Management Problems in Spectroscopy While the work 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
work, as seen by the department head, the research director, the instrument manufacturer, and the spectroscopist himself were the subject of a panel
disc:usssion on Management Problems in Spectroscopy at the Pittsburgh Coriference on Analytical Chemistry and Applied Spectroscopy held Feb _-'ruary 27 to March 2. A condensed version of the talks by four :t of this month's Report for Analysts.
T HmuuDbllrrl E ~ p ~ G ~ l u n G u p lulluwu ~u he is a versatile individual with responsihilities ranging from basic research to process control. His interests also extend beyond his immediate job and result in contrihutions to the advancement of the profession. The spectroscopist, as seen by a practicing member of the profession, is a key man in many industrial efforts. He serves as a research worker seeking new methods and techniques and new instrumentation; as a development worker with interests in process development and pilot plant control; as a production man concerned with process control; and as a scientist contributing to the pool of fundamental knowledge. The spectroscopy laboratory, in the opinion of the head of the department, assumes wide responsibility for bringing powerful tools to hear on all phases of the company's activities; combines research and service operations; has experts who are enthusiastic supporters for the application of each method and experts in the instrumentation for each method; keeps Communications open
Coggerhall
Lvrnpkin
Wright
:en the spectroscopy laboratory uhose utilizing its services; and has personnel of high scientific caliber who are encouraged to do professional work. T o the research director, a versatile spectroscopy analysis lahoratory is an integral and essential part of the company's research and development program. Spectroscopy offers accuracy, thoroughness, and speed of analysis and many advantages over conventional chemical and physical methods. The research director has many responsibilities in organizing a spectroscopic group, acquiring new instruments, allocating time to fundamental spectroscopic research, maintaining close liaison and communications between the spectroscopists and other department personnel, evaluating spectroscopy a8 an analytical and research tool, and providing incentives and rewards to the spectroscopists. I n trying to keep abreast of the industrial research market needs, the instrnment manufacturer has some difficult mohlems. He must vroiect estimates, bften on the hasis of limited market research data, of the needs for new, auu
Field
Colvin
V O L U M E 28, NO. 11, N O V E M B E R 1 9 5 6
costly instruments. To get into production as rapidly as possible, he has to decide a t what point he must freeze his design, I n making decisions he relies to considerable extent on reactions of regular customers to new items. I n an era when the trend in instrumentation is toward widening the scope of jobs done by instruments, the instrnment manufacturer faces the problem of building ever more complex and costly instruments. Because of large capital investment requirements, he must he selective in the projects he can undertake. He also has to produce, sell, and service his standard items. He must also provide parts, service, and consultation quickly at the lowest possible price to customers in a wide area. He has to educate his customers to the need of keeping spare parts on hand and to learn to do routine maintenance and repain 3.
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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. Tne four speakers covered var:ous aspects of the topic, "Optimum Utilization of Spectroscopy i n Industrial Research," Speakers on the panel were H. E. Lumpkin, Humble Oil and Refning Co., who dircmed the practicing spectroscopist's view; Norman Wright, Dow Chemical Co., the deportment head's concept; H. W. Field, Atlantic Refining Co., the viewpoint of the research director; and H. F. Colvin, Consolidated Electrodynamics Corp., the instrument manufacturer.
