Saturday, 21 April 2012

10 characteristics of highly successful people



Some people have a passion for music. Others can't stop watching reality TV. My accountant collects baseball cards. Me? I've got this thing about trying to figure stuff out. It's like my brain never stops working, which is probably why I drink too much.

Today, I'm thinking about the dozens and dozens of people I've known that made it big. CEOs, VCs, entrepreneurs, VPs, business owners -- all sorts of success stories. Some were so ridiculously improbable -- shocking, really -- that only now, looking back on it, does it even begin to make sense. Others, you just knew all along they had what it takes.
Now, I hear from readers all the time about the losers they work for. The incompetents, back-stabbers, and game-players that somehow manage to get themselves into positions where they can order people around and feel like big-shots. They are out there; I've known a few myself.
Does slow and steady win the race?
Where do big ideas come from?
How to schmooze your way to business success
But here's the thing. Nobody's perfect. Not you, me or them. If they're just low-level managers, fine, it can happen. But if they made it to the top or anywhere close, I'd be willing to bet they've got some positive characteristics, as well. Speaking of which, if any of these ten attributes describe you, you've got a decent chance of making something of yourself.
Just to be clear, I'm not saying you've got to have one or more of these characteristics to be successful; I just can't think of anyone who managed to pull it off, at least not today. If you think I missed something, be sure to let me know.

You're a fierce competitor. Maybe you've got something to prove, even if you don't really know to whom or why. Some people have a real killer instinct; they've just got to win. And one of the reasons they do is because they're relentless about getting the job done no matter what. That's a big deal in the business world.

You're really, really smart. You may be quirky and dysfunctional, but if you're smart enough and don't screw up too badly, you'll manage to do something cool, especially these days. You see, Jesus was misquoted. He actually said, "The geek shall inherit the Earth."

You're a turtle. I knew somebody back in the day at Texas Instruments who was anything but a shining star. But you know, he still managed to accomplish things, just one step at a time. He paid attention to detail. He did the right things. And slowly but surely, he climbed the corporate ladder. Now he's a CEO. It happens.

You're an idea guy. Some people somehow come up with big ideas. Microsoft cofounder Paul Allen, Albert Einstein, and Steve Jobs, to name a few. Are they geniuses? I really don't know, but I do know that those who are capable of brilliant inspiration and innovation don't always fit the classical definition of smart.

You've got instincts. Some people don't have their own ideas but they're very good at recognizing a good idea when they see it. They may not be brilliant, but they can see it in others. Some VCs are very good at picking and developing winners. They trust their gut instincts and it works.

You're a born leader. When you speak, people listen. When you say go there, folks do it. Some people have a knack for inspiring others. So people follow. Where you lead them doesn't really matter; you'll probably make a name for yourself anyway.

You think you're special. Of course you're not. We're all the same, flesh-and-blood people. Maybe you're a little bit delusional; who knows? But that characteristic can drive you far. In other words, it can be self-fulfilling, at least to a point.

You're a narcissistic psychopath. Leaders are sometimes identified that way. Well, some are. Keep in mind, there are shades of gray here. We all have egos, but too much and you've got narcissistic tendencies. Some people are capable of compartmentalizing their feelings. That alone doesn't make them psychopaths, although it's a good start.

You've got a head for business. The kid that made money selling comics and trading baseball cards grew up to be Donald Trump. Sometimes it's parenting, which almost certainly played a role in Trump's case. Bill Gates, too. Some people just have business in their blood. Head, blood, DNA -- I don't know where it is, but it's there.

You're a schmoozer. The word schmooze often has a negative connotation. That's just wrong. Whether you're good with relationships, have the gift of gab, or can sell ice cubes to an Eskimo, you can call it schmoozing or anything you like, but it just means you can relate to people. That's a very good thing in the business world.

ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Friday, 20 April 2012

10 things to learn from Apple Store


My friend, Carmine Gallo, has written a book called The Apple Experience: Secrets to Building Insanely Great Customer Loyalty. The Apple Store is the most profitable retailer in America, generating an average of $5,600 per square foot and attracting more than 20,000 visitors a week.

In the decade since Steve Jobs and former head of retail, Ron Johnson, decided to reimagine the retail experience, the Apple Store not only reimagined and reinvented retail, it blew up the model entirely and started from scratch. In his research for The Apple Experience, Carmine discovered ten things that the Apple Store can teach any business in any industry to be more successful:

