...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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...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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...Engineering Final thesis Timo Flaspöhler Design of the runner of a Kaplan turbine for small hydroelectric power plants Supervisor Commissioned by Tampere 2007 Jaakko Mattila Tampere University of Applied Sciences, Mechanical engineering department TAMPERE UNIVERSITY OF APPLIED SCIENES Environmental Engineering Timo Flaspöhler Final thesis Supervisor November 2007 Keywords Design of the runner of a Kaplan turbine for small hydroelectric power plants 78 pages, 42 pages Appendix Jaakko Mattila Electricity tariff, small hydroelectric power plant, Kaplan turbine, runner, adaptation mechanism, stress analysis, technical drawings ABSTRACT The final thesis deals with the design of the runner of a Kaplan turbine. It might be that due to the increasing of the electricity tariff in the last years small hydroelectric power plants become cost effective. Since the runner of a small hydroelectric power plant is quite small, it has to be reexamined if the hub of the runner provides enough room for a proper adaptation mechanism. For this purpose the main characteristics of the runner are determined. Then, important data such as the suction head, the occurring forces or the critical speed are established. After those data are known, a detailed stress analysis of the developed adaptation mechanism follows. The stress analysis shows that the mechanism to adjust the blades is able to withstand the occurring forces. Finally drafts of the runner and its parts are done. TAMPERE UNIVERSITY...
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...Mechanics and Manufacturing, Vol. 1, No. 2, May 2013 Hydro turbine Runner Design and Manufacturing Fatma Ayancik, Umut Aradag, Ece Ozkaya, Kutay Celebioglu, Ozgur Unver, and Selin Aradag Abstract—This research describes a methodology for the parametric design, computational fluid dynamics (CFD) aided analysis and manufacturing of a Francis type hydro turbine runner. A Francis type hydro turbine consists of five components which are volute, stay vanes, guide vanes, runner and draft tube. The hydraulic performance of the turbine depends on the shape of the components; especially on the shape of the runner blades. The design parameters for the other components are affected by the runner parameters directly. Runner geometry is more complex than the other parts of the turbine. Therefore; to obtain accurate results and meet hydraulic expectations, CFD analyses and advanced manufacturing tools are necessary for the design and manufacturing of the hydro turbine runner. The turbine runner design methodology developed is presented using an actual potential hydraulic power plant in Turkey. Index Terms—CFD, francis turbine, runner, design and manufacturing. I. INTRODUCTION Turbines are used for hydropower generation. There are basically two types of hydraulic turbines, the first one is impulse and the second one is reaction type turbines. Impulse turbines work based on momentum principle; while in the reaction type turbines, the flow is fully pressurized and it works according to conservation...
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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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...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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...MICRO-HYDRO POWER Introduction Water power can be harnessed in many ways; tidal flows can be utilised to produce power by building a barrage across an estuary and releasing water in a controlled manner through a turbine; large dams hold water which can be used to provide large quantities of electricity; wave power is also harnessed in various ways. It is a technology that has been utilised throughout the world, by a diverse range of societies and cultures, for many centuries. Water can be harnessed on a large or a small scale - Table 1, below outlines the categories used to define the power output form hydropower. Micro-hydro power is the small-scale harnessing of energy from falling water; for example, harnessing enough water from a local river to power a small factory or village. This fact sheet will concentrate mainly at micro-hydro power. Large- hydro Medium-hydro Small-hydro Mini-hydro Micro-hydro More than 100 MW and usually feeding into a large electricity grid 15 - 100 MW - usually feeding a grid 1 - 15 MW - usually feeding into a grid Above 100 kW, but below 1 MW; either stand alone schemes or more often feeding into the grid From 5kW up to 100 kW; usually provided power for a small community or rural industry in remote areas away from the grid. Pico-hydro From a few hundred watts up to 5kW Table 1: Classification of hydropower by size. kW (kilowatt) - 1000 Watts; MW (megawatt) - 1 000 000 Watts or 1000 kW In the UK, water mills are known to have been in use 900...
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...MW geothermal potential, yet it remains largely undeveloped due to economic and financial limitations, insufficient technical and human capacity, and various social constraints. However the government has now turned around and is aiming at producing about 16000MW of power by 2030. The country currently produces about 1500 MWs primarily from hydro stations (57%-hydro power, about 32%-thermal and the rest comprises geothermal and emergency thermal power). To bridge this huge deficit in the short time, courses as EMM 516 were developed to provide man-power needed to sustain the projected growth. First we visited the Kiambere power station the Tana station and Kangaita tea factory for a boiler’s experience. We later visited the Embakasi gas turbine then to Olkaria II geothermal power generation plant. In this report I will basically describe the outlay...
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...*3963103* [3963] – 103 T.E. (Petroleum) (Semester – I) Examination, 2011 DRILLING & PRODUCTION OPERATIONS (2003 Course) Time : 3 Hours Max. Marks : 100 Instructions : 1) Question Nos. 1 and 5 are compulsory. Out of the remaining attempt 2 questions from Section I and 2 questions from Section II. 2) Answers to the two Sections should be written in separate books. 3) Neat diagrams must be drawn wherever necessary. 4) Black figures to the right indicate full marks. 5) Use of Logarithmic Tables, Slide Rule, Mollier Charts, Electronic Pocket Calculator and Steam Tables is allowed. 6) Assume suitable data, if necessary. SECTION – I 1. What are different systems on a drilling rig ? Explain any one in detail with suitable diagramme. 18 2. a) Calculate Bottom hole pressure if well depth is 2500 m and mud weight is 1.2 gm/cc. b) Calculate mud weight if mud gradient is 0.87 psi/ft. ′ c) Calculate volume bbl/meter for drill pipe O.D. = 5′ inch and I.D. = 4.276 inch. 2 2 2 10 8 8 16 d) Draw circulation system on a drilling rig. 3. a) Discuss IADC classification of a bit in details. b) Discuss different factors affecting rate of penetration in details. 4. Write short note on : i) Coring ii) Fishing tools iii) BOP iv) Directional well P.T.O. [3963] – 103 -2- *3963103* SECTION – II 5. a) Discuss different types of casings and function of the casings in brief. b) Discuss different types of well completion techniques. 6. a) Discuss primary cementation process with...
