http://hdl.handle.net/1721.1/7790 2013-05-19T20:58:18Z http://hdl.handle.net/1721.1/77761 Absorption coefficients in light oil scrubbers Forbes, Edward Colin; Kao, John Yü-Ling Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering, 1941.; Includes bibliographical references (leaf 91). 1941-01-01T05:00:00Z http://hdl.handle.net/1721.1/76489 Mergers and acquisitions process improvement in a matrix organization Cavazos Cavazos, Jose Juan 3M has had aggressive growth through acquisitions. Almost all of the acquisitions add new manufacturing sites to the existing manufacturing and distribution networks. 3M is composed of 38 divisions (as of 2011) with significant independence. There are corporate experts in the different functional areas of due diligence that bring consistency regardless of the division doing the acquisition. However, since manufacturing is not centralized and is managed by each division, there is no corporate expert neither for manufacturing due diligence or supply chain. The difference in the experience level of manufacturing managers in different divisions, and a division-centric view of the supply chain has lead sometimes to integration plans that don't fully take into account opportunities in supply chain rationalization and future manufacturing improvements. The goal of this study is to map the current process and tools across divisions, to identify gaps and to create a business process that can be used as a guideline for all the divisions engaging in acquisitions with a manufacturing component. In addition, a principal components analysis is proposed to find which parameters could predict the outcome of an acquisition. Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2012.; Cataloged from PDF version of thesis.; Includes bibliographical references (p. 70). 2012-01-01T05:00:00Z http://hdl.handle.net/1721.1/74849 Mixing in a fluid flowing through a packed bed Danckwerts, P. V., 1916-; Sugden, A. C Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering, 1948.; Includes bibliographical references (leaf 68). 1948-01-01T05:00:00Z http://hdl.handle.net/1721.1/73439 High reliability performance in Amgen Engineering Bolgren, Daniel (Daniel Reade) Amgen is in the midst of a transformative initiative to become operationally more efficient. For Amgen Engineering, this initiative has prompted a reevaluation of the entire organization and brought to light the need to standardize, define processes, and promote a culture wherein reliable outcomes are both possible and expected. One way to accomplish this is by evaluating and then implementing the concepts of High Reliability Organization (HRO). This thesis focuses on using concepts such as HRO to evaluate the Engineering organization at Amgen and then provide tools, frameworks, and recommendations for driving increased reliability and greater process maturity across Amgen's entire asset lifecycle (Plan, Build/Lease, Operate/Maintain, Reinvest/Dispose). Three main deliverables resulted from this project's reliability efforts. The first deliverable is a set of recommendations and strategies to help the Engineering organization operate as an HRO. The second deliverable is an enhanced process maturity model that implements reliability concepts to drive the maturity of Engineering's business processes. The model better defines criteria for each level of maturity and will be used as a guidance tool for organizational advancement in the coming years. The last deliverable focuses on the maintain portion of the asset lifecycle, and is a Maintenance Excellence Roadmap that defines what maintenance excellence looks like and provides a strategy to best utilize the systems and tools that Amgen has in place, and will need in the future, to get there. Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2012.; Cataloged from PDF version of thesis.; Includes bibliographical references (p. 90). 2012-01-01T05:00:00Z