Saturday, February 25, 2017

P 85 JERP Execution

P  85

JERP-execution experience

During the interim period between DTA and JERP, as the marketing project team implemented GRP vessels for Petroleum retail outlets, the management thought we can utilize the large bore GRP pipes with sleeve joints as best choice for sea water transfer system. As M/S Amiantit , a Goa based company only  served that objective, they were contacted for exploring that possibility. But M/S Bechtel was dead against it since they had bitter experience with GRP piping implementation in one of their Chinese project. Reliance overturned that objection and decided to go with GRP piping.  Considering the transport logistics and number of trips/load factors etc.  It was decided that to opt for two diameters- 66" and 60" , so that they can be sleeved one in another and transport logistics were finalized. The party was given turn key contract as far as laying and testing; but the base civil works like trench cutting, bed preparation , load bearing points at turning radius etc. were in the scope of Reliance/Bechtel. Here came the crux of the issue! As the GRP pipe  supplier did not have engineering back ground of pipe laying, they were clueless. Added to the misery, none in construction applied the fundamental rule of pipe laying with sleeve joints. Moreover, since Jamnagar site soil is full of rocky strata, people concerned overlooked the need for smooth and uniform bed preparation before lowering the pipes. Over and above these, the construction management failed to understand that the sleeve piping should not be taken in patches! So they cleared the trenching contractor to carry out trench digging at various fronts thinking that the pipe laying contractor can proceed fast. But the misery was  that wherever the patch was ending, the end piping was projecting upwards; whenever sleeve was introduced to join the next pipe, it became a vertical cone. When a segment was taken for hydro-test, the joint was giving away and test failed. As the party did not have expertise, they failed miserably and as contractor they could not justify the faults in bed preparation.  The end result was that the system could not pass even the line operating pressure conditions in both the diameter pipelines and panic set in at site. That forced the top management to organize some by pass arrangement with DTA executed sea water lines and managed the commissioning of JERP.

Having seen the issues with sea water transport pipelines, let us move to Cooling towers! As we had additional plants of Alkylation and Clean fuel projects in JERP and planned 5000 M3/Hr MED desalination modules, the cooling water capacity requirement increased very much. Also since we had bad experience of wind storm blowing away the wooden construction CTs, we changed the design for concrete towers with the same cell capacity size of 3150 M3/hr/cell. As at that time M/S Paharpur did not have design/experience with concrete towers, tender was floated to various international bidders. There too we looked for sweet water and sea water as media. The sea water tower was exclusively for usage with Desalination requirement and discharge brine cooling.
The requirement was for 6 towers for sweet water and one for sea water and they were all geographically distance apart  and came under different plant areas and different construction management.                                                                                              Contd....

Key Aspects :- Critical challenge,  Incident analysis, Technical issue

P 84 JERP Execution

P  84

JERP Execution-  Experience and Challenges

Let me start from source point itself!
As already mentioned, there was clear mandate by authorities that DTA and SEZ has to be segregated and no exchange can take place without their clearance.  Added to that , post Kargil war, GOI made it mandatory that each refinery should have crude storage capacity of at least 28 days consumption.
As KP gained experience, he was given independent charge for tank farm execution but still CCE coordination was under me. That time Mr M Anbunathan was the CCE.

Additional Crude tanks
During DTA days though we had plot plan cleared for 14 crude oil tanks, we executed only 12 tanks in DTA period. But with Post Kargil mandate and addition of JERP we required 28 tanks.  During my absence ( having gone to GIS) KP interfaced with the department and pleaded the case. The issue was the land space availability in MTF area! Somehow they worked out and got the layout cleared by using the space left when we conceived Ph1 layout but with 4M dyke wall height.  As technical specialist I questioned CCE  for that final decision from safety point. Then only he realized  the involved issue of emergency escape though this height! But that  relieved us from ensuring enough crude inventory storage at MTF.

