REPORT
FOR
ANALYSTS
Management Problems in Spectroscopy W h i l e the w o r k of the industrial spectroscopist centers primarily on handling analyses and conducting research to develop new methods and techniques, he has many other responsibilities. The spectroscopist and his w o r k , as seen by the department h e a d , the research director, the instrument manufacturer, and the spectroscopist himself were the subject of a panel discusssion on Management Problems in Spectroscopy at the Pittsburgh Conference on Analytical Chemistry and A p p l i e d Spectroscopy held February 2 7 to March 2. A condensed version of the talks by four speakers is the subject of this month's Report for Analysts.
»TiHE composite picture of the modern J- industrial spectroscopist shows t h a t he is a versatile individual with respon sibilities ranging from basic research to process control. His interests also extend beyond his immediate job and result in contributions to t h e advance m e n t of t h e profession. T h e spectroscopist, as seen b y a prac ticing member of the profession, is a key m a n in m a n y industrial efforts. H e serves as a research worker seeking new methods and techniques and new instru m e n t a t i o n ; as a development worker with interests in process development a n d pilot plant control; as a production m a n concerned with process control; a n d as a scientist contributing t o t h e pool of fundamental knowledge. T h e spectroscopy laboratory, in the opinion of the head of the department, assumes wide responsibility for bringing powerful tools to bear on all phases of t h e company's activities; combines re search a n d service operations; has ex perts who are enthusiastic supporters for the application of each method and experts in the instrumentation for each m e t h o d ; keeps communications open
between t h e spectroscopy laboratory and those utilizing its services; and has personnel of high scientific caliber who are encouraged to do professional work. To t h e research director, a versatile spectroscopy analysis laboratory is an integral and essential p a r t of the com p a n y ' s research and development pro gram. Spectroscopy offers accuracy, thoroughness, and speed of analysis and m a n y advantages over conventional chemical and physical methods. T h e research director has m a n y responsi bilities in organizing a spectroscopic group, acquiring new instruments, allo cating time to fundamental spectro scopic research, maintaining close liai son a n d communications between t h e spectroscopists and other d e p a r t m e n t personnel, evaluating spectroscopy as a n analytical and research tool, and pro viding incentives and rewards t o the spectroscopists. I n trying to keep abreast of the indus trial research m a r k e t needs, the instru m e n t manufacturer has some difficult problems. H e m u s t project estimates, often on the basis of limited m a r k e t re search data, of the needs for new,
F*^ Coggeshall
VOLUME
Lumpkin
2 8, N O .
Wright
Field
11, N O V E M B E R
Cofvin
1956
costly instruments. To get into pro duction as rapidly as possible, he has to decide a t w h a t point he m u s t freeze his design. I n making decisions he re lies t o considerable extent on reactions of regular customers to new items. I n an era when t h e t r e n d in instru m e n t a t i o n is toward widening the scope of jobs done by instruments, the instru m e n t manufacturer faces t h e problem of building ever more complex a n d costly instruments. Because of large capita] investment requirements, he m u s t be selective in the projects he can undertake. He also has to produce, sell, and service his standard items. H e must also provide parts, service, and consultation quickly a t the lowest possible price to customers in a wide area. H e has t o educate his customers t o t h e need of keeping spare p a r t s on h a n d and to learn t o do routine main tenance and repairs. A Spectroscopist Views Spectroscopy T h e spectroscopist in industry plays a dual role: research and development
The Symposium on Management Problems in Spectroscopy was headed by Norman D. Coggeshall, Gulf Research and Development Co., then chairman of the Spectroscopy Society of Pittsburgh. The four speakers covered various aspects of the topic, "Optimum Utilization of Spectroscopy in Industrial Research." Speakers on the panel were: Η. Ε. Lumpkin, Humble Oil and Refining Co., who discussed the practicing spectroscopist's view; Norman Wright, Dow Chemical Co., the department head's concept; H. W . Field, Atlantic Refining Co., the view point of the research director; and H. F. Colvin, Consoli dated Electrodynamics Corp., the instrument manufacturer. 7A
Ultramax
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The modern spectroscopy laboratory is characterized by a wide variety of instruments. These may include emission spectrographs, x-ray and electron diffraction, spectrophotometers, mass spectrometers, electron microscopes, x-ray absorption, and fluorescence, radioactive tracers, microwave absorption spectros copy, nuclear and electron paramagnetic resonance, neutron activation, and diffraction, and γ - r a y spectroscopy
