Avoid TheseCommon MistakesIn Facility Design

Most problemsshare one or

more oftheseten common

denominators.Here's how

to prelJenl suchproblems.

Willilm L Reewes.ESllnc. 01 Tennessee

0111,' cannOi spend o\'er 20 yearsin the planning. design. andconstruction of steam and co­gcncr.lI;On fa<;ililies without

seeing projects begin and e\'olve in nlanydifferent ways. l'rojeclS seem [0 eitherrun like a Walch. or be a model fordcnJ(}flSu'lling most of Murphy's Laws.This is true for many Olher Iy~ ofchemical process indlL....ries (CPI) fadli­lies as wdl.

Many of the problems thai plague lhe!;c

5IXmingly ditrlCult projects appear to beIOOl:cd in "'isukes th::sJ. are .datal by a fl::'N

oommon dcnominalors. For example•• '01'0

famili3f phntses have become IXlf1 of oure'''Cf)'tby mcabulary. When someone: ia)'5

-I need it )"CStenby!.- a m'id mernal pic­Iun: appears that Iells us iI normal oouocof evClltS is IlOII S3lisfaetory bocause lhisproj«t is a1tI:ady behind schedule. Andwe'\'e all seen the canoon of 5CVa31 fllCalaughing wilh 11M: caption "You wanl i.when?!" Both of these phrd.'ie!l indic-"lethal schedule probkms exist that are mostlikely a direcl =011 of lack of planningand a SObSI:<IIN:nl lJte project st:01. Thisand Ihe remaining 0011"'1011 denominmOfS.which are undoubtedly equally familiar,are lisl~'d in the box on the nexl page.

ReaJing that lisl probably scnt you on atrip down metTlOr)' lalle. Or po:ssibly thetrip scem.:d more like a violent muggingin a d.1rJ( alley.

This anicle presents our obsl.'l'WI;onsand experiences on why these mistalcshJPPCn and the prtlblems they ~"'e.

M~ importantly, il proVlOCs guiWnc1:: onhow 10 a\"Qid these conunon mistakes..

Some of the cxJmples deJI wilh steam Jnd!XJWcr plams, but the priociplcs apply juslJS wcll to virtually all CPI facililies.

Schedule delaysAs mentioned earlier, when someollC

say.s they "need il yeslerday:' schedule isalready a p•.,blcm. E"en before the pr0­

ject gelS S1ar1l"d. sch.:dule problems existIhat precltKlc a normal or optimal COUI'lllC

of C'O'ents bringing about satisfactoryoomplc'tion.

By far. the II105l fmjuenl mislakc:~ing a l:lle st:lrI is failWl' 10 begin en\'ifQll­mental pmnining early enough. In onJer10 apply for an environmental oonsuuctionpennit. the pcrf~ of a boiler sys­!C1lI. including $learn conditions.. c;apacily.fuels fired. nlle-gas weights. and so on.muSl be est:lblished TiJMly ....uipmenl se­lections an: often not made because of lhebelief lhat equipment need only be selccl·ed in lime 10 meet the del;\"et)' require­nlC'nlS 10 satisfy the COIl.'\t1ll<.1ion schedule.SUbseqllCntly. when the project gets the"go-:lheJd" decision. the equipment has 10

be hurriedly selected in order 10 complelcthe environmental penni! application. Theproblem now is Ihat the pennit pRlees.swkes far longer thJn the engineering re­quirccl to begin sile worJ( and foundJliom,constroctioo.

Many people are not aware that fedo.:r;lIlaw prohibits any pennanent ~'OIlstruetion

3l.1ivitic:s umil the construelion pennit isreceival. A 'ubsequcnt deby in beginningconcrete anti site ..."01'1;:: resullS in a IQl:IIprojc:l;t §Cbeduk: conlpre:Won. An initialdelay in submining a permit application is

54 • MY lB· ataICAI. EHGINE£IIHG I'lIOGlIESShttp://engineering.forumotion.info/

The 10 most common mistakes in thedesign and construction of facilities.

1. , .... i1..-Hyl. or ""Too _ C""""n- WIly don Ihos _10 be 1M __ ,Idlt<

....1M_~?:z. "Old, C,,_ .... analNrS2O?".·1 dOM' 1.Mw , C__"'l· How don a~nbo.d budttl .. dill~ II a ptOIKI "" bt!ng a sa;. dift of ...NIl .-:IWit.... Ihe "?

