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Anonymous Poster #1

Ethics, Strategy, Value Engineering, Greed

03/20/2011 12:54 AM

I have been closely following discussions on following link related to Nuclear disaster in Japan.

http://cr4.globalspec.com/thread/66995?frmtrk=cr4sd#newcomments

I wish to draw attention to some engineering issues.

  • Japanese had to grope in dark in the power plant as there was no emergency supply!!!
  • The spent rods are kept close by and cooled by water, pumping etc doen by electricity generated from the same utility. Now that power generation itself has come to stand still, there is no cooling and there are other dangerous consequences.

Long back Japanese copied western technology and brought out cheaper products, basically by value engineering and cutting on margins of safety. I purchased the first Maruthi car way back in 1984. The sheet metal used for the car was so thin, that anyone could cause a dent by gently pressing with a finger against the door. This was not possible with any of the cars in the market then. They had introduced 3 cylinder engines against 4 cylinders in existing cars. Now Nano car has 2 cylinders - copying Japanese concept.

Philips introduced CD which needed lasers to write on to it- basically aimed at reducing music piracy as all tapes were magnetically written. Japanese launched CD writer and made it openly available. Music piracy thrives even now.

Japanese introduced 100 CC two wheelers as against 150 CC vehicles in industry then. In reality, these vehicles are good on flat roads, but lacked pulling power of 150 CC engines on rods with even slight gradient. Now the trend is back to 150 and 250 CC etc.

Japanese introduced two wheelers with tremendous acceleration. It is a nightmare for pedestrians to cross the roads- especially in a city like Pune, India where there are no traffic lights for pedestrian crossing.

Who introduced the Xenon head lights for 2 and 4 wheelers? These are banned in developed world as the hurt / blind the oncoming vehicles/ pedestrians. But in India, though it is legally banned, you can always launch such vehicles with factory fitting for young careless to purchase for a price.

Launching of I-phones was another controversial issue.

How do companies look at ethics, value engineering, cost cutting, Con the less knowledgeable common man? What kind of advertising companies carry out ad campaigns to support such products? Do they have a code of ethics of their own or everything is thrown to winds- it is purely greed for money!!!! Somethings like this been bugging me- but what is the solution?

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#1

Re: Ethics, Strategy, Value Engineering, Greed

03/20/2011 1:59 AM

WTF?

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#6
In reply to #1

Re: Ethics, Strategy, Value Engineering, Greed

03/20/2011 1:53 PM

I'm with you on this. Pure gibberish!

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#2

Re: Ethics, Strategy, Value Engineering, Greed

03/20/2011 5:59 AM

Greed has overpowered ethics. There is no more ethics in the world.

Lawyers and accountants have seen to it.

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#3

Re: Ethics, Strategy, Value Engineering, Greed

03/20/2011 7:25 AM

The TEPCO power company did not anticipate the loss of their backup power.

After the tsunami, everyone was in shock, including the plant workers. This is the worst state of mind to try to overcome an unforeseen problem, when you are reeling from the shock of a disaster, worrying about your home, family, friends etc etc.

There are people (usually military) who are trained and hand picked for their ability to respond creatively and decisively in the worst circumstances. But even if TEPCO had someone on staff with those characteristics, there is no guarantee that they would be in a position to lead the decision process or marshall the resources needed for an effective response.

The jury is still out on that matter, whether TEPCO made the best decisions possible under the circumstances. The workers who have exposed themselves to radiation to do what must be done, are heroes.

The reactor was designed by GE, not by the Japanese. This design was criticized back in the 70's by experts who believed there was a 90% chance of meltdown in case of a systems failure because the containment is weak. However the company insisted it was only a 10% chance of meltdown. Commerce won out over safety concerns, and the design was approved, implemented and reactors sold.

In the case of TEPCO, the space-saving features of the design were probably seen as important because of the intensive land usage in Japan. This doesn't mean that they didn't care about risks, but when you are faced with a choice and it affects the bottom line and feasibility, will you believe the company's assurance of safety, or the critics? In the present case, three of six reactors are in trouble. That's 50%, effectively split the difference between the company and the critics to get a true risk value. Who is at fault for the risk assessment?

The Japanese ethic in design which you discuss is parsimonious. There is nothing wrong with the principle unless it comes to the point where safety and utility is compromised. Yes, there was questionable product after the second world war, and the label"made in japan" was a stamp of poor quality. But this poor management did not persist. In the present era the Japanese produce a lot of great products of very high quality, and are in demand worldwide.

Nowadays, producers everywhere are looking for that parsimonious sweet spot, where a 'leaner' use of resources can be implemented without compromising utility and safety. However, it goes without saying, that nuclear reactor containment is not on the table for a "leaner" scene, and never should have been.

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#4
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Re: Ethics, Strategy, Value Engineering, Greed

03/20/2011 9:22 AM

I don't like your statistical take, it is misleading.

"The reactor was designed by GE, not by the Japanese. This design was criticized back in the 70's by experts who believed there was a 90% chance of meltdown in case of a systems failure because the containment is weak. However the company insisted it was only a 10% chance of meltdown. Commerce won out over safety concerns, and the design was approved, implemented and reactors sold."

How many of these were built and how many have suffered meltdown? This may be the first. You then go on to say that in the case of TEPCO, it is three out of six, 50%. TEPCO runs fifteen BWRs. At best, so far, they are partial meltdowns, not of the catastrophic type that burns it's way through to China.

Neither Chernobyl nor Three Mile Island were BWRs.

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#5
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Re: Ethics, Strategy, Value Engineering, Greed

03/20/2011 10:34 AM

The risk assessment figures from the 70's are quoted from a New York Times article. As for the number of reactors, I don't know of any other than the six in question, actually affected by the tsunami.

You say they have 15 in total. Please correct me if I'm wrong, and give the true number of reactors that suffered systems failure because of the tsunami.

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#7
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Re: Ethics, Strategy, Value Engineering, Greed

03/20/2011 6:46 PM

Actually, I might have to revise that statistic, since according to this article, three of the six reactors were down for maintenance at the time of the quake.

Looking more like the 90% risk is the most accurate.

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