leading to new methods and new tech niques of analysis and analyses them selves. In small companies, manpower limi tations result in the spectroscopist's performing both functions. In larger organizations, research and analytical service functions are usually separated. The research spectroscopist does, how ever, work on analyses of difficult or unusual samples. In spectroscopy, as in other instru mental methods of analysis, the spectros copist must be aware of not only the potential but the limitations of this technique. Another important responsibility of the spectroscopist is that of anticipating analytical requirements arising from development of new products and new processes. He should also contribute to the planning and coordination of re search. The spectroscopist should also follow a program of reviewing critically meth ods in use in both research and routine analyses with the objective of improv ing methods or replacing them with new methods and new instruments. The spectroscopist whose efforts are centered primarily on research should provide advice and consultation to those in the service laboratory. He should also provide well organized and clearly written procedures on new analytical methods as they are made available for routine laboratory use,
His responsibilities do not end here. The spectroscopist should keep in touch with the research on the company's new products and processes, so that he can be of assistance to the research chemists and chemical engineers. By attending seminars and studying reports relating to these activities, he should be in a position to make helpful suggestions. As a scientist, the spectroscopist also has a broad responsibility to his pro fession. He should, consistent with company policy and budget consider ations, conduct fundamental research and publish results of his research. He should also take part in the activi ties of professional societies on both a local and national level. The Department Head Views Spectroscopy
In considering the role of spectros copy in industrial research, the depart ment head must first define the area of interest of the spectroscopist. Even a broad definition such as "interest in measurements and calculations based on the physical properties of individual atoms and molecules" may be a bit narrow. The interests of the spectroscopist include not only instrumentation di rectly related to this field, but also re lated instrumentation. It may be said, therefore, that the spectroscopist is A N A L Y T I C A L
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In addition t o a host o f instruments directly connected with his field, the spectroscopist is also interested in chromatography, electronic computers, and punched card machines interested in: emission spectroscopy in the visible a n d ultraviolet range, a field which opened more t h a n 30 years ago; x-ray diffraction, also several decades old; spectrophotometry first i n t h e visible a n d ultraviolet range a n d more recently, infrared; mass spectrometry; electron diffraction, electron microscopy, a n d x-ray absorption. Within the past decade applications of radioactivity including tracer research a n d use of /3-rays, came on t h e scene. Still more recent additions a r e x-ray fluorescence, microwave absorption spectroscopy, nuclear a n d electron paramagnetic resonance, neutron activation, 7-ray spectroscopy, a n d neutron diffraction. I n addition t o these 18 methods, t h e spectroscopist is interested in various forms of physical separation techniques, particularly vapor phase chromatography a n d especially in electronic computers and punched card machines. T h e size a n d operations involved dictate which of these methods a r e r e quired in a n y given laboratory. I n a company with a broad interest in organic a n d inorganic chemistry a n d metals, most of t h e methods a r e used, even t h o u g h all t h e instrumentation involved is not in spectroscopy laboratory. W i t h a wide variety of powerful i n struments a t his command, t h e spectroscopist should accept a broad r e sponsibility in bringing these instruments into play wherever applicable. This m a y involve fundamental r e search on new methods, development of new techniques with existing methVOLUME
ods, and development and construction of new instruments when necessary. These methods should be applied t o basic research problems, problems of a trouble-shooting n a t u r e encountered in laboratories a n d plants, a n d general and routine analyses. F r o m a n organizational viewpoint, i t is desirable t o p u t routine a n d control work in a separate laboratory. T h e spectroscopy laboratory should be responsible for seeing t h a t process control instrumentation, such as directreading spectrographs a n d continuous plant stream analyzers, are used where needed. T h e spectroscopy laboratory should also make available t o the research and plant control laboratories technical knowledge concerning spectroscopic equipment which m a y be of aid t o these units. T o function effectively, from t h e d e p a r t m e n t head's view, t h e spectroscopy laboratory m u s t be on a n equal level with other research a n d chemical analytical laboratories. I t should also be as close as possible t o production plants a n d other research laboratories. W i t h i n t h e spectroscopy laboratory itself, m a x i m u m benefits are attained if each t y p e of spectroscopy is in t h e hands of a n expert. T h e expert in t u r n should be enthusiastic a b o u t his particular method, and a firm believer t h a t his method h a s n o t y e t reached t h e final degree of usefulness. ; T h e personnel make-up of t h e spectroscopy laboratory in general calls for a ratio of two chemists a n d physical cliem-
