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DGC personnel 是什么人员? Several DGC personnel identified this area as the most significant “bottleneck” in SNG production going forward. DGC personnel 怎么翻译?是什么人员?谢谢指点 查看更多 3个回答 . 4人已关注
换热器编号HO150-1? 这个编号里的字母数字什么含义啊 查看更多 4个回答 . 4人已关注
万急!储罐与计量泵组的布置? 本人遇到一项目。设计时,需要设置4组罐,每组2台罐。每台容积基本在30~50立方。每组罐配置10余台 计量泵 。请教,怎么考虑那么多台计量泵和罐体的布置,即敞亮又集中,互不干扰。若罐置于地下,计量泵也在地下时,如何布置呢。您可以不给图,给个平面示意就行。万谢!查看更多 2个回答 . 3人已关注
浅谈戈尔过滤器? 1  概 述 在氮肥生产中,脱硫工段是一个重要的净化工序,而硫泡沫的分离回收则是脱硫工段的重要组成部分。硫泡沫分离得好,对脱硫系统的稳定运行、降低车间成本和减少环境污染都有着积极的推动和保证作用。 硫泡沫是脱硫工段吸收H2S 后的脱硫富液在再生过程中产生的一种副产物,呈泡沫状,是一种液固混合物。固体主要为 硫磺颗粒 ,一般采用过滤的方法将硫泡沫进行分离,清液返回系统重复使用,硫磺则作为副产品回收。 多年来,中小氮肥厂采用的硫回收工艺多为转鼓过滤机连续过滤、熔硫釜间歇熔硫工艺。该流程的特点是设备多、流程长、土建费用高。90 年代初,邯郸钢铁公司发明并申请了连续熔硫专利设备,将硫泡沫的分离与熔硫集中于同一台设备内完成,设备的上部用于分离硫泡沫,下部用于熔硫。该设备的发明,大大简化了硫回收流程。但其本身也存在致命的弱点,因该设备容积有限,硫泡沫分离不够完全,返回脱硫系统的清液悬浮硫含量高,又因分离硫泡沫的操作温度较高(70~90 ℃) ,脱硫液易产生副反应,有效成分降低,不利于脱硫系统的正常运行,因此该技术未得到广泛的应用。 通过近几年的实际应用,证明戈尔薄膜过滤技术对硫泡沫的分离是一种较好的方法,值得推广和应用。它不仅简化了流程,操作温度较低(常温) ,而且分离效果好(硫磺颗粒s0. 5 微米) ,从根本上解决了硫泡沫分离问题,可以说戈尔薄膜过滤器在硫回收系统的应用,是硫回收工艺技术的重大改进。 2  戈尔薄膜过滤技术 2.1  工艺流程(见附图1) 来自再生槽的硫泡沫,流入硫泡沫池,用硫泡沫泵打入戈尔薄膜过滤器,在滤袋薄膜两侧形成0. 11~0. 15 MPa 的压差,清液透过薄膜流入过滤元件内并上升至清液腔,清液自上部溢流出来返回脱硫系统循环使用。硫磺颗粒被拦截在薄膜外表面,形成滤饼,随着过滤的进行,滤饼厚度增加,过滤阻力增大,此时,通过自动控制系统关闭硫泡沫进料阀A ,打开反冲阀C ,进入反冲洗膜状态,靠液封槽与过滤器之间的位差,清液逆向流动,将滤袋表面的滤饼反冲至污液腔,滤饼在污液腔沉降到底部,关闭反冲阀C ,反冲结束。系统重新进入过滤状态。当底部滤饼积累到一定量时,系统自动打开底部排渣阀B ,将滤饼排至脱水器。   脱水器操作时,关闭排渣阀B ,由进气口通入0. 3 MPa 的压缩空气,向下挤压硫膏,硫膏中的水分从70 %~80 %脱至40 %~50 % ,清液通过滤布排出,返回脱硫系统。硫则进入熔硫釜,进一步熔制成精硫。 2.2  主要设备及性能 a) 戈尔薄膜过滤器是整个 过滤系统 的核心设备,它主要由过滤元件、花板、清液腔、污液腔、筒体五个部分组成。   过滤元件是该过滤器的核心元件,由滤袋套在开满小孔的圆管上组成。通过过滤元件将硫泡沫与清液分离。   花板上均匀开孔,用以固定过滤元件。筒体上部敞口,为清液腔,下部锥体部分为污液腔,中部为过滤段,花板布置在筒体上部约1/ 4 处,将清液腔与过滤段分开。 b) 液封槽的作用是在过滤时形成液封,反吹滤饼时反冲阀打开,过滤器与液封槽之间形成一定的位差,使得清液反流,滤饼从薄膜表面脱落。 c) 脱水器是安装在过滤器底部,利用气压原理,通入压缩空气,进一步脱出滤饼中的水分。 戈尔薄膜过滤器选用的主要依据是现场实验。由戈尔公司专业人员用该公司特制的实验装置,到现场取样,测试样品的过滤速率,反吹的难易。再由工厂分析化验室测定饼的湿含量,滤液的含固量等。通过实验结果分析,确定能否选用该过滤器。 戈尔薄膜过滤器计算公式为: N = Q/ FU 式中: N   滤袋数量,个 Q   硫泡沫处理量,m3/ h U   过滤速率,m3/ m2 . h (通过现场实验确定) F   一个滤袋的过滤面积,m2 根据上式计算得出的滤袋数量,考虑今后扩建的需要和理论与实际的偏差,进行适当放大,一般放大20 %~40 % ,从而确定过滤器尺寸。 2.3  自动控制系统 自动控制系统由工业控制器PLC、气动总成和一组挠性阀组成。PLC 控制流程在出厂前已调试完毕,现场安装时根据不同特性的过滤物料调整每个状态运行时间,通过 电磁阀 组和挠性阀组自动完成过滤---反冲---排渣等全过程。 2.4  主要技术特点 戈尔薄膜过滤器与传统转鼓过滤机相比,具有以下特点:过滤精度高,分离效果好;摩擦系数低,不堵塞;滤饼反冲容易所需时间短(10~20s) ,与过滤时间相比,几乎可以忽略不计,可以看作连续过滤;滤袋清洗更换方便,坏一个换一个,经济、省力; 使用寿命长(一般在两年以上) 。其相关技术性能指标比较见表1。 3  应用与讨论 3.1  应用实例 戈尔薄膜过滤技术与传统的硫回收技术比较,具有设备精良,分离效果好。流程短,管理维修方便。公用工程消耗低,运行费用低,占地面积小,土建费用低等明显优势。因此该过滤器虽然只有5~6a 的推广应用历史,但发展很快,在许多领域都得到了不同程度的应用和认同。在国内已有一百多厂家采用,用于氮肥厂、煤气厂、焦化制气厂脱硫工段回收系统硫泡沫的分离的厂约占三分之一,在其它方面的应用也很多,如氮肥厂造气工段除尘废水的处理,磷肥厂含磷废水的处理,盐矿的卤水精制,硫酸厂酸性废水中重金属离子的处理等。云南通海氮肥厂、昆明化肥厂等也有应用。 通海氮肥厂现有合成氨生产能力为3 万t/ a ,以粉煤(碳化煤球) 为原料制取半水煤气,半水煤气中含硫化氢较高(7~10 g/ m3) 。硫泡沫处理量: 3~5 m3/ h ,含固量: 50~70kg/ m3 ,90 %硫磺颗粒粒径大于1. 0μm。 98 年初采用戈尔薄膜过滤技术。 通过现场测定,过滤速率取0. 5 m3/ m2·h 过滤器过滤面积10 m2过滤器直径DN1 000 mm ,高= 4 500 mm 投入运行后,过滤器基本达到预期的效果,滤液中悬浮硫含量小于50 ×10 - 6mg/ L ,操作稳定。 