3-3.

MATERIAL AND ENERGY BALANCE:

Assumptions:

● Pure Dimethyl Ether is produced.

● Feed contains only Methane and no other chemical impurity.
● No leakage or loss of material occurs in that plant

Design of the basis: 300 days of operation per year

24 hours of operation per year

CALCULATION:
DME to be produced: 30000 MTPA=30000/(300*24)=4.166 ton/hr=4.166*(1000/46)=90.579
kmol/hr.

Reactions Involved:

1. Preparation of syngas from natural gas (Autothermal Reforming)

2CH4+O2+CO2 → 3CO+3H2+H2O

2. Syngas to DME:

2CO+4H2 → 2CH3OH -181.6 kJ/DME-mol (2)

2CH3OH → CH3OCH3+H2O -23.4 kJ/DME-mol (3)
CO+H2O → CO2+H2 -41.0 kJ/DME-mol (4)
Overall reaction:
3CO+3H2 → CH3OCH3+CO2 -246.0 kJ/DME-mol (1)
 3. Reactions:

3CO+3H2 → CH3OCH3+CO2 DME Formulation (90%)

Side Reaction:
CO2+3H2 → CH3OH+H2O

Capacity= 30000 MTPA = 90.579 kmol/hr (24 hrs and 300 days)

CO2 Produced = 90.579 kmol/hr

CO Consumed = 271.739 kmol/hr
H2 Consumed = 271.739 kmol/hr

From Graph, Efficiency = 90% Then

CO Required = 301.932 kmol/hr
H2 Required = 301.932 kmol/hr

We know from literature approximately ⅕ mole methanol is produced per mol DME
produced, Therefore
CH3OH Produced = 18.115 kmol/hr
H2O Produced = 18.115 kmol/hr
CO2 Produced = 18.115 kmol/hr

Net CO2 produced = 90.579-18.115=72.463 kmol/hr

H2 Consumed in reaction 2 → 18.1158*3 = 54.347 kmol/hr
Net H2 Consumed = 271.739+54.347=326.086 kmol/hr
Total H2 required = 301.932+54.347 = 356.932 kmol/hr
H2 left unreacted = 356.279-326.086= 30.193 kmol/hr
CO left unreacted =301.932-271.739= 30.193 kmol/hr
Since, 2CH4 = 3H2 (mole balance)
CH4 Required = 237.519
CO2 Required = 118.759
O2 Required = 118.759

Unit 1: Compressor

Assumptions: ISENTROPIC EFFICIENCY = 1.0

MECHANICAL EFFICIENCY = 1.0

Units CO2 CO2-1

From COMP
To COMP
Component mole flow
CO2 kmol/hr 118.759 118.759
H20 kmol/hr 0 0
CH4 kmol/hr 0 0
H2 kmol/hr 0 0
O2 kmol/hr 0 0
N2 kmol/hr 0 0
CO kmol/hr 0 0
DME kmol/hr 0 0
CH3OH kmol/hr 0 0
Total Flow kmol/hr 118.759 118.759
Total Flow kg/hr 5226.56 5226.56
Total Flow l/min 48824.88 3175.511
Temperature C 25 314.2825
Pressure bar 1 30
Vapor Frac 1 1
Liquid Frac 0 0
 Solid Frac 0 0
Enthalpy cal/mol -93996.58 -91111.29
Enthalpy cal/gm -2135.81 -2070.25
Enthalpy cal/sec -3.10E+06 -3.01E+06
Entropy cal/mol-K 0.6968489 0.696849
Entropy cal/gm-K 0.0158339 0.0158339
Density mol/cc 4.05E-05 6.23E-04
Density gm/cc 1.78E-03 0.0274316
Average MW gm 44.0098 44.0098
Liq Vol 60F l/min 106.0078 106.0078

Unit 2: Compressor-1

Assumptions: ISENTROPIC EFFICIENCY – 1.0

MECHANICAL EFFICIENCY - 1.0
Units O2 O2-1
From COMP-1
To COMP-1
Component mole flow
CO2 kmol/hr 0 0
H20 kmol/hr 0 0
CH4 kmol/hr 0 0
H2 kmol/hr 0 0
O2 kmol/hr 118.759 118.759
N2 kmol/hr 0 0
CO kmol/hr 0 0
DME kmol/hr 0 0
CH3OH kmol/hr 0 0
Total Flow kmol/hr 118.759 118.759
Total Flow kg/hr 3800.145 3800.145
Total Flow l/min 49028.91 4104.27
Temperature C 25 470.7019
Pressure bar 1 30
Vapor Frac 1 1
Liquid Frac 0 0
Solid Frac 0 0
Enthalpy cal/mol -1.90058 3328.964
Enthalpy cal/gm -0.0594 104.034
Enthalpy cal/sec -62.6975 1.10E+05
Entropy cal/mol-K 0.021253 0.021252
Entropy cal/gm-K 6.64E-04 6.64E-04
Density mol/cc 4.04E-05 4.82E-04
Density gm/cc 1.29E-03 0.015432
Average MW gm 31.9988 31.9988
Liq Vol 60F l/min 106.0078 106.0078

Unit 3: Heater-1

Units
NG NG1

From H-1

To H-1

Component mole flow

kmol/hr
CO2 0 0
kmol/hr
H20 0 0
kmol/hr
CH4 237.519 237.519
kmol/hr
H2 0 0
kmol/hr
O2 0 0
kmol/hr
N2 0 0
kmol/hr
CO 0 0
kmol/hr
DME 0 0
kmol/hr
CH3OH 0 0
kmol/hr
Total Flow 237.519 237.519
 kg/hr
Total Flow 3810.46 3810.46
l/min
Total Flow 3097.762 7418.73
C
Temperature 25 400
bar
Pressure 30 30

Vapor Frac 1 1

Liquid Frac 0 0

Solid Frac 0 0
cal/mol
Enthalpy -17914 -13714.3
cal/gm
Enthalpy -1116.64 -854.858
cal/sec
Enthalpy -1.18E+06 -9.05E+05
cal/mol-K
Entropy -26.2574 -17.3862
cal/gm-K
Entropy -1.63671 -1.08374
mol/cc
Density 1.28E-03 5.34E-04
gm/cc
Density 0.020501 8.56E-03
gm
Average MW 16.04276 16.04276
l/min
Liq Vol 60F 212.0166 212.0166

Unit 4: Heater-2

Units
O2-1 O2-2

From H2

To H2

Component mole flow

 kmol/hr
CO2 0 0
kmol/hr
H20 0 0
kmol/hr
CH4 0 0
kmol/hr
H2 0 0
kmol/hr
O2 118.759 118.759
kmol/hr
N2 0 0
kmol/hr
CO 0 0
kmol/hr
DME 0 0
kmol/hr
CH3OH 0 0
kmol/hr
Total Flow 118.759 118.759
kg/hr
Total Flow 3800.145 3800.145
l/min
Total Flow 4104.27 3713.264
C
Temperature 470.7019 400
bar
Pressure 30 30

Vapor Frac 1 1

Liquid Frac 0 0

Solid Frac 0 0
cal/mol
Enthalpy 3328.964 2767.905
cal/gm
Enthalpy 104.034 86.50027
cal/sec
Enthalpy 1.10E+05 91309.34
cal/mol-K
Entropy 0.021252 -0.7712
cal/gm-K
Entropy 6.64E-04 -0.0241
mol/cc
Density 4.82E-04 5.33E-04
gm/cc
Density 0.015432 0.017057
gm
Average MW 31.9988 31.9988
l/min
Liq Vol 60F 106.0078 106.0078

Unit 5: Heater-3
 Units
CO2-1 CO2-2

From H3

To H3

Component mole flow

kmol/hr
CO2 118.759 118.759
kmol/hr
H20 0 0
kmol/hr
CH4 0 0
kmol/hr
H2 0 0
kmol/hr
O2 0 0
kmol/hr
N2 0 0
kmol/hr
CO 0 0
kmol/hr
DME 0 0
kmol/hr
CH3OH 0 0
kmol/hr
Total Flow 118.759 118.759
kg/hr
Total Flow 5226.56 5226.56
l/min
Total Flow 3175.511 3665.44
C
Temperature 314.2825 400
bar
Pressure 30 30

Vapor Frac 1 1

Liquid Frac 0 0

Solid Frac 0 0
cal/mol
Enthalpy -91111.29 -90113.7
cal/gm
Enthalpy -2070.25 -2047.583
cal/sec
Enthalpy -3.01E+06 -2.97E+06
cal/mol-K
Entropy 0.696849 2.281467
 cal/gm-K
Entropy 0.0158339 0.0518399
mol/cc
Density 6.23E-04 5.40E-04
gm/cc
Density 0.0274316 0.023765
gm
Average MW 44.0098 44.0098
l/min
Liq Vol 60F 106.0078 106.0078

