P 47
Jamanagar DTA Refinery
Though I have covered the MTF layout freezing for crude storage already, that was one of pre-project activity. We should closely look at the evolution of this refinery right from fundamentals!
Since Reliance did not have any back ground past experience in implementing a crude processing refinery, they picked up personnel with vast experience in refinery projects, technical services and operating experience. Stalwarts like S/Sh KKM, SR Setlur, P K Kapil, Maurice Banniyan,Dr Partho Maitra, N B Deshmukh, P Raghavendran, J Rajaraman and others were roped in as core team to conceptualize the basic configuration and processing requirements. There used to be bitter struggle to choose between the downstream plant requirements to arrive at whether to opt for Coke generation or to stop with bitumen. Finally , with the vast experience &proficiency of SRS, the management did the cost benefit analysis and chose to opt for Coke generation.
Then came the tricky issue ! The main refinery plants were categorized under Reliance Petroleum,a newly formed company and the Aromatics plant were categorized under RIL. As the marine area was more than 16 kms away from plant area, they were grouped under RPTL- Reliance Ports& Terminal Ltd.
When it came for employees, to avail the State Govt. bonus of maximizing the locals,especially people of Gujarat origin, all others in the project were transferred to a new company REAL -Reliance Engg. and Associates Ltd. But the management ensured that no employee will lose his stature or seniority.
The complete detailed configuration and stream balance finalisation credit should go to Dr Partho Maitra and N B Deshmukh only. Then came the selection of Technology for various streams. There we did not have any issue at all. By nomination M/S UOP was chosen for all the refinery plants including Aromatics and Coker Technology was chosen from M/S Foster-Wheeler, Houston.
Then came the crucial issue of PMC and DEC selection ! As no one in the group had prior experience of managing such a large complex project execution, Reliance wanted world leaders to get in as both PMC and DEC ( Project Management consultant & Detailed Engineering Consultant) . The core leadership team developed an enquiry document and floated internationally. Five reputed agencies submitted their offer- 3 from USA/Europe and 2 from Japan. Almost all parties indicated a time schedule of 65 months from start to finish. But considering the urgency and financial stake, Reliance wanted the plant completion much earlier. You know in Reliance we have a slogan- World Class Quality- on Yesterday Basis at Zero Cost. Applying that, MDA asked SRS to work out the best optimum schedule, since he had back ground experience of working in Shell, India and as MD of Bongaigan Refinery at Assam. He came out that if somebody can work optimally, this project can be commissioned in 46 months flat. So that became the bench mark and the management deliberated with all parties. Three parties walked out and only two remained to consider. Contd.....
Key Aspects :- Critical challenge, Incident analysis, Lack of experience/exposure, Team building, Transfer
Jamanagar DTA Refinery
Though I have covered the MTF layout freezing for crude storage already, that was one of pre-project activity. We should closely look at the evolution of this refinery right from fundamentals!
Since Reliance did not have any back ground past experience in implementing a crude processing refinery, they picked up personnel with vast experience in refinery projects, technical services and operating experience. Stalwarts like S/Sh KKM, SR Setlur, P K Kapil, Maurice Banniyan,Dr Partho Maitra, N B Deshmukh, P Raghavendran, J Rajaraman and others were roped in as core team to conceptualize the basic configuration and processing requirements. There used to be bitter struggle to choose between the downstream plant requirements to arrive at whether to opt for Coke generation or to stop with bitumen. Finally , with the vast experience &proficiency of SRS, the management did the cost benefit analysis and chose to opt for Coke generation.
Then came the tricky issue ! The main refinery plants were categorized under Reliance Petroleum,a newly formed company and the Aromatics plant were categorized under RIL. As the marine area was more than 16 kms away from plant area, they were grouped under RPTL- Reliance Ports& Terminal Ltd.
When it came for employees, to avail the State Govt. bonus of maximizing the locals,especially people of Gujarat origin, all others in the project were transferred to a new company REAL -Reliance Engg. and Associates Ltd. But the management ensured that no employee will lose his stature or seniority.
The complete detailed configuration and stream balance finalisation credit should go to Dr Partho Maitra and N B Deshmukh only. Then came the selection of Technology for various streams. There we did not have any issue at all. By nomination M/S UOP was chosen for all the refinery plants including Aromatics and Coker Technology was chosen from M/S Foster-Wheeler, Houston.
Then came the crucial issue of PMC and DEC selection ! As no one in the group had prior experience of managing such a large complex project execution, Reliance wanted world leaders to get in as both PMC and DEC ( Project Management consultant & Detailed Engineering Consultant) . The core leadership team developed an enquiry document and floated internationally. Five reputed agencies submitted their offer- 3 from USA/Europe and 2 from Japan. Almost all parties indicated a time schedule of 65 months from start to finish. But considering the urgency and financial stake, Reliance wanted the plant completion much earlier. You know in Reliance we have a slogan- World Class Quality- on Yesterday Basis at Zero Cost. Applying that, MDA asked SRS to work out the best optimum schedule, since he had back ground experience of working in Shell, India and as MD of Bongaigan Refinery at Assam. He came out that if somebody can work optimally, this project can be commissioned in 46 months flat. So that became the bench mark and the management deliberated with all parties. Three parties walked out and only two remained to consider. Contd.....
Key Aspects :- Critical challenge, Incident analysis, Lack of experience/exposure, Team building, Transfer
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