P 66 JMD DTA Commissioning &Transit to Infocomm

P  66

JMD  DTA Commissioning &Transit to Infocomm


One important thing to be particularly mentioned here.  The pre-commissioning team has ensured to organize  PF foam pigging of all headers in OSBL rack  thus ensuring full cleaning &smooth flow of fluids during operation. That played an important milestone  for smooth commissioning.

When it came to fire water system , Mr TRA Krishnan as Chartered Engineer carried out third party audit of entire network both in ISBL as well as in OSBL.  There were some specific punch list points when it came to protection of fin fan coolers. There were several observations about the nozzle focus, full coverage of surface area, pipe supports etc.; but all of them were cleared by utilizing field engineering services and construction to appreciate their necessity.

One challenging incident ! In FCCU plant , one specifically designed gasket at the reactor-re generator joint, which has to face around 450 Deg C heat during operation  was failing  and that really held up  FCCU commissioning. Mr A Venkataraman , as head of maintenance took personal responsibility in coordinating with the supplier factory at Madras (M/S IGP) and got the gasket replacement by special chartered air craft. Rather that has to be repeated twice before the problem was sorted out. The challenge was with respect to tempering of the gasket to meet that raise in temperature from atmospheric condition. But once that was sorted out, touch wood No issue at all and the plant is in operation for the last 17 years.

As mentioned earlier , entire DTA systems were commissioned in flat 39 months from the zero date  and Bechtel earned their credit.

Then comes my transfer/transition story!

After plants commissioning, the whole project group members were engaged in preparing the project close out, material reconciliation, contract measurements and to jot down lessons learnt etc. While I was engaged on that task, one fine day a surprise took place!

On May 17th,2000, Monday, I had some discussions with M/S Techno Fire at Mumbai  and did not go to Jamnagar. I phoned my wife at 4.30PM saying that I am with Praful and will not come home for dinner. So she knew my whereabouts at that time. After 6 PM, self and Praful closed our official discussions and retired to Flora Fountain, a Chinese restaurant in Worli Sea face. When I had my first sip of drinks, Praful got a call through his BPL module and it was from his father. His father said that Ramanathan's wife is badly looking for him and ask him to get in touch with her. Hearing that my thinking went awry and got worried. Using that hotel land line(as there was no mobile service existed at that period)I phoned home and got in touch with her under anxiety. She responded stating that MDA/Sanjay are looking for you and please contact them immediately. That made me more anxious but Praful controlled me saying that he can connect me to SM. When we got in touch with him, he responded-Nothing to worry; you better get in touch directly with MDA himself and he is available at Makers. So we dialled Makers board and he came on line within minutes.  As usual his first question was- Ramu, What are you doing and how are you busy? When I explained to him that I intend to go to Jamnagar on Tuesday morning and engaged in DTA close outs, he said-Forget it and come down to Reliance Telecommunication and meet me in Makers.
                                                                                                        Contd.....

Key Aspects :- Communication, Critical challenge, Responsible, Surprise&shock, Technical issue

P 65 JMD DTA Commissioning

P  65

JMD DTA Commissioning

No one in the company  had thought the  possibility of  such occurrence ! But the PP Business head SM Vakil posed a question to HRM - that having invested huge sum and made mechanically complete, why not we import Propylene and commission that plant? Added to that he identified two sphere availability at Porbandar for storing the imported material   and put that case to management.  Having got convinced, the management asked VVSR and me to visit Porbandar and give a report on those sphere status, CCE licence condition etc.

One fine morning, VVSR and me drove to Porbandar about 230 Kms one way to inspect and take first hand status of those spheres. It so happened that those two spheres belonged to M/S VTV only and their local team received us with warmth.  It seemed that they were built when there was LPG demand in market and they were designed for Propane storage! Then the issue cropped up. As the person handling SMPV Act regulations regularly, I asked for the vessel data sheet to look at the design condition and Relief valve setting at 55 Deg C. Then came the catch. As they were designed only for Propane, the ROV setting was 21.5 Kg/Cm2g only whereas for Propylene storage, the requirement is 22.3Kg/Cm2 g at 55 Deg C. So I gave a recommendation that those spheres cannot be used for Propylene service.

