...1. Blade Design: The design of the blade does not just depend on the stress analysis; several other factors play significant roles as well. The leading edge is thicker than the trailing edge for a streamlined Flow. Furthermore, the blade should be as thin as possible to improve cavitation Characteristics; it is thicker near the flange becoming thinner and thinner towards the tip. In Addition, the blade has to be distorted on the basis of the tangential velocity. Blade design is the most complex thing in Kaplan turbine. It consists of six steps. 1. Velocity triangle is evaluated at the leading and Trailing edge of the blade. 2. Angle of distortion of the chord lengths (β∞). 3. Lift Coefficients. 4. Chord length to Spacing (L/t) ratio. 5. Drag Coefficient. 6. Profile. 2.1. Velocity Triangle: U U As shown in the figure different types of velocities occur as the fluid flows from the blades of this turbine. Thorough understanding of the velocity triangle (fig 1. 1) is necessary for a good design. Figure 1.1 Figure 1.1 β∞ β∞ Wu Wu Cu Cu Wm Wm Cm Cm Blade Tangential Velocity ………. (1.1) Tangential Flow velocity ……………… (1.2) Relative Tangential Velocity……………. (1.3) Relative Axial Velocity…………………… (1.4) Where, U = blade Tangential velocity [m/s] Wm= Axial Component relative velocity [m/s]. Cm = Axial Component flow Velocity [m/s]. Cu= Tangential Component flow velocity [m/s]. Wu= Tangential Component relative velocity [m/s]...
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...85 Hydraulic turbines—basic principles and state-of-theart computational fluid dynamics applications P Drtina* and M Sallaberger Sulzer Hydro AG, Zurich, Switzerland ¨ Abstract: The present paper discusses the basic principles of hydraulic turbines, with special emphasis on the use of computational fluid dynamics (CFD) as a tool which is being increasingly applied to gain insight into the complex three-dimensional (3D) phenomena occurring in these types of fluid machinery. The basic fluid mechanics is briefly treated for the three main types of hydraulic turbine: Pelton, Francis and axial turbines. From the vast number of applications where CFD has proven to be an important help to the design engineer, two examples have been chosen for a detailed discussion. The first example gives a comparison of experimental data and 3D Euler and 3D Navier–Stokes results for the flow in a Francis runner. The second example highlights the state-of-the-art of predicting the performance of an entire Francis turbine by means of numerical simulation. Keywords: hydraulic turbines, flow prediction, stage simulation, hill chart, Navier–Stokes and Euler computations NOTATION C, c E g h at h d H H s k K c K u K w n Q R, r T U, u W, w Z a b e f g absolute velocity (m/s) energy per unit mass (m2/s2) gravity (m/s2) atmospheric pressure head (m) vapour pressure head (m) turbine head (m) suction head (m) turbulent kinetic energy (m2/s2) normalized velocity normalized circumferential velocity normalized relative...
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...Very Simple Kaplan Turbine Design Grant Ingram 30th January 2007 Nomenclature b blade height g gravitational acceleration H head k loss coeficient m mass flow rate ˙ P power output Q volumetric flow rate r radial direction R radius U blade speed V absolute velocity, subscripts denote stations and components W relative velocity, subscripts denote stations and components x axial direction α absolute flow angle β relative flow angle ω rotational speed θ tangential direction η efficiency 1, 2, 3, 4 stations through the machine 1 School of Engineering, Durham University 1 2 3 draft tube 4 inlet stator rotor r x Figure 1: General Arrangement of Kaplan 1 Introduction This short note indicates how a preliminary design of an axail flow Kaplan turbine can be carried out - see Figure 1 for a cross section of the device. Note that this analysis is approximate and is useful for a first appoximation only. In order to carry out a preliminary blade analysis consider a mean radius through the machine. In order to draw or manufacture the blades you will need to know the inlet and exit angles of the stator (α1 and α2 ) and the rotor (β1 and β2 ). This is shown in Figure 2 In this analysis the effect of blade shape or number is not considered - to a first approximation you can ignore them - simply pick a reasonable shape and a reasonable number of blades. The approach is to set the flow rate through the machine and then calculate the power output. Once this has been determined...