  1. Stop selling stuff. When Steve Jobs first started the Apple Store he did not ask the question, "How will we grow our market share from 5 to 10 percent?" Instead he asked, "How do we enrich people's lives?" Think about your vision. If you were to examine the business model for most brands and retailers and develop a vision around it, the vision would be to "sell more stuff." A vision based on selling stuff isn't very inspiring and leads to a very different experience than the Apple Retail Store created.
  2. Enrich lives. The vision behind the Apple Store is "enrich lives," the first two words on a wallet-sized credo card employees are encouraged to carry. When you enrich lives magical things start to happen. For example, enriching lives convinced Apple to have a non-commissioned sales floor where employees feel comfortable spending as much time with a customer as the customer desires. Enriching lives led Apple to build play areas (the "family room") where kids could see, touch and play on computers. Enriching lives led to the creation of a "Genius Bar" where trained experts are focused on "rebuilding relationships" as much as fixing problems.
  3. Hire for smiles. The soul of the Apple Store is in its people. They are hired, trained, motivated and taught to create magical and memorable moments for their customers. The Apple Store values a magnetic personality as much, if not more so, than technical proficiency. The Apple Store cares less about what you know than it cares about how much you love people.
  4. Celebrate diversity. Mohawks, tattoos, piercings are all acceptable among Apple Store employees. Apple hires people who reflect the diversity of their customers. Since they are more interested in how passionate you are, your hairstyle doesn't matter. Early in the Apple Store history, they also learned that former teachers make the best salespeople because they ask a lot of questions. It's not uncommon to find former teachers, engineers, and artists at an Apple Store. Apple doesn't look for someone who fits a mold.
  5. Unleash inner genius. Teach your customers something they never knew they could do before, and they'll reward you with their loyalty. For example, the Apple Store offers a unique program to help people understand and enjoy their computers: One to One. The $99 one-yearmembership program is available with the purchase of a Mac. Apple Store instructors called "creatives" offer personalized instruction inside the Apple Store. Customers can learn just about anything: basics about the Mac operating system; how to design a website; enjoying, sharing, and editing photos or movies; creating a presentation; and much more. The One to One program was created to help build customers for life. It was designed on the premise that the more you understand a product, the more you enjoy it, and the more likely you are to build a long-term relationship with the company. Instructors are trained to provide guidance and instruction, but also to inspire customers, giving them the tools to make them more creative than they ever imagined.
  6. Empower employees. I spent one hour talking to an Apple Store specialist about kids, golf, and my business. We spent about ten minutes talking about the product (a MacBook Air). I asked the employee whether he would be reprimanded for spending so much time with one customer. "Not at all," he replied. "If you have a great experience, that's all that matters." Apple has a non-commissioned sales floor for a reason—employees are not pressured to "make a sale." Instead they are empowered to do what they believe is the right thing to do.
  7. Sell the benefit. Apple Store specialists are taught to sell the benefit behind products and to customize those benefits for the customer. For example, I walked to the iPad table with my two young daughters and told the specialist I was considering my first iPad. In a brilliant move, the specialist focused on my two daughters, the 'secondary' customer who can influence a purchase. He let the girls play on separate devices. On one device he played the movie, Tangled, and on the other device he brought up a Disney Princess coloring app. My girls were thrilled and, in one memorable moment, my 6-year-old turned me to and said, "I love this store!" It's easy to see why. Instead of touting "speeds and feeds," the specialist taught us how the device could improve our lives.
  8. Follow the steps of service. The Apple Store teaches its employees to follow five steps in each and every interaction. These are called the Apple five steps of service. They are outlined by the acronym A-P-P-L-E. They are: Approach with a customized, warm greeting. Probe politely to understand the customer's needs. Present a solution the customer can take home today. Listen for and address unresolved questions. End with a fond farewell and an invitation to return.
  9. Create multisensory experiences. The brain loves multi-sensory experiences. In other words, people enjoy being able to see, touch, and play with products. Walk into an Apple Store upon opening and you'll see all the notebook computer screens perfectly positioned slightly beyond 90-degree angles. The position of the computer lets you see the screen (which is on and loaded with content) but forces you to touch the computer in order to adjust it. Every device in the store is working and connected to the Internet. Spend as much time as you'd like playing with the products—nobody will kick you out. Creatives who give One-to-One workshops do not touch the computer without asking for permission. They want you to do it. The sense of touch helps create an emotional connection with a product.
  10. Appeal to the buying brain. Clutter forces the brain to consume energy. Create uncluttered environments instead. The Apple Store is spacious, clean, well-lit, and uncluttered. Cables are hidden from view and no posters on placed on the iconic glass entrances. Computer screens are cleaned constantly. Keep the environment clean, open, and uncluttered.