过滤器底部安装脱水器,硫膏经排渣阀后进入脱水器进一步脱水,含水约40 %~50 % ,再送入熔硫釜,熔制成精硫磺,这样既节省了蒸汽消耗,缩短了熔硫时间,又提高了硫磺的收率,收到了较为满意的效果。 昆明化肥厂继通海氮肥厂之后,也选用了同样尺寸的戈尔薄膜过滤器,用于分离硫泡沫。该厂以焦炭为原料生产半水煤气,在此之前,由MSQ 脱硫改为栲胶脱硫,再生后的硫磺颗粒细小,浮选和分离困难,大量的硫磺颗粒返回脱硫系统,导致堵塔,严重影响了整个脱硫系统的正常运行。 该厂所用硫回收流程与通海氮肥厂基本相同,不同之处在于,过滤器排出的硫膏未经熔硫,直接卖生硫。 采用戈尔薄膜过滤器后,硫泡沫中99 %硫磺颗粒被分离出来,脱硫液中的悬浮硫含量大为降低,脱硫系统恢复正常运行,生硫产量比以前提高一倍多,效果非常明显。 3.2  问题与讨论 最近,作者到通海氮肥厂对戈尔薄膜过滤的使用情况进行回访,了解到该过滤器在过滤一段时间后,过滤阻力增大,速率明显减小。拆开过滤器检查,发现滤袋表面附有一层硫磺颗粒,呈蛋糕状,且反吹下来的滤饼不容易下沉。经过认真分析研究,可能存在下列问题: a) 由于该厂采用白煤造气,气体中含焦油较多,因焦油粘度大,颗粒小,硫磺中含有一定焦油,吸附在滤布表面,由于反吹的力较小,难于反吹干净,导致阻力增加。 b) 硫泡沫在再生槽内停留时间过长,硫泡沫与溶液中的有机物发生吸附反应,硫泡沫比表面积增大,比重减小,难于下沉。 针对上述问题,采取如下措施:定期清洗滤袋,以提高过滤速率,但劳动强度较大。调整工艺操作参数,减小硫泡沫在再生槽内停留时间,基本解决了滤饼的沉降问题。 而昆明化肥厂是以焦炭制气,使用效果很好,不存在上述问题。 综上所述,戈尔薄膜过滤技术用于半水煤气中含焦油较少的厂是适用的,对于半水煤气中含焦油较高的厂,建议在脱硫之前增加除焦油装置,再用戈尔过滤技术分离硫泡沫。戈尔过滤技术应用于硫泡沫分离有许多突出的优点,但也有其局限性,选用时要全面考虑。 .注♀ ) # ♀ , 。 查看更多 0个回答 . 2人已关注
《财富》:世界十大尽责公司? 10 most 'accountable' big companies Fortune partnered with AccountAbility, Csrnetwork and Asset4 to rank the world's 100 largest corporations by the quality of their commitment to social and environmental goals. Here's what makes the top 10 stand out.1. Vodafone Accountability rank: 1 Accountability score: 77.7* Global 500 2008 rank: 85 The British cell-phone provider reclaimed the top spot in 2008 (it ranked No. 5 last year and No. 1 in 2006) by upping its green game. Vodafone in April said it would chop its carbon dioxide emissions in half by 2020; the company plans to do so largely by improving the energy efficiency of its global mobile-phone networks. Vodafone also gets good grades for reporting the details of the campaign - and whether or not it's going well - on a continuous basis. Such transparency apparently is part of the Vodafone culture: The firm reports its progress on past commitments, but also discloses deadlines for future promises, such as its pledge to recycle 95% of network equipment waste (March 2009) and plans to reduce work-related accidents that cause lost time by 10% (March 2011). Vodafone engages stakeholders on issues related to global competitiveness, and asks for their input in creating new products. Consequently, the business is a leading innovator of socially responsible products: Recent offerings include text-to-speech software for blind people and easy-to-use handsets for the elderly. 2. GE Accountability rank: 2 Accountability score: 70.2 Global 500 2008 rank: 12 While GE's recent drop in profits took investors by surprise, the technology and services giant has done a good job of reporting its citizenship activities to stakeholders. GE, which catapults from No. 13 in 2007, consistently provides updates on the progress of ambitious goals such as improving healthcare policy and establishing career training in developing countries. But the company's crown jewel is its Ecomagination initiative, a program that aims to expand GE's portfolio of environmentally friendly products and technologies. CEO Jeff Immelt recently announced that the initiative will produce revenues of $17 billion in 2008 - a 21% increase from the year before - from selling products such as ultra-efficient locomotives and advanced membranes that filter water. 