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
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
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