1 "llf, u" good or So-and·So. TMy~ almIoI bR lbout ..t<YIfIing: You -..Id not '10 111a lIfIl"~ ptlClltlOlllt< II rou nelldad OlleR llean su'o.,.,.

4. -I Illonk~ should uH IIYl CO. l>eUUH ll>ty'tt biQglf end hi.. mort ,no...ctl: Tileylion' 0111"'1' bO;gtr lII,n Ihl ttOo..IIlO",IRJl\IRI-IROUllh noel?

5. ·Surl WI Cln do tlll1- no p,at>ltmt· SOIIn<I the IllIm Ind flin til, big red fllg. 11'. ttl ,JOIIgh ,ida ahead.

I. -Soundi grin Givl ml one 01 rhon, InC w, need IU those opllons you mentioned:[quipmlnl is usull~ clplbt. of Plrforming whit it. Ol,g,nll dnign inluMed; thoIPIIlitOlioollS mOlt ollen tho proiJl...,

7. -w.'. work Oullhose del.ill in rlllf'lld: /l,ght' £X.tl~who IS til,. "wi- In\'WIY?•. ·h'. lilt. job hi worry lbou'lhl~ not OIl..." W. YOU' bOil It'" WJIh you IIrer ...t\t<I

lIfalll_ abouncl?t. "You cln PlY_'- or PlY .. lit..: The ,hIrty liNt Iht ...kll.re ...... ...,...,th..

oil fiII..1 tt~

III ·r.... II wboI '/'011 _ WIfI'••W or -w. _ ..... II couAd do lhtt,- wtIy II C",t '/'011~__ lIbow and lItyand dol c.. II duty and llooc_ $Ill tIWIU """',,, a...,

• 1:;1:'''' I. PrMIK,,1 '"g"."riIU i.. III, ul«lioft "M applK"'Um "f ...,.i,....'..1......,/im;""I, DptI'fJ/i..g ,,"" "''';''''''''''U probl,ms,

If someone :lS~....1you 10 give Itw:m aIJudgct pricc of a homc, il is impossi­ble 10 do '" wilhoul a comprehensivcuooers/anding of what lheir c~pcclrr·

tions an.: ;n a pcl'1'on;,1 rcsi,k:nl'e. One,k~ rlOI go 10 the ban~ 10 horrowfunds 10 build a IMltnc ooscd upon :I

hOOgel estimalC ..f SX peT square fOOl.Li~c:wisc:, 'lCant and powc. pn>jecISslMltlkI 001 be esIin\:lloo using SX per1IMIU'land pounds o( 'leam or ~ilo­

wans. The: SWAG (Scienlific WildA" Gues.') atlJllOOClt wilh adjUSt­mems '0 consider lTiajo," soopt' dif­ferenttS alll10Sl al.....ys I\$Ults in anunn:aliSiIc budgct - then: an: al....'3)'$

100 many ilems lhal ....'t:R: 001 properly_.A f:lr more dangerous 1If1ploxh 10

~Ial OOdgc1ing is It) baek<alculale11M: capilal requirel1ll:l11 10 meeI certainpro forma financial rcquircmc:n1S..Then. C\'efYtl'IIC goes 10 ...'Uft; 10 figure(JlI( hi.- K. build a ....vr1r:able sySlcm forlhal much <':lpilal. Thi., al'P"JllClt is 11<.11rl1m0I1 problem, p;lftlcularly in pri­Villcly dc:.-elop.-d Ihird-p.lny projccu.Althouglt projcct~ can be t:ti1t~ 10Illeet budg...1 lI.'quircmcnrs, <.....rtain ob­jccli>'..., alit! swndards IIlU,t he cSlab­lished IJtofort' the design and pricingstan. TIlen, onc mUSl e~cn:ise disci­pline 10 .....sisl lllC lcmpl;nitln 10 addoos!s ...·irh marginal benefits ..... elimi·nalc <.1."tly hut critical Ctlrl1roncnls.

If you .....anl an :lCCUr~IC budge!.)'()UItaw 10 perform SOI1lI: ba.<;ic minimumengineering 10 accurately dc:tcnninelhe emi.... pn>jl"CI scope and price. Youshould usc 11 SOtIm: .....It" has aperi·eOCt: 3SSC"11lbling c:omprdlc:nsive de-

cuus.: other pmbk:ms. such a.~ crclJibil­ily of fuwn: approprimion r':'lue.sts,dcpri>';llion of capilal for ;lI101her nil;­cal area nf Ihe business, and ~(l nn,Thercfoo:, lhe dilemma alway.s existsth:,l a C:l1"131 blldgcl ""quesl mustc"...:r prob;,ble c....lIingencies yet n....go O\'Crbo;mi.

