P 102
J3 Execution
Since I did not have any direct responsibility in project execution in J3, my role became more of auditor. As I did have ample free time, my job became multi-various instead of concentrating in one front.At the same time, since we had too many DECs to engineer the various plants under J3, a close coordination and constant check was needed on all of them.
In between there cropped up the need for PTA trucks to transfer PTA from Hazira to Silvaasa Polyester plant. As we had the services of PRS then in 2012,NirajAmbani requested him to continue.
Since PTA is powdery material, it called for top loading from chute hopper. There were no such vehicle in the market and Hazira did not have any chute hopper arrangement. There was another issue of timing! From the overall planning schedule,Silvaasa was supposed to receive PTA from DMD PTA plant 5&6 only , but they were getting delayed,whereas Silvaasa was getting ready for start-up.
Moreover, in the original design of Silvaasa , the concerned DEC did not address the issue of PTA receipt from tilting semi trailer! People thought that they can get away with containers carrying filled one tonne bags. No one has forecast the need of quantity of one tonne bags and its transportation from Hazira to Silvaasa and unloading in silos.All these ended in a mess and myself and PRS had tough time in convincing the involved stake-holders that these call for specially designed vehicle with top loading and bottom discharge with tilt of container storage. Unfortunately this task did not come up at all and PRS died in Dec 2012! The project got wound up!
In parallel, there was major change in Reliance style of project execution. That was the time the Business Transformation Process was on and in J3, company removed the sentimentality for a core
Project Management Consultant need and formed an internal PMT team to manage. Moreover, to utilize the advancement of software technology, every DEC was given a virtual B/L Co-ordinate to engineer and manage. That made a complete chaos, as nobody was responsible for ensuring proper
tie-ins at B/L co-ordinates! It took a long time to realize this error and lastly, they engaged M/S Bechtel to ensure these tie-in checks between all the plants in old refinery areas and in C2 complex; since M/S Fluor was overall responsible for entire Gasification complex- both in DTA and SEZ, they were asked to validate the same between themselves, M/S Linde ,Aker and other package vendors.
Reliance had big dream to practice M/S Fluor based Safety Practices in future plants at JMD and wanted to source entire set of their Standards and Specifications. When it came for HSE particularly
Safety and Safe Practices, we were asked to compare the existing Du Pont developed standards with that of Fluor. Myself and core CHSEE team got involved and studied each and every document given to us for scrutiny. Also M/S Fluor sponsored Mr Jani to review all our in-house prepared Loss Prevention Documentation (developed based on J1/J2 Bechtel issued documentation & referring updated codes). I can proudly state that Mr Jani picked up some useful input data to incorporate in their existing documentation. Regarding the overall study on Fluor Vs Du Pont based standards developed, less debated , it is better. Finally Reliance did not opt for any of Fluor's HSE Practices documentation at all.
contd......
Key Aspects :- Conviction, Incident analysis, Planning, Reputation, Technical issue, Transfer
J3 Execution
Since I did not have any direct responsibility in project execution in J3, my role became more of auditor. As I did have ample free time, my job became multi-various instead of concentrating in one front.At the same time, since we had too many DECs to engineer the various plants under J3, a close coordination and constant check was needed on all of them.
In between there cropped up the need for PTA trucks to transfer PTA from Hazira to Silvaasa Polyester plant. As we had the services of PRS then in 2012,NirajAmbani requested him to continue.
Since PTA is powdery material, it called for top loading from chute hopper. There were no such vehicle in the market and Hazira did not have any chute hopper arrangement. There was another issue of timing! From the overall planning schedule,Silvaasa was supposed to receive PTA from DMD PTA plant 5&6 only , but they were getting delayed,whereas Silvaasa was getting ready for start-up.
Moreover, in the original design of Silvaasa , the concerned DEC did not address the issue of PTA receipt from tilting semi trailer! People thought that they can get away with containers carrying filled one tonne bags. No one has forecast the need of quantity of one tonne bags and its transportation from Hazira to Silvaasa and unloading in silos.All these ended in a mess and myself and PRS had tough time in convincing the involved stake-holders that these call for specially designed vehicle with top loading and bottom discharge with tilt of container storage. Unfortunately this task did not come up at all and PRS died in Dec 2012! The project got wound up!
In parallel, there was major change in Reliance style of project execution. That was the time the Business Transformation Process was on and in J3, company removed the sentimentality for a core
Project Management Consultant need and formed an internal PMT team to manage. Moreover, to utilize the advancement of software technology, every DEC was given a virtual B/L Co-ordinate to engineer and manage. That made a complete chaos, as nobody was responsible for ensuring proper
tie-ins at B/L co-ordinates! It took a long time to realize this error and lastly, they engaged M/S Bechtel to ensure these tie-in checks between all the plants in old refinery areas and in C2 complex; since M/S Fluor was overall responsible for entire Gasification complex- both in DTA and SEZ, they were asked to validate the same between themselves, M/S Linde ,Aker and other package vendors.
Reliance had big dream to practice M/S Fluor based Safety Practices in future plants at JMD and wanted to source entire set of their Standards and Specifications. When it came for HSE particularly
Safety and Safe Practices, we were asked to compare the existing Du Pont developed standards with that of Fluor. Myself and core CHSEE team got involved and studied each and every document given to us for scrutiny. Also M/S Fluor sponsored Mr Jani to review all our in-house prepared Loss Prevention Documentation (developed based on J1/J2 Bechtel issued documentation & referring updated codes). I can proudly state that Mr Jani picked up some useful input data to incorporate in their existing documentation. Regarding the overall study on Fluor Vs Du Pont based standards developed, less debated , it is better. Finally Reliance did not opt for any of Fluor's HSE Practices documentation at all.
contd......
Key Aspects :- Conviction, Incident analysis, Planning, Reputation, Technical issue, Transfer
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