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...Daniels Fund Ethics Initiative University of New Mexico http://danielsethics.mgt.unm.edu PepsiCo’s Journey Toward an Ethical and Socially Responsible Culture COMPANY OVERVIEW PepsiCo is one of the largest food and beverage companies in the world. It manufactures and sells eighteen brands of beverages and snack foods and generates over $98 billion in retail sales. PepsiCo encompasses the Pepsi Cola, Frito-Lay, Tropicana, Quaker, and Gatorade brands and offers products in over 200 countries. It currently holds 36 percent of the total snack food market share in the U.S. and 25 percent of the market share of the refreshment beverage industry. The company’s headquarters are in New York and employs over 200,000 people. In 2006, Michael D. White became the CEO of PepsiCo International, and in 2007 Indra K. Nooyi became the CEO of PepsiCo. PepsiCo has received many awards and recognitions over the years, including being ranked in the top 25 of the best global brands, ranking number four overall by Diversity Inc, and earning the Green Award by the Environmental Protection Agency. COMPANY AND MARKETING HISTORY The Pepsi recipe was developed by pharmacist Caleb Bradham in the 1890s. Originally marketed under the unassuming name “Brad’s Drink,” Bradham’s creation was renamed Pepsi-Cola in 1898 due to the pepsin and kola nut ingredients used. Awareness of Bradham’s new creation spread quickly, and in 1902 he decided to create the Pepsi-Cola Company so people everywhere...
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...Strategic Management Strategic Management Philip Sadler First published in 1993, authors James C Craig and Robert M Grant Second edition published in Great Britain and the United States in 2003 by Kogan Page Limited, author Philip Sadler Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road London N1 9JN UK www.kogan-page.co.uk 22883 Quicksilver Drive Sterling VA 20166–2012 USA © James C Craig and Robert M Grant, 1993 © Philip Sadler, 2003 The right of Philip Sadler to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 3938 6 British Library Cataloguing in Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Sadler, Philip, 1930Strategic management / Philip Sadler. – 2nd ed. p. cm. – (MBA masterclass series) Rev. ed. of: Strategic management / James C. Craig. 1st ed. 1993. Includes bibliographical references...
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...Institutions in the Society of Organizations vii xxiii 1 18 26 35 37 45 51 65 83 85 97 113 122 129 131 iv Contents 13 14 15 16 Part IV 17 18 19 Part V 20 21 What Successful and Performing Nonprofits Are Teaching Business The Accountable School Rethinking “Reinventing Government” Entrepreneurship in the Public-Service Institution Productive Work and Achieving Worker Making Work Productive and the Worker Achieving Managing the Work and Worker in Manual Work Managing the Work and Worker in Knowledge Work Social Impacts and Social Responsibilities Social Impacts and Social Responsibilities The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good The Manager’s Work and Jobs Why Managers? Design and Content of Managerial Jobs Developing Management and Managers Management by Objectives and Self-Control From Middle Management to Information-Based Organizations The Spirit of Performance Managerial Skills The Elements of Effective Decision Making How to Make People Decisions Managerial Communications Controls, Control, and Management The Manager and the Budget Information Tools and Concepts 142 152 160 171 181 183 191 197...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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...copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book. The greatest care has been taken in compiling this book. However, no responsibility can be accepted by the publishers or compilers for the accuracy of the information presented. Where opinion is expressed it is that of the author and does not necessarily coincide with the editorial views of The Economist Newspaper. Typeset in EcoType by MacGuru info@macguru.org.uk Printed and bound in Great Britain by Creative Print and Design (Wales), Ebbw Vale A CIP catalogue record for this book is available from the British Library ISBN 1 86197 971 1 Contents The authors Foreword Part 1 Information technology grows up 1 Coming of age 2...
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...An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy in Action Features A Strategic Shift at Microsoft (Chapter 1) ● The Agency Problem at Tyco (Chapter 2) ● Circumventing Entry Barriers into the Soft Drink Industry (Chapter 3) ● Learning Effects in Cardiac Surgery (Chapter 4) ● How to Make Money in the Vacuum Tube Business (Chapter 5) ● The Evolution of Strategy at Procter & Gamble (Chapter 6) ● Diversification at 3M: Leveraging Technology (Chapter 7) ● News Corp’s Successful Acquisition Strategy (Chapter 8) ● How to Flatten and Decentralize Structure (Chapter 9) Practicing Strategic Management Application-based activities intended to get your students thinking beyond the book. Small-Group Exercises Short experiential exercises that ask students to coordinate and collaborate on group work focused on an aspect of strategic management. Exploring the Web Internet exercises that require students to explore company websites and answer chapter-related questions. Designing a Planning System (Chapter 1) Evaluating...
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