Methods to control particulate Emission

Wet scrubbers for particulate control

Wet scrubbers for particulate control at coal-fired power plants are used in a few coal-fired plants with most of these installations located in the USA to capture fly ash in addition to sulphur dioxide (SO2). In the most widely used venturi scrubber, water is injected into the flue gas stream at the venturi throat to form droplets. Fly ash particles impact with the droplets forming a wet by-product which then generally requires disposal. Wet scrubbing for particulate removal depends on particle size distribution. The system efficiency is reduced as the particle size decreases. The process can also have a high energy consumption due to the use of sorbent slurry pumps and fans. The forceful contact resulting from the droplet dispersal (spray tower), contraction of the gas stream (venturi) or counter current flow (collision), removes some of the particles as well as SO2 from the flue gas. Many of the wet particulate scrubbers are designed to control both SO2 and particulates by utilising the alkaline fly ash as sorbent. Lime is frequently used to boost SO2 removal efficiencies.

Removal efficiency 90-99.9%
Particle size range 0.5 - >100 µm

Electrostatic precipitators (ESP)

Cold side (dry) ESP is located after the air preheater and operates in a temperature range of 130-180°C. The cold side ESP, with fixed/rigid electrodes, makes up a large portion of the current market although ESP with moving electrodes are becoming more widely used. Hot side (dry) ESP, used mainly in the USA and Japan, is located before the air preheater where the operating temperature range is 300-450°C. A 1990 study showed 150 hot side ESP were built in the USA between 1935 and 1990. In wet ESP, a liquid film is maintained on the collection plates using spray nozzles. The process eliminates the need for rapping as the liquid film removes any deposited fly ash particles. Thus, problems with re-entrainment, fly ash resistivity and capture of fine particles become obsolete. However, wet ESP require saturation of the flue gas stream with water, generate waste water and sludge and operate at low temperatures.

Both ESPs and fabric filters are highly efficient particulate removal devices with design efficiencies in excess of 99.5%. Particulate removal efficiencies in ESP and fabric filters can be further improved by flue gas conditioning.

ESPs are the particulate emissions control technology which is most widely used on coal-fired power generating facilities. The trend is expected to continue at least for the next couple of decades. The choice between ESP and fabric filtration generally depends on coal type, plant size and boiler type and configuration. Both technologies are highly efficient particulate removal devices with design efficiencies in excess of 99.5%.

Conditioning the fly ash in the flue gas is an established technique used to restore the performance of an ESP in coal-fired power plants with high-resistivity fly ash resulting from burning low sulphur coals. Elemental sulphur, ammonia (NH3), and sulphur trioxide (SO3) are the main conditioning agents currently used.

Removal efficiency >99->99.99%

Particle size range 0.01- >100 µm

Fabric filters (baghouses)

Fabric filters, which generally operate in the temperature range 120-180°C, have been more widely used since the 1970s, especially at industrial scale. The choice between ESP and fabric filtration generally depends on coal type, plant size and boiler type and configuration. There are three types of fabric filters based on the cleaning mechanisms of each. The two fundamental parameters in sizing and operating baghouses are the air to cloth (A/C) ratio (m/s) and the pressure drop (mm water gauge, Pascals or in.H2O). Other important factors which affect the performance of the fabric filter include the flue gas temperature, dew point and moisture content; particle size distribution and chemical composition of the fly ash.

Both ESPs and fabric filters are highly efficient particulate removal devices with design efficiencies in excess of 99.5%. Particulate removal efficiencies in ESP and fabric filters can be further improved by flue gas conditioning.

Fabric filters are increasing their market share year by year but mainly in industry. The choice between ESP and fabric filtration generally depends on coal type, plant size and boiler type and configuration.

Conditioning the fly ash in the flue gas is an established technique used to restore the performance of an ESP in coal-fired power plants with high-resistivity fly ash resulting from burning low sulphur coals. The benefits of flue gas conditioning in fabric filters include achieving lower emissions at higher bag air to cloth ratio, reducing pressure drop and improving fly ash cake cohesivity thus leading to better dislodgement in larger agglomerates and less re-entrainment. Elemental sulphur, ammonia (NH3), and sulphur trioxide (SO3) are the main conditioning agents currently used.

Removal efficiency >99- >99.9999%
Particle size range 0.01- >100 µm

Mechanical/inertial collectors (cyclones/multicyclones)

In the past, industrial plant operators tended to fit mainly cyclones. More recently, fabric filters have increased their market share in industry in the various processing fields. Cyclones are robust technologies that can deal with the cyclic operation and load changes, which is quite common in these types of plants. However, their efficiency is moderate when compared with ESP or fabric filtration. A cyclone is a cylindrical vessel, usually with a conical bottom. The flue gas enters the vessel tangentially and sets up a rotary motion whirling in a circular or conical path. The particles are 'thrown' against the walls by the centrifugal force of the flue gas motion where they impinge and eventually settle into hoppers.