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...The Kaplan turbine is an inward flow reaction turbine, which means that the working fluid changes pressure as it moves through the turbine and gives up its energy. Power is recovered from both the hydrostatic head and from the kinetic energy of the flowing water. The design combines features of radial and axial turbines. The inlet is a scroll-shaped tube that wraps around the turbine's wicket gate. Water is directed tangentially through the wicket gate and spirals on to a propeller shaped runner, causing it to spin. The outlet is a specially shaped draft tube that helps decelerate the water and recover kinetic energy. The turbine does not need to be at the lowest point of water flow as long as the draft tube remains full of water. A higher turbine location, however, increases the suction that is imparted on the turbine blades by the draft tube. The resulting pressure drop may lead to cavitation. Variable geometry of the wicket gate and turbine blades allow efficient operation for a range of flow conditions. Kaplan turbine efficiencies are typically over 90%, but may be lower in very low head applications.[2] Current areas of research include CFD driven efficiency improvements and new designs that raise survival rates of fish passing through. Because the propeller blades are rotated on high-pressure hydraulic oil bearings, a critical element of Kaplan design is to maintain a positive seal to prevent emission of oil into the waterway. Discharge of oil into rivers is not desirable...
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...Conversion of a Propeller Turbine to Full Kaplan Operation at Michigamme Falls By Gerard J. Russell, P.E., American Hydro Corp., York, Pennsylvania, USA, Craig Peterson, P.E., American Hydro Corp., York, Pennsylvania, USA, and Douglas T. Eberlein, P.E., We Energies, Milwaukee, Wisconsin, USA ABSTRACT FERC license renewal stipulations for We Energies’ Michigamme Falls plant included new flow constraints that were outside the existing fixed-blade propeller turbines’ efficiency range. One of the turbines was converted to fully adjustable Kaplan operation to regain the lost generation. Introduction Renewal of the project’s FERC license in October of 2001 required that the minimum flow could be no less than 50% of the maximum flow during a given calendar day. The existing generating units were typical fixed-blade propeller turbines with a very narrow range of efficient operation, so they could not effectively meet this new requirement. We Energies evaluated several options for addressing the new operating regime including spilling the required low flow when necessary, installation of a minimum flow turbine-generator unit, and conversion of one of the propeller units to full adjustable blade Kaplan operation. The Kaplan conversion was chosen as the most effective option to improve the operating efficiency and flexibility of the plant while achieving the required low flow operating capability. This paper describes the Owner’s planning process that resulted in the decision to convert...
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...scorecard From Wikipedia, the free encyclopedia Jump to: navigation, search The balanced scorecard (BSC) is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1] It is perhaps the best known of several such frameworks (it was the most widely adopted performance management framework reported in the 2010 annual survey of management tools undertaken by Bain & Company.[2]) Since its original incarnation in the early 1990s as a performance measurement tool, the BSC has evolved to become an effective strategy execution framework.[citation needed] The BSC concept as put forth by Drs. Robert S. Kaplan and David P. Norton is now seen as a critical foundation in a holistic strategy execution process that, besides helping organizations articulate strategy in actionable terms, provides a road map for strategy execution, for mobilizing and aligning executives and employees, and making strategy a continual process.[citation needed] Contents [hide] • 1 Characteristics • 2 History • 3 Design o 3.1 Original design method o 3.2 Improved design methods o 3.3 Popularity o 3.4 Variants, alternatives and criticisms • 4 Criticism o 4.1 Balanced Scorecard used for incentive based pay • 5 The four perspectives...
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... • Liddell Hart * Carl Von Clausewitz • Sun Tzu | Concepts[hide] * Competitive advantage • Experience curve * Value chain • Portfolio theory * Core competency • Generic strategies | Frameworks & Tools[hide] * SWOT • Five Forces * Balanced scorecard • Strategy map * PEST analysis • Growth–share matrix | * v * t * e | The balanced scorecard (BSC) is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1] The critical characteristics that define a Balanced Scorecard are[2] * its focus on the strategic agenda of the organisation concerned * the selection of a small number of data items to monitor * a mix of financial and non-financial data items. Contents [hide] * 1 Use * 2 History * 3 Characteristics * 4 Design * 4.1 First Generation Balanced Scorecard * 4.2 Second Generation Balanced Scorecard * 4.3 Third Generation Balanced Scorecard * 5 Popularity * 6 Variants * 7 Criticism * 8 Software tools * 9 See also * 10 References Use[edit] Balanced Scorecard is an example of a closed-loop controller or cybernetic control applied to the management of the implementation of a strategy.[3] Closed-loop or cybernetic control is where actual...
