Documente Academic
Documente Profesional
Documente Cultură
Commercializing
Process Technologies
New technologies can provide competitive advantages compared to establ
processes, but significant effort is required to transition a promising concep
commercial reality
Vincent Welch
M
any students study chemical *
and Joseph engineering with the aspira .
Peters
TechnipFMC
tion of someday inventing
an innovative process that
r
could be a true game changer. As we
all know, creating a new process is quite />
IN BRIEF complex. Compared to the rapid pace
GETTING STARTED of advancements in other progressive
COMMERCIALIZATION
industries, such as consumer electron
f r £
ics, telecommunications, software and 3
STEPS
automotive, in the world of high-volume,
CATALYST DEVELOPMENTlow-margin commodity chemicals,
1
V- ■ .
vC' iLi
PILOT VERSUS higher-value specialty chemicals and :■
newer sustainable chemicals, process / %
DEMONSTRATION
[i Ifry'^
development and commercialization are
fr^* m
REACTION SYSTEM
more methodical and time-consuming. i
DESIGN
This article is largely directed at il %
PATENT AND LITERATURE lustrating the development lifecycle for
SEARCH
KEY RELATIONSHIPS
DESIGNING AN
petroleum refining and petrochemi
cal processes, rather than those in the
pharmaceutical, biochemical, mining or
inorganic chemical industries. The intent
EFFECTIVE PILOT PLANT is to describe how best to navigate the
FEEDSTOCK complex maze of process development,
ff
J
m
A I i5Jp"\
r\
CONSIDERATIONS starting from basic research and devel 3 LAB Fl'Mp
opment (R&D) to technical readiness
SIMULATION AND
MODELING
and commercialization (Figure 1).
*
frn i
CAPITAL COST Getting started FIGURE 1. Demonstrating a promising new technology in a laboratory
ESTIMATES One of the most difficult challenges setting is just one of many complex steps in commercializing a new
process technology
SCALEUP AND facing the chemical process industries
DEMONSTRATION (CPI) today is the cost and timeline to com mitigation, but also for maintaining manage
mercialize new, innovative technologies. The ment and investor confidence. Because each
REACTOR SCALEUP
conventional textbook approach of multiple subsequent step typically requires significantly
SCALING MAJOR incremental steps of tenfold scaleup (typically larger capital and operating cost outlays, the
EQUIPMENT from bench scale to pilot plant to demonstrastaged-gate approach compels the develop
PROCUREMENT AND tion unit and finally to commercial plant) canment team to pause and take an objective
CONSTRUCTION take as long as a decade and be prohibitively view of test results, process design issues
expensive. Using a staged-gate approach —and economics.
DEMONSTRATION UNIT
where process viability and economics are It is clear that the revamp or building of
STARTUP
assessed at each step during the develop any chemical plant involves significant in
ment program — is crucial not only for risk vestment and market risk. For producers in
40 CHEMICAL ENGINEERING WWW.CHEMENGONLINE.COM JANUARY 2019
mature markets, the risk of invest development program depends on demonstration unit in the range of
ing in a large-scale demonstration your perspective. Existing plant own$10-50 million and a full commercial
or full-scale commercial unit for an ers must protect their market share. plant could easily be in the hundreds
“unproven" process technology is They should be constantly evaluat of millions of dollars. These costs
nearly impossible to justify without ing competitive technologies to de must be taken into consideration
a thorough evaluation, including termine when and if they must pur before undertaking any process-
testing at bench and pilot scales. chase or develop new technologies development program.