3. HSBC Holdings Accountability rank: 3 Accountability score: 67.7 Global 500 2008 rank: 20 The U.K.-based bank climbed a rung higher this year, due in part to its performance during the financial meltdown. HSBC announced back in February 2007 that it was increasing its provision for toxic U.S. mortgages to $10.6 billion; by calling its losses earlier than most, the bank circumvented a nasty 2008 surprise. The bank's head of corporate sustainability, Teresa Au, has said that despite the economic situation, HSBC would continue to support its sustainability campaign. Initiatives include providing small businesses with sustainability insurance options and developing an index for climate change. The business has also boosted its management of ethical and socially responsible investing funds by 60% over the last two years. HSBC has an American unit that is dedicated to assisting local communities by promoting affordable homeownership, among other goals. 4. France Télécom Accountability rank: 4 Accountability score: 67.3 Global 500 2008 rank: 84 One of the biggest gainers on this year's list was France Télécom, which ranked No. 46 last year. In order to improve its corporate citizenship, the Paris-based corporation has created strict processes and reporting practices, and it has launched an extranet for sharing ideas with outsiders. France Télécom uses the research to initiate programs that benefit users and the communities it serves. Recent initiatives include the installation of solar power units in Senegal to extend network coverage, and the creation of Internet-based education programs for students in Jordan. 5. HBOS Accountability rank: 5 Accountability score: 66.2 Global 500 2008 rank: 45 HBOS expects to soon become part of another bank (in September, Lloyds TSB announced plans to purchase the struggling business for $22 billion), but its legacy of corporate responsibility stands apart from its peers. The company, which jumps from No. 8 last year, was the first major British bank to put carbon labels on financial service products (its Web Saver accounts), and it is working with the Carbon Trust, a government-created business that helps businesses reduce their carbon emissions, to create a mechanism for calculating the greenhouse gas released by computing those accounts. HBOS has also lent millions to support initiatives such as wind farms, hydroelectric projects, and biomass producers, and finances enough renewable energy to power two million homes. And the bank recently launched a pilot program for "green loans," in which it offsets three tons of carbon dioxide for each loan that's processed. 