The matter did not end there! By mere coincidence, on the next Monday myself, HRM, VVBhatt, APoddar happened to travel to Jamnagar in the company plane. There HRM raised the question" since when you have become CCE?" I explained to him that since Reliance may have to utilise that temporary infrastructure  for more than six months that too at different seasons, we cannot afford to take that safety risk. He could not believe that I am so stubborn but having said safety risk, he requested me to look for some other workable solutions to receive imported Propylene and store at site. I promised him that I will come back.

After reaching site, I convened an emergency technical meeting with my team -Baumgartner,Pathak, PBM Rao, Kallol Patra and toyed with idea of importing cryogenic Propylene  in  refrigerated carriers and unload in LO LO jetty and transfer to site spheres through the heaters meant for the MTF Cryo tanks. Knowing its importance, the team analysed the pros&cons and identified an execution philosophy.  Pathak was made center  point for this task since I was to go to Israel next day. During the day, Pathak worked out all the involved steps as well as various essential pre-conditions to execute this challenge in shortest schedule.

 If we look back, some of the conditions jotted by him were imposing! e.g- The detailed engineering for this has to be issued to H&GC  on nomination and only Subhash Deshpande of Humphreys should project manage. The construction team should have the liberty to draw any piping materials from stores for which V Srdhar should be informed accordingly. We should be allowed to fabricate the sub station with structures and porta cabin for control system. We took the decision to fabricate fire water tank with the  storm spoiled tank plates.. Knowing its importance and urgency, HRM signed off the same day at 9.30PM. For info. including provisioning of temporary fire network and the requisite infrastructure and laying LTCS pipeline from LO LO jetty to MTF and hook up to main LPG line, the system was completed in flat 6 weeks and the management was surprised with the capability of this task force team. That made the commissioning of PP feasible before the refinery start-up  and the system got commissioned.                                                                    Contd.....

Key Aspects :- Conviction, Critical challenge, Delegation, Incident analysis, Multi discipline exposure, Planning, Proactive approach, Reputation, Team building 

P 64 JMD DTA Contd

P  64

JMD DTA Contd.

So far I have been narrating only my project experience and incidents faced during execution of DTA.  Now let me bring out the nuances of pre-commissioning a mega complex!

In any complex ,feed cut-in is a D day , but prior to that the entire team goes through the examination fever tension. In this case that was felt at multi direction! Let me bring out only a few cases here.
As the company was still in development phase with respect to mega complex commissioning &operations, there was no set procedure. But everyone was conscious that they are given the challenging responsibility of commissioning unit by unit.

In that cycle, first to be commissioned was cycle oil tank (for rotary equipment lubrication)near coker unit. Under PK Kapil, Sh Yadav was responsible for that task. He followed the construction completion meticulously  and ensured the testing process was complete. He handed over all the requisite document for CCE licence process to me  and was expecting the licence approval &issue by authorities in matter of hours! Though I explained to him that it will take a few days, he was impatient  and complained to PKK.  Since PKK was ED in IOC, he knew the procedure and just requested me to expedite ASAP.
As usual I went to Nagpur; submitted to the department and had a meeting with CCE himself . After going through all  documents ,he promised that the licence will be issued next day afternoon. This I conveyed to PKK next morning.

When I was hanging around in the office of CCE on the second day, a phone call came to CCE and he called  for me..  When I reached his room, he said that that incoming call was from Makers,Mumbai and  MDA was looking for me. I was cursing myself but took the call.  At the start, I tried to explain to him that the said licence shall be issued in next few hours and I have already conveyed to PKK to go ahead lining up the cycle oil tank.  But even without hearing the same, he questioned me "When are you coming back to Jamnagar?" i had the shock of my life and responded that I will reach next day and  there is  no  physical requirement for licence papers to commission. Then only he understood my position  and changed the question. He enquired me in what way I am busy with OSBL completion.  When I conveyed that I am fairly free, he asked me to get in touch with HRM and PMSP  and take over the instrumentation completion of Coker & Sulphur unit areas as there were specific issues. Then only I got relieved of my tension.