The three pillars of enchantment are likability, trustworthiness, and quality. Apple's engineers take care of quality, and the Apple Store experience personifies likability and trustworthiness. I've never left an Apple store without being enchanted—in fact, I seldom leave the Apple Store on University Avenue in Palo Alto without being enchanted and buying something too! Resisting Carmine's book, like resisting an Apple Store, is futile, so just get it here: The Apple Experience: Secrets to Building Insanely Great Customer Loyalty


ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Val-Matic® Plug Valves enter the UK MARKET


Val-Matic® entered the United Kingdom market on a major project for Thames Water. The project involved an upgraded contract worth more than US$189 million at the Crossness Sewage Treatment Plant in east London. The improvements enabled the site to treat 44% more sewage than before, significantly reducing the amount of storm sewage that overflows into the River Thames. Thames installed Val-Matic® Cam-Centric Plug Valves in a full range of sizes for the primary settlement tank, desludge and aeration applications. Val-Matic Cam-Centric Plug Valves maintained the ability to withstand the harsh process environment, with its hard wearing and non-stick fusion bonded epoxy coating, coupled with a unique bearing packing including Grit-Guard seals to assure a tight seal and trouble-free service.      The Val-Matic Cam-Centric Plug Valve is a 1/4 turn valve allowing cost effective, low torque actuation for shut-off and throttling service. Val-Matic Cam-Centric® Plug Valves meet AWWA C517 and are WQA Certified Lead-Free.

ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Tuesday, 17 April 2012

Metso Strengthens in India

Metso opens a new valve supply and service center in Vadodara, India. The new supply centre supports company's strategy to grow valve business globally and strengthens Metso's service capabilities in India for major petrochemical, energy, and oil and gas companies such as Reliance Industries Ltd, Indian Oil Corporation, Technip, Praxair India Pvt Ltd and PRAJ Industries Ltd. 


This investment is in line with Metso's long-term strategy to develop and expand its valve offering, delivery and service capabilities for customers in oil and gas, power, pulp and paper industries. It was preceded by a series of investments in Metso's global offering and presence. Last month Metso announced acquiring a valve technology and service company, Valstone Control Inc. in South Korea. Currently Metso is expanding its valve production premises in the US. Last year, Metso opened a new valve technology center in Finland. In 2010 Metso opened a new valve facility in Shanghai, China. Metso also has high-class industrial valve facilities in Brazil and Germany. 

The new valve supply center is located in Vadodara city, 400 km north of Mumbai in the state of Gujarat, where Metso's service center has been in operation for more than two years.


ANUP SHAH

Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Thursday, 5 April 2012

Corflex Engg supplies pinch valve for 72 bar working pressure to silver mine in Bolivia

Pinch valve supplier Corflex Engineering has supplied pinch valves for a working pressure of 72 bar to a silver mine in Bolivia, South America.

The order, worth over R2-million, is for 12 pinch valves to operate on a tailings dam where pipeline pressure is supplied by positive displacement pumps. This is believed to be the highest pressure that a 200-mm pinch valve has ever been built for.

The high operating pressure required hydraulic operation of the valves. As there is no electrical power available on the tailings dam, each valve was fitted with its own hydraulic power pack and designed to be operated from a mobile generating set. The order was a new development for this size of high-pressure pinch valve, taking over seven months to produce.

The pinch valve sleeves were built by rubber product manufacturer Dunlop Industrial Products. These high-pressure sleeves and all other Corflex pinch valve sleeves are built to the highest standard required by Dunlop's strict quality assurance programme, ISO 9001:2008.

The 200-mm pinch valve sleeves have a design working pressure of 75 bar. The rubber hose sleeves have a test pressure of 150 bar, which is twice the highest recommended working pressure. To build these sleeves, Corflex had to design and build special tooling, as well as a test rig to test the sleeves.

To close and seal 200-mm pinch valves at 72 bar requires a minimum force of 44 t in addition to a good safety factor. To this end, a special valve body had to be designed and built. The valve body is fitted with two opposed nonrising hydraulic cylinders securely bolted to the body, with large-diameter high-tensile cap screws.

The two body halves are also securely bolted together using high-tensile bolts. The valves are very heavily built because of the high pressure. The finished product weighed over 1 600 kg. The valve bodies are designed to contain the sleeve test pressure in the event of a sleeve failure.

Open-frame pinch valves in high-pressure applications are potentially dangerous in the event of a sudden pinch valve sleeve failure, which is similar to a burst pipe. Corflex safety requirements only recommend that enclosed pinch valves are able to withstand the pinch valve sleeve test pressure, for all high-pressure applications.

Most pinch valves are built with rising actuators, which is generally the least expensive way of building pinch valves. However, for this order, the more expensive and stronger nonrising pincher actuation, where the pinchers move independently from both sides, must be used.

This order enabled Corflex, who supply pinch valves for both low- and high-pressure applications, to increase its size range for very high pressure pinch valves.

Corflex Engg is represented in India by Adroitt Flow Control Pvt. Ltd.  Please contact us for more information on product & applications.

Regards,

ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463 | Fax +91 22 66459630
anup@adroitt.net | Skype / Gtalk - anupshah76
www.adroittflowcontrol.com

Corflex Engg receives R3.5million order for Pinch Valve for Copper Mining Project in Zambia

Pinch valve manufacturer Corflex Engineering, which supplies pinch valves for low- to high-pressure applications, has received a R3.5-million order from a copper-mining project in Zambia for 500 mm pinch valves with a working pressure of 25 bar.