Unit 6: MIXER

NG-1

Units CO2-2 NG-1 NG1+CO2

From MIXER
To MIXER MIXER
Component mole flow
CO2 kmol/hr 118.759 0 118.759
H20 kmol/hr 0 0 0
CH4 kmol/hr 0 237.519 237.519
H2 kmol/hr 0 0 0
O2 kmol/hr 0 0 0
N2 kmol/hr 0 0 0
CO kmol/hr 0 0 0
DME kmol/hr 0 0 0
CH3OH kmol/hr 0 0 0
Total Flow kmol/hr 118.759 237.519 356.278
Total Flow kg/hr 5226.56 3810.46 9037.02
Total Flow l/min 3665.44 7418.73 11087.39
Temperature C 400 400 399.8747
Pressure bar 30 30 30
Vapor Frac 1 1 1
Liquid Frac 0 0 0
Solid Frac 0 0 0
Enthalpy cal/mol -90113.7 -13714.3 -39180.7
Enthalpy cal/gm -2047.583 -854.858 -1544.67
Enthalpy cal/sec -2.97E+06 -9.05E+05 -3.88E+06
Entropy cal/mol-K 2.281467 -17.3862 -9.56726
Entropy cal/gm-K 0.0518399 -1.08374 -0.37718
Density mol/cc 5.40E-04 5.34E-04 5.36E-04
Density gm/cc 0.023765 8.56E-03 0.013585
Average MW gm 44.0098 16.04276 25.36508
Liq Vol 60F l/min 106.0078 212.0166 318.0244
 Unit 7: Autothermal Reformer

O2-2

Units NG1+C02 O2-2 SNG+H2O

From ATR
To ATR ATR
Component mole flow
CO2 kmol/hr 118.759 0 0
H20 kmol/hr 0 0 118.758
CH4 kmol/hr 237.519 0 0
H2 kmol/hr 0 0 356.28
O2 kmol/hr 0 118.759 0
N2 kmol/hr 0 0 0
CO kmol/hr 0 0 356.278
DME kmol/hr 0 0 0
CH3OH kmol/hr 0 0 0
Total Flow kmol/hr 356.278 118.759 831.316
Total Flow kg/hr 9037.02 3800.145 12837.17
Total Flow l/min 11087.39 3713.264 17838.58
Temperature C 399.8747 400 1100
Pressure bar 30 30 90
Vapor Frac 1 1 1
Liquid Frac 0 0 0
Solid Frac 0 0 0
Enthalpy cal/mol -39180.7 2767.905 -11273.5
Enthalpy cal/gm -1544.67 86.50027 -730.055
Enthalpy cal/sec -3.88E+06 91309.34 -2.60E+06
Entropy cal/mol-K -9.56726 -0.7712 12.18806
Entropy cal/gm-K -0.37718 -0.0241 0.789281
Density mol/cc 5.36E-04 5.33E-04 7.77E-04
Density gm/cc 0.013585 0.017057 0.011994
Average MW gm 25.36508 31.9988 15.44198
Liq Vol 60F l/min 318.0244 106.0078 671.777
 Unit 8: Separator

Units SNG SNG+H2O H2O

From SEP SEP
To SEP
Component mole flow
CO2 kmol/hr 0 0 0
H20 kmol/hr 0 118.758 18.11421
CH4 kmol/hr 0 0 0
H2 kmol/hr 356.28 356.28 0
O2 kmol/hr 0 0 0
N2 kmol/hr 0 0 0
CO kmol/hr 356.278 356.278 0
DME kmol/hr 0 0 1.39E-53
CH3OH kmol/hr 0 0 1.81E-08
Total Flow kmol/hr 712.558 831.316 18.11421
Total Flow kg/hr 10697.71 12837.17 326.3326
Total Flow l/min 15316.69 17838.58 6.52783
Temperature C 1100 1100 175.4475
Pressure bar 90 90 9
Vapor Frac 1 1 0
Liquid Frac 0 0 1
Solid Frac 0 0 0
Enthalpy cal/mol -5201.84 -11273.5 -65360.4
Enthalpy cal/gm -346.487 -730.055 -3628.05
Enthalpy cal/sec -1.03E+06 -2.60E+06 -3.29E+05
Entropy cal/mol-K 14.23287 12.18806 -31.2279
Entropy cal/gm-K 0.94803 0.789281 -1.73341
Density mol/cc 7.75E-04 7.77E-04 0.046249
Density gm/cc 0.011641 0.011994 0.833183
Average MW gm 15.0131 15.44198 18.01528
Liq Vol 60F l/min 636.0506 671.777 5.449358

Unit 9: COMPRESSOR-2

SNG

Units SNG SNG-1

From COMP-2
To COMP-2
Component mole flow
CO2 kmol/hr 0 0
H20 kmol/hr 0 0
CH4 kmol/hr 0 0
H2 kmol/hr 356.28 356.28
O2 kmol/hr 0 0
N2 kmol/hr 0 0
CO kmol/hr 356.278 356.278
DME kmol/hr 0 0
CH3OH kmol/hr 0 0
Total Flow kmol/hr 712.558 712.558
Total Flow kg/hr 10697.71 10697.71
Total Flow l/min 15316.69 20651.85
Temperature C 1100 966.6854
Pressure bar 90 60
Vapor Frac 1 1
Liquid Frac 0 0
Solid Frac 0 0
Enthalpy cal/mol -5201.84 -6268.13
Enthalpy cal/gm -346.487 -417.511
Enthalpy cal/sec -1.03E+06 -1.24E+06
Entropy cal/mol-K 14.23287 14.23287
Entropy cal/gm-K 0.94803 0.94803
Density mol/cc 7.75E-04 5.75E-04
Density gm/cc 0.011641 8.63E-03
Average MW gm 15.0131 15.0131
Liq Vol 60F l/min 636.0506 636.0506

Unit 10: HEATER-4

 SNG-1 SNG-2
From H4
To H4
Component mole flow
CO2 kmol/hr 0 0
H20 kmol/hr 0 0
CH4 kmol/hr 0 0
H2 kmol/hr 356.28 356.28
O2 kmol/hr 0 0
N2 kmol/hr 0 0
CO kmol/hr 356.278 356.278
DME kmol/hr 0 0
CH3OH kmol/hr 0 0
Total Flow kmol/hr 712.558 712.558
Total Flow kg/hr 10697.71 10697.71
Total Flow l/min 20651.85 13510.33
Temperature C 966.6854 66
Pressure bar 60 25
Vapor Frac 1 1
Liquid Frac 0 0
Solid Frac 0 0
Enthalpy cal/mol -6268.13 -12921.8
Enthalpy cal/gm -417.511 -860.703
Enthalpy cal/sec -1.24E+06 -2.56E+06
Entropy cal/mol-K 14.23287 6.531145
Entropy cal/gm-K 0.94803 0.43503
Density mol/cc 5.75E-04 8.79E-04
Density gm/cc 8.63E-03 0.013197
Average MW gm 15.0131 15.0131
Liq Vol 60F l/min 636.0506 636.0506

Unit 11- Heater-5

DME-1
SNG-2
 Units SNG-2 DME DME-1 SG
From H5 H5
To H5 H5
Component mole flow
CO2 kmol/hr 0 72.46429 72.46429 0
H20 kmol/hr 0 18.11429 18.11429 0
CH4 kmol/hr 0 0 0 0
H2 kmol/hr 356.28 30.19286 30.19286 356.28
O2 kmol/hr 0 0 0 0
N2 kmol/hr 0 0 0 0
CO kmol/hr 356.278 84.54286 84.54286 356.278
DME kmol/hr 0 90.57858 90.57858 0
CH3OH kmol/hr 0 18.11429 18.11429 0
Total Flow kmol/hr 712.558 314.0072 314.0072 712.558
Total Flow kg/hr 10697.71 10697.71 10697.71 10697.71
Total Flow l/min 13510.33 3706.088 2731.631 17319.01
Temperature C 66 260 148.1303 161.2326
Pressure bar 25 60 60 25
Vapor Frac 1 1 1 1
Liquid Frac 0 0 0 0
Solid Frac 0 0 0 0
Enthalpy cal/mol -12921.8 -45027.1 -46549.8 -12250.8
Enthalpy cal/gm -860.703 -1321.67 -1366.37 -816.005
Enthalpy cal/sec -2.56E+06 -3.93E+06 -4.06E+06 -2.42E+06
Entropy cal/mol-K 6.531145 -11.4512 -14.6543 8.274887
Entropy cal/gm-K 0.43503 -0.33612 -0.43014 0.551178
Density mol/cc 8.79E-04 1.41E-03 1.92E-03 6.86E-04
Density gm/cc 0.013197 0.048109 0.065271 0.010295
AverageMW gm 15.0131 34.06835 34.06835 15.0131
Liq Vol 60F l/min 636.0506 290.7513 290.7513 636.0506