That made me once again as Instrumentation manager for a brief period. In coker plant furnaces there were specific problems with RTDs and the temperature readings were erratic. Without even checking back with Licensor and DEC, I took the call to replace them with suitable thermocouple and overcame the hurdle. The concerned Instrument engineer was Sh Bhatt  and he enjoyed the replacement task  as success rate was assured and he could face the start-up team confidently.
When it came to Sulphur plant area, Mr Sane and Mr Gangopadhyay of operations were looking for my personal service  to tune the burner assembly logic  and set right the optical sensor. In coker drum platform the issue of oscillating monitor location and tuning task were attended and smoothened out.

There was a peculiar requirement for early start of PP! As PP execution was independent of the main refinery, that plant area was mechanically ready six months before the main refinery. But that plant can get its feed stock only after FCCU commissioning and start of Propylene recovery unit.
                                                                                                                     Contd....
Key Aspects :- Accountable, Attitude, Communication, Critical challenge, Faith, Leadership,
Motivation, Reputation, Surprise&shock, Technical issue, 

P 63 JMD DTA Contd.

P 63

JMD DTA Contd.
Whatever prescribed in previous session regarding the blending tank  was feasible only if the refinery processing capacity are  of the order 3MMT/Annum or so ,whereas  in JMD , the refining capacity was of the order of 15 MMTPA right at the start in DTA days which runs at 33 MMTPA now.
With introduction of second refinery under SEZ, the processing capacity has gone to 62 MMTPA!
That forced Reliance to think of novel method.  As Reliance has got strong R&D team to back up operations,  they have developed a rugged In-Line blending system with redundant provisions.
Using the process of ratio control and Coriolis method of density and flow measurement , a fool proof recipe have been developed by in-house and that system is in vogue for the last 15 years or so.
So that has eliminated the necessity of crude blending tank


Finalization and implementation of Cryogenic double walled tank  and system for Propylene/LPG at MTF:

This is a drama by itself!To start with, after successful implementation of Hazira system for Ethylene, it was pre-decided that we will go with LGA/L&T combination for this order execution. But for techno economic consideration , there was a bid from LGE/PUNJ Lloyd also.. Mr Shivendra Kumar Of Punj Lloyd used to camp at Novotel Hotel and Mr Dimert used to represent LGA and staying in the same hotel.  As we all knew each other, we used to fool around  saying why Shivendra is still continuing in London when it is apparently clear that their bid is not going to be considered at all. But he used to repeatedly say that still he has got hope.  Even now  I am not clear what premonition made him to think so!
On one fine day, there was a message to PMSP  that this order should not go to L&T ( some back ground political reasons) and may consider LGA alone. As LGA was not keen to take the order individually(as they had internal management take over trouble), PMSP assigned me the task of brokerage between LGA and Punj Lloyd and arrange the marriage between them. As Shivendra had the premonition, he was ready to take that offer; Dimert asked for time to talk to his HO and revert.
Then he has organised Visa for Shivendra Kumar to fly to Koln and the deal was  struck favorably.
LGA appointed Mr Popmahl as their PM and Peter as his assistant..
The funniest thing was that by the time the Kick off meeting took place, LGA was taken over by a London firm - Whessoe and the PM changed.
That was the beginning for Punj Lloyd to get into tank construction and they posted Mr Garg as their PM. Utilizing that reference and experience, Punj Lloyd executed Dabhol cryogenic tanks for power plant and Dimert migrated to Houston to work for Dabhol Power.
 Only Mr Peter was the constant pivot in completing that project and from Reliance side Mr SM Pathak project managed effectively.

Here It is necessary to touch about the refrigeration compressor package capacity. for that propylene cryogenic double walled tank. As per theoretical calculation  it worked out to be 110 MT/Hr rating but PMSP wanted to limit to 65 MT/Hr only. There was a meeting attended by PMSP, me, DM and P Sankaran which went on until 1AM at Bechtel office.  There were bitter argument and without understanding the implication PS was vouching to agree for 65MT/Hr itself. At the end, PMSP used his veto power stating that he has no provision of budget  to go beyond  65MT/Hr. . But the beauty is that , before start-up PMSP with the assistance of BN brought a mini compressor knocked from Hazira and reequipped the capacity shortfall. It is necessary to note that he had the courtesy to keep me informed of that.
                                                                               Contd.....