The order was awarded on the condition that the valves be tested and witnessed to be working at 1.1 times the working pressure to ensure that they did not leak when closed.

The force required to seal the valves is over 120 t at a pressure of 27.5 bar.

Corflex previously performed sealing tests on its valves; however, this is the first time that a sealing test was required for a 500 mm pinch valve at this pressure.

The most common method used to construct pinch valves uses rising actuators owing to its cost effectiveness. This is, however, not suitable for pinch valves operating at high pressures as the pincher mechanism is held together using only two nuts.

By using this construction method, the actuators have the tendency to move about, caus- ing the valve to jam. The poten- tial danger with this method is the high risk of bolts or nuts shearing.

The valves used in the test were fitted with four hydraulic cylinders – two on either side – and certified gauges were used.

The sealing test is based on the recognised API 598 testing standard for valves.

The Test Procedure

The open valve is first filled with potable water and pressurised to a nominal 8 bar to fully expel any residual air and to provide back pressure to the closing mechanism so that the sleeve can be pinched in an operating manner as normal as possible.

Next, the hydraulic pressure is applied and the valve is fully closed. The upstream side is then pressurised to 27 bar – 10% above nominal operating pressure – and the down-stream side is exhausted to zero pressure through the stand pipe.

The observations throughout the test indicated that leakage was a droplet of water forming on, and falling from, the stand pipe. In this period, the up-stream pressure did not reduce.
The test was repeated with three valves and the same results were observed.  Corflex Engg is represented in India by Adroitt Flow Control.  Please contact us for more details.

Regards,

ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463 | Fax +91 22 66459630
anup@adroitt.net | Skype / Gtalk - anupshah76
www.adroittflowcontrol.com

Wednesday, 4 April 2012

BHEL open to collaborations with Chinese companies

Bharat Heavy Electricals, which is facing stiff competition from Chinese equipment makers, today said it is open for collaboration with companies from the neighbouring country.

In response to a query on whether the company would be open for collaboration with Chinese entities, BHEL Chairman and Managing Director B Prasada Rao said, "If it adds value to us, we are open to that".

Import of cheaper Chinese power equipment are impacting state-run BHEL which today posted a net profit of Rs 6,868 crore for the year ended March, 2012.

The government is looking at higher import duty on Chinese power gear to provide a level playing field for domestic manufacturers such as BHEL.

Announcing the annual results, Rao said the company is open for collaborations with the private sector.

"Definitely, we will be providing (help) if the private sector comes for help from us. Secondly, we are open for that (collaboration with private sector)," he noted.

Among others, the company would be ready to offer 26 per cent equity in power projects. "We don't mind deploying our resources... that will also help in (ensuring) better business," Rao added.

Unperturbed by the significant slowdown in orders from the power sector, he said that current problems in the power sector are temporary in nature.

The entity's order book declined to Rs 22,096 crore last fiscal, as against Rs 60,000 crore in 2010-11 mainly due to sluggishness in the power sector.

As part of efforts to boost its overall business in the coming years, BHEL would be focusing on growth areas such as transportation and defence.

Rao stressed that transportation is expected to be the next growth area for the company after power.

"We have formed a group within the company to focus on metro (business)... We are also (participating) in the latest tender of Delhi Metro Rail Corp," Rao said.

According to him, the company is now refocusing on wind mills, which it left long back. "We are now looking for partner again... Defence is another big area," he added.


ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463
anup@adroitt.net

(Sent from iPhone)

Tuesday, 3 April 2012

Dow Chemical Announces Plans to build Coating Material Facility in Saudi Arabia

The Dow Chemical Company announced plans to build a Dow Coating Materials manufacturing facility in the Kingdom of Saudi Arabia to manufacture a range of coating materials for domestic use in Saudi Arabia and for export worldwide.

 Anton Van Beek
Anton Van Beek
General manager, Dow Coating Materials Europe, Middle East & Africa

"By investing in a new coatings facility in Saudi Arabia, we are moving closer to our regional customers, and realizing our regional business objectives in a key growth market for Dow," said Jerome Peribere, executive vice president of The Dow Chemical Company and president and CEO, Dow Advanced Materials Division (AMD).

The plant, to be located at the Jubail Industrial City, will be the latest in a series of investments announced by Dow in Saudi Arabia. In July 2011, Dow and Saudi Aramco announced an agreement to form Sadara Chemical Company, a joint venture to build and operate a world-scale, fully integrated chemicals complex in Jubail Industrial City.

Upon completion, the joint venture is projected to be among the world's largest petrochemical facilities and would represent the largest foreign direct investment into Saudi Arabia's petrochemical sector. Dow also recently announced plans to invest in a best-in-class manufacturing facility forDOW FILMTEC™ Reverse Osmosis (RO) elements in the Kingdom.

Dow Coating Materials manufactures a broad portfolio of coatings raw materials, including acrylic and styrene-acrylic resins, rheology modifiers, specialty waxes, solvents, epoxy resins and curing agents, glycol ethers, polyurethane products, antimicrobial agents, opaque pigments, and others.