Wilh Ihat b'OOl in mind. il rcally isquile .•illlple 10 det'''''' lI"w you anl\'CaI StICh a figure. One muS! undcr.;tandCQlnplcldy rhe sl'l:citic projeel faluill:­mcms and lhen usc a compelenl ""Urccof COMin~ infc.malion 10 priI..... 1110: cn­li~ Syslem. piC('(: by pk<;oc:.

Underestimating costsTIIC neXl mistake may remind us of

lhe limes during our childhood yearswilen we cr~wk.-d back 10 our parentsto a.~k "Dad, ean )'<Ill spa"" aOOlhct'S20? I undcrwirnah:d wh:d. il \I.ouk!COS! 10 .. :'

Ceoainly any colllpany ...'OOldI'3thcr_a project come in undc. bud­ge! r:alhcr than O\'Cr budgel_ Rul gms.~.

Iy O\~imalin1! :I projo:fs COSIS can

u~lly compountkd by !he lack ofk_~ of lhe permitting ~.~time ~iremet'l.~ espoci:Illy for ~­lain Iypes cl permits sud! as lhosc reoquiring a Pre\~ntion of SigniflCaRl. De­lCrior.IIion (PSD) review.

When any lypo: of ap;ulSion '.major moxIiflCa(ion is;\l'llicip;Ked. il i.~

never 100 ~3fly to contact thl: Ioc3.I airpmnilling agency 10 Ilcgin di5CllSSionslIbouI your p;lfticular pcnnil mluirc­mems. In order to OIeet the Khedukrequircmems. you may Ita\l: 1o heginlite pennil process usin~ g~""ric infOI"matiOl1, inchlding perform;mce data,prior to management appro"'ll uf uprojel:1 til' t,nul equipmenl ~1"""li"n,

0l0CAI. ENGINE.EIllNG I'llllGRESS • JLU t!!I5 • 55http://engineering.forumotion.info/

ENERGY TRANSFER/CONVERSION

• "';,un 2. Ffli/un '0 bqin Mviro"Itt,,,lof/H_il/i", tori, '_til u til, IIWS' COtll_

caaJt ofprofrct thm:!$.

sign/tluild estim:lles on that specificIype of projecI. Thesr companies areaware 0( all the linle things that aren«USafy to male a project~rut Simply adding logdhcr all themajcJI" tqJipmerll budge! qooQIionswill alWlIYS resull in queslions bier.such as Mit doesn't come with thatT"Thesr liule SlIrpOses ullimalCly addup 10 large budge! problems.

General practitionersWhen we have a specilic medical

problem.....e go to a specialist whois trained and won~ daily ....ith thatpan of the body and our specificproblem. We do nOl go to a generalpractitioner who knows a little abouteverything.

People have a teodc:llCy in busi­ness to u~ "general practiliooers"beeau~ it is easy and we derivecomfOl1 working with someone ....ekllOW and lJUSl through ~ious

deaJings. Maybe the pas! successwa<l predie:l1cd upon the fact thai thepefSOn was dealing in his or her panic­ular field of e~peni!iC.

In the age 0( specwiz:f:ion. thtttare qualified~ and rompaniesthat specializ:e in almoQ ev.oryming.Designing and eonsuucting ueam andpowet plants - or any CPt planI- isno ditremlt Avoid the kmpIation 10use the same lirm that you have alWllysused for all types of projeds. just be­cause il is convenienI. II is not diRkul1to sean::h out inllCl'View. and dcYeIop arel:ttionsltip of lr\1Sl with a companythai does exactly ....hal. you warJt done,and only that type of \lr"Ol'l(. 00 a dailyba.~is. In lhe design and coostnlCtion ofCPI projects. such lirms should:

• be well versed in cnvironlTlentalregulations and requirements:

• be knowledgeable about thestate-of-lhe-an. commercially avail­ahle lechnology that will beSI lit your~i'ualion;

• have an exa:llent cost database toquickly and occuratcly SlIpp1y budget0( linn price5 for lhe project;

• provide you with occurale dccails0( a proposed project 10 meeI your Ie­

quirelllCfllS quickly; and

• mosI of all. guide you past manyof the common pilfalls due to theirspecialized CJlperien=

Choo:l6ing the right oonlr.lClOr andthe right proja:t tram :Ife discussedfurther in (1).

