P 33 Hazira Ph1 second chapter

P  33

Hazira Ph1 second chapter

While finalising layout of main plants  and pipelines interconnect between plants, H&G under instructions of HP Rangaraj  have come out  with 6M wide 3 tier  NS pipe rack.  At that age,since people with small plant capacity execution experience could not visualise and appreciate HPR's forward thinking, criticised and condemned his forethoughts. They went to the extent that he does not have any idea about layout and sizing &spending company's money wastefully. Only PBM Rao of construction and SND of H&G supported his vision and backed him. The beauty was even that 3 tier 6M wide pipe rack was insufficient when I took over the execution of Ph2 interconnect piping. I was forced to incorporate additional hangers to accomodate  the density of requisite piping.
Here I have to record one important virtue of H&G engg. when it comes to offsite, in my 47 years of project experience, I have seen that they are the only ones  who develop the virtual inter-connection diagrams reflecting the various plant B/L, isolation valves in relative locations, indicating hi-point vents and low point drains in offsite, clearly demarcating layerwise piping arrangements. These features were there in their design engineering well before the culmination of 3D modelling design.

When these execution were going on, typical of Reliance, the backward integration philosophy crept-in! As it was envisaged that the cracker plant completion may take 5 years time, why not we import ethylene and commission MEG, which is one of raw material required for polyester manufacturing at PG. MEG calls ethylene as feedstock. Since MEG anyhow look for ethylene, the management thought why not we build HDPE and LDPE also  and effectively utilise the imported stock?

Once these thoughts were conceptualised, the question arose, how and in what mode and through which route the import of ethylene can be handled.Hazira site does not have sea front for ferrying ship parcels but only have Tapti river water channel at Sothern end of plot leading to Arabian sea at Suvali point-some 19 nautical miles away. So the sea going carrier calling at the plant front was ruled out.Then the Think tank of Reliance got into action.Under the leadership of DM, PMSP, AR, PBMR, P Sankaran, capt. Puri started contacting various international agencies especially operating in and around Hamburg in Germany. During that phase, DM,PMSP&PBMR with the services of M/S Boscolis  came out with one bright resolution. They really encashed the situation and solved two issues in one stroke. As Hazira site was full of black cotton soil, to strengthen the soil it called for complete back filling earth; whereas the Tapti channel called for heavy dredging even for sailing 1000MT barge. So under the supervision of PBMR at site, the dredger effectively dredged the river channel and pumped the earth on the plot area of Hazira uniformly. The plot level was built up and soil strength reinforced.
 Meanwhile, the task of ethylene import infrastructure  was split into three fronts- 1) develop a second hand barge to handle cryogenic ethylene incorprating boil off compressor and other allied fixtures. The pre-condition requirements are GMB clearance and the barge dead weight to be least so that with available draft in the river channel it can bring 1000MT parcel of lighterage.
2) conceptualise a river jetty infrastructure to unload 1000MT of cryogenic ethylene  from the lighterage barge including loading/unloading  arms with vapour balancing and dual header for recirculation of C2.
3) with the services of L&T and LGA, develop a full fledged terminal with perlite insulated double walled tanks, boil off compressor and cold flare etc.                                            Contd......

Key Aspects :- Initiate, Multi discipline exposure, Technical issue  Innovative

P 32 Hazira Ph1 &PG Flood havoc

P  32

Hazira Ph1&PG Flood havoc contd.

Then HMD  & S C Malhotra- as task force coordinators for society social welfare cautioned the team to hold on for couple of days to ensure the floating dead bodies are removed from the river and fresh water system restored.So virtually the restoration activity could start only by 27th afternoon. As in those days no established communication from PG to Bombay was available, we could rely only on Radio communication. Using that infrastructure we mobilised enough heaters,  hi-watt bulbs, hair brushes.  My royal assistant Keyur Vora took complete charge and stood by me. He ensured that each&every field device( especially transmitters) were dismantled. soaked in clean water bath in buckets, manually cleaned with soft brushes and then put in ultrasonic vibrators to ensure removing fine particles from printed ckt. board as well as diaphragm surface. Then ,every instrument was spread on a dry bed prepared with soft table cloth with thoran of high wattage bulbs on. That ensured to get rid of moisture and humidity. After that the team took the task of assembling each and every instrument  and gone through calibration procedure Here it should be noted that in spite of 9 feet water immersion, except one power supply module, all the instruments came back to life and our efforts did not go waste. DGS personally concentrated his attention in PTA silos special pneumatic logic relays and achieved 100% functional logic. Here it is important to record that all vendors/ suppliers stood and supported as back-up to Reliance during this emergency situation as battle royal.
The task force functioned as a team with well oiled spirits and could get back the plant into operation by middle of August.  The utilities system were commissioned by Aug.18th'89 and the last main process plant was commissioned by 24th August'89!! the management themselves could not believe their team's potential.