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REPORT FOR ANALYSTS ists to one physicist, electrical engineer, or mathematician. A setup which provides instrumentation experts for each method rather than a single instrumentation group for the whole laboratory is preferred. This gives two experts on each method, one on application and one on instrumentation. Each scientist, however, must know the capabilities of all the different methods in the entire laboratory. The spectroscopy department must "sell" its services to the rest of the company. One effective means is a booklet which lists, under each method, such items as field of application, state of samples, qualitative and quantitative use, amount of sample, time and cost of analyses, and principles of the method with illustrative examples of application. The "selling" campaign includes tours of the laboratory by new employees a few months after arrival, and lectures. Bulletins concerning new methods also help in the selling job. The best selling feature, however, is solution of day-to-day problems. To handle work efficiently within the laboratory, a system should be followed. In service work, which accounts for about half of the total manhours, those requesting analyses should discuss in detail their problems. The spectroscopy laboratory personnel then consider all appropriate methods. This requires that all laboratory personnel know the capabilities of different methods and new methods and techniques as they are developed. The spectroscopists must also recognize when analyses can be better handled by chemical than physical methods. Very often through handling service problems, the spectroscopist learns of the need for newer or better methods. The problems encountered by the research laboratories and plants often uncover need for fundamental studies which may indicate need for a completely new type of spectroscopy. Personnel requirements for a spectroscopy laboratory include top-notch technical training, creative ability, and ability to deal with others. These scientists have opportunities to do fundamental research and development and to publish technical papers and attend scientific meetings. To save scientists' time, instrument operation and routine analyses are assigned to technicians, where possible in separate control laboratories, and continuous analyzers and instrument automation are developed to eliminate routine operations. The department head feels that financial rewards for spectroscopists should be on a par with technical personnel in new product, research and development, production supervision, and new plant engineering.
Spectroscopy and the Research Director
Experiences during World War I I firmly established molecular spectroscopy as an essential element in progress in research and plant processing. The advantages—accuracy, thoroughness, and speed—give mass and optical spectrometers many advantages over more conventional chemical and physical methods. Other developments and refinements in this field are making these tools of ever-increasing importance, not only to the research chemist analyzing his reaction products, but to the chemical engineer in obtaining reliable control data for his pilot units. In obtaining maximum utilization of spectroscopy, the research director must consider \ r ery carefully: 1. Organization of the spectroscopic group 2. Acquisition of new instruments 3. Portion of spectroscopic work which should be devoted to fundamental research 4. Development of close communications between the spectroscopists and other departmental personnel 5. Evaluation of spectroscopy in the department 6. Incentives and rewards to the spectroscopists The details of these questions are left to the division head and spectroscopist, with the research director concerning himself with the broad aspects. Personnel in the spectroscopy laboratory consist of highly qualified scientists to develop techniques, instrumentation, and application, and technicians to do routine analyses. It is desirable to separate the fundamental work and routine analyses among different groups in the spectroscopy laboratory. The physical research group, for example, has physicists working on new designs of such instruments as infrared, Raman, x-ray diffraction and fluorescence, and the electron microscope. This group also makes basic studies with these instruments and does fundamental research utilizing them. Solid state physics investigations on catalysts and waxes are examples. The spectrometer analysis section has three groups responsible for analyses of samples by mass, infrared, and ultraviolet spectrometers. One group develops new anlytical techniques, another carries out the analyses, and the third computes results manually and on a high-speed digital computer. The chemical analysis section handles x-ray diffraction and emission spectrography. Solution of the complex problems ANALYTICAL