"We are committed to helping our customers rethink coatings by working closely with paint and coating formulators worldwide to develop breakthrough technologies that are differentiated," said Anton Van Beek, general manager, Dow Coating Materials Europe, Middle East & Africa (EMEA).

Dow Coating Materials operates 43 manufacturing plants worldwide and 13 dedicated R&D facilities.



ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Tata Power signed MoU with Jharkhand for 3x660MW Project at Tiruldih

Tata Power today signed an MoU with the state energy department to set up a 1,980MW thermal power plant at Tiruldih in Seraikela-Kharsawan at an estimated cost of Rs 1,200 crore.

The pact comes close on the heels of the cancellation of 13 MoUs by the state government last month, that had pledged an investment of Rs 80,000 crore to set up power plants in Jharkhand.

A total of 28 MoUs were signed between 2006 and 2008 to set up power plants, of which 13 were cancelled after the state decided that they were signed only to corner mineral resources as entrepreneurs had failed to initiate any work on the projects.

Today's agreement was signed by Bimal Kirti Singh, principal secretary in the energy department and Dinabandhu Santra, Tata Power Jharkhand project head. Hanuz Mistry, company secretary and Arun Bapat, legal head of Tata Power, were also present.

The plant at Tiruldih is the outcome of this month's visit to Jharkhand by Tata Sons chairman Ratan Tata and his successor designate Cyrus Mistry. The plant will comprise three units, each with an installed capacity of 660MW.

Santra said 25 per cent of all power generated would be given to Jharkhand.

Santra said work on the plant would commence in the first quarter of next year. The first unit would begin operation in 44 months. The second and third units would commence operation at intervals of six months each.

"The Tiruldih plant would generate between 1,000 and 1,200 jobs. We have already procured 300 acres for the project. We need another 200 acres," he said.

Referring to the Maithon Project, Santra said a power purchase agreement was being finalised to ensure that 25 per cent of the generation was earmarked for Jharkhand.


ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

HPCL Mittal Bhatinda Refinery to be inaugurated in April 2012

Guru Gobind Singh Refinery, a Rs 21500 crore project of HPCL-Mittal Energy Limited project, would be inaugurated in mid-April.


 Mr Prabh Das, Managing Director cum Chief Executive Officer of HPCL-Mittal Energy Limited, today called on Punjab Deputy Chief Minister Sukhbir Singh Badal and thanked him for total cooperation offered by the Punjab Government in completing this mega project in a record time.




Mr Das said this was the largest investment in Punjab since Independence, which could be possible because of pro-active approach of the SAD-BJP government.

He said that it was a matter of record that the refinery, whose construction began in 2008, had started refining mineral oil in August 2011 less than 48 months.He said that with the cooperation of Punjab Government the company could construct Crude Oil Terminal and 1017 km cross country pipeline in record 27 months. (UNI)



ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

NTPC Simhadri Unit 4 Operational

The country's largest power producer, National Thermal Power Project (NTPC), has synchronized unit 4 of stage II- 2 x 500 MW Simhadri Super Thermal Power Project with the grid.


According to a NTPC press release here, the power generated from Simhadri stage-II will be supplied to southern states, including Kerala. Simhadri Super Thermal Power Project, the first coastal, coal-based thermal power project of NTPC, is situated in this port city.


Following the successful synchronisation, the total installed operational capacity of Simhadri project has now gone up to 2,000 MW, The power generated by Simhadri stage-I (2 x 500 MW) is being supplied to Andhra Pradesh.

While Andhra Pradesh will be supplied 384.4 MW, Karnataka will get 176 MW, Kerala - 80 MW, Tamil Nadu- 197 MW and Puducherry 10 MW. (UNI)



ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Foster Wheeler Signed Strategic Agreement with Dow Chemical

Foster Wheeler (Nasdaq: FWLT) announced today that its Global Engineering and Construction Group has signed a Strategic Umbrella Agreement with The Dow Chemical Company (Dow) for the provision of project management, consulting, engineering, procurement, construction management, and construction services. This agreement has an initial term of three years and provides support by Foster Wheeler to selected Dow global capital projects, which forms part of its growth strategy across its diversified portfolio of businesses: specialty chemicals, advanced materials, agrosciences and plastics.

"With our global network of operations, our focus on the geographies where Dow plans to invest, and our proven high-quality project delivery, we are ideally positioned to support Dow in delivering the capital project program to advance their growth objectives."

"Foster Wheeler and Dow have a history of working together around the world on the development and safe, successful implementation of major projects," said Umberto della Sala, Chief Operating Officer of Foster Wheeler AG. "With our global network of operations, our focus on the geographies where Dow plans to invest, and our proven high-quality project delivery, we are ideally positioned to support Dow in delivering the capital project program to advance their growth objectives."