Unit 12: Heater-6

SG

Units S13 SG
From H6
To H6
Component mole flow
CO2 kmol/hr 0 0
H20 kmol/hr 0 0
CH4 kmol/hr 0 0
H2 kmol/hr 356.28 356.28
O2 kmol/hr 0 0
N2 kmol/hr 0 0
CO kmol/hr 356.278 356.278
DME kmol/hr 0 0
CH3OH kmol/hr 0 0
Total Flow kmol/hr 712.558 712.558
Total Flow kg/hr 10697.71 10697.71
Total Flow l/min 8768.286 17319.01
Temperature C 248 161.2326
Pressure bar 60 25
Vapor Frac 1 1
Liquid Frac 0 0
Solid Frac 0 0
Enthalpy cal/mol -11631.3 -12250.8
Enthalpy cal/gm -774.743 -816.005
Enthalpy cal/sec -2.30E+06 -2.42E+06
Entropy cal/mol-K 7.809857 8.274887
Entropy cal/gm-K 0.520203 0.551178
Density mol/cc 1.35E-03 6.86E-04
Density gm/cc 0.020334 0.010295
Average MW gm 15.0131 15.0131
Liq Vol 60F l/min 636.0506 636.0506

Unit 13: DME REACTOR

DME

Units S13 DME

From DME-REAC
To DME-REAC
Component mole flow
CO2 kmol/hr 0 72.46429
H20 kmol/hr 0 18.11429
CH4 kmol/hr 0 0
H2 kmol/hr 356.28 30.19286
O2 kmol/hr 0 0
N2 kmol/hr 0 0
CO kmol/hr 356.278 84.54286
DME kmol/hr 0 90.57858
CH3OH kmol/hr 0 18.11429
Total Flow kmol/hr 712.558 314.0072
Total Flow kg/hr 10697.71 10697.71
Total Flow l/min 8768.286 3706.088
Temperature C 248 260
Pressure bar 60 60
Vapor Frac 1 1
Liquid Frac 0 0
Solid Frac 0 0
Enthalpy cal/mol -11631.3 -45027.1
Enthalpy cal/gm -774.743 -1321.67
Enthalpy cal/sec -2.30E+06 -3.93E+06
Entropy cal/mol-K 7.809857 -11.4512
Entropy cal/gm-K 0.520203 -0.33612
Density mol/cc 1.35E-03 1.41E-03
Density gm/cc 0.020334 0.048109
Average MW gm 15.0131 34.06835
Liq Vol 60F l/min 636.0506 290.7513

Unit 14: Separator-1

 Units DME-1 GASES LIQUID
From SEP-1 SEP-1
To SEP-1
Component mole flow
CO2 kmol/hr 72.46429 72.46426 0
H20 kmol/hr 18.11429 0 18.11427
CH4 kmol/hr 0 0 0
H2 kmol/hr 30.19286 30.19288 0
O2 kmol/hr 0 0 0
N2 kmol/hr 0 0 0
CO kmol/hr 84.54286 84.54285 0
DME kmol/hr 90.57858 0 90.57846
CH3OH kmol/hr 18.11429 0 18.11427
Total Flow kmol/hr 314.0072 187.2 126.807
Total Flow kg/hr 10697.71 5618.082 5079.617
Total Flow l/min 2731.631 1607 123.2463
Temperature C 148.1303 35 35
Pressure bar 60 47 47
Vapor Frac 1 1 0
Liquid Frac 0 0 1
Solid Frac 0 0 0
Enthalpy cal/mol -46549.8 -48365.05 -52346.2
Enthalpy cal/gm -1366.37 -1611.571 -1306.76
Enthalpy cal/sec -4.06E+06 -2.52E+06 -1.84E+06
Entropy cal/mol-K -14.6543 4.228714 -66.0275
Entropy cal/gm-K -0.43014 0.1409049 -1.6483
Density mol/cc 1.92E-03 1.94E-03 0.017148
Density gm/cc 0.065271 0.0582667 0.686919
Average MW gm 34.06835 30.01112 40.05786
Liq Vol 60F l/min 290.7513 167.1003 123.6508

Unit 15: Membrane Separator

 Units GASES C0+H2 PURE-CO2
From MS MS
To MS
Component mole flow
CO2 kmol/hr 72.46426 0 72.46426
H20 kmol/hr 0 0 0
CH4 kmol/hr 0 0 0
H2 kmol/hr 30.19288 30.19288 0
O2 kmol/hr 0 0 0
N2 kmol/hr 0 0 0
CO kmol/hr 84.54285 84.54285 0
DME kmol/hr 0 0 0
CH3OH kmol/hr 0 0 0
Total Flow kmol/hr 187.2 114.7357 72.46426
Total Flow kg/hr 5618.082 2428.944 3189.138
Total Flow l/min 1607 1046.2 494.4317
Temperature C 35 35 35
Pressure bar 47 47 47
Vapor Frac 1 1 1
Liquid Frac 0 0 0
Solid Frac 0 0 0
Enthalpy cal/mol -48365.05 -19422.36 -94362
Enthalpy cal/gm -1611.571 -917.4515 -2144.113
Enthalpy cal/sec -2.52E+06 -6.19E+05 -1.90E+06
Entropy cal/mol-K 4.228714 9.336799 -7.689702
Entropy cal/gm-K 0.1409049 0.4410412 -0.174727
Density mol/cc 1.94E-03 1.83E-03 2.44E-03
Density gm/cc 0.0582667 0.0386947 0.1075018
Average MW gm 30.01112 21.1699 44.0098
Liq Vol 60F l/min 167.1003 102.4166 64.68377

Unit 16- Distillation Column-1

LIQUIDS

Units LIQUIDS PURE-DME METH-WAT

From DC-1 DC-1
To DC-1
Component mole flow
CO2 kmol/hr 0 0 0
H20 kmol/hr 18.11427 6.09E-05 18.11421
CH4 kmol/hr 0 0 0
H2 kmol/hr 0 0 0
O2 kmol/hr 0 0 0
N2 kmol/hr 0 0 0
CO kmol/hr 0 0 0
DME kmol/hr 90.57846 90.57846 9.06E-10
CH3OH kmol/hr 18.11427 1.81E-06 18.11427
Total Flow kmol/hr 126.807 90.57852 36.22848
Total Flow kg/hr 5079.617 4172.864 906.7529
Total Flow l/min 123.2463 104.7875 21.41046
Temperature C 35 19.23134 140.2201
Pressure bar 47 5 8
Vapor Frac 0 0 0
Liquid Frac 1 1 1
Solid Frac 0 0 0
Enthalpy cal/mol -52346.2 -48732.29 -59811.3
Enthalpy cal/gm -1306.76 -1057.81 -2389.71
Enthalpy cal/sec -1.84E+06 -1.23E+06 -6.02E+05
Entropy cal/mol-K -66.0275 -76.41114 -39.5064
Entropy cal/gm-K -1.6483 -1.658623 -1.57844
Density mol/cc 0.017148 0.0144067 0.028202
Density gm/cc 0.686919 0.6637028 0.705849
Average MW 40.05786 46.06902 25.02873
Liq Vol 60F l/min 123.6508 106.0242 17.62656

Unit 17- Distillation Column-2

 Units METH-WAT METH WATER
From DC-2 DC-2
To DC-2
Component mole flow
CO2 kmol/hr 0 0 0
H20 kmol/hr 18.11421 1.81E-09 18.11421
CH4 kmol/hr 0 0 0
H2 kmol/hr 0 0 0
O2 kmol/hr 0 0 0
N2 kmol/hr 0 0 0
CO kmol/hr 0 0 0
DME kmol/hr 9.06E-10 9.06E-10 1.39E-53
CH3OH kmol/hr 18.11427 18.11427 1.81E-08
Total Flow kmol/hr 36.22848 18.11427 18.11421
Total Flow kg/hr 906.7529 580.4203 326.3326
Total Flow l/min 21.41046 13.43967 6.52783
Temperature C 140.2201 82.88682 175.4475
Pressure bar 8 2 9
Vapor Frac 0 0 0
Liquid Frac 1 1 1
Solid Frac 0 0 0
Enthalpy cal/mol -59811.3 -55526.4 -65360.4
Enthalpy cal/gm -2389.71 -1732.92 -3628.05
Enthalpy cal/sec -6.02E+05 -2.79E+05 -3.29E+05
Entropy cal/mol-K -39.5064 -53.2386 -31.2279
Entropy cal/gm-K -1.57844 -1.66152 -1.73341
Density mol/cc 0.028202 0.022464 0.046249
Density gm/cc 0.705849 0.719785 0.833183
Average MW gm 25.02873 32.04216 18.01528
Liq Vol 60F l/min 17.62656 12.1772 5.449358
4. Environment, Protection & Management:

4.1 Environmental Aspects

The International Standards are based on the methodology known as Plan-Do-Check-Act (PDCA).

PDCA can be briefly described as follows.

Plan: establish the objectives and processes necessary to deliver results in accordance with the
organization’s environmental policy.

Do: implement the processes.

