中国寰球工程公司

CHINA HUANQIU CONTRACTING &ENGINEEGING CORP.

The Operations Implementation

Planning Process (OIP)
COTENTS

1. Business Case

2. Blueprint of the OIP

3. Ready For Start Up, Specifications

4. Key Success Factors

5. Teambuilding
 Project success

 Project success is indicated by successful commercial first

cycle operation and not mechanical completion
 This requires ‘right first time’ commissioning and start
up, leading to stable and sustained operation.
 A ‘smooth’ transition between project phases (in
particular construction - commissioning - start up -
normal operation) is a prerequisite for overall success.
This will usually require early involvement of the client’s
Operations Organisation in the project.

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 Integrated solution to fulfil business case

Performing facilities

 on time “World Class” performance on

 within budget all business aspects (Cost,

HSE, Reputation)
A professional organisation
 from day one
 fully competent
 stable
 procedures
 robust and sustainable
 work-instructions

 information / data

4
 Plant performance after MC - “Typical”

“Target date for production”

Plant Performance

Typical Plant
Performance
Curve over time

t
CSU - first year(s) of operation

5
 Examples (1)

 Start Up Chemicals Complex, debris in the condensate system caused

several trips of condensate circulation pumps, resulting in start up
delay of about one week.
Cost (rework and production loss) estimated at > > million US$
Root Cause: cleaning programme not “complete”.

 Start Up Chemicals Complex.

Wash section did not work properly (design was outside the
experience window - pilot testing was apparently insufficient).
Redesign was required (2 million US$).
Effluent Water Treating did not work properly. Mitigating action
(early start up) could not be realised.
Cost: > 1 million US$ per month.
Shutdown for repairs: 3 million US$
Root Cause: prototypes

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 Examples (2)

 Refinery
Many leaks of flanges at start up causing “rework”. Start Up
‘struggle’ several months. Significant cost due to loss of (potential)
production.
>> 10 million US$.
Root cause: tightness programme failed.

 Refinery
Reactor scale up caused serious problems during start up (both
operational problems and mechanical failure). It took about 3
months before problems were solved. Estimated cost about 25
million US$.
Root cause: design (detailed engineering) errors / prototypes.

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 Examples (3)

 Refinery
Instrumentation problems causing severe delay in start up (and
during start up).
Estimated production loss in the order of 60 millions US$.
Root cause: insufficient testing, instrument integrity

 Refinery
Inadequate cleaning / adjustment of construction - cleaning -
commissioning/start up, resulting in commissioning and start up
delay(s), corrosion problems (inadequate preservation of
stainless steel in combination with cleaning with chlorides
containing water) ….
Costs: > 100 million US$ (production loss and rework).

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Plant performance after MC - Typical vs Flawless

“Target date for production”

Flawless Start-up and Operation

Plant Performance

Typical Plant
Performance
Curve over time

t
CSU - first year(s) of operation

9
 Origins of Facility Diseases

Pre
Scout/BOD/BDP Detail Eng/Proc/Constr Comm/S-U
Scout/BOD/BDP PS
Study Det Eng/Proc/Constr Comm/SU

45% 10% 40% 5%

More than 50% problems originate from the

development phase. If left until last phase of
commissioning / start up then delay and costly rework
will result.

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 Overall Strategy for successful

 Early involvement of the client organisation (who will

eventually operate and maintain the facilities)
 Structured preparation of commissioning, start up
and normal operation/maintenance of the facilities.
 Focus on key success areas which are known to be of
critical importance for a good start up
 Application of best practices based on lessons learned.

Benefits are in:

- a structured and efficient/effective work-process
- right first time start up and subsequent sustainable operation
- worth … 10 - 100 million US$ (‘typical’).