Foster Wheeler AG is a global engineering and construction company and power equipment supplier delivering technically advanced, reliable facilities and equipment. The company employs approximately 12,000 talented professionals with specialized expertise dedicated to serving its clients through one of its two primary business groups. The company's Global Engineering and Construction Group designs and constructs leading-edge processing facilities for the upstream oil and gas, LNG and gas-to-liquids, refining, chemicals and petrochemicals, power, mining and metals, environmental, pharmaceuticals, biotechnology and healthcare industries. The company's Global Power Group is a world leader in combustion and steam generation technology that designs, manufactures and erects steam generating and auxiliary equipment for power stations and industrial facilities and also provides a wide range of aftermarket services. The company is based in Zug, Switzerland, and its operational headquarters office is in Geneva, Switzerland. For more information about Foster Wheeler, please visit our Web site at www.fwc.com.


ANUP SHAH
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Linde to invest $380M in Jedah Chemical Complex


The technology group The Linde Group and Sadara Chemical Company (Sadara) recently signed a long-term contract that will see Linde supply Sadara with carbon monoxide (CO), hydrogen (H2) and ammonia (NH3) at a chemical complex now being built by Sadara in Jubail, which will be the world's largest chemical complex ever built in a single phase.


The on-site gases supply contract includes a HyCO facility for the production of CO and H2 plus an ammonia plant.

Linde will be investing $380 million in the project. Sadara, established in October 2011, is a joint venture developed by Saudi Arabian Oil Company (Saudi Aramco) and The Dow Chemical Company (Dow).

"This contract is an excellent opportunity from several perspectives," states Aldo Belloni, Member of the Executive Board of Linde AG.

"It is Linde's largest on-site petrochemical project in this region, and our first in Jubail. It thus strengthens our position as a global leader in the generation and supply of carbon monoxide for MDI and TDI production plants at integrated chemical hubs. The petrochemical industry is expanding rapidly in Saudi Arabia. We expect that this growth will give added momentum to the expansion of our gases and engineering business in the Middle East."

Linde's Engineering Division will design, deliver and construct the new turnkey gases facilities at Sadara's site in the Jubail 2 petrochemical cluster.

The company will be building a two-stream HyCO plant, plus a single-stream NH3 unit producing waterless liquid ammonia.

Linde will also install a large NH3 storage tank, resulting in a sophisticated supply concept which will enable the plant to run smoothly and reliably at all times. The production units are scheduled to be ready in 2015.

Once built, they will be operated by Linde's Gases Division. Linde is setting up a local gases company for on-site support.

Sadara will use carbon monoxide, hydrogen and ammonia primarily for the production of aromatics, isocyanates (MDI and TDI), amines and hydrogen peroxide. Methylene diphenyl diisocyanate (MDI) and 2,4 toluene diisocyanate (TDI) are used in the production of polyurethanes — an essential component in many products ranging from synthetic fibres through insulating foam and adhesives to mattresses and car seats.

Sadara will construct, own and operate a world-scale integrated chemicals complex in Jubail Industrial City II.

Sadara will have a differentiated product mix, most of which are produced locally for the first time.

This differentiation will create further growth opportunities for conversion and downstream industries in the adjacent PlasChem Park.

The Linde Group is a world-leading gases and engineering company with around 50,500 employees in more than 100 countries worldwide.








Anup Shah
Adroitt Flow Control Pvt Ltd
Cell +91 9820501463

(Sent from iPhone)

Metal Seated Ball Valves in Power Plants


vmwnt12_nuclear_plantBY STEVE SPILKER

Can metal-seated ball valves provide effective long term, economical solutions for critical applications in steam-generating power plants? The answer lies in knowing the design limitations of the valve, in correctly identifying the application requirements and in proper installation techniques.

During the last 20 years, advances in machining, tooling, measuring and coating technology have led to ball valve designs that provide positive sealing solutions for the power industry. These new "power plant ball valves" can withstand temperatures and pressures that make them a viable solution for the industry.


THE HISTORY

Before these new designs, creating true and matching spherical sealing surfaces was limited so that one surface—the ball—typically was metal and highly polished. The second sealing surface—the seat—generally was a fluoropolymer or elastomeric compound. This combination works well in lower temperatures and pressures, and still is widely used today. However, it is not suited for the extremes seen in steam power generating stations.

vmwnt12_Figure-1Figure 1. Typical Y-pattern globe valveInstead, traditionally rising-stem globe valves have been the work horses for stop and isolation service in steam-generating power plants (Figure 1). These valves have massive stems, plugs and seats. They are top-entry valves and often have welded or pressure seal bonnets.

The sealing areas of the plug and seat are matched conical surfaces, which are well-suited for the high pressures, temperatures and velocities found in vent, drain and continuous process services. Operation of the valves is intuitive: If the stem is in the "up" position, the valve is open; if the stem is in the "down" position, the valve is closed.


