processes的能够迅速发展的过程中可以根据化学性质,工艺条件,或化学来确定适当的风险评估方法的类型以及应涉及的资源进行筛选。工作在这些领域的改善使得开发项目ŧ O功能更顺畅,安全,快速地将新产品推向市场。

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