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1.0 INTRODUCTION 1.0 INTRODUCTION Seán Moran Seán Moran

Commissioning Process Plant Section 1 Introduction

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Commissioning Process Plant Section 1 Introduction

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Page 1: Commissioning Process Plant Section 1 Introduction

1.0 INTRODUCTION1.0 INTRODUCTION

Seán MoranSeán Moran

Page 2: Commissioning Process Plant Section 1 Introduction

SIMPLE?SIMPLE?

Commissioning is a complex issue requiring: Planning Leadership Teamwork Training Communications

Page 3: Commissioning Process Plant Section 1 Introduction

PROBLEMSPROBLEMS

Prime course objectives to raise awareness of these issues on a general level, as to:

WHAT problems will occur WHY they occur WHEN they occur HOW they can be managed and reduced to an

acceptable level

Page 4: Commissioning Process Plant Section 1 Introduction

FACTORSFACTORS

Plant size  Process type (continuous or batch)  Client infrastructure  Contractual arrangements  Level of automation or control

Page 5: Commissioning Process Plant Section 1 Introduction

ROOT CAUSESROOT CAUSES

Poor Planning Ineffective Leadership Rushed Installation Poor Quality Work Too Few Resources Inexperienced Resources Inadequate training Poor design Sabotage

Page 6: Commissioning Process Plant Section 1 Introduction

DIFFERING DIFFERING OBJECTIVES 1OBJECTIVES 1

Construction personnel: Objectives

to finish plant construction and to leave site as soon as possible

Page 7: Commissioning Process Plant Section 1 Introduction

DIFFERING DIFFERING OBJECTIVES 2OBJECTIVES 2

Commissioning personnel: Objectives to learn the plant to learn the process to ensure the as-built plant will work as

intended  to test the installed equipment to fully commission the plant

Page 8: Commissioning Process Plant Section 1 Introduction

COURSE COURSE OBJECTIVESOBJECTIVES

PROVIDE EXPOSURE…to the unique problems associated with the start up of process plants.

STIMULATE THINKING…orientation to the start up aspects of any type of plant in any industry.

ESTABLISH A FRAMEWORK…for anticipating and avoiding financial, technical, operational and organisational problems associated with a start up.

GENERATE CONFIDENCE…in planning for and executing a successful plant start up regardless of your organisational position.

Page 9: Commissioning Process Plant Section 1 Introduction

TERMINOLOGY 1TERMINOLOGY 1

PRECOMMISSIONING…Precommissioning activities are the non-operating work responsibilities such as adjustments, cold alignment checks, etc. performed by the contractor prior to ready for commissioning or mechanical completion.

READY FOR COMMISSIONING…Occurs when the plant or any part of the plant has been erected in accordance with drawings and specifications and the precommissioning activities have been completed to the extent necessary to permit commissioning activities to begin.

Page 10: Commissioning Process Plant Section 1 Introduction

TERMINOLOGY 2TERMINOLOGY 2

MECHANICAL COMPLETION… Occurs when the plant or any part of the plant has been erected in accordance with drawings, specifications and applicable codes and the precommissioning activities have been completed to the extent necessary to permit the client to accept the plant and begin commissioning activities. The terms ready for commissioning and mechanical completion are often synonymous.

Page 11: Commissioning Process Plant Section 1 Introduction

TERMINOLOGY 3TERMINOLOGY 3

COMPLETION OF WORK…Means that the contractor has erected the plant in accordance with drawings and specifications completed his specified precommissioning work and completed his final cleanup, painting and thermal insulation work.

COMMISSIONING…Commissioning activities are associated with preparing or operating the plant or any part of the plant prior to the initial start up and are usually the owner’s work responsibilities.

Page 12: Commissioning Process Plant Section 1 Introduction

TERMINOLOGY 4TERMINOLOGY 4

WATER TRIALS…are commissioning activities conducted to allow run-in and operational testing of the equipment as well as provide operator training and familiarisation.

INITIAL START UP…occurs when feedstocks are introduced to the plant for the express purpose of producing a product for the first time.

INITIAL OPERATIONS…used to describe the entire process of precommissioning, commissioning, initial start up, steady production and performance testing of a plant.

Page 13: Commissioning Process Plant Section 1 Introduction

HOW THE TERMS HOW THE TERMS RELATE: DIAGRAMRELATE: DIAGRAM

Page 14: Commissioning Process Plant Section 1 Introduction

PROJECT DEFINITION PROJECT DEFINITION AND SCOPEAND SCOPE

SERVICES

PROCESSES

BUDGETS

SCHEDULES

Page 15: Commissioning Process Plant Section 1 Introduction

PROJECT PROJECT ORGANISATIONORGANISATION

MANPOWER

EXPERIENCE

STANDARDS

PROCEDURES

Page 16: Commissioning Process Plant Section 1 Introduction

PROJECT CONTROLPROJECT CONTROL

COSTS

SCHEDULES

QUALITY CONTROL

Page 17: Commissioning Process Plant Section 1 Introduction

PROJECT PROJECT MANAGER’S ROLEMANAGER’S ROLE

ENGINEERING

ADMINISTRATIVE SERVICES

CONSTRUCTION MANAGEMENT

PLANT START UP

Page 18: Commissioning Process Plant Section 1 Introduction

PROJECT EXECUTION PROJECT EXECUTION DIAGRAMDIAGRAM

Page 19: Commissioning Process Plant Section 1 Introduction

SUCCESSFUL START-SUCCESSFUL START-UP REQUIREMENTS 1UP REQUIREMENTS 1

OWNER ORGANISATION

Adequate overall planning Detailed long-term preparation Supportive organisation Detailed operating and emergency procedures Established standard and working practices Effective resource planning Competent personnel Trained personnel

Page 20: Commissioning Process Plant Section 1 Introduction

SUCCESSFUL START-SUCCESSFUL START-UP REQUIREMENTS 2UP REQUIREMENTS 2

PLANT AND EQUIPMENT

Thorough mechanical completion inspection Closely monitored commissioning procedures Water trials Adequate stores and spare part availability Prepared laboratory Responsive maintenance support

Page 21: Commissioning Process Plant Section 1 Introduction

SUCCESSFUL START-SUCCESSFUL START-UP REQUIREMENTS 3UP REQUIREMENTS 3

WHAT IS AT STAKE

Company profitability Company reputation Project success Plant effectiveness Personal reputations Your takehome pay