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COTENTS

1. Business Case

2. Blueprint of the OIP

3. Ready For Start Up, Specifications

4. Key Success Factors

5. Teambuilding
 Targeting for success

 Good (structured) preparation for commissioning, start up and

normal operation,

 Starting in time

 using best practices and Early identification of potential risks

 Implementation of measures to minimise their impact

 Apply an integrated approach (commissioning and start up is

an integrated part of any project)

 Make sure that the products are sold when production starts

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 The Operations Implementation Process
Development of the project

Scouting, Detailed
Design Project
Project Engineering,
Specification(s) Specification
Initiation Procurement

Construction
Development of operations implementation
Commissioning
and
Start Up
Operations and
Maintenance
Focus on design
Philosophy
related Key
Operations
Performance Areas
Implementation
Plan
Project Objectives Further specification and
will include implementation of plans
Systemisation (including Q-cases)
commissioning
and start up. Overall outline of
Prototypes
Operations
Targets for Implementation
Complexity
eventual operation
(production, Schedule
Detailed and integrated
reliability, plans for precommissioning,
availability) Resource
commissioning and start up,
requirements
incl. testing to ensure
Set out the main Develop Q-cases for integrity
strategy for Budget Key Success Areas
Operations and Implementation of best
Maintenance Key Success
practices for cleanliness
Areas - outline of
and tightness
Management management
Systems system(s)

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 Blueprint - highlights

 Systemisation

 Attention for Prototypes and Complexity

 Preparation for Commissioning and Start Up,

Business controls

 Focus on Key Success Areas

 Manpower and Organisation

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 Process Systemisation

Hydro

Sub system
Cleaning
system
Hydro

Tightness Process
system system
Plant
Hydro
Cleaning
DCS system
system
Site
Process
system
Electrical
Plant
system
Process
system
Control
Cleaning system
system Process
system
Tightness Tracing
system system

Cleaning
system

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 Blueprint - highlights

 Systemisation

 Attention for Prototypes and Complexity

 Preparation for Commissioning and Start Up,

Business controls

 Focus on Key Success Areas

 Manpower and Organisation

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Potential impact of prototypes and complexity

10
Start-up time ratio

Where do you need to be?

0.1

0.01
0 20 40 60 80 100
Preparation fulfilled, Proactive Organisation
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 Blueprint - highlights

 Systemisation

 Attention for Prototypes and Complexity

 Preparation for Commissioning and Start Up,

Business controls

 Focus on Key Success Areas

 Manpower and Organisation

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 Management for key performance areas.
Elements of the management system
Values and Know ledge and
Change Methods and
Matrix: Bus ine s s controls for critical Shared purpose Audit, review Roles and Organisational Ethics, Inf ormation Inf ormation and
management, Procedures incl. Competences
pe rform ance are as and objectives and appraisal Responsibilities structure Leadership and Management, Data
responsiveness risk management
Teamw ork communication
Operations Role s and Re s pons ibilitie s Sk ills , Attitude s and Be haviour Inform ation and data, including
Operations Integrity Assurance Proce s s e s and s ys te m s (s tructure )
Implementation (s tructure ) (com pe te nce ) s upporting s ys te m s

Manage m e nt

Re putation

HSE (Safe ty) HSE

Profitability

Contracting and Procure m e nt

Te s ting and
Punching
Production
Coinciding
Eve nts

Exe cution of w ork During the Operations Implementation

Functional
Integrity
Process, matrix elements are “filled”.
Tightne s s
Mechanical
Integrity
This is a “structured” process, which
Inte grity Electrical Integrity needs to be planned carefully
Instrumentation
Integrity (e.g. following best practices).
Rotating
equipment
integrity

Ope rability and Operational

Maintainability Integrity
Ope rations and

Key
Mainte nance
Cle anline s s

Prototype s ,
Com ple xity
De s ign
Performance
Expe rie nce Hum an Re s ource s
Areas
Le arning and De ve lopm e nt

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 Key performance areas

 Management (includes risk management in general)

 Reputation
 HSE
 Contracting and Procurement
 Testing (includes punching at turnover of care, custody and control)
 Coinciding Events
 Execution of work (including schedule)
 Integrity (mechanical, instrumentation, rotating equipment, electrical
…), including tightness
 Operability, maintainability
 Cleanliness
 Prototypes, complexity
 Human Resources (includes experience and learning/development).