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...A critical analysis of Balanced Scorecard as a performance measurement tool: an overview of its usage and sustainability A iti al a alysis of Bala ed “ o e a d as a pe fo TABLE OF CONTENTS a e easu e e t tool: a o e ie of its usage a d sustai a ility TOPICS PAGE i ii iii iv-v LETTER OF TRANSMITTAL DECLARATOIN ACKNOWLEDGEMENT ABSTRACT CHAPTER ONE INTRODUCTION 1.1 Background of the study 1.2 Objective of the study 1.3 Scope of the study 1.4 Methodology 1.5 Limitations of the study BALANCED SCORECARD 2.1 Overview of the Balanced Scorecard (BSC) 2.2 Objective 2.3 Design 2.4 Original design method 2.5 Improved design method 2.6 Popularity 2.7 Variants and alternatives CRITICAL ANALYSIS ON THE CONCEPT & USING OF BALANCED SCORECARD WHETHER IT IS THE UNIVERSAL SOLUTION FOR THE BUSINESS MANAGEMENT? 3.1 Crucial investigation of the concept and using of Balanced Scorecard 3.2 A comprehensive new approach for the measurement and management 3.3 Is the Balanced Scorecard a universal key to the business management? 3.4 Balanced Scorecard: a question of conjecture and application CHAPTER FOUR: THE SUSTAINABILITY OF THE BALANCED SCORECARD 4.1 The Balanced Scorecard: an instrument for sustainability management 4.2 Different possible approaches of integrating environmental and social aspects 4.3 The process of formulating a sustainability Balances Scorecard 4-7 5 5 5 6 7 8-15 9-11 12 12-13 13 14 14 14-15 16-25 CHAPTER TWO CHAPTER THREE 17-21 21-22 22-23 23-25...
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...Final Assessment ACCA FINAL ASSESSMENT Advanced Performance Management JUNE 2009 QUESTION PAPER Time allowed Reading time: 15 minutes Writing time: 3 hours This paper is divided into two sections Section A BOTH questions are compulsory and MUST be answered TWO questions ONLY to be answered Section B Do not open this paper until instructed by the supervisor This question paper must not be removed from the examination hall Kaplan Publishing/Kaplan Financial KAPLAN PUBLISHING Page 1 of 9 ACCA P5 Advanced Performance Management © Kaplan Financial Limited, 2008 All rights reserved. No part of this examination may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without prior permission from Kaplan Publishing. Page 2 of 9 KAPLAN PUBLISHING Final Assessment SECTION A BOTH questions are compulsory and MUST be answered QUESTION 1 John Wizard has recently won a contract to act as a financial consultant to Sportstown, a publicly owned organisation that provides a range of community services to its inhabitants. Wizard’s first brief is to prepare a report on the ‘Operating Efficiency and Financial Performance’ of the leisure centre that is owned and managed by the public body. The governing body of Sportstown has become increasingly concerned by the growing financial subsidy that it has to provide to its leisure centre. Sportstown...
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...The Booneville Dam was a major engineering feat that was authorized in 1933 as one of President Roosevelt’s public works programs. These were projects funded by the government with the intention of putting people to work while simultaneously providing a service for the people. This article does not focus on the Great Depression aspect of the project; rather it focuses on three principle design innovations that made the Booneville Dam a successful project. This was a project unlike any previous dam and presented many challenges throughout the design and construction. This first major engineering issue faced was curing the concrete without cracking caused by heat released during the curing process. Traditionally, concrete was poured in five...
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...Jet Propulsion Laboratory by vpnacek | studymode.com Jet Propulsion Laboratory Harvard Business School Case 9-110-031 1.1 Should Gentry Lee recommend launch or delay for the Mars Biological Explorer (MBE) mission? Gentry Lee should recommend the launch for the MBE mission. As stated in the case study, Gentry Lee is introduced to the project with a significant amount of experience working with NASA and interplanetary exploration missions (Kaplan and Mikes, 2010). Multiple review boards took place to discuss in detail the consequences and likelihood of risks occurring. Tiger teams were established to find resolutions to existing problems weeks before the launch date. The case study eludes to a high probability of the budget increasing if the launch is delayed, and the probability the mission would not be successful was low. Because of this, Gentry Lee should recommend the launch of the MBE mission. 1.2 What are the most important factors to consider in this mission? JPL invested substantial time “Identifying, measuring, and applying risk factors against the value opportunity and the cost of failure” (VMware 2013). This methodology was a key process to deciding to launch or delay the launch of MBE. One factor that had an impact is regarding the current team members. Because CalTech operated Jet Propulsion Laboratory (JPL), it is likely that the majority of engineers part of the mission team, were new graduates from CalTech. At that moment in the project life cycle...