Removal efficiency 75-99%

Particle size range 1.0-100 µm

High temperature, high pressure (HTHP) particulate control

During the last decade, there have been significant advances towards the commercialisation of combined cycle systems, such as the integrated gasification combined cycle (IGCC) and pressurised fluidized bed combined cycle (PFBCC). Commercial- and demonstration-scale designs are currently being used for power generation in the United States, Europe, and Japan. An important component in combined cycle power systems is a high temperature, high pressure (HTHP) particulate control device. Efficient hot gas particulate filtration is necessary to protect the downstream heat exchanger and gas turbine components from fouling and erosion to meet emission requirements. A range of technologies has been proposed for hot gas particulate filtration but few have been developed sufficiently to enable commercial exploitation in combined cycle power systems. Mitchell (1997) discusses in detail the developments of these technologies.

 

 

 

 

 

Case Title : CISCO System B : Maintaining an edge in E-Business

Overview of Cisco systems

            Cisco’s efforts in the area of standardized B2B commerce platforms illustrate the company’s innovation process. Cisco has automated the purchasing process for its largest customers by writing custom software that integrates the customer’s purchasing systems with Cisco’s order management systems.

            Cisco Systems enjoys a reputation as the most sophisticated e-business in the world. Cisco’s image as the leading e-business is a critical driver of its sales success. The company’s ability to demonstrate cutting-edge e-business practices provides a compelling argument for CEOs weighing the tough decision to make multi-million-dollar IT infrastructure investments. While the company has been extraordinarily innovative to date, Cisco is far from complacent about being able to maintain its leadership position with respect to e-business practices.

            A final issue is that initiatives generated within business units tend to be narrow in scope. It is not clear to what extent “white space” opportunities are being overlooked. Developing projects across business units requires extra initiative plus the involvement of senior executives to establish initial connections and guide the collaboration. As the company grows, this becomes less likely. Moreover, it is becoming clear that there are opportunities to co-develop, co-design, and co-engineer new e-business processes with external organizations, including clients and partners, but it is not clear exactly how to approach these possibilities or how to make them routine.

           By relying on the same sensibilities that have made it one of the most successful corporations of its generation, Cisco combines its knowledge of networking technologies with its organizational acumen to help "raise the capacity" of promising non-profit organizations. Paramount to all efforts, Cisco and its non-profit peers focus on mutual respect and open, active communications.

Q1.What do you think of the way Cisco funds new e-business initiatives?

                             

                        Until 1993, Cisco funded new e-business initiatives in a manner similar to what is in place at many corporations today. Funding came through the IT department, which was a cost center that accrued as administrative overhead (G&A). The department was funded at 0.75 percent of Cisco’s revenues.

                Cisco took steps to align the objectives of the IT department with the strategic goals of the company as a whole in 1993. The existing funding mechanism meant that e-business initiatives were all evaluated on the basis of cost reduction, often overlooking impacts on sales, customer satisfaction, or employee retention.

              Cisco created a system that decentralized IT investments. The new “Client Funded Model (CFM)” gave each business-unit manager the authority to make whatever expenditures were sensible to increase sales and customer satisfaction. In addition, the organizational structure was changed so that IT reported to a new group called Customer Advocacy.

              Cisco’s efforts in the area of standardized B2B commerce platforms illustrate the company’s innovation process. Cisco has automated the purchasing process for its largest customers by writing custom software that integrates the customer’s purchasing systems with Cisco’s order management systems.

Q2.Do you think Cisco should centralize any aspect of the innovation process? Which of the three possibilities above seems most appropriate (or can you suggest a different one)? Why? How would you define the specific charter of the new organization?

                     Up to some extent it is advisable to centralize any aspect of innovation process as far as technology and innovation is concerned. While the decentralized system, combined with an emphasis on staying close to the customer, has been incredibly successful for Cisco so far, it is not perfect. First, as the company grows, it becomes more complex. The alternative to the current decentralized system is some sort of centralized organization that focuses on innovation.

                     At a conceptual level, Cisco executives are tossing around at least three possibilities:

1.    A Technology Research and Training Team centralized :

                    “Think-tank” that studies emerging technologies and keeps business managers informed of what will soon be possible

2.    A “Venture Engineering Team”:

       Centralized technology research and implementation team

3.    An Internal Venture Capital Group :

         Centralized technology business analysis and funding team

          According to me “A Technology Research and Training Team centralized” one of the possibilities that CISCO is looking for is best one because technology research and training team help in developing as well as discovering new Innovations which is ultimately beneficial to CISCO.