Key Aspects :- Attitude, Communication, Conviction, Critical challenge, Delegation, Incident analysis, Innovative, Opportunity, Responsible, Surprise&shock, Technical issue, Team building

P 62 JMD DTA contd

P  62

JMD DTA Contd.
Having seen some of the offsite packages and main OSBL rack, let us look into RTF to MTF and vice versa pipe corridor.
This stretch is 16 Kms long  passing through the entire stretch of refinery  up to SH 25 and run along haul road corridor to enter MTF B/L. This pipe corridor is the life line of entire refinery operations- all the crude import or sea water intake or finished products going through marine route fall in this corridor only.. While executing this system we had a different challenge!
As there were  more than 36 lines at DTA stage itself, Bechtel could easily spread the pipes on wide sleeper and run at refinery end and along the haul road; but the challenge and objection came while crossing the State High way and Railway crossing!

Without realizing the social obligations, Bechtel wanted to go ahead with over head bridge crossing.
That was summarily rejected by authorities and said that the only option left for Reliance is to go underground. Had it been a single line, we could have got away buried. Since there were so many lines in that corridor, Bechtel opted for underground culvert option. So a beatuful culvert corridor got developed with a dedicated motor way for exclusive use of Sh Dhirubhai. This was a special request of MDA. But at that time in 1997, we thought that by not providing any flange joint or any valve on those lines, we can get away without incorporating any mitigation measures within that culvert stretch of 400 M!

No one  ever gave a thought that these pipelines are going to be live at all time  and should be in operation during the refinery's life time. During the audit 2010, one of the insurance agency highlighted that though the designer has taken the corrosion factor into account while selecting the pipe thickness , how can one be sure of its safety without any mitigation measure? That was a major shock to all concerned and very late realization Better be late than be never. So we have formed a task force to study various options to incorporate the best sensing system in that corridor and introduce manual fire suppression system. That is one of the top priority item under safety risk study..

I am not sure whether I have already covered the Mango forest story! When we acquired the land for refinery, the front portion at SH 25 land was belonging to BPCL and they were not ready to sell. They were intending to create their own oil terminal. Maybe it was their ploy to delay Reliance to go ahead with the refinery project. So leaving 100M beyond their land limit, we drew and developed our plot plan layout and proceeded with detailing and foundation digging for tanks. After an year and half, they realized the situation  and understood their plans are not feasible at all. Then they sold that to Reliance; but it was too late for us.  So that plot of land was effectively utilized to develop wide green field by planting variety of mango saplings. Now we have millions of mango trees in that stretch and we also produce mango pulp.

Having addressed the refinery offsite and pipeline stretch joining MTF to RTF, let us see some important factors in MTF (marine tank farm).  In the world, as the refinery source different variety of crude from various places, it is common practice to have one crude blending tank. What does that mean?  The sourced crude are stored in different tank; before lining up them to refinery as feed stock, operations team  used to  draw the pre-calculated volume from each tank to this blending tank and prepare the mix. Once done, that will be allowed to settle for pre-calcualted time before pumping to refinery area for processing. The blend ratio will vary depending upon the available crude characteristics and the desired production pattern of finished goods (refinery yield).
                                                                                                                    Contd....

Key Aspects :-  Accountable, Critical challenge, Incident analysis, Initiative, Lack of experience/ exposure, Proactive approach, Surprise&shock, Technical issue

P 61 JMD DTA Contd.

P  61

JMD DTA Contd.

Flare Package
While conceptualizing the flare sizing ,  no one had any idea that it will go as high as 4000MT/Hr rate!
Until that time in India,  M/S John Zink was the sole system supplier.But they could not even think of sizing the flare for this rating. That made Reliance and Bechtel to look into M/S Zeeco, an offshoot started by Mr John Zink in USA. There also, considering that there won't be a complex outage, we opted for multi riser  derrick mounted de-mountable (Foldable) type.  Then Bechtel and Zeeco  worked together  to split the HP/LP load with 3 risers  and at 400 M apart LLP  flare with 2 risers. The flare elevation came out to be 152M from ground.

Lucky for Reliance  ,Mr Rane of Petron shouldered the responsibility for the detailed engineering  and field execution of entire flare system of DTA. Touch wood, so far there is no major complaint with the flare system operations. The maintenance team have operated  and gained experience in scaling down of individual riser for inspection and maintenance.