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...Assignment Grading Rubric Course: IT460 Unit: 10 Points: 140 Assignment 10 Outcomes addressed in this activity: Complete final assignment Course Outcomes: IT460-1 Compare various types of information systems. IT460-4 Practice team dynamics by participating in a role play activity. Assignment Instructions: Please complete the following assignments using MS Word. Save the assignment as Final Assignment.doc and place it into the Unit 10 Final Assignment Drop Box. Ensure all group members have checked the final assignment before it is submitted. Submit only one Final Assignment per group. Click here to access the “SCR-TIMS Work Session Link”. Part 1: System Architecture Tasks 1. Visit SCR's data library to review SCR's network configuration and then send Jesse a recommendation for the TIMS system architecture. She wants me to suggest an overall network topology solution. She also asked me to comment on these issues: legacy data, Web-centricity, scalability, security, and batch processing that might be needed. Jesse said it was OK to make reasonable assumptions in my proposal to her (SCR-TIMS, Work Session, Session 10,- To Do List #2). This includes providing a detailed description of a client/server architecture. Assignment should also show distinction between 2 tier and 3 tier network and select one for recommendation. A detailed analysis of network topology includes definition and what is being proposed for the client. Assignment should give a definition of what...
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...performances at the same time, for example the increase in the product quality together with the lowering of the production costs and the lead times, following the reduction in discards, waste, reworks, and controls. Performance measurement is how organisations, both public and private, measure the quality of their activities and services. An influential 1982 book, "In Search of Excellence," sparked interest in measuring performance. Since then, business, government and other organisations have sought to measure the extent to which they meet organisational goals. Performance measurement may sound simple, but is often a complicated process that requires deep strategic thinking and assessment. Performance measurement systems (PMS), such as Kaplan and Norton’s (1992, 1996a) Balanced Scorecard, focus on organisational performance and, although the impacts of these systems on organisational performance is a much debated question, they may be considered as a means of reaching performance objectives, thus the interest in these systems and their use. Considering their support role in both tactical and strategic decision making (Kueng et al., 2001), PMS are designed for executives, although not exclusively, and thus have an executive...
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...Assignment Grading Rubric Course: IT460 Unit: 10 Points: 140 Assignment 10 Outcomes addressed in this activity: Complete final assignment Course Outcomes: IT460-1 Compare various types of information systems. IT460-4 Practice team dynamics by participating in a role play activity. Assignment Instructions: Please complete the following assignments using MS Word. Save the assignment as Final Assignment.doc and place it into the Unit 10 Final Assignment Drop Box. Ensure all group members have checked the final assignment before it is submitted. Submit only one Final Assignment per group. Click here to access the “SCR-TIMS Work Session Link”. Part 1: System Architecture Tasks 1. Visit SCR's data library to review SCR's network configuration and then send Jesse a recommendation for the TIMS system architecture. She wants me to suggest an overall network topology solution. She also asked me to comment on these issues: legacy data, Web-centricity, scalability, security, and batch processing that might be needed. Jesse said it was OK to make reasonable assumptions in my proposal to her (SCR-TIMS, Work Session, Session 10,- To Do List #2). This includes providing a detailed description of a client/server architecture. Assignment should also show distinction between 2 tier and 3 tier network and select one for recommendation. A detailed analysis of network topology includes definition and what is being proposed for the client. Assignment should give a definition of what...
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...Performance Management, Vol. 5, No. 1, 2003 1 Implementing performance measurement systems: a literature review Mike Bourne* and Andy Neely Centre for Business Performance, School of Management, Cranfield University, Cranfield, MK43 0AL, UK E-mail: m.bourne@cranfield.ac.uk *Corresponding author John Mills and Ken Platts Centre for Strategy and Performance, Institute for Manufacturing, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, UK Abstract: Currently, there is a great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. This paper reviews the different performance measurement system design processes published in the literature and creates a framework for comparing alternative approaches. The paper then proceeds to review the literature on performance measurement system implementations and concludes that the performance measurement literature is at the stage of identifying difficulties and pitfalls to be avoided based on practitioner experience with few published research studies. This paper is the first of two, the second going on to consider performance measurement implementation from the point of view of the change management literature. Keywords: Performance measurement; management process implementation. Reference to this paper should be made as follows: Bourne, M., Neely, A., Mills, J. and Platts, K. (2003) ‘Implementing...
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