Check: monitor and measure processes against environmental policy, objectives, targets, legal and
other requirements, and report the results.

Act: take actions to continually improve performance of the environmental management system.

Many organizations manage their operations via the application of a system of processes and their
interactions, which can be referred to as the “process approach”. ISO 9001 promotes the use of the
process approach. Since PDCA can be applied to all processes, the two methodologies are considered
to be compatible.

This International Standard contains only those requirements that can be objectively audited. Those
organizations requiring more general guidance on a broad range of environmental management
system issues are referred to ISO 14004. This International Standard does not establish absolute
requirements for environmental management.

4.1.a. Air Pollution

Approach to estimate air pollution emission rates is to make a material balance across the entire
process Stream composition, temperature & Pressure. Table describes the national ambient air quality
standards and Table describes the acceptable limits of air pollutants.

There are various air pollution control technologies and land use planning strategies available to
reduce air pollution. At its most basic level land use planning is likely to involve zoning and transport
infrastructure planning. In most developed countries, land use planning is an important part of social
policy, ensuring that land is used efficiently for the benefit of the wider economy and population as
well as to protect the environment. To ensure the same we have put our plant in SEZ.
Acceptable Limits for Pollutants:

3
Parameters (mg/m ) Industrial Area Residential & Agro Area Sensitive Area

SPM 500 200 100

Metallic dust 50 30 15

SO3 & H 2S 0 4 100 50 20

S02 (ppm) 500 200 100

C0(ppm) 100 50 30

4.1.b Liquid Effluents

The Water Act was enacted by Parliament Act, 1974 purpose to provide for the prevention of control
of water pollution and the maintaining or restoring of wholesomeness of water. As on day, it is
applicable in all the states of India. Tolerance levels for water pollution as provided by central
pollution control board are mentioned below in Table.

Preliminary treatment to screen out, grind up, or separate debris is the first step in wastewater
treatment. Sand, gravel etc. are removed at this stage to protect the pumping and other equipment in
the treatment plant. Treatment equipment such as bar screens, comminutors (a large version of a
garbage disposal), and grit chambers are used as the wastewater first enters a treatment plant. The
collected debris is usually disposed of in a landfill.

Standards:

Marine
S. Public Land for
Parameter Inland surface water coastal
NO. sewer irrigation
areas

a.For process waste

1 Suspended 100 600 200
Water-100
Solids, mg/l,
 Max b.For cooling water
effluent-10 per cent
above total
suspended matter of
influent cooling
water.

a. floatable solids
Particle size of Maximum 3mm
Shall pass 850
2 suspended ---- ----
microns IS Sieve
solids b. Settleable solids
Max 850 microns

3 pH value 5.5 to 9.0 5.5 to 9.0 5.5 to 9.0 5.5 to 9.0

Shall not exceed 40 in

any section of the
45 at the
0 stream within 15 45 at the point of
Temperature
4 point of ---
C, Max meters downstream discharge
discharge
from the effluent
outlet

Oil and grease,

5 10 20 10 20
mg/l,

max

6 BOD (5 days) 30 350 100 100

Following points need to be noted while applying above standards: All efforts should be made to
remove colour and unpleasant odour as far as practicable. The standards mentioned in this notification
shall apply to all the effluents discharged such as industrial mining and mineral processing activities
municipal sewage etc.

4.1.c. Solid Disposal

Possible sources
There is no substantial solid waste in the plant, the only solid waste will be dried sludge from the
effluent treatment plant, canteen wastes, worn office equipment and tools, stationery, cleaning rags,
packing boxes, broken pallets and broken office chairs.

Disposal Technique

Solid waste disposal is done by thermal incineration or by tipping (landfilling). The design of a solid
waste incinerator is difficult to do due to the wide variety of feed to be disposed. It is thus important
to determine the burning characteristics of the solid waste material.

A major problem with solid incinerator is fly ash control. Various methods employed for this purpose
are two-stage combustion, filter baffle and provision of large secondary chambers where velocities
are low and settling takes place. If the fly ash problem is chronic, special separation devices like
electrostatic precipitators can be employed. The flash produced can be used as a landfill.

4.1.d. Noise Pollution

Excessive noise is a hazard to health and safety. Long exposure to high noise levels can cause

permanent damage to hearing. At lower levels, noise is a distraction and causes fatigue. The unit of
sound measurement is the decibel.

The subjective effect of sound depends on frequency as well as intensity. Industrial sound meters
include a filter network to give the meter a response that corresponds roughly to that of the human
ear. This is termed the “A” weighting network and the readings are reported as dB(A). Permanent
damage to hearing can be caused at sound levels above about 90 dB(A), and it is normal practice to
provide ear protection in areas where the level is above 80 dB(A). Excessive plant noise can lead to
complaints from neighboring factories and local residents. So, we have given attention to various
sources of noise pollution in our plant are

1. Pumps

2. Burners

3. Electric motor

4. Valves

5. Steam vents
Various equipment that would be used in the production of dimethyl ether, their noise levels and
control measures are listed in the table below

Sound level
Equipment Possible noise control measures
(dB(A))

Acoustically lined fan covers, enclosures and motor mutes,

Pumps 75-90
absorbent mounts

Electronic Acoustically lined fan covers, enclosures and motor mutes,

90-110
motors absorbent mounts

Avoidance of sonic velocities, limited pressure drops and mass

Valves 80-108 flow, replacement with special low noise valves, vibration
isolators and lagging

Piping 90-105 Inline silencers, vibration isolators and lagging

Heaters 90-110 Acoustic plenums, intake mufflers, lined/damped ducts

4.2. Energy Conservation

4.2.1. Alternate Energy Sources

The fuel resources of the world are fast depleting and there is an urgent need to explore the possibility
of the alternate sources of energy. Although rapid breakthrough has been achieved in the use of
nuclear energy for the distillation of the steam, which in turn is used for the generation of electricity,
it is not used widely due to the lack of the flexibility in its utilization and because of the non-feasibility
of its operation on the smaller scale. Some of the alternate energy sources being developed nowadays
have been briefly discussed below:

Solar energy:

Solar energy is the most important form of renewable energy for plant. The energy incident on the
solar panel installed in the roof and other areas of the plants are highly useful in heating up the water
and are converted to steam. This is one renewable source of the energy which is now slowly finding
wide acceptance in the process industry. In the process industry it is being used widely for the heating
the process water and in some cases for the production of the low-pressure steam. Energy
conservation is not only concerned with the process industries but is also concerned with other small
household purposes carried out in the industrial areas. It can also be used for the heating and providing
warm water in the canteen and the other non-production areas in the process plant.

Ocean thermal energy:

The Ocean energy is one of the contributors in renewable energy. The temperature of the water in the
ocean varies drastically with the depth. The principal here is to run a heat engine to retract heat energy
from ocean by utilizing the difference in temperature of the ocean at various depths. This technology
is in the very early stages of the development and can only be utilized if the plant is situated close to
the coastlines.

Wind energy:

The unequal heating of the earth be the sun causes winds. This effect is particularly pronounced in
the coastal areas with a difference between the temperature for the land and the sea.
The force of
the wind is used to rotate windmills, which are rotating blades to collect the force of the wind. This
mechanical energy produced can be used directly on it can be converted into electrical energy. These
have been used with partial success in the process industry, mainly to pump water both process water
and the water to effluent treatment plants. A 3.5 m diameter develops about 0 to 60 hp in a 15-mph
wind and can pump up to 35 gallons of the water per minute to a height of about 10 m.

Potential for development of Renewable energy in India

SOURCE Installed capacity (MW) Potential (MW)

Small Hydro Power 1905 15000

Wind Power 6315 45695

Biomass Power 620 16881

Bagasse Cogeneration 602 5000

Solar Photovoltaic 3 500

Energy from Waste 52 2700

TOTAL 9497 85276

Source: Ministry of New and Renewable Energy, GoI ; as on 31.01.2007

4.2.2 Energy Conservation Measures

Energy has always been equivalent to money in case of any process industries. Taking measures to
conserve this energy and proper utilization of resources to conserve it is becoming one of the most
important matters so as to decrease the losses bear by the industry.

Efficient use of the energy provides multiple advantages both to the industry and the economy. It
helps in giving a competition to the existing industries by decreasing the cost of manufacturing
compared to other. Apart from that newer technology that helps in minimizing the energy helps to
compete India as a whole in front of international market.

Distillation: Distillation being the most used process in our industry so it had to be optimized. The
preferred method of separation in the chemical industry, distillation, is a very energy intensive
process. Tuning your distillation columns (and in some cases, making major changes) can save your
company thousands of dollars a year or more.

1. Check product purity (Rating: Minimal or No Investment) -- Many companies tend to excessively
purify products and sometimes with good reason. However, purifying to 98% when 95% is
acceptable is just not necessary. In this case, the reflux rate should be decreased in small
increments until the desired purity is obtained.