While talking about flare system , two specific item come to my mind :
1. Outcome of hazop study recommending that  the valve handle in 84" main header has to face the earth and not the sky. This is to ensure that the accidental falling of gate in the valve should not block the flare stream.
2. Flare mains testing. There were hue and cry in the field for testing the 84" mains running on top tier of OSBL pipe rack! Hydro testing was ruled out since the pipe rack was not designed for that water load carrying. Without realizing the implications, one group was recommending for pneumatic test! As the length of these  mains was 9 Kms long, that was also ruled out.  Finally we devised a smoke test procedure and successfully carried out i.e introduce a smoking device inside and check all the weld joints with soap solution.

FM 200 system incorporation for PIBs.
 That was the time M/S Du Pont came out with FM 200 as Halon substitution for gaseous fire extinguisher system for non occupied premises and data centers.
 As JMD DTA had 33 PIB buildings having their local area control systems (Plant Interface Buildings), it was decided that we should make provisions for gaseous extinguisher system in each of them. Floating international enquiry, M/S Vijay Fire-Kidde was selected. But Reliance LP consultant(happened to be one of top official of TAC_ a statutory body) asked for one field trial and demo. before approving their system. A practical demonstration was conducted in ETP PIB and it was cleared from efficiency angle and advance warning for people evacuation lead time etc.
The contractor executed the installation in all PIBs.  Then came the big drama!

In matter of 10 days, in 7PIBs, the gas from cylinders got released even when there was no fire at all! It was mystery for projects and instrument maintenance.  After conducting a detailed investigation, it was found there was some software corruption in M/S Wormald PLC, which caused this havoc and loss! M/S Wormald was the agency who executed Fire&Gas system in whole of DTA. For info. then onward we never approved M/S Wormald make and the company has standardised with Honeywell F&G system at Jamnagar.
                                                                                             Contd.....

Key Aspects :- Critical challenge, Incident analysis, Initiative, Innovative, Lack of experience/exposure, Multi discipline exposure, Technical issue

P 60 JMD DTA Contd

P  60

JMD DTA Story continue.....

Having seen  the various attributes of water and their implementation  story, let us touch other disciplines also.

We felt the pain in executing the small bore piping for steam tracing and location of steam traps.  On principle, Engineering did not issue detailed ISO drawings for these small bore systems. So the construction group had hell in assessing the requirements to make MIN for contractors. Contractors also did not post smart supervisors on the job and every thing was left to the field fitter's efficiency.
That caused more pressure on the management  to ensure their completion. Even the construction planning group could not give the progress status and what is left to be completed!

In that quality issue also cropped up!  As the execution team did not ensure preheating the joints/ weld rods, several nipple joints weld failure were taking place in vents and drains.There were disputes and misunderstanding between inspection and construction team. Added to misery, the construction group were refusing the seal weld of  hydro test nipples covered by threaded caps. As project manager I had the responsibility of brokering peace between them and got them addressed.

When talking about OSBL piping, can you imagine the width size of main rack? While designing Hazira main rack, that time management criticized the OSBL project manager for opting 6M wide three tier rack. When it came to Jamnagar, even after taking decision to route all cooling water piping underground, the main pipe rack width came to 2 X 11 M wide &three tier rack. As the overall width became 22 M span, it forced structural engineering group to divide it into 2 spans.of 3 tiers each. Then came the issue of foundation execution and casting of rack columns  and horizontal beams.
 As the total OSBL rack was 9 Kms long having column frames at every 6 M apart that too with 4 footing foundation at each frame, the speed and issue of handling the frames were challenging!
JP ( Jeetendra Prasad) was looking for finite solution but nobody had a ready made solution. Even he went to London to discuss with Bechtel experts in rack design  but no success in getting a resolution.
So the engineering issued IFC drawings for both the alternatives-  both precast frames and cast in-situ frames and left the choice selection to OSBL Chief construction manager(JP). As the job progressed, we arrived at a solution of combination- base foundation and first frame cast in-situ  and the upper frame precast. This resolution really helped to achieve speedy progress. and produced good success rate. Just for info. The average Inch Dia, of piping on the rack was 14". and the main flare pipe dia, was 84"