To honour that yeomen service during emergency, the management organised a thanksgiving lunch
at The Taj in Oct.'89. But I could not make my presence since I was attacked with pneumonia, knock-on effect of exposure to wet atmosphere and dust. So I asked my wife Bhuvana to go along with my colleague SK Mani and his wife.  Surprisingly MDA noticed her presence without me and enquired-
What happened to Ramu? That shows how much the management is particular about the employees welfare.

I restored my project task in beginning of Nov.'89. By that time, various contractors were lined up for tank construction and spheres fabrication.  For tanks, since the quantum was large, M/S VTV and Srinivasa Plates were engaged. For the spheres , it was awarded to Lloyd Steel, a SMPV approved agency; they in turn sub contracted to M/S BVG Enterprises. Mr Desai of BVG was an expert in sphere design and highly respected in industry. But typical of contract mentality he had tried to cut corners and he was caught during inspection by Mr P Ethiraj of inspection group. Though PE brought the issue to surface people like Palande and DM could not catch the issue and were supporting the contractor. Typical of PE, he escalated the matter to KKM and ensured corrective action taken by the party.

The involved issue is arriving at  plate thickness adopting one design code, but when it comes to field inspection during fabrication, follow another favourable code!  Normally all parties like to choose BS standards when it comes to plate thickness selection.But that code is very stringy and calls for full radiography of every weld joint. Whereas ASME calls for heavier thickness but very much relaxed during fabrication inspection.  This was one learning for me.                                    Contd.......

Key Aspects :- Accountable, Codes&Standards, Communication, Recognition, Technical issue,
Team building

P 31 Hazira Ph1 contd.

P  31

Hazira Ph1 contd.

For the layout exercise.a meeting was convened by Mr N Gopal  calling all process managers of RIL-
M/S SM Vakil, VGopalakrishnan, Kale, KS Gandhi, V Ramachandran and personnel from H&G
M/S Subash Deshpande, Prabhu, Krishnan, Rangwala, Dabholkar to arrive at tank sizing, number of tanks for each service based upon ullage/ estimated consumption rate, combination of tanks in each dyke based on their classification, dyke relative placement to user plants, requirement of spheres/bullets for liquified pressure fluids based on product characterisation, logistics etc.
As it was a big crowd and every one having their own focus, the meeting went on for five hours without any direction! As every one was stressing their point and claiming their view and opinion should be incorporated, it was utter chaos and SND was looking helpless. At that time I lost my patience and took the commanding call. I told the audience, I am the project manager  and I shall take the call in devising the optimum layout keeping interest of everybody present, in mind. There was pin drop silence and everybody looked at me patiently. Then, in next 1 1/2 hours, myself and SND with the help of Krishnan devised a layout  with back ground logic and justification. When we presented that, the entire audience was stunned and satisfied with my conceptualization and left the meeting happily. Every one congratulated me personally  and that layout has gone through for execution. That leads to my CCE(Today PESO) association.

One day during the management review, the point regarding CCE approval and who should take up this matter with the statutory authorities at Nagpur arose. Mr ES Sharma, former LAB chief at PG
 stated that AR knows Mr Anbunathan, that time Controller in the Department since they(AR&MA) were associated during their stay at Mettur in early '70 s. Here I would like to record that has really enhanced my exposure and reputation and even I am considered as authority in the department  and all CCEs until now contact me /consult me for tricky situations while dealing with  other customers.
In the beginning , while any approval requirement arise, I used to get the draft layout with complete logic  from H&G and visit Nagpur,  First I used to table the drawing with concerned and explain/ seek their views about its completeness.  Taking their inputs, I used to get them incorporated by H&G and then officially submit. By that process, the authorities had full confidence on me and I used to get the approval on the same day evening, even when there was no computer systems in vogue.
CCE officers M/S Bandopadhyay, Anbunathan, Bharadwaj, Biswas  used to treat me as one amongst them  and discuss about the layout of LPG bottling plant of Oil companies.That was the relation and confidence I have developed with that department officials.

While that exercise was going on, the famous PG freak flood havoc took place on 24th July'89. the flood occurred early morning at 5 AM and water level in PG plant area rose to 9 feet due to surge in Patalganga river.That night I received STD call at my residence about 8.30 PM directly from MDA. He enquired whether I am aware of this freak happening at PG ? Without waiting for any response from me, he asked me to come down to PG next day morning by 8.30 AM &meet him. As per fixed timing, he along with Nikhil Meswani and HM Desai (GM of L&T ECC) came together.  He asked me to take round of entire PG complex  , take stock of the damage and report back by 10 AM.  When I returned with sad&sunken face stating that it may take 3 to 4 months to restore, he reacted-Ramu, we can't afford that much delay; Buck-up and take charge as overall task force leader for Instrumentation all across PG complex." Forget about Hazira &Focus your attention completely"  
                                                                                                                                          Contd........
Key Aspects :- Communication, Critical challenge, Human relations, Initiative, Leadership,
Recognition, Reputation, Technical issue                 

P 30 Hazira Ph1

P  30

Hazira ph1 project experience

My return to project department at HQ posed different problem to the project management. Originally I was recruited as Manager-Instrumentation but on return the top management have recommended that I should shoulder higher responsibility and to be exposed to more disciplines. But at the same time, since I am not a chemical engineer by qualification the local management had hesitation to assign me any plant area project management. After due deliberations they have assigned me the project management of Tank farm,Hazira.