2. Seasonal Operating Pressure Adjustments (Rating: Minimal or No Investment) -- For plants that
are in locations that experience winter climates, the operating pressure can be reduced
according to a decrease in cooling water temperatures. Although lowering the pressure in our
column would actually be an expense since it's under vacuum, this would not always be the
case. The lower pressure will facilitate separation thus lowering energy consumption.

3. Upgrading Column Internals (Rating: Moderate Investment) -- Damaged or worn internals can
turn your distillation column into a money pit. As the internals become damaged, efficiency
decreases and pressure drops rise. This causes the column to run at a higher reflux rate over
time. With an increased reflux rate, energy costs will increase accordingly. Replacing the
trays with new ones or adding a high-performance packing can have the column operating
like the day it was brought online. If operating conditions have seriously deviated from
designed operating conditions, this moderate investment can be well worth the price tag in
the long run.

4. Improved Heat Integration (Rating: High Investment) -- In many cases, the overhead product can
 be used to preheat the feed stream of distillation columns. This yields reductions in both
condenser and reboiler utilities. Of course, there may be many other opportunities for heat
integration. A good economic analysis of this option will tell you if it's right for your
situation.

5. Upgrading the Control System (Rating: High Investment) -- Even a perfectly designed column will
not utilize energy inputs properly under a poor control system. The concept is quite simple,
the less advanced your control system is, the more decisions that DCS (Distributed Control
Systems) operators must make. Unfortunately, even the most senior operators will find it
difficult to operate a column at its optimal energy input levels. Upgrading your control
system, especially those columns with older controllers, can bring your column to its optimal
operating points. Older control systems cannot last forever. Check the design specifications
and see where your column is operating.

Thermal insulation: Owing to the great size of the distillation column large amount of heat is
dissipated from the surface. This necessitates thermal insulation of distillation column reboiler and
other piping attached to it so that minimum heat is dissipated. Multi-layer energy saving insulation
should be used which provide protection from fire, liquid spillage and result in energy savings.
Usually, inner insulation layers are made from alumina silica fibres to reduce the heat loss from the
valves and joints to keep the system heat constant and prevent heat loss.

Multiple effect distillation: Instead of using large single distillation column we can use multiple
distillation columns. By doing this, we can save energy as product from one distillation column can
be used in the adjoining columns.

Instrumentation: use of efficient instrumentation in the plant can result in consistent high quality of
product and lesser no. of rejections. In a plant design utmost care must be taken to conserve energy.
The reboiler and the heat exchanger should be set up after a long analysis.

Some of the energy conservation practices for the standard equipment are as discussed below:

COMPRESSED AIR

1. Compressed air is very energy intensive. Only 5% of electrical energy is converted to useful
energy. Use of compressed air for cleaning is rarely justified.

2. Increase in inlet air temperature by 3°C-increase power consumption by 1%. Ensure low
 temperature of inlet air.

3. Reduction in discharge pressure by 10% saves energy consumption up to 5%. It should be

examined whether air at lower pressure can be used in the process.

4. A leakage from a 1⁄2" diameter hole from a compressed air line working at a pressure of 7 kg/cm
2
s

5. Air output of compressors per unit of electricity input must be measured at regular intervals.
Efficiency of compressors tends to deteriorate with time.

PUMPS

Improper selection of pumps can lead to large wastage of energy. A pump with 85% efficiency at
rated flow may have only 65% efficiency at half the flow.

1. Use of throttling valves instead of variable speed drives to change flow of fluids is a wasteful
practice. Throttling can cause wastage of power to the tune of 50 to 60%.

2. Drive transmission between pumps & motors is very important. Loose belts can cause energy loss
up to 15-20%.

6.ORGANISATIONAL STRUCTURE & MANPOWER

REQUIRED:

6.1 Organizational Structure

According to one of the prominent scholars, “organizations are social units (or human groupings)
deliberately constructed and reconstructed to seek specific goals”. (Etzioni, 1964). Organization is a
prescribed pattern of relations among the various tasks and the individuals who perform the tasks.
Organizations are characterized by explicit, common parts which require the co-ordination of
individuals and group efforts towards their attainment. The co-ordination is achieved by the
establishment of vertical and horizontal network of relationships among various components of the
organization.
The basic goals of the organization are three-folds:

(i) To produce the best quality product at the lowest cost

(ii) To sell the product to the consumer in a manner that maximizes profit, both in the short as
well as long term.
(iii) To do these in a manner that is sustainable and is in the interest of the society.

In order to achieve these goals, an effective organizational structure is required both at the
management and operational levels. There are various steps involved in specifying the kind of
organization and the total labor requirement of the plant complex, before beginning the construction
and commissioning of the plant. We briefly take some of the important points.

Consideration of objectives: One should be very clear as to what are the objectives of the enterprise.
Objectives determine the various activities, which need to be performed and the type of organization,
which needs to be built for the purpose.

Grouping of activities into departments: Identify the activities necessary to achieve the objectives
and group the similar or related activities into well-defined groups or departments.

Deciding key departments: Key departments are those which render activities that are essential for
the achievement of goals. These are primary departments; the others exist merely to serve these.

Determine decision levels: The levels at which all the major and minor decisions in each department
are to be made must be determined. The amount of decentralization and spread of authority are at the
discretion of each firm.

Span of Management: The next step to be taken in designing a structure is the number of
subordinates who will report to each executive.

Coordination mechanism: The whole structure should be like a well-oiled machine, with cohesion
and co-ordination at all levels.

Duties of organization and administration: Principles of work administration and control, labor
organization and control, raw material and their storage

➢ Selection of site, layout of works, building and plants

➢ Problem of internal transport and material handling

➢ Construction work
 ➢ Proper equipment selection

➢ Minimization of labor

➢ Office administration and finance

➢ Marketing and distribution of products.

There are sixteen principles of organization:

1. Unity of objectives
2. Specialization
3. Coordination
4. Chain of command
5. Authority responsibility
6. Delegation
7. Unity of command
8. Span of Control
9. Balance
10. Communication
11. Efficiency
12. Personal ability
13. Decision making and control by exception
14. Flexibility
15. Departmentalization
16. Goal centered and purposeful activities

But an organization that works well in one type of environment (environment being defined as
combination of markets, customers, producers and technology) may fail in another. The failure may
arise due to contingency factors such as:

1. Task uncertainty, technology and environment

2. Power and conflict

3. Growth and size

Here task uncertainty is the degree to which the task necessary for the performance is unpredictable.
Technology and environment are the sources of unpredictability.

Organizational structure should manage conflict so that it helps the company. It is helpful to
understand the basic determinants of power in an organization and how conflicts are related

Organization effectiveness includes the following criteria:

1. Organizational efficiencies

2. Adaptability to external changes

3. Satisfaction of individual needs

Hierarchy:

I. Board of Directors

i. Establishes objectives

ii. Overall accountability to stock holders

II. Chief Executive Officer

i. Operates business to accomplish objectives

ii. Accountable to board of directors.

III. Operating management

1. Overall coordination and activities necessary to accomplish objectives

2. Accountable to CEO

IV. Operating supervision

1. Supervision of non-supervisory employs

2. Accountable to operating Management

 Figure: Organizational Hierarchy chart

Keeping the above factors in mind, we have divided the organization of our plant into the following
categories:

1. General administration

2. Production division

3. Maintenance division

4. Commercial and inventory division

5. Human resources division

6. Marketing division

7. Research and development division

Finance Sector

When it comes to the overall scope and duties of a finance department, there are many functions to
be fulfilled. For the most part, the duties include all things related to budgeting. From appropriations
to control of expenditure and auditing duties, the finance department of any given company has an
array of duties.

A finance department basically has three main functions:

1. To provide strategic financial support regarding operational and general business planning.

2. To provide daily financial services functions.

3. To meet and surpass the internal and external needs and financial reporting requirements of the
company at large.

The finance department generally focuses on providing relevant information necessary for upper
level management. Such information is crucial in determining how a company can make better
financial decisions.

Services and Duties of a Finance Department

In order to implement these functions, there are a number of services that need to be performed. For
example, the proper preparations of the annual budget as well as compliance of regulatory codes are
both important services of a finance department.

Key Positions in a Finance Department

A finance department is comprised of several key positions that bear the burden of responsibility
when it comes to maintaining the cohesiveness and overall productivity of the department as a unit
of the company.

When you think about the overall structure of the finance department, there are four key point people
that may come to mind

1. The finance director

2. Deputy finance director

3. Accountant

4. Finance specialist

Finance Director

The finance director is the head of the finance department. This individual will have the supreme
responsibility to ensure that all financial reports are accurate and up to date. The finance director is
tasked with giving a financial forecast for the company and disclosing certain financial information
about the company to the shareholders.
Deputy Finance Director

The deputy finance director is usually responsible for putting together the company’s annual budget.
In this position, the deputy finance director will be responsible for developing an overall financial
strategy. Sometimes referred to as the finance manager, the deputy finance director is also responsible
for managing the finance department’s team of employees.