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 Management System, Business Controls

 Processes and Systems

 Shared purpose and Objectives
 Audit, Review
 Change Management, Responsiveness
 Methods and Procedures (incl. Risk Management)
 Roles and Responsibilities / Organisational Structure
 Skills, Attitudes and Behaviour
 Values
 Competence
 Information and Data, knowledge management and supporting
systems

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 Blueprint - highlights

 Systemisation

 Attention for Prototypes and Complexity

 Preparation for Commissioning and Start Up,

Business controls

 Focus on Key Success Areas

 Manpower and Organisation

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 Management for key performance areas.
Values and Know ledge and
Change Methods and
Matrix: Business controls for critical Shared purpose Audit, review Roles and Organisational Ethics, Inf ormation Inf ormation and
management, Procedures incl. Competences
perform ance areas and objectives and appraisal Responsibilities structure Leadership and Management, Data
responsiveness risk management
Teamw ork communication
Operations Roles and Responsibilities Skills, Attitudes and Behaviour Inform ation and data, including
Operations Integrity Assurance Processes and system s (structure)
Implementation (structure) (com petence) supporting system s

Managem ent

Reputation

HSE (Safety) HSE

Profitability

Contracting and Procurem ent

Testing and
Punching
Production
Coinciding
Events

Execution of w ork

Functional

Some key performance areas

Integrity

Mechanical
Tightness

have proven to be “critical” to

Integrity

Integrity Electrical Integrity

Instrumentation the success of commissioning

and start up. These areas
Integrity

Rotating
equipment

should get special attention.

integrity

Operability and Operational

Maintainability Integrity
Operability and
Maintainability
Cleanliness

Prototypes,
Com plexity
Design
Key
Experience Hum an Resources
Performance
Learning and Developm ent
Areas
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 Operations Work Breakdown

Normal De-
Commissioning Start Up Shut Down
Operations Commissioning

Process

Mechanical Disassembly,
Completion Reconditioning
Commissioning Activities
Activities

Commissioning Tasks
Tasks

Commissioning Hand-actions
Hand Actions

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 Scorecard - “Flawless Start Up”

5 Q’s Organisation (Management System)

Struct. R&R Comp Inf. Data KPI

Tightness V

5Q’s Cleanliness V
Facility
Integrity V V
Operability
Safety V V V

Prototypes
5Q’s Complexity V
Schedule
Testing V V
Experience V
Coinciding Events ?

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 Q-case for key success areas

Identify the potential Assess the risks

flaws for the (probability of
Develop Mitigating
particular key occurrence and
Actions
success area potential
consequences)

Barriers to prevent
threats
Recovery
preparedness
measures

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 Blueprint - highlights

 Systemisation

 Attention for Prototypes and Complexity

 Preparation for Commissioning and Start Up,

Business controls

 Focus on Key Success Areas

 Manpower and Organisation

32
 Typical Manpower curve

(Propylene Oxide manufacturing plant)

Start Up

100
90
80
num ber of staff

70 operators shift
60 operators day
50 maintenance staff
Core team to
40 managing contractor
30be in place staff and support
at BOD phase
20
10
0
tim e
About 2 years
prior to
Start Up
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 Overall Strategy for successful

Business case
 Early involvement of the client organisation (who
will eventually operate and maintain the facilities)
 Structured preparation of commissioning, start up
and normal operation/maintenance of the facilities.

Solution
 The Operations Implementation Planning process will
provide a structure for activities of the client organisation
in all phases (planning timeline, milestones).
It will provide a clear and well defined work-process
leading to successful start up and sustainable operation.

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 Overall Strategy for successful

Business case
 Focus on key success areas which are known to be of
critical importance for a good start up
 Application of best practices based on lessons learned.

Solution
 The Flawless Start Up programme will focus on a
selected set of key performance areas. For these so
called key success areas a structured approach is
available based on best practices.