METAL-SEATED BALL VALVES

Computer numerically controlled (CNC) machines with special tooling can now produce virtually perfect spherical metal-to-metal sealing surfaces—both concave, and convex for ball and seat—with almost infinite repeatability. Highly qualified and specialized coating contractors also can provide many varieties of flame-sprayed carbide coating compounds applied with exacting precision in laboratory conditions by CNC robotic machines. These coatings carry a toughness and hardness far exceeding that of the cobalt-based weld overlays traditionally used in rising stem globe valves, and the final coated surface exactly mirrors the machined contours of the underlying part. These technologies have lead to the emergence of the power plant ball valve, capable of withstanding temperatures in excess of 1050° F (566° C) and ­pressures in excess of 3000 psig.


CONSTRUCTION FEATURES

Many power plant ball valve manufacturers are machining valve bodies from forged bar stock materials with massive wall thicknesses far exceeding that of rising stem valves. Several use the same valve body design on 1.5-inch and smaller sizes for all pressures classes—so that an ASME Class 1500 valve may actually have an ASME Class 4500 body. This standardization reduces raw material inventory, streamlines machining, shortens production times and allows for virtually unlimited alloy material selection. Usage is restricted by the pressure and temperature rating stated on the original equipment manufacturer (OEM) tag and relevant American Society of Mechanical Engineers (ASME) and American National Standards Institute (ANSI) standards.

vmwnt12_Figure-2Figure 2. Two-piece end-entry design

 

vmwnt12_Figure-3Figure 3. One-piece end-entry design

vmwnt12_Figure-4Figure 4. Top-entry designValve manufacturers produce a ­variety of power plant ball valve body designs, including two-piece end entry (Figure 2), one-piece end entry (Figure 3) and bolted bonnet top entry (Figure 4). Different seat designs are produced: integral seat, pressed-in seat, welded seat and locked seat. All designs incorporate a downstream sealing seat, with an upstream ring used as a guiding, balancing and bearing surface.

vmwnt12_Figure-5Figure 5. Live-loading methodThese designs all include a large cross-section conical load spring (Belleville washer) behind the upstream bearing ring. The designs feature live-loaded stem packing, although several methods provide this live-loading (Figure 5). Some use one large central Belleville spring, while others use four, equally spaced spring sets. Packing design varies among manufacturers—some use a single die-formed ring with wire-braided backup while others use multiple die-formed rings, and still others use top- and bottom-braided rings with internal die-formed rings.



OPERATION

vmwnt12_Figure-6Figure 6. Open and closed actuator positionsStandard soft-seated ball valves are bi-directional and can shut-off flow in either forward or reverse direction—because they use two soft seats and a pressure-assisted, floating ball (Figure 6). Power plant ball valves are most often uni-directional shut-off valves, with a non-floating ball design.

They have only one seat located downstream of the ball. This downstream seat, the upstream bearing ring, the conical load spring, and the ball are a matched set, fitted very precisely into the body cavity so that, when assembled, the final stack height does not allow the ball to float.

Under extreme pressures, the ball must remain centered on the shaft and centered within the downstream seat and the upstream bearing ring. The conical load ring compensates for thermal growth of the internal parts at elevated temperatures and provides the initial sealing force in applications involving slowly building pressures—such as firing a boiler.

Bi-directional service is an available option offered by several manufacturers of power plant ball valves, but this option must be clearly specified up front. Operating torques for ball valves are determined by the differential pressure of the system acting on the exposed surface area of the closed ball. The size of the hole through the ball (the port size) is one factor that determines the closed surface area of the ball since the closed surface area must be larger than the port. Larger closed surface areas mean higher operating torques. This is significant because operating pressures in power plants can exceed 3000 psig. Consequently, power plant ball valves are routinely produced with reduced port sizes to keep the operating torques low. For example, a power plant ball valve with a nominal pipe size of 1.5 inches may have an actual through-port opening size of only 5/8 inch.


SELECTION

The port size should be considered when specifying power plant ball valves. A reduction in port size causes an increase in system pressure loss through the valve, which results in an increase in fluid velocity through the restricted port. Power plant ball valves were originally and primarily designed for vent and drain applications. Since vents and drains normally are used for short durations, the increase in velocity through the ball port does not produce a large wear factor. However, in continuous process applications, the system pressure loss and the velocity also will be continuous, which can mean premature failure of restricted port valves.

High energy piping systems in power plants use schedule 80, 160, and XX-Heavy pipe. Table 1 shows the correlation between pipe size and pipe internal bore for several nominal pipe diameters and schedules.