Accountant

The next position of importance in the department of finance is the accountant. The accountant is
responsible for handling the accounts payable and accounts receivable.
Accountants also process
payroll. Other duties include putting together financial-related documents such as reports, auditing,
and closing out accounting books.

Finance Specialist

The finance specialist basically handles capital investments. This position may also require a bit of
analytical work such as reconciliations, maintaining the general ledger and keeping a close eye on
the funds of the company.

Evolution of the Finance Department

With each passing year the company evolves into an entity that is responsible for increasing the
company (and shareholder ‘s value). This shall be done by increasing the number of employees of
the department according to requirement and including other employees like clerical staff and
intersection commuters.

Personnel & Administration department

Human resources are the business administration function responsible for finding, hiring, managing
and retaining employees, and for ensuring that the right employees, in the right numbers, are deployed
throughout the organization to achieve its goals. Human resources are a function that exists in every
business regardless of size, industry or geographic location. In fact, even though small businesses
may not have a formal human resource department or an employee with a title that includes "human
resources," the function is performed when employees are hired, training, supervised and, hopefully,
retained.

Administrators, broadly speaking, engage in a common set of functions to meet the organization’s
goals. These "functions" of the administrator were described by Henri Fayol as “the 5 elements of
administration" (in italic below).

Planning - is deciding in advance what to do, how to do it, when to do it, and who should do it. It
maps the path from where the organization is to where it wants to be. The planning function involves
establishing goals and arranging them in a logical order. Administrators engage in both short-range
and long-range planning.

Organizing - involves identifying responsibilities to be performed, grouping responsibilities into

departments or divisions, and specifying organizational relationships. The purpose is to achieve
coordinated effort among all the elements in the organization (Coordinating).

Organizing must take into account delegation of authority and responsibility and span of control
within supervisory units.

Staffing - means filling job positions with the right people at the right time. It involves determining
staffing needs, writing job descriptions, recruiting and screening people to fill the positions.

Directing (Commanding) - is leading people in a manner that achieves the goals of the organization.
This involves proper allocation of resources and providing an effective support system. Directing
requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues
in directing is to find the correct balance between emphasis on staff needs and emphasis on economic
production.

Controlling - is a function that evaluates quality in all areas and detects potential or actual deviations
from the organization's plan. This ensures high-quality performance and satisfactory results while
maintaining an orderly and problem-free environment. Controlling includes information
management, measurement of performance, and institution of corrective actions.

Budgeting - exempted from the list above, incorporates most of the administrative functions,
beginning with the implementation of a budget plan through the application of budget controls.

Research and development

A research and development department is responsible for innovations in design, products, and style.
This department will be responsible for creating innovative new products to keep the company a step
ahead of the competition. R&D Department will work on improving existing consumer products, and
to explore new ways of producing them.

Often, a Research and Development Department works closely with the Marketing Department. The
Marketing Department studies consumer trends by surveying and researching consumer demands,
purchasing methods, product sales, and the existence and development of technology across the
relevant market. The marketing department gathers all the data, and makes this information available
to the R&D department, which will take action in response to the findings and proceed to keep the
company on top of current market needs.

Operations

Operations management is an area of management concerned with overseeing, designing, and

redesigning business operations in the production of goods and/or services. It involves the
responsibility of ensuring that business operations are efficient in terms of using as few resources as
needed, and effective in terms of meeting customer requirements. It is concerned with managing the
process that converts inputs (in the forms of materials, labour, and energy) into outputs (in the form
of goods and/or services). The relationship of operations management to senior management in
commercial contexts can be compared to the relationship of line officers the highest-level senior
officers in military science. The highest-level officer shapes the strategy and designs it over time,
while the line officer makes tactical decisions in support of carrying out the strategy.

According to the U.S. Department of Education, operations management is the field concerned with
managing and directing the physical and/or technical functions of a firm or organization, particularly
those relating to development, production, and manufacturing.

Operations management programs typically include instruction in principles of general management,

manufacturing and production systems, plant management, equipment maintenance management,
production control, industrial labour relations and skilled trades supervision, strategic manufacturing
policy, systems analysis, productivity analysis and cost control, and materials planning. Management,
including operations management, is like engineering in that it blends art with applied science. People
skills, creativity, rational analysis, and knowledge of technology are all required for success.

Product Marketing & Sales

In a manufacturing company the production function may be split into four sub-functions:

Production and planning department

The production and planning department will set standards and targets for each section of the
production process. The quantity and quality of products coming off a production line will be closely
monitored. In businesses focusing on lean production, quality will be monitored by all employees at
every stage of production, rather than at the end as is the case for businesses using a quality control
approach.

Purchasing department: The purchasing department will be responsible for providing the materials,
components and equipment required to keep the production process running smoothly. A vital aspect
of this role is ensuring stocks arrive on time and to the right quality.

Stores department: The stores department will be responsible for stocking all the necessary tools,
spares, raw materials and equipment required to service the manufacturing process. Where sourcing
is unreliable, buffer stocks will need to be kept and the use of computerized stock control systems
helps keep stocks at a minimal but necessary level for production to continue unhindered.

Works Department: The works department will be concerned with the manufacture of products. This
will include the maintenance of the production line and other necessary repairs. The works
department may also have responsibility for quality control and inspection.

6.2. MANPOWER REQUIREMENT:

6.2.1 Chairperson

6.2.2 Board of Directors

Number Annual Salary in Rupees

Designation Qualification
required Lacs/Annum

MD / Engineer cum MBA with 5 years’

1 15-20
Chairman experience

Number Annual Salary in Rupees

Designation Qualification
required Lacs/Annum

Engineer cum MBA with 10

CEO 1 10-12
years’ experience

Engineer cum MBA with 10

COO 1 10-12
years’ experience

Engineer cum MBA with 10

CFO 1 10-12
years’ experience
6.2.3 Operation

Number Annual Salary in Rupees

Designation Qualification
required Lacs/Annum

Chemical engineer with 10

Vice President 1 9-10
years’ experience

Production Chemical engineer with 4

4 7-8
Engineer years’ experience

Maintenance Mechanical engineer with 4

4 5-6
Engineer years’ experience

Instrumentation Instrumentation engineer with 4 years’

2 4-5
Engineer experience

Chemical engineer with 2 years’

Shift Engineer 4 5-6
experience

Shift Operator 6 3-4 Diploma in Chemical engineering

0.5-
Labour (Permanent) 10 High school
1

Depends upon work

Labour (Temporary) - High school
type

6.2.4 Administration

Number Annual Salary in Rupees

Designation Qualification
required Lacs/Annum

Vice President 1 12-15 MBA with 10 years’ experience

Manager 1 10-11 MBA with 4 years’ experience

 Security officer 2 3-4 Retired Army/Police official

Fire & Safety 8 years’ experience in Fire &

4 2-3
Officer Safety management

Public relation Graduate with 5 years’ experience

1 3-4
Officer in Public relations

Medical Officer 2 5-6 MBBS with 4 years’ experience

Medical Staff 2 2-2.5 Diploma

6.2.5 Finance

Number Annual Salary in Rupees

Designation Qualification
required Lacs/Annum

Vice CA with 10 years’

1 12-15
President experience

MBA with 4 years’

Manager 1 11-12
experience

Account Officer 2 6-7 CA with 4 years’ experience

Clerical staff 6 1-2 B. Com

6.2.6 Marketing

Number Annual Salary in Rupees

Designation Qualification
required Lacs/Annum

MBA with 12 years’

Vice President 1 12-15
experience
 MBA with 8 years’
Manager 1 11-12
experience

Marketing MBA with 5 years’

3 7-8
Officer experience

8. SITE SELECTION & PROJECT LAYOUT:

The chemical industry is critical for the economic development of any country, providing products
and enabling technical solutions in virtually all sectors of the economy.

Before choosing the site, the following factors were considered:

● Access to raw materials

● Reliable energy supplies

● Good communications (road, rail and port facilities)

● Closeness to the customer for the products

● Plentiful water supplies

● The availability of skilled labour

● Cheap source of energy

● Taxation and legal restrictions

● Site characteristics

● Flood and fire protection

The production of DME uses natural gas as the main feedstock. Hence, the site has to be near natural
gas reserves. Since, Gujarat is well connected to the raw material for DME production. Based upon
all the above factors, we have chosen Bharuch, Gujarat as a potential site. Near the site, there is
plentiful production of natural gas. We can save transportation cost of bringing raw material.
Moreover, Bharuch is well connected to SEZs such as Dahej and Surat, Vadodara.
The Dahej PCPIR enjoys proximity to Gujarat Chemical Port Terminal Company Limited (GCPTCL)
and LNG port and access to Delhi - Mumbai Broad Gauge railway line at Bharuch. A 50-km of four-
lane Dahej-Bharuch State Highway connects six lane Delhi-Mumbai National Highway &
Expressway.