Bigge, is notnecessarily better

~iost 0( us gmo' up belie>'ing thatbigger is better. This is dangefWS think·ing '-ausc il implies these resources~ knowledgeable and effICient at yourspecifIC reqU'rt:meIllS. The U.S. GoY.emment is one of the biggcsl organiza·tions known, with va.'\!. resources - andhow effl'lCli~ is it at doing relativelysmall projects efficiently?

The size or resources of a comp.myare olCaningless. unless you hope towin ~ubsequent litigation b.ltlles. Thepeople. with lheir ulents and expertise.thm work on your project ~ tfle sin­gle most important factor 10 your soc­«'S$. We have secn this fact demon­stl1llcd over and moer again. A cracklearn of highly trained comOOl special·ists c-.m perform diffICult tasks that alarge army cannot. Small sptriIliud

compuler anti .software companieshave gllb/:lIed up martel share fromgiants with f. more n::soutttS.

The lJooom line is that if )'QIl wantto maU the righi decision. makesun: you chose people with the tal­ents.. experience. and bdlavior thatmatch your projl'lCI needs. They canbe Wllfting for any sil~ company.Thn"e is one certainty though: TheCEO of it $30 million per year com­pany is going to be more coocemedwith the succes.s of a $10 millioocontract than the CEO of an S800million per year company. Eachcompany's best poople an: going 10be woning Olllheir largest contractswith their biggest custonll,.'TS.

EJ:cessive optimismThe IiFth mistake is falling prey 10

the line "Sure we can do lh:tt, 1\0

problem!" 1llere are certainly manyinstances when this is trut:. HO'oVCv­er, il behooves you 10 know ....hen.

The easy test is 10 simply ask"Where have you done exactly whatyoo are proposing here anti who can IUtlk 10 about the succe:ssT If the an­S'olll'el" to )'QIlr quc:slion is qualified. iI'stime to begin performing detailod tceb­nicaI analysis to dcfermine )'QllI" spe­cific appIicaIioo ditrrrena::s and eftSlR

that what you noaI done is. in fxt. noprobI<m.

Sale:sprople are supposed 10 be"can-do- and optimistic; we exptC1lhem 10 act Ihal way. When you seri­ously consider a panicular conll1lC­tor or vendor. it is time to lalk to thepeople ....ho are ullimately responsi.ble for ensuring your proje<:1 will besuccessful. Thi~ is the time for you10 ask probing lechnkal questions,such as "What type of problemshave you experienced in the pustwith this type projed [or p:lnicularproduct or applicatiool?" By the na­ture of the question. you are imply­ing that the problem wa.~ overcomesuccessfully. If the response is "Wehave never had a problem before."be skeplicaL E>-ery proj«t has pr0b­lem issues - the key is how severeanti what was done aboul them. Sin-

56 • JULy 1m. CIHCAl BGtiJlIrlG rfllXifESShttp://engineering.forumotion.info/

eerity, honesty, and (hopefully) trustwill be demonstrated by their sh~r­

ing with you an incidem they con­sidered to be ~ problem.

A common tangent 111 this line ofthinking is related to the last mistakewe discusscd. Thm is thinking th~t

since ~ comp;my or m~nura<:tureris solarge and has done so m~ny things.your ~pp1ic~tion or project must be noproblem ~nd there is no cause foralann or rc~son to a~k penetnltingtechnical questions..11Jc courts are fullof cases whereby re~1 problem, be­tween large companies have reachedan i1Tlp~sse. Winning the protracted lit­igation is not the definition of a suc­ees~ful project

Misapplication of equipmentAnother CQrnrlK,n mistake parallels

the last one, but with a focus 01\ equip­ment selection and applic~tion. Virtu­ally every piece of equipment ever in­vented or m~nufa<:tured was suit~hlc

for the ~pplic~tion fur which it wasurigin~lly designed. I'roblcms occurbccau>c of misapplication or pushingthe design limitations to e:<pand thepotential pruduct market until fail­ure hccorocs imminent.

A common application problemis sometimes that the people in­volved in specifying or selectingequipment have no real. fin;th~nd

working knowkdge of the equip­ment or its proper appliemion. Con­sequently, they f~ll prey to buyingneedless bells and whislles. whichmight in fact cause more problem,thun Ihe vulue they hrin!: 10 the pro­jL'Ct. Ao nample of this might beusing e:<cessive instrumentation andcontrols that cause conlinual m~in­

tenance ~nd c~libration p",blems ona simple process while otfering noreal benetit in monitoring certainprocess variables.