To start with no one in the group had any idea about the complications&challenges involved in tank farm project execution. Considering the back ground association, the company hired the services of M/S Humphreys&Glasgow as engineering consultant for utilities, offsite and tank farm. Mr HP Rangaraj, a veteran in projects with civil engg. qualification took the Utilities&offsite leaving the Tank Farm  for my scope. However we functioned as joint team since offsite  cover  tank farm area also. Giving value to customer, H&G have deployed Mr Subash Deshpande as PM and given him a strong team to perform. Our association with H&G was an open house and free to interact at any level to derive our end objective and goals.

From Reliance side process support was extended by Dr JV Kelkar, Dr SP Kedar and Samir Karnik.
Civil engg. was supervised by Mr Bijurkar assisted by Anil P Chaudhary and Ms Rijuta. Mechanical and piping were coordinated by Mr N R Prakash &team- M/S BN Acharya, Asish Banerjee. The group had the services of Mr SC Gupta, assisted by Vipsy Engineer, Milind Deshpande, Dutta, Shanbaug for all electrical requirements including CPP and MRS; later Mahesh chand joined to reinforce the strength..

To strengthen Tank farm project team,AR has recruited M/S AVN Murthy, Sameer Pandya, SM Pathak, SK Sharma &Manpreet Singh. Sh Yanamandra acted as a link between offsite and tank farm
piping engg. and its execution.  Ashish Puntambekar and Fareed Anjum joined as GETs in TF project team. As the project team was enlarging the whole office was shifted from Tulsiani to vakola and full fledged project establishment got formed there. NV Giri was my able personal secretary. That time, Mr Duleep Singh, Retd. RCF Chairman joined the company as chief of projects. Later M/S Palande, D Murali and CW Joshi from H&G joined Reliance for strengthening the project team. On the construction front. GSRao took the captaincy with strong team drawn from ex-EIL and ex-H&G .
Mr V Sridhar was identified as the key person for construction planning and material management at site.

 As PM Tank farm , my first task was to develop the layout  meeting the safety requirements  as well as complying the national statutory stipulations-that time The Department of Explosives under CCE-Chief controller of explosives.  That department was formed in 1898 by Britishers to take care of explosive manufacturing/handling and later  scope added to cater to ensure adhering safety in hydro carbon processing and storage.

Developing a complex tank farm sizing and layout, the biggest challenge- having different fluids possessed by several end users and differentiating between liquid state that too under A,B,C category
based on  flash point and liquified petroleum gas stored at pressure &corresponding gantries!!                                                                                                                                                Contd.....
Key Aspects :- Conviction, Critical challenge, Innovative, Multi discipline exposure, Proactive approach,  Team building

P 29 PX at PG contd.

P 29

PX at PG Contd.

The third one is peculiar but very important in my life.

One day afternoon I  was busy on the job and walking from PX plant area to control room  for checking some loop response. I did notice S/Sh Dhirubhai Ambani -RIL Founder Chairman,and KK Malhotra  were standing and exchanging. As they were too senior in the management  I thought it is not right to stop and wish them, thinking that I might disturb their exchanges. But to everybody's surprise KKM  called me towards them and  wanted to introduce me to the Founder  Chairman of the company. He asked DHA whether he has seen me or know. Can somebody guess what was DHA's smart  response ?
"Who does not know the Company's maternity warden!"

KKM was puzzled and asked him, what does that mean? DHA answered stating that Ramanathan will be present where there is a problem  and he will find a solution. That is equivalent to a maternity warden in labour ward. On hearing that KKM had a hearty laugh. But I took it as a Best Compliment
 one can get from the company chairman.

