P 41
Hazira Ph2 &CCE Committee Contd.
Though I did not have any material inspection experience, situation forced me to take the call. After seeing the limited stock at their Kalamboli yard I devised my own QAC and moved forward. Since the service was only discharge of effluent that too in river bed, I decided to even clear the slightly pitted CS pipe. As we were desperate to source requisite pipe quantity, after selecting some quantity from there, me and the party(Mr Shah) flew to Visag. where they had a huge bulk quantity. When inquired, we understood that these were excess stock after the steel plant completion and this party acquired them in auction. That gave us confidence and identified enough quantity for our objective.
Typical of inspection group, Mr P Ethiraj criticized me for clearing and accepting that second hand stock! But I did not heed to that , was confident and sure of my actions. The management appreciated my initiative and involvement. We could complete the erection in time to meet the ETP commissioning schedule.
Hazira Ph2 plants commissioning (except the cracker)
Since the C2 import terminal facilities were commissioned in 1991 itself, the feed stock availability for MEG, HDPE and PP were assured. Though M/S Lummus was the principle contractor, Reliance management did not have full confidence to line up the plants and utilities commissioning activity.
They hired out a task force team from M/S Fluor Daniel to check and inspect various plant B/L inter-connects and Utility packages box-up. As usual they played the consultant role only. Rather they used to listen to our presentation and learn from our experience . Typically, they used to wonder , how this Reliance project and Construction team are able to meet these challenging demands of utility requirement fluctuations !
One thing I would like to place on record here. As Hazira was the launching pad for Reliance Petrochemicals growth, MDA used to add or enhance plant capacity and introduce new plants very frequently. As offsite project manager I used to have nightmares about the utility package sizing and capacity of pipeline transfers. Fortunately, since our fundamentals and design basis factors were strong, we could manage /face the fluctuating demands. M/S Fluor Daniel task force members were astonished and looked at us with high regard.
Extra jobs & Claim of the offsite consultant HGC
As there were continuous changes in offsite engineering, to suit to various ISBL design changes or new plant additions, the triangular project execution team had a work method understanding to record the variations and corresponding man hour efforts. As the changes were too many, the team thought that it is not right to amend the work order now and then for raising the invoice. So KSS took that responsibility and he used to share with me and PBMR periodically. As this was going on smoothly, a funny thing happened at H&GC end. They had some internal shuffle and some new senior executives joined their services. As the new management wanted to show-off, they approached Reliance procurement head Sh BN and requested for project close out. When he discussed and inquired whether you have any outstanding claims to be addressed by Reliance, they said nothing outstanding.
As they were new and not knowing any back ground and not even consulting KSS they wanted the close out. Since BN was aware of every thing, he phoned me after their leaving and asked about my estimate. I told him that it will be about Rs 4 Crores; then I shared the situation with KSS. He was literally shaken and cried with his MD Dr Dravid.. It is another matter that BN and Dr Dravid settled the matter mutually and H&G got paid for those extra jobs clocked. Contd.....
Key Aspects :- Critical challenge, Faith, Incident analysis, Initiative, Reputation
Hazira Ph2 &CCE Committee Contd.
Though I did not have any material inspection experience, situation forced me to take the call. After seeing the limited stock at their Kalamboli yard I devised my own QAC and moved forward. Since the service was only discharge of effluent that too in river bed, I decided to even clear the slightly pitted CS pipe. As we were desperate to source requisite pipe quantity, after selecting some quantity from there, me and the party(Mr Shah) flew to Visag. where they had a huge bulk quantity. When inquired, we understood that these were excess stock after the steel plant completion and this party acquired them in auction. That gave us confidence and identified enough quantity for our objective.
Typical of inspection group, Mr P Ethiraj criticized me for clearing and accepting that second hand stock! But I did not heed to that , was confident and sure of my actions. The management appreciated my initiative and involvement. We could complete the erection in time to meet the ETP commissioning schedule.
Hazira Ph2 plants commissioning (except the cracker)
Since the C2 import terminal facilities were commissioned in 1991 itself, the feed stock availability for MEG, HDPE and PP were assured. Though M/S Lummus was the principle contractor, Reliance management did not have full confidence to line up the plants and utilities commissioning activity.
They hired out a task force team from M/S Fluor Daniel to check and inspect various plant B/L inter-connects and Utility packages box-up. As usual they played the consultant role only. Rather they used to listen to our presentation and learn from our experience . Typically, they used to wonder , how this Reliance project and Construction team are able to meet these challenging demands of utility requirement fluctuations !
One thing I would like to place on record here. As Hazira was the launching pad for Reliance Petrochemicals growth, MDA used to add or enhance plant capacity and introduce new plants very frequently. As offsite project manager I used to have nightmares about the utility package sizing and capacity of pipeline transfers. Fortunately, since our fundamentals and design basis factors were strong, we could manage /face the fluctuating demands. M/S Fluor Daniel task force members were astonished and looked at us with high regard.
Extra jobs & Claim of the offsite consultant HGC
As there were continuous changes in offsite engineering, to suit to various ISBL design changes or new plant additions, the triangular project execution team had a work method understanding to record the variations and corresponding man hour efforts. As the changes were too many, the team thought that it is not right to amend the work order now and then for raising the invoice. So KSS took that responsibility and he used to share with me and PBMR periodically. As this was going on smoothly, a funny thing happened at H&GC end. They had some internal shuffle and some new senior executives joined their services. As the new management wanted to show-off, they approached Reliance procurement head Sh BN and requested for project close out. When he discussed and inquired whether you have any outstanding claims to be addressed by Reliance, they said nothing outstanding.
As they were new and not knowing any back ground and not even consulting KSS they wanted the close out. Since BN was aware of every thing, he phoned me after their leaving and asked about my estimate. I told him that it will be about Rs 4 Crores; then I shared the situation with KSS. He was literally shaken and cried with his MD Dr Dravid.. It is another matter that BN and Dr Dravid settled the matter mutually and H&G got paid for those extra jobs clocked. Contd.....
Key Aspects :- Critical challenge, Faith, Incident analysis, Initiative, Reputation
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