         There are any number of ways in which the charter of this new organization could be configured. What specific activities would it be responsible for? Who would staff it? How would it be funded? How would it be evaluated? Can it be configured in such a way that efficiencies and elusive “white space” opportunities are captured without destroying the innovative spirit at Cisco or its decentralized (Internet-like?) culture? Losing either could outweigh any benefits of centralization.

Q3.Can Cisco measures its innovative efforts? Tie compensation to these efforts? If so, how?

                               Cisco’s efforts in the area of standardized B2B commerce platforms illustrate the company’s innovation process. In the past, Cisco has automated the purchasing process for its largest customers by writing custom software that integrates the customer’s purchasing systems with Cisco’s order management systems. To extend this functionality to far more customers, Cisco, in conjunction with an industry consortium known as RosettaNet, is developing protocols and platforms that will simplify this process and obviate the need for (painful, brute-force) custom solutions.

Benefits of Walking Exercise

1 ) Walking improves circulation : Calf muscles are man's second heart. On walking, these muscles pump the blood to the heart with all force. This leads to greater heart exercise, increased oxygen requirement & better blood circulation.

 

2) Walking is good for the heart : The increased oxygen requirements lead to exercise for the heart. On a long term basis, it leads to a better circulation for the heart. Thus it reduces the chances of a heart attack.

 

3) Walking cuts fatigue :  Once daily brisk walking has become a habit, you start reaping the benefits.  Soon there is no need of any laxatives.  No more low back ache. No more of that catch while bending. Above all, in shape body is not easily fatigued.

 
4 ) Walking improves the posture.
 

5 ) Psychological benefits  : Many studies have shown enormous psychological benefits of walking. It has been shown that daily walking habit reduces anxiety, tension & improves mood.

12 Facts About PIZZA

1. Since 1987, October has been officially designated National Pizza Month in the United States.

2. Approximately three billion pizzas are sold in the United States every year, plus an additional one billion frozen pizzas.

3. Pizza is a $30 billion industry in the United States.

4. Pizzerias represent 17 percent of all U.S. restaurants.

5. Ninety-three percent of Americans eat pizza at least once a month.

6. Women are twice as likely as men to order vegetarian toppings on their pizza.

7. About 36 percent of all pizzas contain pepperoni, making it the most popular topping in the United States.

8. The first known pizzeria, Antica Pizzeria, opened in Naples, Italy, in 1738.

9. More pizza is consumed during the week of the Super Bowl than any other time of the year.

10. On average, each person in the United States eats around 23 pounds of pizza every year.

11. The first pizzeria in the United States was opened by Gennaro Lombardi in 1895 in New York City.

12. The record for the world's largest pizza depends on how you slice it. According to Guinness World Records, the record for the world's largest circular pizza was set at Norwood Hypermarket in South Africa in 1990. The gigantic pie measured 122 feet 8 inches across, weighed 26,883 pounds, and contained 9,920 pounds of flour, 3,968 pounds of cheese, and 1,984 pounds of sauce. In 2005, the record for the world's largest rectangular pizza was set in Iowa Falls, Iowa. Pizza restaurant owner Bill Bahr and a team of 200 helpers created the 129 X 98.6-foot pizza from 4,000 pounds of cheese, 700 pounds of sauce, and 9,500 sections of crust. The enormous pie was enough to feed the town's 5,200 residents ten slices of pizza each.

Start a new restaurant in Surat city 1000000Rs.

Start a new restaurant in Surat city 1000000Rs.

Funding Your Business

Bank loan:-

Submit the necessary paper work for getting a bank loan. Apply for bank loan 10000000Rs. But bank only consider the 70% loan so 7000000Rs. getting from bank.

Partners:-

 Using the "strength in numbers" principle, look around for someone who may want to team up with you in your venture. You may choose someone who has financial resources and wants to work side by side with you in the business. Or you may find someone who has money to invest but no interest in doing the actual work. Be sure to create a written partnership agreement that clearly defines your respective responsibilities and obligations. And choose your partners carefully--especially when it comes to family members.

Your own resources:-

Do a thorough inventory of your assets. People generally have more assets than they realize, including savings accounts, retirement accounts, equity in real estate, recreation equipment, vehicles, collections and other investments. You may opt to sell assets for cash or use them as collateral for a loan. Also look at your personal line of credit. Many a successful business has been started with credit cards.

Choosing a Location:-

Some factors to consider when deciding on a location:

1)      Anticipated sales volume

2)      Accessibility to potential customers.

3)      The rent-paying capacity of restaurant.

4)      Customer parking facilities

5)      Future development

Ø Anticipated sales volume. How will the location contribute to your sales volume?

Ø Accessibility to potential customers. Consider how easy it will be for customers to get into your business. If you are relying on strong pedestrian traffic, consider whether or not nearby businesses will generate foot traffic for you.