 Technical issues &challenge during PX commissioning.
During line flushing and system box-up I used to remind and caution the operations time&again that they should ensure to drop the in-line control valves to ensure that the foreign articles/ weld scrap&rods etc. should not get entangled in the valve seat. But operations being themselves thought they are smart and did not practice that approach strictly. That overlooking really caused more pain to me/DGS and UOP start-up team particularly Don and Richard.
I can never forget 8th Nov. '88 in my life. As that was Deepavali day for Madrasis, I celebrated the function early morning and reached site only by 9AM or so.  KKM was taking round and he crossed me. He said that your friend is waiting for you, go and meet him. I was puzzled that who has come so early in the morning. Then he showed his hand  up and pointed towards top of PAREX manifold.
Immediately I could understand that the control valves FV 6016 and LV 6018 are giving trouble. In UOP Technology,these two control valves have to act within 30 secs from close to open to ensure the finished  PX product quality to 99.6% purity in PAREX manifold. Myself, Richard and DGS  did not suspect the line flush as culprit  but suspected the copper tubing, Fisher valve interior design and looked at every possible factor as Instrument engineers. After struggling for 2 days, we dropped both the valves and took to mechanical workshop for stripping them open for interior configuration check.
To our horror we found that the foreign media have given several cuts to the plugs and valve seats.
Immediately AV and Saxena  came to our help; they took the shaft and plug in different lathes and machined finely.Then they got them lapped  to have uniform seating. That only rescued us from the challenge and thereafter commissioning was smooth. Rather, after that whenever KKM met me, he used to say,Ramanathan you are the right person to handle/tackle these operation personnel.
He only advised me stating that you have reached top in instrumentation and high time you start taking exposure in other disciplines like compressors/ pumps etc. Taking cue from him, AV asked me to stay back in PG itself promising that he will ensure promoting me to Chief Engineer. But I flatly rejected that offer saying that I am cut for projects and cannot function in regular maintenance routine. So on Dec.31st I closed my innings at PG and moved back to Tulsiani chambers.

Key Aspects :- Multi discipline exposure, Motivation, Recognition, Technical issue

P 28 PX at PG execution

P  28

PX Execution Contd.

On request UOP mobilised 5 member team under Mr Don Bell. The leaders were Don Bell, Murphy& Richard. Richard was the instrument specialist and was in constant touch with me and my team. As PTA has been commissioned and running, we could get only DGS, Venkatesh and Baldota from the old team.So we recruited  M/S Venkateswaran, Chandra Sekhar, J Balu, Nagesh, Raja Rajan
 and strengthened Reliance team. It so happened that all of them were from MIT-some DMIT and others B Tech. We had the full co-operation from M/S  Saxena and Ashok Kumar  as well as Sh A Venkataraman for all our mechanical works.
 On technical front, usual goof-ups of DEC (here also John Brown) was very much prevalent.  My team with Richard's help took enough care to address all of them and manage. Here two important items have to be noted- 1 ) Since the control valves actuator was very large in many cases, M/S UOP have particularly recommended to go for 3/8" Cu. tubing instead of conventional 1/4 " tubing but still JB missed them out! So case by case we got them changed with mechanical department help and checked the stroke test carried  out for noting the speed of response. 2) In case of Neles Ball valve, Richard was very particular to organise the helium test done for checking zero bubble test. In central work shop Venkatesh and Saxena got them done successfully and Richard praised them very much.

During PX execution, we faced another drama!  Those days being Rule Raj existed in India, GOI issued notice to RIL stating that the clearance for PX capacity was only 75000TPA and how come the company have gone ahead with 90000TPA design in some equipment! They deployed an audit party from EIL (under Mr J Rangachari) to completely inspect our premises. The authorities in Govt. did not understand that even EIL puts design margin while specifying the equipment sizing.  Since JR being an experienced personality and having worked in L&T before joining EIL, his inspection has really benefited Reliance.

While executing PX only, AR got the opportunity to get exposed on fire fighting  systems engg. and field execution. With M/S TechnoFire (Praful Sanghrajka)as contractor, effectively  I got involved in Halon system execution for control room and A3 tank  farm  .fire water network and tank protection by MVWS/Foam injection system. In those days, since TAC were the statutory authorities to rate the insurance premium discount, got introduced to stalwarts  M/S Sanjana, TRA Krishnan, Dilip Koimattur &others.That relation still continue with TRAK and Dilip even now; of course Praful is always there.
Here I recollect three important events:
1. A sad one- Mr Verma was recruited as maintenance manager for commissioned PX and for training he was deputed to UK. There on fourth day itself he fell sick and went into coma! It is to be recorded that Reliance Management went out of way to bring him back alive by taking up with Sh Rajiv Gandhi, that time PM  to engage a chartered flight with O2 cylinders and executed that challenge.. Unfortunate that Mr Verma did not recover at all and died after several months bedridden in Hinduja hospital.
2. I have to really remember the company's commitment towards employees. Though I took the promise from the management for house loan during my final interview in Dec.'86, due to work pressure on the job, I forgot that issue completely. But the management sent a word through personnel department Sh V Venkatesh that I have completed one year in the company  and I can avail the interest free loan. That is how my first tenement at Choolaimedu , Madras was possessed.

                                                                                                                           PX  Execution contd......

Key Aspects : -Incidence analysis, Multi discipline exposure, Motivation, Opportunity, Technical issue,