6. Nokia Accountability rank: 6 Accountability score: 63.8 Global 500 2008 rank: 88 If you want a spot on Nokia's supply chain, you'll have to play by the Finnish telecom-equipment maker's rules: environmentally friendly design, substance management, a healthy and safe workplace, and labor conditions that enforce workers' rights. Representatives of Nokia, a newcomer to the Accountability Rating, conduct onsite assessments of their suppliers, reporting breaches of requirements and advice on how to remedy their failings. They also work closely with their contributors to manage their products' life cycles: The company fully reports all of the materials that come in their cell phones. Being a good citizen has paid off for the telecom: AMR Research recently ranked Nokia's supply chain as the second best in the world based on turnover, revenue growth, and return on assets. 7. Électricité de France Accountability rank: 7 Accountability score: 62.3 Global 500 2008 rank: 68 EDF, which climbs 11 spots to No. 7, is driving France's status as the world's leading consumer of nuclear power. The company has the largest energy capacity in Europe, but it also boasts the smallest carbon footprint because about 75% of its production is nuclear. (Atom splitting doesn't cause global warming, but it can produce contamination, and watchdog group Criirad in July issued warnings when several EDF power stations produced leaks. EDF noted that the exposed employees didn't face health risks). EDF isn't solely invested in nuclear power, however: The utility has made commitments to developing methods of producing wind, solar, and geothermal energy. And while many corporations are only just beginning to invest in electric cars, EDF already runs 1,500 electric vehicles - the world's largest fleet. The business has set a goal of tripling by 2012 its renewable energy capacity, excluding hydroelectric power. 8. Suez Accountability rank: 8 Accountability score: 61.8 Global 500 2008 rank: 97 Suez, now called GDF Suez (the utility completed a merger in July with Gaz de France), boasts an entire division that's dedicated to sustainable development. At the head of the group is a steering committee composed of senior managers from the company's different business units, who work together to implement the company's vision across its branches. In the fall of 2007, Suez partnered with Volvo to build the world's first carbon dioxide-free car factory, which is powered by wind, biomass, and solar energy. The division's business group forged an agreement to build the water supply system for France's first "eco-neighborhood," Limeil-Brévannes. Suez, a newcomer to the Accountability