Air Compressor vendor selection drama:
Dr Kini of CICB has taken for granted that the utility air compressor order will go only to M/S Elliot & he is assured of his business. But both Bechtel engineers and Reliance rotary specialist have recommended to select M/S Atlas Copco make from the power efficiency(specific Power) angle. The Project management and procurement negotiated the pricing and convened the meeting with vendors on Dec. 19th , 1996 at 9.30 PM London time.  That time was chosen because Bechtel organised X'Mas get together on that evening. PMSPrasad  asked me to return back to office after that evening function. After thorough negotiations, procurement issued LOI to M/S AtlasCopco around mid-night . Dr Kini protested immediately and phoned Bombay reporting/challenging how the order can go to somebody else. Knowing the situation,PMSP did not have any option but  to hold back the issued LOI. The drama set in immediately and PMSP had to convince MDA explaining about the Specific Power factors  issue and convinced to go with Atlas Copco only. Right next day morning by 5.30 Hours, he directed procurement AK Chowdhary to remove the hold and go ahead with Atlas Copco. Then onward, in Reliance, only Atlas Copco compressors are sourced for utility air system.
                                                                                                                   Contd.....

Key Aspects :- Accountable, Critical challenge, Delegation, Incident analysis,  Leadership,
Multi discipline exposure, Planning, Technical issue

P 59 JMD DTA contd

P  59

JMD DTA Contd..

Having touched the aspect of storm disturbance, I have to highlight a few other critical issues  that really tested Reliance at JMD!
As we had several labour camps established around the complex site area which  had about 75000 people population , their safety and living conditions was our top priority task. Without any management directive or call ,M/S SC Malhotra and Mike Alaka took the responsibility on themselves. With whatever little resources available, they gathered rain coats, food packets from colony residents and ensured distribution in each camp for three days. Rather that made Mike as hero among all labour in JMD site and revered with respect then onward. Though he was a Britisher, he had the knack to converse in broken Hindi &Gujarati.

Next comes the most important  event to narrate:
As the  work progress at MTF was about 80% completion stage, this storm really took a big strike on our establishment. Many tugs and trawlers got blown away and got beached behind Western Air command area. Many small tanks which were yet to be anchored got twisted into spiral shape! But one 92 M Dia. crude tank which was also yet to be anchored got  shifted from its foundation by 11 Meters but luckily the tank shape was intact.! There was literal panic and no one was clear what to do and how to restore the situation. Then came out the heroism of Sh Kallol Patra, who was my  contractor at Hazira but here  in Reliance  rolls under PBM Rao. He volunteered to MDA and PBMR that he has got an idea and some solution! If given 2 X 125 T crane service, he can attempt to bring back in three days. As we were all desperate, we didn't have any choice but to try his suggestion.
The beauty is that he handled the task single handed and obtained full success. The management was grateful to him  and complimented him sumptuously both in terms of cash reward & Merit certificate.

While dealing on the subject of storm and drains, let me narrate a story on drain sizing!  As nobody in the world had any prior exposure to deal with sizing the drains for these large piece of land. The controversy and argument went on criticizing me and Bechtel Central civil specialist Bob Green  that we are over sizing and at the end, each drain called for cross over bridge! People without any idea were suggesting that these width can be reduced  and bridges can be got rid off. They were not understanding the basis for drain sizing factors- either the FW discharge for that concerned area or rainfall intensity of 15 minutes down pour in that defined area.
On similar lines, we had the controversy on OWS slope and the intermediate chamber nozzle elevation! People were not able to realize that  in OWS, the discharge has to pass through gravity drains only.

When it came to valve selection  and piping execution for underground systems, the controversy is still on even after 17 years! Unfortunately, for some political reasons, the order for butterfly valves were placed on M/S TYCO- keystone make where the integrity in rubber ring to disc were not assured! In every CT commissioning or fire network charging, these rubber rings in butterfly valves gave way, choking the downstream ROs and valve passing even in closed state.

We had nightmare  while dealing with foundation/ flooring in Acid/Alkali storage and handling areas.
Especially while dealing with Hcl or diluted H2SO4, the base slab  used to blow bubbles  in spite of epoxy lining or using protective paving blocks! Only by repeated trial and error only we could get over these challenges.                                                                               Contd....

Key Aspects:-  Attitude, Codes& Standard, Communication, Conviction, Critical challenge,
Incident analysis, Initiative,  Lack of experience/exposure, Multi discipline exposure, Proactive approach, Responsible, Technical issue,