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REPORT FOR ANALY
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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 spectroscopy, nuclear and electron paramagnetic resonance, neutron activation, and diffraction, and y-ray spectroscopy
leading to new methods and ncn techniques of analysis and analyses themselves. I n small companies, manpower limitations result in the spectroscopist’s performing both functions. I n larger organizations, research and analytical service functions are usually separated. The research spectroscopist does, however, work on analyses of difficult or unusual samples. I n spectroscopy, as in other instrumental methodsof analysis, thespectroscopist must be aware of not only the Doteutial 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 reT h e Ultramax chromatography search. column has been enthusiastically The spectroscopist should also follow receivedin many laboratories. Here a program of reviewing critically methare only a few good reasons why ods in use in both research and routine users prefer them. Write today for ....r - analyses with the objective of imnvovcomplete information a n d prices. ing methods or replacing them with new Io fact, contact Fischer & Porter methods and new inst.ruments. The spectroscopist whose ef ,first €or all precision glass. centered primarily on research should provide advice and consultation to those in the service laboratory. He should also provide well organized and clearly and PORTER C0.LA,067 written procedures on new analytical methods as they are made available for 1616 COUNTY LINE ROAD. HATBORO, PA. routine laboratory use. Circle NO. 8 r\ 01 Readers’ Sewice Card, page 19 A
FISCHER
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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 he in a position to make helpful suggestions. As a scientist, the spectroscopist also has a broad responsibility to his profession. He should, consistent with company policy and budget considerations, conduct fundamental research and publish results of his research. He should also take part in the activities of professional societies on both a local and national level. The Department Head Views Spectroscopy
‘
In considering the role of spectroscopy in industrial research, the department head must first define the area of interest of the spectroscopist. Even a . . . broad didinition such as “interest in measurernents and calculations based hysical properties of individual auuLLLu a d molecules” may be a hit narrow. The interests of the Spectroscopist include not only instrumentation directly related to this field, but also related instrumentation. It may be said, therefore, that the spectroscopist is ANALYTICAL CHEMISTRY
REPORT FOR ANALYSTS
FISHER MORTAR GRINDER
INUOUS UDING
In oddition to o host of instruments directly connected with his field, the spectroscopist is also interested in chrornotography, electronic computers, and punched card machines
interested in: emission spectroscopy in the visihle and ultraviolet range, a field which opened more than 30 years ago; x-ray diffraction, also several decades old; spectrophotometry first in the visible and ultraviolet range and more recently, infrared; mass spectrometry; electron diffraction, electron microscopy, and x-ray absorption. Within the past decade applications of radioactivity including tracer research and use of prays, came on the scene. Still more recent additions are x-ray fluorescence, microwave absorption spectroscopy, nuclear and electron paramagnetic resonance, neutron activation, y r a y spectroscopy, and neutron diffraction. I n addition to these 18 methods, the spectroscopist is interested in various forms of physical separation techniques, particularly vapor phase chromatography and especially in electronic computers and punched card machines. The size and operations involved dictate which of these methods are required in any given laboratory. In a company with a broad interest in organic and inorganic chemistry and metals, most of the methods are used, even though all the instrumentation involved is not in spectroscopy laboratory. With a wide variety of powerful instruments a t his command, the spectroscopist should accept a broad responsibility in bringing these instruments into play wherever applicable. This may involve fundamental research on new methods, development of new techniques with existing meth-
ods, and development and construction of new instruments when necessary. These methods should he applied to basic research problems, problems of a trouble-shooting nature encountered in laboratories and plants, and general and routine analyses. From an organizational viempoint, it is desirable to put routine and control work in a senarate laboratory. The svectroscovv laboratorv should he responsible for'seeing that process control instrumentation, such as directreading spectrographs and continuous plant stream analyzers, are used where needed. The spectroscopy laboratory should also make available to the research and plant control laboratories technical knowledge concerning spectroscopic equipment which may he of aid to these units. To function effectively, from the department head's view, the spectroscopy laboratory must he on an equal level with other research and chemical analytical laboratories. It should also he as close as possible to production plants and other research laboratories. Within the spectroscopy laboratory itself, maximum benefits are attained if each type of spectroscopy is in the hands of an expert. The expert in turn should be enthusiastic about his particular method, and a firm believer that his method has not yet reached the final degree of usefulness. The personnel make-up of the spectroscopy laboratory in general calls for a ratio of two rhemists and physical chem-
V O L U M E 28, NO. 11, N O V E M B E R 1 9 5 6
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Offices: New York, Chicago, Philadelphia, Boston and other principal cities Circle No. 10 A on Readers’ Service Card, page 79 A
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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 \Tar I1 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 ovei 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 reeearch 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 very carefully: 1. Organization of the spectroscopic group 2. Acquisition of new instruments 3. Portion of spectroscopic ryork which should be devoted t o 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 apectroscopy laboratory. The physical research group, for example, has physicists working on neiv 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 CHEMISTRY
For further information, circle number 11 A on Readers’ Service Card, page 79 A+
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CHROMACONS
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