Search results

Introduction Although nickel is generally regarded as a corrosion resistant material its resistance to sea water is only moderate. In fast flowing sea water its corrosion rate is very low; of the order of 0.0005 in/yr. Under stagnant conditions, however, it is susceptible to pitting and crevice corrosion attack. Consequently, alloying has been a common method of improving corrosion resistance to obtain a material having the excellent resistance of nickel to fast flowing sea water together with an improved resistance to pitting corrosion.

2. Elastomers A wide variety of elastomers, generally synthetic, are used in modern valves of the butterfly and diaphragm types with the dual function of lining/protecting internal metal surfaces in contact with the duty and providing the necessary interference for sealing. Without resorting to exotic and expensive metals of construction, even most aggressive services can be successfully handled by variation of elastomer type, while the particular compound is designed to still retain the physical characteristics necessary for optimum sealing. The number of permutations is thus large and indeed one manufacturer offers as many as 18 different resilient liner options. The main elastomer types are summarised:

Summary This paper examines the function, protection and applications of complex components such as valves in off‐shore environments. Materials of Construction and the coating/lining techniques and procedures available to ensure acceptable function and protection are discussed, while the limitations of existing painting specifications from the point of view of the component manufacturer are emphasised. Off‐shore services utilising valves are summarised and the types of valves to be found in service on production platforms are indicated.

On‐site Pipeline Production. WE can all easily conjure up a picture of pipe‐laying operations with mounds of earth from the trench, the trench‐digging plant and possibly pipewrapping equipment prominently arrayed. An essential part of the picture is, of course, the line of pipe sections on the surface awaiting installation. But are these great lengths of pipe really an essential part of the scene? Apparently not.

This research aspires to contribute in the area of exploration of the psychological traits evolving by practitioners within the project management profession. Specifically, it investigates whether there is any difference in optimism levels among experienced project management practitioners and newcomers in the profession.

The research used the life orientation test-revised (LOTR) (Scheier et al., 1994) to calculate respondents’ optimism scores. With these scores at hand, the researchers could then apply inferential statistics in order to deduce any differences observed among optimism score and the respondents’ characteristics (age, years of experience etc.).

Based on the results of this research, several demographic variables were shown to be statistically significant with optimism. These were (1) the number of years of experience the respondent had in managing projects, (2) working in a government organisation and (3) possessing specific project management certifications, all of which were found to adversely affect the respondent’s optimism score.

This research was unique in applying a well-known psychological test instrument (LOTR) to provide insight into the psychological impacts of a career as an information technology (IT) project manager. It is also highly likely that this correlation between the length of time working as a project manager and the adverse impact on their optimism would also apply to not just IT project managers but all experienced project managers.

The purpose of this paper is to examine the nature of supply chain complexity and extend this with literature developed within the project domain. The authors use the lens of ambidexterity (the ability both to exploit and explore) to analyse responses to complexity, since this enables the authors to understand the application of known solutions in conjunction with innovative ones to resolve difficulties. This research also seeks to investigate how managers respond to supply chain complexities that can either be operationally deleterious or strategically beneficial.

The authors develop a descriptive framework based on the project management (PM) literature to understand response options to complexity, and then use interviews with supply chain managers in six organisations to examine the utility of this framework in practice. The authors ask the research question “How do managers in supply chains respond to complexities”?

The case study data show first that managers faced with structural, socio-political, or emergent supply chain complexities use a wide range of responses. Second, over a third of the instances of complexity coded were actually accommodated, rather than reduced, by the study firms, suggesting that adapting to supply chain complexity in certain instances may be strategically appropriate. Third, the lens of ambidexterity allows a more explicit assessment of whether existing PM solutions can be considered or if novel methods are required to address supply chain complexities.

The descriptive framework can aid managers in conceptualising and addressing supply chain complexity. Through exploiting current knowledge, managers can lessen the impact of complexity while exploring other innovative approaches to solve new problems and challenges that evolve from complexity growth driven by business strategy.

This study addresses a gap in the literature through the development of a framework which provides a structure on ways to address supply chain complexity. The authors evaluate an existing project complexity concept and demonstrate that it is both applicable and valuable in non-project, ongoing operations. The authors then extend it using the lens of ambidexterity, and develop a framework that can support practitioners in analysing and addressing both strategically necessary supply complexities, together with unwanted, negative complexities within the organisation and across the supply chain.