Having got over the storage volume factor, then came the MOC(material of Construction as well as management of Change) for MVWS Fire water rings in MTF tanks. As the ring diameter were only 2" dia. using sea water, all the rings got corroded in 5 years time and needed change/ replacement. At the same time, there was requirement of potable water to be supplied to ships calling at Sikka port. As typical infrastructure project in-charge, I decided to combine both the issues and suggested to opt for 2X 4000M3 metal tanks for storing fresh potable water having 2X500 M3/hr transfer pumps.  The idea is to use those pumps both for transferring water to jetty for supply to ships as well as to line fill the entire MTF fire water ring main with fresh water. The fundamental objective is to ensure only fresh water is used for initial throw through the rings and if the fire rage continue and the demand goes more than 1000M3/Hr in a spot, the main sea water  FW pumps to cut in and fight the fire. This way we eliminated the header and rings getting corroded with sea water. The end user feed back says that they are relieved of the corrosion issue.

Then comes the big story of sea water transfer to refinery! As far as sea water in-take concerned, PMSP cleared the intake arrangement&pumps  and placed the order on VA Tech for sea water filtration module  using Lamella clarifier technology.  But having faced major issue of epoxy coating of sea water transfer lines in DTA phase, the management thought of a difference!
                                                                                                                        Contd...

Key Aspects :- Critical challenge, Delegation, Incident analysis, Initiative, Leadership,Technical issue

Sunday, February 19, 2017

P 83 JERP Execution

P  83

JERP Execution Contd.

 Since PMSP became busy with Kakinada E&P projects, the Project Directorship mantle fell on Sanjay Mashruwala.  SM has established excellent rapport with Mr Scott Johnson- Project Director from Bechtel end, identified from their Houston office. Since all of them were new to Reliance refinery projects, MDA asked PMSP to ensure order commitments worth $1 Bn before 31st Dec. 2005  and then hand over the charge to SM. Since PMSP and I have excellent understanding in offsite execution, he asked me to list out large packages in utilities , where we had good services and excellent performance by various vendors. My first reaction was to start from MTF and go into plant area- so I included Sea water intake pumps on Dresser Rand , Sea water filtration with lamella clarifier (recommended to go with VA Tech instead of UEM- since Mr Bhatia of UEM died and there was no leader in that company), Desalination package on IDE, Utility air compressors on Atlas Copco, N2 package on Air Products, UK. and fire water pumps on KBL. By that time Mike Beech and myself had a rough estimate of utility balance with margin, we could spell out the requirements to Prasad. Since PMSP had personal touch with all these vendors' management, he took them into confidence and went ahead with in-principle commitments to ensure schedule meeting. That gave a head start for JERP engineering and order commitments.

Here it is important to note, the desalination package size got completely altered.  Though in DTA stage we had only 250/260 M3/Hr unit package, IDE came out very large module size of 1000M3/hr each. AR, being typical PM to meet challenges,  accepted that  and asked  IDE to furnish the design/GA drawing  and layout etc. for 5 modules- 4 to be executed with one future having manifold provisions.  Mr Henry of IDE took that input and came back with detailed offer and layout. There on the desalination execution went smooth, having Mr Tuvia, age old father of desalination field implementation at site. Tuvia, not only played the role of site in charge but even represented Reliance interest in ensuring the right material reach site in time.  For any sub vendor issue, he used to take up directly instead of Israel office initiating correspondence exchanges.

Having project managed J1(DTA) Utilities & Offsite successfully, I did not have any hang over with respect to size and quantum of jobs but had different challenges  in several fronts! There were several technical and human personality issues. In several cases we had the issue of inexperienced engineering manpower handling the detailing and there used to be arguments.

Let me attempt to share some of the incidents/ challenges faced in JERP. The list will be long and may take several pages to cover!                                                   Contd.......

Key Aspects :-  Faith ,  Lack of experience/exposure, Planning, Proactive approach, Team building,