Power plant ball valve manufacturers use the relationship between nominal pipe size and pipe internal diameter to determine "standard" port sizes. ­Several companies publish dual Cv ­values—one for the valve and one for the valve installed in heavy wall piping. The port size, the system operating characteristics and the piping configuration during the valve selection process should receive close attention. For example, if the ball valve is to be used for isolation either before or after a control valve, the question becomes: How will a ­smaller or larger port affect the control valve performance?

vmwnt12_table1

Many power plant ball valve manufacturers offer increased port sizes as an option. Largely, this option is a result of the "TDP-1-1998 Recommended Practices for the Prevention of Water Damage to Steam Turbines Used for Electric Power Generation," which offers guidelines for the relationship of the valve port size to the nominal pipe diameter. The intent is to ensure that any water or condensate in the high-energy steam pipes leading to the turbine is drained as efficiently and as quickly as possible, with no carry-over.

Selecting the largest available port size may seem to be the safest route, but increasing the port size also increases the purchase price. If the valve is to be automated, the larger port size will warrant a larger, more costly actuator as well. Also, the location of the valve in the piping system may restrict the amount of available space for larger actuators.

The piping system dynamics should be carefully evaluated to determine the potential for bi-directional flow or for the potential to have greater pressure downstream than upstream. This can occur, for example, under flashing conditions when drain valves discharge into a common header. Bi-directional sealing must be specified during the selection process, and selecting this option will increase the cost, and often the torque, of the valve.



AUTOMATION

Ball valves are vastly easier to automate than multi-turn and rising stem valves partly because operation of the ball valve is a simple 90-degree turn. Because of the internal flow path through ball valves (Figure 7), the vast majority of power plant ball valve automation occurs with two position actuators—open and close. Throttling, or operation in partially open positions, is not recommended for these valves.

vmwnt12_Figure-7Figure 7. Throttling flow through partially opened ball valveAll types of automation can be used—electric, pneumatic, hydraulic and electro­hydraulic. A key consideration in type is the opening and closing speed of the selected actuator. Slow-moving actuators can cause premature wear in the high-velocity areas (Figure 7), because this is where the greatest differential pressure occurs. While pneumatic actuators generally are very quick acting, the port sizes of solenoids and the diameter of air supply tubing need to be considered. This is because enough volume must be supplied to attain a reasonable speed of operation.

Power plant ball valves are concentric in operation: When the lever handle is removed, there are no stops, and the ball can be rotated 360 degrees. Since there is only one sealing seat, unidirectional valves are normally furnished with the seat side of the ball lapped and the other side unlapped, a relationship that must be maintained. The installed actuator will have stops that must be properly set to accurately control both the opening and closing positions of the ball. These positions are equally important. If the valve is not fully opened, premature wear may occur on the leading edges of the ball and on the sealing surface of the seat. If the valve is not fully closed or if the unlapped side of the ball is on the seat side of the body, then the valve will leak, and the leaking fluid will damage the sealing surfaces.

Most manufacturers prefer to automate their own valves or will have designated automation distributors and representatives. Since power plant ball valves are normally weld-end valves, the actuators are often removed during the welding process. If the actuator is removed and reinstalled by non-authorized personnel, factory warranties may be voided. These issues should be addressed during the selection process, or a ball valve with integral stops should be specified.


INSTALLATION

vmwnt12_Figure-8Figure 8. InstallationsAll power plant ball valves are furnished with flow or directional indication ­clearly shown on the valve in the form of an arrow, a label or both. These are critical as the valve must be installed in the proper flow orientation. If installed backwards, for example, the seat would no longer be a sealing member, the load spring could be crushed by the system differential pressure, and the valve would fail (Figure 8).

Proper clearances must be allowed for lever handles and actuators because misalignment can cause either short stroking and cause the stem side to load, which leads to premature failure.

vmwnt12_sidebarWhen possible, isolation valves (of all types) should be placed in the longest available straight piping run because changes in flow direction created by turns and bends will increase flow turbulence, which detrimentally affects valve sealing components. The preferred orientation in horizontal piping runs is with the stem vertical when possible—although other orientations are allowed.

Those who purchase or install ball valves for the first time or who are purchasing from a new manufacturer need to request and become familiar with welding procedures. Questions that need to be addressed include: Should the valve be welded into the piping with the ball opened or with the ball closed? Normally the opened position is preferred to prevent weld splatter from coming in contact with the sealing surface of the ball. Since power plant ball valves are metal-seated, the location of the welding ground connection should be considered because arcing can occur across the ball and seat if improperly grounded.

Heat-treating requirements should be carefully evaluated and understood. Manufacturers prefer that heating be applied to one end of the valve at a time and localized to the welding area only. Wrapping the entire valve with heating blankets, particularly around the seat and the stem packing area, is not recommended. However, time constraints during emergencies and shutdowns often force the heating of both ends simultaneously—in this case, the situation should be discussed with the manufacturer or authorized representative.

As this article seeks to show, when properly selected and installed, power plant ball valves are providing effective solutions for leak-free isolation services in steam generating plants.


STEVE SPILKER is power division manager for Mid-States Supply Company (www.midcoonline. com/web), headquartered in Kansas City, MO. Reach the author at Steve.spilker@midstate.com.




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