All too often, the evcryd.1Y oper~t­

ing rt:lluirerTlt'nts th~t serioosly ~tJoct

pcrfunnance dco;ign margins. materi­als of construction. and the like arenot adequately unOerseooJ. In suchca'C;. texthnok learning cannot sub-­stitute for working c:<perieoce.

An e:<mnp1e is im.utlicient induced­draft fan margins on wood-tired boil­ers. Variations in wood fuel moisture. anonnal fact of everyday operation ofwood-tired boilers, has a drJm~tic ef­fect upon the induced-draft f~n rt:­

quirernenLs. This variation is often ig­nored. and it is not uncommon to findsubstantially undersized induced-draftfans on wood-fired boilers. Aoothere:<ample is that water-treatment sys­tems are sorTlt'timcs ~igned forworst~a'" conditions, ",sulling in nor­m~1 oper.uing nows that are wellbelow the minimum now for efficientoperation. One needs hands-on e:<pt'ri­ence to unden;wnd and design pmper­Iy for thes<: types of situ~tiuns

Neglecting the detailsMany of uS have heard s.onlL"One

say '"We'll work out those details inthe field.'" The problem is that nolx>dyknows who '"we'" is. If the people mak­ing this statement had any intention orknowledge of how to take care ofthose details, they would prefer to do itnow and ~void lhe problems a'Stx;i~ted

with trying to do it in the field. This

• Fixure J. Failure ItJ handl~ fh~ many detilils inIh~ design p!las~ r~sulls in ~"ussiVf!casf andschedule impucr..

st:ltement is simply an accepted way ofpassing the buck. Either they do ootk1lOW how to handle these det:lils. orthey are hoping they can pass them offonto someone else. 11le reality is thatthey don-t get done until it's panictime. and then it is difficult to handlethem properly.

11le secret to a really sm:cessfulproject is the efficient e:<eculion of allthe lillie details. Define e~r1y wh~t de­t~i1s need to be worked oot and a"signso,ocone to handle them in the designphase. If he or she is not tecltnicallyc~pablc of h~ndling them. tht:n tht:yare re,ponsihle 10 lind someone whois_ When the details are addressed, it isamazing how many other things notevell considered until then becomc is­sues and get resolved as a result of thistype of focused effort. This kind of ef­fort results in an clTcctive and work­able design.

No one is an islandlbe next mistake c~n be charJ<:ler­

il.ed by the st~terTlt'nt '"It's their job toworry about that, oot ours:' Design andconstruction projects typically involve

an owner. a design/build engineerand oontractor, many ditJerenl ven­dors, subeontractors, and so on. Inthe course of a complex project. it isnatural to tend to your own COfltr3Ctrcspotlsibilies alKl not worry aboutsomebody else's. 11le realily is thatthere are numenKiS interface points,and the other pilfty's handling ofthose interfaces might very well af­fect yoor abilily to e:<c<:ute and per­form )·OUI scope of work.

An e:<ample is the typical sepam­tion of responsibilities to providemechanical. electrical. and buildingalld foundation services_ If all par­ties under:stand the different re­quirements of the other disciplines,they can eoordinate their design ef­fOTts to ensure that critical inter­faces are halKlled. If your job is tosupply and set equipment. and youhave not ensured tlmt the concretecontractor has installed ~nchor bollsin the proper locations, yoor worke:<c<:ution and schedule will be af-

CHEMICAL ENGlM:ERlNG PROGRESS • JULY 1995 • 57

http://engineering.forumotion.info/

ENERGY TRANSFERICONVERSION

• Figure 4: On a large projut, mutual undl!~IQ",Ii"gof/heupulaliMs by 1M cMlracfing parties iJ crilicallO success.

fcrted. '11Je bonom line isthat the projecl as a wholeis either a success or fail­ure. The fa<:t that you are001 contractually at lilUltfor why it is a bad projectis of little con>equence.

In planning th", ex~"Cu­

tiun of your scope of sup­ply. you should make twolists:

I, How docs the workof OIhers affect or integr.lt'"with mi",,?

2. How docs my workaffect or integrate withOIhers?

'Ihese lists serve as re­minders to cht..ck c"'rtain ddails andinterlaces with the OIher appropriateparties. In the project coordinationmeetings. you will look like the onlyone who really know~ what h", or ~he

is duing.

