The difficulties in the equipment field and the competence of managers
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This post was last edited by jmdc on 2017-11-23 at 13:08. I believe the challenges in working in the field of chemical engineering equipment lie in equipment selection, fault diagnosis, and preventive maintenance – and it is in these areas that a technical manager’s true skills and competence are truly demonstrated. 1. Equipment selection: Whether it is instrumentation, electrical equipment, or mechanical equipment, proper selection is essential. This requires technicians to have broad knowledge and a thorough understanding of the characteristics of various types of equipment, as well as extensive experience in their use and management. In practice, many devices and equipment end up being unsafe, uneconomical, inaccurate, or difficult to use due to improper selection. If the right choice is made from the start, it will save a lot of effort later on; otherwise, it will cause significant problems. Many problems can be solved through proper selection. 2. Fault diagnosis: A clear understanding of the process flow is required, as well as extensive practical experience. It is often difficult to accurately and quickly determine the cause of a fault; sometimes, even conducting some analysis just to satisfy the management seems like an impossible task. For example, the workshop often contacts the equipment department, saying that certain machines are making unusual noises or that the current consumption of certain motors is abnormal, etc., and asks the equipment department to find out the cause. . . . . . 3. Preventive maintenance: We basically do none of this work here. Normally, no attention is paid to anything; the equipment is just used once it’s purchased, and it continues to be used until it breaks. If it can’t be repaired, then it’s replaced. So, it would be possible to carry out regular inspections, record and analyze any abnormal phenomena, identify early signs before equipment fails and requires shutdown for repair, and take action to shift from reactive maintenance to proactive upkeep. This way, production will not be affected, and maintenance costs can be reduced as well. 4. As for the management, organization, and coordination of project construction, I don’t think there’s any difficulty in it; it’s just bluffing. Experts are welcome to add more or offer different opinions; thank you!
:)Step 1: Selection! ! ! ! ! It is very important. It really achieves twice the result with half the effort.
The selection of equipment is very important, and I believe everyone will agree on that. However, this selection process takes place within the framework of project construction management, specifically during the project design and ordering stages, where designers and project technicians work together to determine the general principles and technical requirements for the selection. As for the organization and coordination of project construction, different units devote varying amounts of effort to it; as a result, there can be significant differences in the construction time for the same project across different units. For the same installation, some successful commissioning attempts may occur, while others require multiple stops for adjustments or even equipment replacement. However, these aspects are not the main focus for production technicians.
I agree with what was said above: project construction itself involves the selection of designs, and such selection requires a thorough understanding of the entire operational conditions. Therefore, the initial stage of project construction is a very critical period. Some companies may succeed simply by using vehicles, while for others using vehicles entails continuous adjustments, and this is all related to the initial design and selection process. The integration of equipment and processes is of utmost importance.