As many readers can attest, few, if to replace those already in place. Deciding on the need for the in
any, changes to a chemical plant or Engineering and licensing companies termediate demonstration unit step
process are simple and turn out ex look for advantaged technologies can be one of the toughest deci
actly as calculated at the start of the that can be competitive in the mar sions. With an outline of the known
development program. ketplace. Their interest is in licensingfacts and assumptions, researchers
Even with justifiable economics and these technologies and deriving in and engineers will have lively debates
appropriate incentives from the techcome from license fees, engineering on the need for this time-consuming
nology developer or owner, most CPIservices, proprietary equipment and and expensive step. Avoiding the
companies are reluctant to be the catalyst sales. demonstration-unit step could reduce
first, or even the second, adopter of the time to commercialization by two
a new process or catalyst system. Commercialization steps or three years, albeit with a poten
Most building-block petrochemicals Each process-development programtially higher risk profile. In the end,
and high-value specialty chemicals requires several project phases, fromthe final decision may come down
produced today are very mature tech the initial proof-of-concept through to risk tolerance, identifying ways to
nologies with well-known competitivenumerous levels of technical readi mitigate risk and adding design safety
economics. Being an early adopter ness, stage gates and eventually to margins or perhaps even a “gut feel”
can actually have a significant upsidethe construction of the commercial based on experience. For example,
because projects can take years to plant. These reassessment require the development team could deter
realize. For companies to significantly ments vary greatly from company to mine the consequences of lower-
improve their competitive position, company. As one can imagine, the than-expected performance. What
they must move from the standard technical readiness requirements forif the selectivity improvement is only
tried-and-true processes to more a major petroleum or chemical com 95% of the expectation? What if the
forward-looking innovative technolo pany are likely different from those ofcatalyst life is two months shorter or
gies. Those who choose to “wait anda technology licensor or engineering only partially regenerable? Once the
see” run the chance of operating withcompany. Even within the same orga most likely performance gaps have
a sustained disadvantage once the nization, depending on starting point been identified, the team should de
new technology is commercialized. and complexity, each technology-develop a strategy and identify the steps
However, on the downside, the risk velopment program has its own pathneeded to account for or remediate
to the early adopters is failure of the and strategy to get from the initial the shortfall.
new technology to meet expected concept to full-blown commercializa Simplistically, the number of pro-
performance, thus jeopardizing the tion. Additionally, risk mitigation and cess-development steps is a function
entire investment. The chances individual risk tolerances set and drive of reaction chemistry complexity, the
for success improve with a deeply the scaleup progression and develop non-ideality of the components in
thought-out and rigorously executed ment lifecycle. The textbook rules of volved and the scalability of the unit
development plan. process scaleup include steps goingoperations. While the sequence of
Process improvements can take from a very small-scale testing appaprocess-development steps is out
many forms that can save operat ratus (bench scale) to a more repre lined here, deciding which steps are
ing cost or capital expenditures, as sentative pilot plant, then possibly to mandatory should be determined by
well as improve product purity and a demonstration unit and finally to the an experienced team of research
properties. These may include highercommercial plant (Figure 2). It shoulders and engineers in cooperation
catalyst selectivity and conversion, be highlighted that scaleup is not with business leaders and plant
improved reactor productivity, lower only limited to the key process-unit operations managers.
catalyst or feedstock costs, reduced operations, but also to the catalysts,
environmental impact and more. True feedstocks, additives and equipmentCatalyst development
stepouts may embody completely that form the complete basis for the For many programs, the earliest proj
new chemistry routes, alternative new process. ect phase involves the development
feedstocks and reactor designs, im Defining the required number of of an alternate chemistry path or an
proved catalyst formulations or en steps and their scale greatly influ improved catalyst. Nowadays, it is
hanced manufacturing techniques, ences program cost and timeline. common practice that these improved
such as improving energy recovery or From a capital expenditure stand pathways and catalysts are devel
plant reliability. point, an automated pilot plant may oped using high-throughput testing
The decision to start a technology- cost $1-3 million, an integrated methods that study multiple catalyst
41
CHEMICAL ENGINEERING WWW.CHEMENGONLINE.COM JANUARY 2019
to produce a sufficient quantity of
material. This activity can be the most
challenging step because the com
i mercial catalyst must not only have
• ■ • •» ft similar activity and selectivity to the
i.Y ■ sample, but also the physical proper
f/' .1
' ties, such as crush strength, required
% m KM to operate at commercial scale.
r
■»
Pilot versus demonstration
\ i * The terms "pilot plant” and “dem
onstration unit” are sometimes used
r?5
//
V I
interchangeably. For the sake of this
article, pilot plants are configured to
facilitate fundamental learning, deter
mine rate-controlling steps and col
lect large amounts of data at a wide
>1
0CMS#1
r] 7
cleaning of the containers and purg
ing of the sampling lines is critical to
minimize feedstock contamination.