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arising from multiple research projects requires an adequate number of different instruments. While various spectrometers yield different types of information, they often supplement one another and often solve problems which cannot be handled by any single method. Instrumenting a spectroscopy laboratory can total a quarter of a million dollars or more. These high costs make it necessary for the research director to weigh carefully utility against cost. Many items, particularly auxiliary equipment such as recorders, tabulators, and high-speed computers, are desirable but may not show an economic saving. Providing satisfactory analytical service while keeping within a budget requires careful scrutiny of all proposed acquisitions. No generalities can be presented, as each laboratory has its own budget problems and specific analytical needs. Fundamental research to extend the applications of spectroscopy is essential if other research is to make satisfactory progress. All companies, large and small, should devote a part of their fundamental research effort to design, technique, and application of spectroscopic instruments. Such pioneering work often leads to more rapid and accurate methods for routine analysis and may lead to new concepts, as happened in the case of nuclear magnetic resonance. The research director must see that there is adequate communication between the spectroscopist and research personnel. Exchange of technical information and regularly scheduled meetings at all levels are effective means. Typical examples are management level meetings several times a week, separate progress report sessions once a week, monthly symposia on completed research, and general information meetings for technical personnel, analytical personnel, and spectroscopists. Exchange of information is often extended to other departments, including manufacturing and sales. Evidence of the successful interchange of ideas under such a program is indicated by the fact that coauthors of analytical papers are often members of other divisions of the research department. The interchange of information may be extended further by encouraging personnel to attend and participate in national meetings of the professional societies and by having adequate library and abstracting facilities. The portion of.the research and development budget to be allocated to molecular spectroscopy is determined by relating this effort to all other activities. The value to research personnel ANALYTICAL
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of the spectroscopy operations is one of the major factors in support of de mands for additional manpower and facilities. In general, over the years, the ratio of spectroscopists to total departmental technical personnel is fairly constant. Spectroscopy oper ations may be further evaluated by con sidering the number of samples ana lyzed, the portion of analytical problems solved by spectroscopy, and the number of new instruments and methods de veloped. The role of the spectroscopist is so important that many efforts are made to maintain his interest in the work. This is done by encouraging him to publish results of work, to present papers at national meetings and departmental meetings, to work on projects where individual aptitudes are best utilized, to work with maximum freedom and minimum supervision, and to assume additional responsibilities, and by giving him adequate compensation. The Instrument M a n u f a c t u r e r V i e w s Spectroscopy
Measuring something never measured before, measuring things more accu rately than formerly, and making routine measurements accurately, quickly, and economically are among the challenges faced by the instrument manufacturer in meeting needs of the industrial re search market. Research implies forward thinking and exploration of new frontiers. This in turn often requires new instruments, ones providing more precise results, and proved, reliable instruments. In addition to meeting these needs, the instrument manufacturer must supply such services as operating and maintenance instructions, repairs, parts, and consultation service. Service operations, which involve maintaining an organization to supply parts and service by experts, are very costly for the instrument manufacturer. Many of these operations are conducted on a break-even basis. Service is also costly for the user. It is to the user's advantage to utilize his own personnel for the more routine repair and maintenance problems. In many cases, laboratories fail to set up a schedule of preventive maintenance and inspection and also to keep an adequate stock of replacement parts on hand. Lacking this foresight often causes prob lems for both the manufacturer and user of the instrument involved. It is well to remember that produc tion of small quantities of close toler ance parts is a craftsman's job and not a mass production operation. Another problem that arises is the need to make changes in new instruANALYTICAL
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ments based upon results obtained with the initial prototypes. To reduce the time between the initial models and the production lots, designs have to be frozen, however. If designs are not frozen, the time required for a return on the investment in a new instrument is prolonged. Many times the invest ment in developing, drawing, making prototypes, tooling up, and training may exceed half a million dollars. The need to get production models out as soon as possible arises from the fact that the state of the art and the market demands move ahead rapidly. The need has to be met while it exists. Trying to determine whether to start development of a new instrument is a problem facing instrument manufac turers. Forecasting industrial needs in the instrument field is far from an exact science. A systematic study of the market potential, competition, and de velopment, engineering, manufactur ing, sales, and service costs helps make a decision. Market studies also give advance indications as to capital requirements needed. This is an important factor in avoiding undertaking too many proj ects at one time for which funds are not available. The biggest guess in product planning is rate of sales and total number of sales. Ultraconservative forecasting often is not too helpful. The most