Bharuch has always been prosperous because of its location on the Narmada River. Although water
tends to be scarce in Gujarat, one never finds difficulty in getting water in Bharuch.

Alternative site may be Mumbai, but there may be some site problem due to more demands of land
and political issues.

For a primary survey, the first four factors are to be considered. On the basis of raw materials
availability, market survey, energy supply, and climate, acceptable locations can usually be reduced
to one or more general geographical regions.

In the second step, the effects of transportation facilities and water supply are taken into account.
This permits reduction of the possible plant location of few general target areas. These areas can be
reduced further by considering all the factors that have an influence on plant location. As a third step,
the availability of land at a selected site is examined and also a detailed analysis of the remaining
sites is made.

The advantages in selecting Gujarat as the site for the project are described below:

1. Raw material supply:

As mentioned above, natural gas is present in abundance in Gujarat, near our project site. The
availability of raw materials makes the selection of Bharuch as the project site very obvious.
Handling and transportation of the raw materials will be eased due to the lesser distance between the
natural gas suppliers and project site.

Hence, Bharuch, Gujarat is an ideal choice for this project.

2. Geographical Location and Area:

 Bharuch district is located in the Southern part of Gujarat, near the Gulf of Khambhat in Arabian
Sea.
 In 1997, Bharuch district is bifurcated into Two parts
(1) Narmada District and
 (2) Bharuch District.

 The newly formed Bharuch District has 5253.30 Sq.km. area and situated between 21.30‟ to
22.00‟ North Latitude and 72.45‟ to 73.15‟ East Longitude.
 Bharuch District comes under Seismic Zone- III.
 Bharuch District is bounded by Baroda and Anand District on the North, Narmada District on
the East, Surat District is on the South and on its west lies the gulf of Cambay.
 The Eastern strip of the district is a hilly and forest area.
3. Infrastructure and Strategic Location:

Gujarat is well connected by the Indian Railways network and has built one of the best road networks
in India. It's a power-sufficient state with a low cost of utilities and one of the highest per capita
power consumption levels. It has the highest number of airports and second highest number of ports
in India. It's the only state with an integrated state-wise gas grid and has a very high tele-density.
Also, the Sardar Sarovar Narmada project, once completed, is expected create continuous water
supply throughout the state. Gujarat is favourably located midway between the highly industrialized
Delhi-Mumbai corridor, giving it ease of access to high-growth states in North and West. The state
has the longest coastline in the country (1,600 kms) and is well-connected to major trade routes to
Europe, Middle East, East Asia and Australia though a large number of ports. 38% of the proposed
Delhi Mumbai Industrial Corridor will pass through Gujarat, thereby providing the opportunity for
chemical companies to base their production in Gujarat and serve the Indian market.

4. Administrative Set Up:

For administrative purpose, Bharuch District the district is divided into Eight Strata called Talukas
namely;

(1) Bharuch (District Head Quarter)

(2) Ankleshwar

(3) Valia

(4) Jambusar

(5) Jhagadia
(6) Amod

(7) Vagra

(8) Hansot.

The District Collector is the overall administrative head. District Industries Centre is headed by
General Manager, works for the promotion and development of Industrial and commercial enterprises
in the District.

5. Climate and Rainfall:

The district enjoys moderate climate with greater humidity on its coastal side. The average rainfall
in the district is 727 mm monthly.

6. Rivers:

Main rivers in Bharuch District are Narmada, Dhadhar and Kaveri. The rivers flow throughout the
year.

7. Topography:

 Some of the major tourist destinations in the district are Bhrigu Rishi Temple, The Golden
Bridge, Kabirvad and Shuklatirth
 Government of India has planned to develop a Dedicated Freight Corridor (DFC) linking Delhi,
Mumbai, Kolkata and Chennai. The proposed DFC passes through Six states in India, of which,
Gujarat accounts for 38% (564 km.) of total DFC length (1483 km.)
 The influenced area of 150 km on either side of DFC is being developed as “Delhi Mumbai
Industrial Corridor” (DMIC). Bharuch- dahej industrial area lies within 50 km of the Dedicated
Freight Corridor in southern Gujarat.
 State government identified 82 links in the DMIC (which includes Bharuch also) Influenced
area to upgrade them into Four lane carriageway offering connectivity between ports, industrial
estates, hinterlands, markets and points of agricultural produce.
8. Availability of Minerals:

52 % of the state’s lignite is found in Bharuch.

92 % of silica sand is being produced in the district.

There are several mineral based industries in Bharuch district. Crushing units are developed in
Jhagadia & Valia taluka. Bricks manufacturing units are in Ankleshwar, Bharuch, Amod & Jambusar
Talukas.

9. Forest:

Some area of Tehsil Jhagadia is a forest area. The forest type categorization in the district is „dry and
very dry teak forest‟. In the district Tree census was carried out in 32 villages, with a counting of
21035 trees. The district has less than 10% land under forest cover and is not considered as forestry
dominated area. The total area under forest is an under is 24582 hectare. The area under Reserved &
Un-class forest is nil in Bharuch district.

10. Economic Profile:

Bharuch is an emerging industrial zone in the state with good infrastructure connectivity, including
port connectivity (Port of Dahej). The growth of the logistics industry based on the Dahej port has
helped establish several key industries in and around the area, including Indo-Gulf, Gujarat Chemical
Port Terminal Company Ltd. (GCPTCL) and Petronet LNG Ltd. Considering the advantages of the
location of the port with respect to the opportunities it offers for exports to Middle East, Africa,
Europe and North America, the government has identified the region as a thrust are

11. Initiatives by Government:

A. Licensing policy:

● In Chemical sector, 100% FDI is permissible.

● The entrepreneurs need to submit only IEM with the Department of Industrial Policy and
Promotion provided no locational angle is applicable.

B. Customs duty:
 ● The peak rate of customs duty on most Chemicals is 7.5%.

● On basic raw materials like acid grade fluorspar. sulphur. rock phosphate, natural borates is
5%.

● On most building blocks and feedstock, the duty is 5% (ethylene, propylene, crude, naphtha,
benzene, toluene, xylene, Ethyl benzene)

C. Excise duty:

● On almost all chemicals the excise duty is 16%.

D. SEZ Advantage:

For SEZ units-

● Income tax incentives: 10-year corporate tax holiday on export profit, 100% for the initial five
years and 50% for the next five years.

● Other benefits:

 Exemption of electricity duty — 10 Years.

 Duty-free procurement of capital goods (including second hand capital goods), raw materials
and consumable spares from domestic markets.
 Full freedom for sub-contracting.
 Facility to realize and repatriate export proceeds within 12 months.
 Facility to retain 100% foreign exchange receipts in the export earner’s foreign currency
account.

● Indirect tax incentives (for both SEZ units & Developers):

 Nil customs duty.

 Nil excise duty.
 Exemption from central sales tax.
 Exemption from service tax.
 Exemption from securities transaction tax.
 Exemption from tax on sale of electricity for self-generated and purchased power.
E. Global Competitiveness:

Over the years, Gujarat has become one of the most preferred locations for industrial investment in
India. Apart from having sound infrastructure facilities, skilled manpower, excellent domestic and
international connectivity and availability of raw materials, a key differentiating factor for Gujarat is
its focus on industrial development in the state. It has evolved as an urbanized economy ensuring
easy off-take of industrial output.

Gujarat has achieved an annual growth rate of ~10 % p.a. over the past five years and contributes
~17% to the industrial production of the country.

In 2016-17, Gujarat contributed 24.6 per cent to India's total exports of goods. Exports include
products from sectors such as textiles, petroleum, chemicals, pharmaceuticals, engineering, gems and
jewelry, naphtha, petrol, clinker, cement, oil cakes, bauxite, paraxylene, salt, soda ash, food grains,
cement clinker, ethylene, Pet-cock etc. The total cargo handled by the Kandla Port (Only Major port
of Gujarat) was 82.5 million tons during 2011-12. Gujarat is also the largest exporter of cotton (60
%) in the country.

The industrial infrastructure of Gujarat is very supportive for business development. The state's
manufacturing industry is supported by 0.34 million MSMEs. Currently, Gujarat has 83 product
clusters (refer figure below). The Cluster Development Scheme has been launched for furthering the
growth of product clusters. Some of the successful clusters include ceramics cluster at Morbi, brass-
parts cluster at Jamnagar, fish processing cluster at Vera Val and power-looms cluster at Ahmedabad.

Gujarat has 184 industrial estates established by the Gujarat Industrial Development Corporation
(GIDC) for specific sectors such as chemicals, electronics, gems, apparels and granite. The State
Government has taken care to set up industrial estates on non-agricultural land after assessment of
industrial viability. Such availability of product cluster ensures opportunity across the value chain.

The chemical and petrochemical industry in Gujarat is the fastest growing sector in the state's
economy. Gujarat is the 'Petro Capital' of India, and contributes significantly to the country's
petrochemicals production (62 per cent), chemicals production (51 per cent) and pharmaceuticals
production (35 per cent). Gujarat has truly emerged as the hub of chemical manufacturing in India.
Around 6,600 chemical and petrochemicals products are produced in the state.

