The fundamental physics of spin-exchange optical pumping (SEOP) has been explained in detail by many brilliant scientists since its discovery in the 50’s and 60’s. Although some interactions remain only tenuously understood, mathematical relationships have been mapped across many trajectories with meticulous care. Despite these foundational descriptions, many of the larger scale dynamics remain capricious in practice, especially as SEOP strives to take advantage of rapidly developing laser technologies. This presents a difficulty for implementing the large-scale production of hyperpolarized gases that is required for clinical and some specific experimental applications. This research, performed over the past four years, was designed to shed light on some of the practical effects that become critical for scaling up production while keeping polarizations high, particularly in a “stopped-flow” polarizer environment. This dissertation is divided into eight main chapters. The first chapter is written to provide a historical context for the SEOP field and summarize the evolutionary stages that have led to current methodologies. The second chapter provides a brief summary of SEOP theory and mathematically outlines the transfer of quantum order from photon polarization, to electron polarization via optical pumping, and finally to long-lived nuclear polarizations via spin-exchange. Chapter 3 discusses the practical implementation of SEOP, and the specific designs and techniques used throughout this project to create and monitor polarization. Chapter 4 presents data with some unexpected trends collected by Dr. Nicholas Whiting and Dr. Peter Nikolaou using high densities of xenon and high resonant laser powers. This data inspired a set of simulations designed to locate the cause of these trends, and map the expected trajectory for further studies. Chapter 5 features a clinical-scale polarizer with 170 W of highly resonant cw laser power, capable of producing >0.8 L of hyperpolarized gas per SEOP cycle with 129Xe polarization values of ~30-90% (depending on the xenon density). Multidimensional data maps were created over various temperatures, gas mixes, and laser powers; the results are used to guide optimal performance and describe the conditions that cause SEOP to fail. Chapter 6 reintroduces helium into stopped-flow gas mixes to help mitigate the central difficulties found in Chapter 5 with thermal regulation, and discusses the improvements and difficulties observed as a result. Chapter 7 contrasts the tactics for high 129Xe polarization with the strategies that lead to high 131Xe polarization. Specifically this study is designed to assess whether 131Xe is capable of becoming polarized via SEOP to sufficient levels—and in sufficient amounts—to be used for some specific fundamental physics studies and other biomedical applications. Finally Chapter 8 presents a short proof of concept for the use of an aluminum optical pumping cell instead of the glass optical pumping cells predominantly used for SEOP.

[pt] Uma quantidade crescente de pesquisas tem investigado o desenvolvimento de modelos de maturidade para a gestão das cadeias de suprimentos com referência especial ao processo de planejamento de vendas e operações (S&OP). Os modelos de maturidade representam etapas através das quais processos são definidos, implementados e melhorados. Metas e benefícios podem ser alcançados nos estágios de maturidade mais avançados do processo. Este estudo avalia o nível de maturidade do processo de S&OP no ambiente complexo de uma empresa da indústria de óleo e gás utilizando uma abordagem multimétodos. Procede a uma revisão sistemática da literatura e um estudo de caso único. Seleciona e aplica o modelo de maturidade de Grimson e Pike (2007) após a descrição do processo de S&OP da empresa através do framework de Thomé et al. (2012b), usando a triangulação entre a análise de documentos, elaboração e aplicação de um questionário e observação direta. Das cinco dimensões de maturidade, quatro (reuniões e colaboração, métricas, tecnologia da informação e integração dos planos de S&OP) encontram-se no Estágio 3 (S&OP padrão) do modelo de Grimson e Pike (2007) e uma dimensão (organização) encontra-se no Estágio 4 (S&OP avançado). Recomenda-se para avançar do Estágio 3 para o 4, ou eventualmente para o 5, a disseminação do processo para todos na empresa como ferramenta de maximização de lucros e avaliar os seguintes pontos: o envolvimento dos principais clientes no processo de previsão; a criação de um manual de S&OP; o estabelecimento de métrica de rentabilidade associada à métrica de eficácia do S&OP; a utilização de sistema integrado e otimizado vinculado ao Sistema de Negócios Integrados - SAP; e a implementação de um processo de planejamento integrado, contínuo e otimizado para demanda e fornecimento, de forma simultânea. Como contribuições práticas espera-se que a empresa possa passar de um estágio para o outro através dos aspectos críticos e pontos fortes identificados, principalmente das ações de melhorias sugeridas. Da mesma forma, espera-se a diminuição de lacunas entre a teoria e a prática atual em campo com estudos de processos de S&OP em ambientes complexos de multiprodutos na indústria de óleo e gás. Recomenda-se para trabalhos futuros a realização de pesquisas que avaliem a maturidade do S&OP em outros ambientes complexos de parceiros deste setor para reforçar a validade externa do estudo. / [en] An increasing number of research has been investigating the development of maturity models for supply chain management with special reference to the Sales and Operations Planning process (S&OP). Maturity models represent stages applied to define, implement and improve processes. Goals and benefits can be achieved at more advanced stages of process maturity. This study assesses the maturity level of the S&OP process in the complex environment of a company in the oil and gas industry through a multi-method approach. It carries out a systematic review of the literature and a single case study. After describing the company s S&OP process through Thomé et al. s (2012b) framework, the authors select and apply the Grimson and Pike s (2007) maturity model using a triangulation between document analysis, the development and application of a questionnaire, and direct observation. Among the five maturity dimensions, four (meetings and collaboration, measurements, information technology and S&OP plan integration) are in Stage three (standard S&OP) of Grimson and Pike s model and one dimension (organization) is in Stage four (Advanced S&OP). In order to advance from Stage three to four, or eventually to five, it is recommended the dissemination of the process to all the workers of the company as a tool for maximizing profits. Additionally, it is recommended to evaluate the following points: the involvement of the main customers in the forecasting process; the development of a S&OP guide; the establishment of profitability measurements associated with the S&OP effectiveness measurement; the use of an integrated and optimized system linked to SAP; and the simultaneous implementation of an integrated, continuous and optimized planning process for demand and supply. As practical contributions, it is expected that, by analysing the critical aspects and strengths identified and implementing the improvement actions suggested by this research, the company will be prepared to move to the next stage. Furthermore, the current research aims to narrow the gap between theory and current practice in the field with studies on S&OP processes in the multi-products complex environment of an oil and gas industry. For future work it is recommended to apply this methodology to assesses the maturity of S&OP in other complex environments in the oil and gas companies to strengthen the study s external validity.