accurate sources of infor mation on which to base estimates come from regular customers. These poten tial users can tell (1) whether they would be interested in buying a particu lar instrument if it were available, (2) a reasonable price, and (3) jobs which would be handled with the instrument. This gives some idea as to the poten tial sales from regular customers and ideas as to sales to companies in similar activities. From answers to these ques tions, the instrument manufacturer gets ideas concerning the most important performance characteristics desired and how to compromise flexibility against simplicity and low cost. Potential users are also asked whether the instrument would be primarily a labor-saving device, whether it would be used to do something that could not otherwise be done, whether they would buy it only during periods of expansion, and what instruments or methods it would replace. Other such data are confidential but useful to both the user and manufac turer of the instrument. The trend in instrumentation today is toward widening the scope of jobs instruments do. Instruments today are used for many other functions than measuring. For example, a few years ANALYTICAL
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REPORT FOR ANALYSTS
KEEP YOUR MERCURY CLEAN BY THE
This radical improvement is a fast, economical method of purifying mercury for any laboratory or plant. The motor-driven OXIFIER separates by air oxidation the dissolved base metals from the body of contaminated mercury. (2 to 4 hrs. per 25-lb. batch.) The TYPE " F " FILTER removes the resulting oxide-dust and scum, as well as water, oil and all other floating materials, leaving the mercury bright and lively with a mirror-like surface. (25 lbs. per 6 min.) This OXIFIER-FILTER process renders lowcost prime virgin or accumulated scrap mercury equal, and in important respects superior, to expensive triple-distilled. It is entirely suitable for use in meters, instruments and electrical apparatus. Also available: Large Industrial and Small Sets. No. 54. OXIFIER, 25-lb. capacity $210.00 5-lb. " 92.00 150-lb. " 660.00
Write
for Catalog
FILTER, Type F " G " H
$60.00 22.00 160.00
Bethlehem Apparatus Company 810 FRONT ST., HELLERTOWN, PA. For further information, circle number 18 A-1 on Readers' Service Card, page 79 A
ago instruments provided an analog output such as meter reading, chart deflection, or exposure on a photographic plate. By combining this information with calibration data, the computation could be made for the analysis. In this case, there was a human link between the instrument and computing equipment. Today, this link is being eliminated. A simple example is a digital rate meter. Instead of an analog output indicated by a scale deflection, it gives a reading in digits or a reading typed on an electric typewriter. The trend now is toward even more complicated systems. Automatic equipment, for examples—even automatic sampling equipment—is being combined with the basic analytical instruments. While it is possible for a user to secure individual components and combine them to accomplish the automation desired, the result often is a Rube Goldberg creation which needs modification. Creation of a special systems division by the manufacturer helps alleviate this situation. In special cases, the instrument manufacturer will combine all the needed elements to do a specific job, regardless of who makes the component. Through this means, the instrument manufacturer feels that he will know which systems will become popular and which can then become standard products. The instrument manufacturer often finds that the progress he makes in one field often puts him ahead in other, entirely different fields. Conclusion
T h e new NALGENE | H H | funnels are made in exactly 60° cones. Notice the 58° inner ribbing that assures rapid filtration. T h e outer ribbing allows air release when used directly on a container. Molded from linear POLYETHYLENE for higher tensile strength, greater rigidity, a n d high temperature resistance, here is in fact
the first series of Plastic Funnels designed specifically for Analytical Chemistry The At Laboratory Supply Dealers
Everywhere
In the modern industrial research laboratory, the spectroscopist, with his wide array of complex instrumentation, is recognized as a key person. The department head, the research director, the instrument manufacturer, and the spectroscopist himself, are all in substantial accord as to the role he plays. In brief, the spectroscopy group performs routine analyses, provides process control instrumentation, and aids in process and product development, and in coordinating basic research on instrumentation. The spectroscopist is expected to work closely wTith all groups needing spectroscopic service and technical advice. He is also expected to be active in professional groups in his field and to contribute to the advancement of this science. In terms of status in his company and financial rewards, he ranks with technical personnel in new products, development, production supervision, and new plant engineering.
NALGE CO., Inc.
Catalog Number 1235 [ H H ] R O C H E S T E R 2, N E W Y O R K 75 90 100 160 55 65 I.D. at top m m 35 Stem length m m 50 60 65 75 90 100 125 For paper dia m m 55 90 110 125 150 185 240 Number in each case . . . . 36 36 36 36 24 24 12 Price each 26 .30 .35 .48 .62 .76 1.60 Less 10% in case lots, less 15% in assortments of 5 cases. For further information, circle number 18 A-2 on Readers' service Card, page 79 A
18 A
ANALYTICAL
CHEMISTRY