F. Market Advantages:

While the State chemicals industry exhibits several similarities to the global chemical industry, there
are several characteristics specific to the Gujarat across sub-segments. At the industry level, Gujarat
chemical industry is characterized by:

● High domestic demand potential, as the Indian markets develop and per capita consumption levels
increase.

● High degree of fragmentation and small-scale operations.

● Limited emphasis on exports due to domestic market focus and smaller scale of operation.

● Low cost competitiveness as compared to other countries.

G. Quality Workforce and Educational Infrastructure:

 Gujarat has always been well known for its entrepreneurial talent who have spread their
footprint nationally and across the globe.
 Additionally, over 45 government and private management institutes provide a pool of
business administration talent.
 Moreover, there are 48 engineering colleges teaching chemical engineering and 50
polytechnic institutes offering courses focused towards the chemicals sector.
 Overall, Gujarat offers a world class pool for talent in entrepreneurship, business
administration and engineering, which could be easily tapped by the industry.

8.2 Project Layout

8.2.1 Plant Layout Considerations

After selecting a site for the plant, plant layout is a crucial factor in the economics and safety of
process plant. Some of the ways, in which plant layout contributes to safety and loss prevention
(SLP), & which are included in the layout design are:

(1) Economic considerations: construction and operation cost.

(2) Segregation of different risks.

(3) Minimization of vulnerable pipe work.

(4) Containment of accidents.

(5) Limitation of exposure.

(6) Efficient and safe construction.

(7) Efficient and safe operation.

(8) Efficient and safe maintenance.

(9) Safe control room design.

(10) Emergency control facilities.

(11) Firefighting facilities.

(12) Access for emergency services.

(13) Security.

(14) Future Expansion.

(15) Modular construction.

Our plant layout mainly includes the following buildings and construction as per the process
requirements and support activities:

1. Plant Area (including boiler house, pump house, cooling tower, water treatment plant etc.).

2. Power Plant.

3. Storage.

4. Repair & Maintenance Workshop.

5. Plant Utilities.

6. Loading Area (train, tankers, trucks etc.).

7. Stores.

8. R & D Centre.

9. Laboratories.

10. Quality Control Wing.

11. Pollution Control Wing.

12. Fire & Safety Station.

13. Medical Centre.

14. Bank & Post Office.

15. Recreation & Staff Facilities.

16. Administrative Block.

17. Marketing Block.

18. Training Centre.

19. Petrol Pump.

20. Security Wing.

21. Canteen.

22. Parking (Light Vehicles & Heavy Vehicles)

23. Lawns & Fountains.

24. Green Belt Area.

25. Space for Future Expansion.

A site layout for the plant is provided on the next page. Considerations have been given for the future
expansions. Some area has been marked for Green Belt. Hazardous materials are kept at a safe
distance from the offices and other staff facilities.

Description:
 1. Location of buildings

o Buildings which are the work base for a number of people should be located so as to limit their
exposure to hazards. Analytical laboratories should be in a safe area, but otherwise as close as
possible to the plants served. So should workshops and general stores. The main office block should
always be near the main entrance and other administration buildings should be near this entrance if
possible.

o Other buildings, such as medical centers, canteens, etc., should also be in a safe area and the latter
should have ready access for food supplies.

o All buildings should be upwind of plants which may give rise to objectionable features. Water drift
from cooling towers can restrict visibility and cause corrosion or ice formation on plants or transport
routes, and towers should be sited to minimize this. Another problem is recycling of air from the
discharge of one tower to the suction of another, which is countered by placing towers crosswise to
the prevailing wind. The entrainment of effluents from stacks and of corrosive vapours from plants
into the cooling towers should be avoided, as should the siting of buildings near the tower intakes.
The positioning of natural draught cooling towers should also take into account resonance caused by
wind between the towers. The problem of air recirculation should also be borne in mind in siting air-
cooled heat exchangers.

2. Economic Considerations

The cost of construction can be minimized by adopting a layout that gives the shortest run of
connecting pipe between equipment, and the least amount of structural steel work. However, this will
not necessarily be best arrangement for operation and maintenance. Some features which have a
particularly strong influence on costs are foundations, structures, piping and electrical cabling. This
creates the incentive to locate items on the ground, to group items so that they can share a foundation
or a structure, and to keep pipe and cable runs to a minimum.

3. Safety Considerations

o Plants which may leak flammables should generally be built in the open or, if necessary, in a
structure with a roof but no walls. If a closed building cannot be avoided, it should have explosion
relief panels in the walls or roof with relief venting to a safe area. Open air construction ventilates
plants and disperses flammables but, as already indicated, scenarios of leakage and dispersion should
be investigated for the plant concerned.
o Fire spread in buildings should be limited by design, as should fire spread on open structures.
Sprinklers and other protective systems should be provided as appropriate. Plants which may leak
toxics should also generally be built in the open air. The hazardous concentrations for toxics are much
lower than those for flammables, however, and it cannot be assumed that an open structure is always
sufficiently ventilated.

o Ventilation is necessary for buildings housing plants processing flammables or toxics. Air inlets
should be sited so that they do not draw in contaminated air. The relative position of air inlets and
outlets should be such that short circuiting does not occur. Exhaust air may need to be treated before
discharge by scrubbing or filtering.

o Blast walls may be needed to isolate potentially hazardous equipment, and confine the effect of the
explosion. At least two escape routes for operators must be provided from each level in the process
building.

4. Operations

o Access and operability are important to plant operation. The routine activities performed by the
operator should be studied with a view to providing the shortest and most direct routes from the
control room to items requiring most frequent attention. Equipment that needs to have frequent
operator attention should be located convenient to the control room. Valves, sample points and
instruments should be located at convenient positions and heights. Sufficient working space and
headroom must be provided to allow easy access to equipment.

o Good lighting on the plant is important, particularly on access routes, near hazards and for
instrument reading. Operations involving manipulation of equipment while observing an indicator
should be considered so that the layout permits this.

5. Maintenance

o Maintenance costs are very large in the chemical industry. In some cases, the cost of maintenance
exceeds the company’s profit. The engineer must design to reduce these costs.

o Heat exchangers must be sited such that tube bundle can be easily withdrawn for cleaning and tube
replacement. Vessels that require frequent replacement of catalyst or packing should be located on
the outside of the building.

o Equipment that requires dismantling for maintenance, such as compressors and large pumps, should
be placed under cover.
 6. Modular Construction

For convenience of efficient management, the whole plant is assembled section wise at the plant
manufacturer’s site in the form of modules. These modules will include the equipment, structural
steel, piping and instrumentation. Modules are then transported to the plant site, by road or sea.

7. Future Expansion

o We know that technology is improving day by day. That’s why keeping future expansion in mind,
equipment should be located so that it can be conveniently tied in with any future expansion of the
process.
Fig. 9. Project Site Layout
References:
 ‘Methane Reformer’ Wikipedia
https://en.wikipedia.org/wiki/Methane_reformer#Autothermal_reforming

 Zoha Azizi, Tahire Tohidian, Mohsen Rezaeimanesh (August 2014),” Dimethyl

Ether: A review of technologies and production challenges”, Chemical Engineering
and Processing: Process Intensification, Volume 82.

 Ozturk, S.S., Shah, Y.T. Chemical and Petroleum Engineering Department,

University of Pittsburgh,” DME SYNTHESIS PROCESS”.

 Bandi, A., Specht, M., “"DME" - Sustainable Supply of Liquid Fuels”. Adamson, K.A.,
Pearson, P.(2000). “Hydrogen and methanol: a comparison of safety, economics,
efficiencies and emissions”, Journal of Power Sources 86_2000.548–555.

 Marechal, F., Heyen, G., Kalitvententzeff, B.(1997), “Energy Savings in Methanol

Synthesis Use of Heat Integration Techniques and Simulation Tools.”, Computers"
chem. Engg, Vol. 21, Suppl., pp. S511-S516, 1997.

 Takashi Ogawa, Norio Inoue, Tutomu Shikada, Yotaro Ohno (October 20, 2003),
“Direct Dimethyl Ether Synthesis “, Journal of Natural Gas Chemistry 12(2003)219–
227.

 https://www.osti.gov/servlets/purl/902090/

 ‘Haldor Topsoe’ official website

https://www.topsoe.com/products/equipment/syncortm-autothermal-reformer-atr
 “District Industrial Potentiality Survey Report of Bharuch District”, Government of
India, Ministry of MSME.

 “The Potential of Specialty Chemicals Industry in Gujarat”, Gujarat Specialty

Chemicals Conclave, (http://ficci.in/events/21293/ISP/Gujarat-Specilty-Chemicals-
Conclave-2013-Background-Paper-Final.pdf).

 https://www.sciencedirect.com/topics/engineering/autothermal-reforming