P 20
300 Millisecs Contd...
As far as the task force concerned(including Mr Ashok Parthasarathy) it was decided to split the order into two- not to put everything in one basket; 2 for the lowest bidder and the remaining one for the next. But when it came to commercial finalisation, the finance member called the shots and said that the order should go entirely on L1. Based on that, after the final bid opening, LOI was signed off by JR at 12.30PM on one day on M/S YEW for all the three refineries.But at 2PM, he was asked to HOLD the same , a directive from Finance Ministry! An objection was filed by M/S L&T, the agency representing M/S Fisher Controls saying the final commercial evaluation has not been carried out properly. The issue was- there was sea-saw battle in prices between the two- with spares included or otherwise. Meanwhile Mr Yamato of YEW came to EIL office and lodged his protest stating that he has already launched the factory production activity in order to make up the lost time by the extended task force deliberations. So on SOS basis, the task force members were reconvened to completely review and take the final call- whether the order should go including spares or not. Amongst the team
there were different opinion. Some said that if the spares are not included with the main order, the selected vendor may take us for ride after commissioning.So it was concluded that the final bid shall include with commissioning and two year operational spares.
On the third day the final price bids were opened in presence of both the bidders; there was no surprise! Can somebody imagine that considering all these deliberations of task force under DOE control, all three refineries put together. including the spare price component, the price difference between L1 &L2 was only Rs 30,000/- on an order value of Rs 4.5 crores (our original budgeted estimate was Rs 9 Crores). M/S YEW was the winner.
That is how the first DCS system for the country was finalised. In today's cost, that 4.5 crores will work out to Rs 300 crores.
Having finalised the order commitment, the order execution went on fast track. The MOP&G directed all the task force members to be active and effectively participate in the System kick-off and ensure all the three systems are executed parallelly ASAP. So the entire team proceeded lock stock and barrel to Japan to camp in Japan to freeze the entire system architecture and develop the individual loop schematics etc. The beauty was it was team effort. All the three end user company reps. were seated in different tables in central hall and the common members from EIL/DOE were seated on sides and just like orchestra conductor Mr Watanabe, the Project Manager from YEW used to present and highlight each product features daily. The important aspect was- the technology was growing in break neck speed ! For some of the devices the spec. got completely changed from their original quote. As the visiting team had experienced professionals from all disciplines, we had good understanding and grasp of situation. Mr Rangamani, as team leader ensured that all members will join together during dinner time daily- irrespective of their company or discipline/status and take stock of daily discussion points and arrive at common agreed conclusion. Only Mr Sivasubramaniam of EIL instrument discipline was odd man out and looked everything suspiciously and say 'we cannot believe Japanese and they are trying to take us for ride by under quoting'. Sorry to say here- fortunate for us, he broke his spectacles and he could not see or read anything then on. Mr Rangamani virtually used to hold his hands and guide his movement. That helped the team to complete the assignment and freeze in one month time flat. It took nearly 10 months to complete the manufacture and factory inspection activity started
300 Millisecs contd.......
Key Aspects:- Critical challenge, Planning& Scheduling, Team building
300 Millisecs Contd...
As far as the task force concerned(including Mr Ashok Parthasarathy) it was decided to split the order into two- not to put everything in one basket; 2 for the lowest bidder and the remaining one for the next. But when it came to commercial finalisation, the finance member called the shots and said that the order should go entirely on L1. Based on that, after the final bid opening, LOI was signed off by JR at 12.30PM on one day on M/S YEW for all the three refineries.But at 2PM, he was asked to HOLD the same , a directive from Finance Ministry! An objection was filed by M/S L&T, the agency representing M/S Fisher Controls saying the final commercial evaluation has not been carried out properly. The issue was- there was sea-saw battle in prices between the two- with spares included or otherwise. Meanwhile Mr Yamato of YEW came to EIL office and lodged his protest stating that he has already launched the factory production activity in order to make up the lost time by the extended task force deliberations. So on SOS basis, the task force members were reconvened to completely review and take the final call- whether the order should go including spares or not. Amongst the team
there were different opinion. Some said that if the spares are not included with the main order, the selected vendor may take us for ride after commissioning.So it was concluded that the final bid shall include with commissioning and two year operational spares.
On the third day the final price bids were opened in presence of both the bidders; there was no surprise! Can somebody imagine that considering all these deliberations of task force under DOE control, all three refineries put together. including the spare price component, the price difference between L1 &L2 was only Rs 30,000/- on an order value of Rs 4.5 crores (our original budgeted estimate was Rs 9 Crores). M/S YEW was the winner.
That is how the first DCS system for the country was finalised. In today's cost, that 4.5 crores will work out to Rs 300 crores.
Having finalised the order commitment, the order execution went on fast track. The MOP&G directed all the task force members to be active and effectively participate in the System kick-off and ensure all the three systems are executed parallelly ASAP. So the entire team proceeded lock stock and barrel to Japan to camp in Japan to freeze the entire system architecture and develop the individual loop schematics etc. The beauty was it was team effort. All the three end user company reps. were seated in different tables in central hall and the common members from EIL/DOE were seated on sides and just like orchestra conductor Mr Watanabe, the Project Manager from YEW used to present and highlight each product features daily. The important aspect was- the technology was growing in break neck speed ! For some of the devices the spec. got completely changed from their original quote. As the visiting team had experienced professionals from all disciplines, we had good understanding and grasp of situation. Mr Rangamani, as team leader ensured that all members will join together during dinner time daily- irrespective of their company or discipline/status and take stock of daily discussion points and arrive at common agreed conclusion. Only Mr Sivasubramaniam of EIL instrument discipline was odd man out and looked everything suspiciously and say 'we cannot believe Japanese and they are trying to take us for ride by under quoting'. Sorry to say here- fortunate for us, he broke his spectacles and he could not see or read anything then on. Mr Rangamani virtually used to hold his hands and guide his movement. That helped the team to complete the assignment and freeze in one month time flat. It took nearly 10 months to complete the manufacture and factory inspection activity started
300 Millisecs contd.......
Key Aspects:- Critical challenge, Planning& Scheduling, Team building
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