Rating this year, also continues to promote its main line of business, natural gas, which is cleaner than oil. 9. BP Accountability rank: 9 Accountability score: 61.6 Global 500 2008 rank: 4 Is BP an environmental friend or foe? There's plenty of evidence supporting the latter: The oil and gas company, which was ranked No.1 last year, has paid millions of dollars in fines for pollution. One of the company's greatest missteps occurred in 2005, when its Texas City Refinery exploded because of mismanagement. But BP (the company changed its name from British Petroleum in 2000 to downplay its role as an oil producer) has also used its size for good, investing huge sums of money into renewable energy over the years, including $1.5 billion in 2008 alone. BP self-monitors its citizenship activities via independent advisory panels that evaluate projects on behalf of global stakeholders. BP has also shown that it learns from its mistakes: After the explosion at Texas City, the company created a safety, ethics, and environmental assurance committee to prevent such incidents from happening again. 10. Royal Dutch Shell Accountability rank: 10 Accountability score: 61.2 Global 500 2008 rank: 3 When crop-based biofuels such as ethanol began falling out of favor, Royal Dutch Shell, which is headquartered in the Netherlands, shifted gears toward the second generation of biofuels, quadrupling its R&D investments in new sources. One example: Shell partnered last December with a Hawaiian startup to produce a pilot facility for growing marine algae, which it hopes to convert into vegetable oil for use as fuel. But Shell, No. 6 last year, also faces charges from environmental groups of greenwashing, or using shallow claims of sustainability to cover up eco-unfriendly operations. In August, the World Wildlife Fund UK issued a public complaint about a Shell ad; the oil company touted its investments in renewable energy, but the WWF pointed out that the refinery depicted in the ad did not actually contribute to the cause.查看更多 2个回答 . 1人已关注
容器的进出料管线有没有罐顶进与罐低进,罐顶出与罐底出 ...? 查看了下工艺流程图,发觉绝大部分的工艺管线都是罐顶进或罐底出,但也有部分的工艺管线是罐底 进(有一个回流容器的进料线居然是罐底进的,还有一个 凝结水 管线居然也是罐底进的)或罐顶出( 目前我了解的是罐顶瓦斯或火炬线或塔顶线) 请问,当设计工艺管线的时候,需要考虑的问题有哪些??需要考虑那些方面的问题??查看更多 4个回答 . 4人已关注
9月13锅炉基础题三十判断题二:(前40名给予一定评分)? 1.水的汽化潜热总是随着压力的升高而降低()查看更多 38个回答 . 2人已关注
色谱主流量起不来? 西门子色谱,液体进样,进样压力:4.5MPA;返回压力:3.5MPA;经过VACALO阀后流量就打不起来,怀疑是返回压力太高,所以打不起来。因为经过 进样阀 之后的管子是1/16”,返回压力为3.5MPA,觉得是这一点原因。(进样返回管子为1/2“) 大家发表一下看法查看更多 1个回答 . 4人已关注
求大~神指导共沸精馏模拟? 小~弟自学Aspen,模拟共沸精馏实在得不出好的结果,特求大~神指导 查看更多 1个回答 . 4人已关注
换热器钢管SUS304TP-E.10A*2.0t中的10A代表什么? 换热器 钢管SUS304TP-E.10A*2.0t中的10A代表什么? 它的外径是10mm吗?查看更多 3个回答 . 2人已关注
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简介
职业:赛得利(江西)化纤有限公司 - 设备工程师
学校:郑州大学 - 化学系
地区:吉林省
个人简介:人的活动如果没有理想的鼓舞,就会变得空虚而渺小。查看更多
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