Ø The rent-paying capacity of your business. If you've done a sales-and-profit projection for your first year of operation, you will know approximately how much revenue you can expect to generate, and you can use that information to decide how much rent you can afford to pay

Ø Customer parking facilities. The site should provide convenient, adequate parking as well as easy access for customers.

Ø Future development. Check with the local planning board to see if anything is planned for the future that could affect your business, such as additional buildings nearby or road construction.

Location:-  Near Sumul dairy

Reason for choosing location at sumul dairy?

1)    Upper middle class & upper class people live.

2)    Not a good restaurant around sumul dairy area.

3)    Sophistic area

Layout

Layout and design are major factors in your restaurant's success. You'll need to take into account the size and layout of the dining room, kitchen space, storage space and office. Typically, restaurants allot 40 to 60 percent of their space to the dining area, approximately 30 percent to the kitchen and prep area, and the remainder to storage and office space.

Dining area

This is where you'll be making the bulk of your money, so don't cut corners when designing your dining room. Visit restaurants in your area and analyze the décor. Watch the diners; do they react positively to the décor? Is it comfortable, or are people shifting in their seats throughout their meals? Note what works well and what doesn't.

Much of your dining room design will depend on your concept. It will help you to know that studies indicate that 40 to 50 percent of all sit-down customers arrive in pairs; 30 percent come alone or in parties of three; and 20 percent come in groups of four or more.

To accommodate the different groups of customers, use tables for two that can be pushed together in areas where there is ample floor space. This gives you flexibility in accommodating both small and large parties. Place booths for four to six people along the walls.

Production area

Too often, the production area in a restaurant is inefficiently designed--the result is a poorly organized kitchen and less than top-notch service. Keep your menu in mind as you determine each element in the production area. You'll need to include space for receiving, storage, food preparation, cooking, baking, dishwashing, production aisles, trash storage, employee facilities and an area for a small office where you can perform daily management duties.

Arrange your food production area so that everything is just a few steps away from the cook. Your design should also allow for two or more cooks to be able to work side by side during your busiest hours.

Hiring Employees

Manager

The most important employee in most restaurants is the manager. Your best candidate will have already managed a restaurant or restaurants in your area and will be familiar with local buying sources, suppliers and methods. You'll also want a manager with leadership skills and the ability to supervise personnel while reflecting the style and character of your restaurant.

Chefs and cooks

When you start out, you'll probably need three cooks--two full time and one part time. Restaurant workers typically work shifts from 10 a.m. to 4 p.m. or 4 p.m. to closing. But one lead cook may need to arrive early in the morning to begin preparing soups, bread and other items to be served that day. One full-time cook should work days, and the other evenings. The part-time cook will help during peak hours, such as weekend rushes, and can work as a line cook during slower periods, doing simple preparation. Cooking schools can usually provide you with leads to the best in the business, but look around and place newspaper ads before you hire. Customers will become regulars only if they can expect the best every time they dine at your restaurant. To provide that, you'll need top-notch cooks and chefs.

Servers Your servers will have the most interaction with customers, so they need to make a favorable impression and work well under pressure, meeting the demands of customers at several tables while maintaining a pleasant demeanor. There are two times of day for wait staff: very slow and very busy. Schedule your employees accordingly. The lunch rush, for example, starts around 11:30 a.m. and continues until 1:30 or 2 p.m. Restaurants are often slow again until the dinner crowd arrives around 5:30 to 6 p.m.

Marketing and Promotions

Every business needs a marketing plan, and your food-service business is no exception. But even as you consider various marketing vehicles, keep this in mind: Research conducted by the National Restaurant Association reveals that word-of-mouth is still the best method of advertising. More than four out of five consumers are likely to choose a table-service restaurant they haven't patronized before on the basis of a recommendation from a family member or friend. So make the foundation of your marketing program an absolutely dazzling dining experience that customers will want to talk about and repeat.

Ask every new customer how they found out about you, and make a note of this information so you know how well your various marketing efforts are working. You can then decide to increase certain programs and eliminate those that aren't working.

1)    Word of mouth

2)    Create a website or free blog

3)    Paper advertisement

Restaurant Startup Resources:-

Ø  All Food Business:

This site walks you through the steps it takes to get a restaurant planned and started. It offers leasing advice, links for finding financing, tips for hiring the right employees, strategies to promote your business-even suggestions to keep in mind when choosing your restaurant's name, location and concept.

Ø  How to Start a Restaurant and Five Other Food Businesses:

Entrepreneur's official guide describes the ins and outs of starting and running a successful restaurant, pizzeria, coffeehouse, deli, bakery or catering service. Packed with tips on how to keep your restaurant growing and healthy, the book answers most commonly asked questions and covers the essential business basics.

Ø  The Menu Maker:

Having trouble creating that memorable menu for your restaurant? This site specializes in spicing up menus to increase your profits, complement your eatery and reinforce your desired image. It also offers tips for menu presentation and helps determine your menu needs.