Feedstocks should also include
representative recycle streams. Gen \
eration of recycle streams normally
requires that product-separation
steps be included in the program. For \ J
pilot plants with relatively small flow- FIGURE 6. Access to advanced analytical capabilities is essential in determining feedstock integrity and
monitoring plant performance
rates, separations, such as distillation
or filtration, can be accomplished in from process modeling software, so enough capacity to keep up with the
batch mode, but care must be taken that the recycle streams and product 24-hour operation of the catalysis
to ensure that the level of separationcompositions represent commercial plant. Repeating this over many itera-
would be feasible at the commercial operation. These separations can tions results in recycle streams close
scale. Better yet would be to performbe done in a semi-continuous mode, to those that would be seen if the
the separations on a continuous such that the columns run continu- distillation system was directly con-
basis according to the projections ously during the day shift at a high nected to the reaction system.
• Odor Control
• Ammonia and Acid Reconcentration
• Chemical By-Product and Waste Heat Recovery
m
With over 40 Years of application expertise...
If it can be scrubbed, we'll scrub it!
a
n
responsible for establishing more ing than running a short plant trial to Vincent (Vinny) Welch is the
routine design elements, such as produce a drum or two of catalyst for managing director of Technip-
FMC’s Boston office (One Financial
the following: the pilot plant. To avoid unpleasant Center. Boston, MA. 02111; Email:
• Distillation tray efficiencies surprises prior to demonstration unit \ r vincent.welch@technipfmc.com).
• Physical properties startup, it is beneficial to benchmark He is responsible lor managing
engineering, development, licens
• Fouling factors
• Corrosion allowance
• Control schemes
the full production batch of cata
lyst compared to the catalyst used
during piloting.
*M ing and research efforts. With over
35 years of experience, he has
spent most of his career licensing
and developing process technology for the petrochemi
• Materials of construction cal industry. He holds a B.S.Ch.E. degree from
• Overpressure protection Demonstration unit startup Northeastern University.
« Effluent or wastewater treatment Commissioning, startup and opera Joseph Peters is a senior director
af TechnipFMC's Weymouth re
• Design codes tion of the demonstration unit requires search facility (56 Woodrock Road,
Before equipment design can a dedicated workforce and laboratory E. Weymouth, MA 02189; Email:
begin in earnest, fluid physical prop support. After the typical plant-com •v > joseph.peters@technipfmc.com).
He manages the research center
erties must be determined. Proper missioning struggles, once unantici and is responsible for the execu
ties, such as density, viscosity, ther pated issues have been addressed tion of complex development pro
mal conductivity and surface tension,and the unit’s operations have lined grams aimed at the commercial
ization of new chemical process
can be found in the literature, es out, the gathering, analyzing and technologies, as well as further improvements to Tech
timated by the process simulation reporting of data should become a nipFMC's existing portfolio of novel process technolo
software using a validated database regular routine. After process per gies. With over 35 years of experience, he has spent
most of his career developing new technologies from
such as Design Institute for Physi formance targets have been met (or concept, through bench, pilot and demonstration scale
cal Properties (DIPPR), calculated exceeded), the larger risks mitigatedand finally to commercialization. He holds an M.S.Ch.E.
using various contribution methods, and the stakeholders convinced that degree from Northeastern University and is a Registered
Professional Engineer in Massachusetts.
50 CHEMICAL ENGINEERING WWW.CHEMENGONLINE.COM JANUARY 2019