Price vs. cost1llc line from the commercial.

"You can p;ly me now or p;ly melater," dnes a great job of illu~trating

the ninth mistake. l1Jcrc arc very fewbuying d....cisions where first cost is theonly real cost consideration. Too fre­quently. a Tt:(lue~t for proposal is basedon perlonnance criteria. Unles~ onedocs a thorough evaluation of all thepanllncters involved in the equipmentanti contractor boying decisions. mostlikely the bidder with the lowest prit-e- and nOl necessarily the least cost­will get the bosincss.

Critical information to be evaluatedmight include:

• Wh~t types. thicknesses. andweights of materials of construction

Literature Cited

I. It......itz. B. A., "K«p Auil. the HunOff Yoor f'rojc.:l." Chem. Eng. 1"1W"".9t(4). pp. ]7--41 (Apr, t995).

2. Chri>1i.an, J. B.• -U", Utility Fuoc'iom

to Sele<:t Equipmem:' CNm. &Ix.I'rog"'''. 91(3). pp, 92-94 (M.... t995).

will be used? Prupcr applicatiun ofmctallurgy is ceMainly a critical factor.

• Can you talk to somcone who hash~d thc same type of equipment in asimilar applil'ation with long-tennsuccess?

• What is the contractor's reputationwith regard to first cost competitive­ness vs. subsequent cont'..ICtor-initiat·I'd change orde""?

• What has been the track record ofthe vendor or contractor in handlingwarranty claims? Here again, it mightbe that the pockets are so deep that themoney cannot be reachctl.

Referent-e 2 discusses how to set upand apply utility functions to selectcapital equipment.

TIle selection of a de~ign anti con­structioo linn is usually most heavilyweighted upon the initial price andevaluation of the technical offering.Essentially. a major decision is beingmade to enter into a m~rriage with crit­ical expectalions_ You are wise to un­dCrstWld and agree with the principlesanti belief systems of the people withwhom you are going to do busi""".

Unrealized expectationsTIle tenth mistake is by far the

mO~1 common and causcs the mostproblems between any t"'iO contractingparties. When pmhlems arise. thesource of frustration can usually betraced to unrealized expectations.Ilow often has a project been torpe·

docd by a stat",meot like"We oever said it C1)uld dothat!" TIle parties be<:omelocked in disagreemeotover an issue that is sim­ply a maHer of poor com­rnuoication of eXptXla­tions. All of a suddeneach pany thinks theother 10 be unrealistic andof suspect integrity wilen.in fact, bOIh probablywere operating under theutmost sincere intentions.

TIlere is no time wilentrust is greater betweentwo parties than at the m0­

ment of cont'..ICt signing.The be~t way to avoid future di~put",s

.stemming from unrealized expecta·tions is to ask "What could IX'Ssiblyhappen that would cause problemswith OUT agreement. or cau>c you to bedissatisfictl with our pcrlorrnance'rEven though no one wants to discusspoIential problems at this moment, itwill eliminate problems later with un­realized expectations. A fr~nk andopen discussion will ensue regardingwhat is considered unacceplable. Thisdiscussion will give you tremendousinsight into the expectations of theot!>cr party and allow you to avoid fu­ture conllicts. In ..,ffec\, yuu will beprenegotiating pmhlem areas !>cforethey ever become a problem. ED

To receive a !rea copy oftlli$ article.send in tha lleadallnquiry Card in !his

issue Wilh lhe No. 143 circled.

W. l- RE£VlS. P_E.. i$ the pr_nt of ESII.... 01Tt<'IM...., K."""uw, GA I~·ZS'Z or4tl4,'41J.fi200: F.x: 4tl4,'4Zi-Jr>SOI•• d.~rVbuiId

""'1''''''_ ..., ,o"""'""'llirm ..I'o'io<l theCPl. H. h., ..or ZO 1"'''' 01 .,per~. in tho...... ,nd 0....""'.... of ....mond,og."""tion Sf'tom>. H. beQIn to, ,,,... "1913 .. 0 _ .~ foo- Bob<..~ 1\ W'<Ox:"o~.d _ ESI '0'. of T......,," " 19~. ondbeoomu,.,id,o' 01 E$I "' t!lll4. H. hold' 0 BSin ol>oml<ll~._ Irom tho Uni.-. 01 Ak1"".nd ,nondod the uoollliYe Prog"m of tl>oNO<lh Co,..... G,t<luol. S,~ 01 Bu,.,....

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