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 In Summary

 The Operations Implementation Process involves:

 setting up management systems for all key performance areas
(this includes writing commissioning and start up procedures,
setting up maintenance management, writing operating
manuals and emergency procedures etc. etc.).
 giving special attention to a number of “key success areas”
 Setting up the organisation - including manpower
 Early focus on:
 systemisation
 prototypes and complexity
 Core team (Operations/Maintenance/Technology) to be present at
BOD (Basis of Design)

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Flawless Start-Up Procedure for EPC

Commissioning Commercial
Design Procurement Construction Start-Up Operation

Assign
Flawless Start-Up Procedure

Design Flaw

Procure Flaw

Construction Flaw Flawless

Start up Operation
Committee Team
Sub-contractor’s Flaw

Commissioning Flaw

Vendor’s Flaw
COTENTS

1. Business Case

2. Blueprint of the OIP

3. Ready For Start Up, Specifications

4. Key Success Factors

5. Teambuilding
 Status at RFSU; Specifications

Components
 complete, whole device checked,
 dry, simulation, and live tested (no process medium applicable)
System
 filled, pressurised and tightness tested
 energized, vibration and noise tested
 capacity, cleanliness and flow stability tested
 tuned, controllable and safeguarded, tested
 all process and operation modes: fail and recovery simulation tested
Compiled systems
 all interaction between the systems tested
Total facility
 all work operation and maintenance routines available and workable
 inspection /monitoring programs activated,
 ready for intake of HC and start reliable processing

46
COTENTS

1. Business Case

2. Blueprint of the OIP

3. Ready For Start Up, Specifications

4. Key Success Factors

5. Teambuilding
 Key Success Factors and KPIs
 Tightness
 leak severity /work-
specification
 training
 protocols
 supervision
 Cleanliness
 critical dirt levels
 best cleaning methods
 spec’s and protocols
 supervision
 Integrity
 installation skills
 Fat / SIT, QA/QC
 consistency in settings
 testing, Methods, protocols
 early 100% safeguarding
simulation test
 risk based inspection
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 Operability
 capacity window
 flexibilty to modes
 control on auto
 alarms /trips
 conformance to License
 recovery on loss
 window monitoring
 Safety
 sampling, filter cleaning
 safety district facilities
 Fire, Gas and Remote
operation systems
 Emergency procedures
 HSE review, no H risks
 Asset management
 Key Success Factors and KPIs

 Structure  Information
 KPI’s, Milestones  New Look Design Book
 Risk driven, PATH  assign custodians
 Roles and responsibilities  Data
 clear split main parties  complete,
 clear split individuals  consistent,
 integrate construction,  accurate, precise,
engineering csu staff for  timely
best fit  assign custodians
 review contracts if
necessary
 Competencies
 PATH training
 TRA, FMEA training
 5Q’s implementation

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COTENTS

1. Business Case

2. Blueprint of the OIP

3. Ready For Start Up, Specifications

4. Key Success Factors

5. Teambuilding
 Four stages of team building
Stage 4
Experimentation
Appropriate leadership
Risky issues debated
Methodical working Max. use of energy/ability
Wider options considered
Plus Agreed procedures Plus Essential principles & social aspects considered
Personal feelings raised
Established groundrules Needs of all met
More listening
Development & priority
Concern for others

Stage 3
Experimentation
Risky issues debated
Methodical working
Wider options considered
Plus Agreed procedures
Personal feelings raised
Established groundrules
More listening
Concern for others

Stage 2
Experimentation
Risky issues debated Performing
4 Fully effective
Wider options considered
Personal feelings raised team operations
More listening
Concern for others 3 Norming
Roles accepted
Stage 1 Unclear objectives Developing team
Low involvement in planning
Weaknesses covered up
Workplace is for work 2
Poor listening Storming
Feeling not dealt with Stressful negotiating of
Bureaucracy working terms
Established line prevails
No "rocking the boat"
Forming
Boss takes most decisions 1 Learning to deal with other
Minimal work achievement

team effectiveness in meeting objectives

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 Successful teams

Chairman Goal getter & Leader

Shaper Dynamic leader/driver

Plant Originator of ideas

Resource Investigator Scouts external information

Team
Monitor/evaluator Objective judge
synergy

Team worker Unifier & harmoniser

Specialist Dedicated single skill

Company Worker Efficient task completion

Completer/finisher Identifies error/omissions

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 Integrated Commissioning Team

Organize for integrate

Commissioning Team
Owner’s

Expert
PMC
Engineer’s

Integrate
Commissioning
Team

Sub-
Vendor’s
contractor

EPC
Contractor