P 82 JERP Execution

P  82

JERP OSBL Activity

From Bechtel side,both Vi Patel and Laxman Odedra were identified as Project Leads- with Vi managing project management  & Laxman managing the engineering. Specifically Mr Ian Barton was designated as PM but Steve Wiggins as engineering manager took control virtually. Under Ian/Steve, Mike Beech played an important role during engineering stage. Of course we had the services of Bob Green, Jim Skipper, Dave Whatmore- champions of phase 1 in their respective disciplines. Bob being overall civil expert, his first task was to identify the contours and find the deep pockets for pond development. His concept being so clear, we could get 7 ponds in JERP itself thus ensuring enough water storage availability for SEZ plant areas. Jim being a piping specialist, with phase1 data, he could give the OSBL inter-rack piping bulk requirements and load factors at each stretch. Thus it gave quick start for arriving at large bore piping bulk requisition. Dave being underground engineering specialist, issued the initial cooling water mains drawings for route study in field. Then came the challenge for fire water pond and mains network for JERP !

Since by that time, the field operations and Jamnagar fire department gained operating experience, several opinion engineering arose! There were bitter deliberations, whether we should follow only applicable OISD guidelines or continue to stick with TAC Rules, since that was in vogue mandatory.
Added to that , since Bechtel was the engineering consultant, they suggested that we should also look into the applicable NFPA Codes.  From Bechtel side Mr Richard King was the HSE&LP lead for that project; he had his own versions- as he did not have enough exposure for mega projects that too in Indian context, he was recommending to go for only 3 X 1000 M3/Hr for fire water, whereas by that time Indian Regulations under BIS called for two largest simultaneous demand areas with 1 lpm  / M2 land area as fire water pumping capacity requirements with 50% standby pumping. It so happened that all relevant statutory bodies started abiding that condition. So Steve and myself took the decision to go with that and requested Dave Connolly, their fire engineering expert to arrive at the fire water demand and basic network header sizing to ensure that at the remotest point, the remnant  pressure has to be 7 kg /cm2 g. Dave with the help of Bob Green and Dave Whatmore came out with the requirement of pumps including standby, tentative header sizing and 6 hours pond storage volume. Bechtel initially thought it is prudent to locate the pump house on the width side of the rectangular pond so that the header sizing can be conservative for effective distribution.  But myself and Mr Dilip Koimattur of Techno Fire objected that for fundamental reasons- in OISD and PESO, there is a clause that the fire water pump house  has to be at least 60 M away from the nearest operating hydrocarbon unit area. In Bechtel conceived arrangement, it was hardly 20 M away from Merox units. So we forced Bechtel to revise and shift it to the length side of pond  and we had 12 X 1000M3/Hr pumps and two jockey pumps with pond capacity of 72000 M3 requirement. Without any hassle, Bob could ensure the same and then Dave Connolly carried out the network Hydraulic analysis. With Steve and Mike Beech at the helm, we could issue the Piping materials and valves PR in less than 3 months from kick off date. That helped us to commit the FW pumps on M/S KBL on nomination basis ,since we had very good services and satisfactory performance by that party in phase 1.
At this juncture I have to record some special circumstances!                                    
                                                                                                                        Contd.......

Key Aspects :- Codes&Standard, Critical challenge, Incident analysis, Lack of Experience/exposure,
Leadership, Proactive approach, Technical issue, Team building, 

P81 Start A new Project -JERP

P  81

Beginning of JERP

My shifting office to NHQ has coincided with start of JERP at Jamnagar. As RIL have succeeded in
executing the first refinery of such large capacity, with the favorable Government norms in developing a project under SEZ (Specified Export Zone), Reliance was the first to jump in undertaking that challenge.As they had an excellent and experienced project management and construction team,  and having established worth understanding  and operating relations with M/S Bechtel, the launch was smooth. The team formation took place in a jiffy  with Sh Sanjay Mashruwala as Project Director  and  Sh. N B Deshmukh as procurement director. As PMSP became busy with the oil exploration challenge at Kakinada, this change took place; but he was given the  task  of project initiation and initial commitments to the tune of $1 billion before December'05 end.

As I was the project manager for OSBL- Utilities/Offsite &integration of  units in the first refinery at Jamnagar, that responsibility mantle fell on me! As initial task, I was given the charge to seek the in-principle clearance for the majority of goods listing(not only OSBL but all ISBL plant equipment and all other items), from  the Export Commissioner-Customs. As  SEZ facility are exempt from levy of excise duty, local taxes and free import duty, my task  became highly challenging. As usual , the commercial department were very possessive in sharing the data and values thereof. They were envying how come a technical person have been given this charge! But the officials in the Government Department were looking for my presence in every meeting and they made it mandatory
that I only should furnish the details and share the data. But the end result was  a roaring success.
That process launched SEZ project execution procedure and operations.

By June '05 middle, the project team leads shifted their base camp to London. To start with , the management declared that all base units in the refinery shall be of the same capacity in JERP but will have additional Alkylation and Clean fuel Unit. The Alkylation got added for enriching gasolene by converting LPG from FCCU. This change has taken place since the SEZ production has to be completely exported and cannot be sold in Indian markets; in that process, USA became the main importer of that yield. Next came the importance of reduction of sulphur content in the fuel- meeting Euro 4 specification. That technology was sourced from Exxon Mobil and UOP joint efforts. The end result was that Jamnagar refining facility became the world largest refining complex.

As OSBL project manager, my first priority task was to coordinate with Bechtel layout group to develop JERP layout initial revision and seek operations/ management approval and arrive at tentative utility balance for most of the repeat units. With the supervisory directions of Dr JVK, me/Samir Karnik/Momin/Lohia/Kirit Brahmhabhatt developed the utility matrix with +30% margin for  assumption errors and future developments. As we had an operating refinery at the same area, the data collection efforts became easier.  But there were some major changes in the design basis. Especially, since there was no requirement of HHP steam in operating a refinery, we limited ourselves with 42 bar g steam but with Frame 9 HRSG(GE) with 110 MW capacity.  With the development of higher capacity module by M/S IDE Israel, we opted for 1000M3/Hr from phase1- 260M3/Hr Desal modules.  With the bitter experience of having wind velocity impact and maintainability issues, we have modified the CTs to concrete type and went in for PP tower for sea water application.
Let me narrate the various project phase experience and important milestones achieved as well as challenges faced in next issue......                                                   Contd....

Key Aspects :- Conviction, Critical challenge,  Faith, Leadership, Multi discipline exposure,
Opprtunity, Proactive approach, Responsible, Technical issue,