P 89 JERP Execution

P  89

JERP Execution- Fire water&Safety systems

As said, with my past exposure and technical contacts, I could effectively interface with Mr Steve Wiggins of Bechtel when it came to fire water systems engineering.  Steve being one of the experts in systems definition and conceptual basic engineering, we had an excellent understanding  in converting our thoughts and vision effectively.

When it came to meeting the disaster management requirement of having full back -up sourcing of fire water from DTA to SEZ, vice versa, though that aspect was restricted item from SEZ angle, we could get  away by taking up with the District Magistrate ( Chief Revenue Authority for the District ,at the same time Disaster management Chief for the District). So we could get royal tie-in with isolation valve put in closed condition during normal operation. But when it came to SEZ tank farm fire water network, there was no neighboring fire water source pond for back-up! There came Steve's brilliance ; he  came out with an idea of taking 20" pipe manifold with isolation valves taken from 66"/60" sea water intake lines for JERP. As these lines were passing adjacent to SEZ tank farm, the execution became easy and effective.  So in this case, since the tank under fire may require very large
quantity of fire water that too for extended period( maybe 2/3 days continuously) we decided to go with sea water as worst case emergency back-up.

Here I have to particularly mention Dave Conolly's name. Though on first look ,one may conclude that he is  disinterested man and may not contribute any value, he was the best asset for fire water engineering of JERP. All his pipe diameter selection for each node in JERP fire water network, both in refinery area and tank farm went through successfully in first pass itself. His first and only hydraulic check calculations were appreciated by one and all. He was one person who could assimilate all the IFs andBUTs of various applicable laws and meet all of them comprehensively.

Having seen about the overall fire water network integrity, let us go in detail about various pin pricks of JERP fire water system.
To start with, let me narrate the issue about network isolating  valves selection,  valve pits dimensions to suit the valve and distance piece, network drain valve qty in numbers and location , valve status position indicator etc.

Valve type selection: Considering overall cost aspect and space/operability, avoiding muck settling in valve body, project team opted to go with sandwich type butterfly valves from M/S L&T valves. But JMD site management and operations were bitter to accept selection of butterfly valves since they had miserable experience of using TYCO butterfly valves in DTA network, which never isolated the node what they wanted to isolate for maintenance. After long deliberations, project team convinced the end user to accept and go with L&T butterfly valves that too type tested for positive shut-off.

Typical of interface mismatch between piping and civil discipline when it came to internal piping configuration and the overall pit dimensions to accomodate the zig zag piping arrangement. Each engineering discipline was taking stand and it became project manager's responsibility to mediate and resolve.      
                                                                                                                 Contd......

Key Aspects :- Accountable, Incident analysis, Leadership, Multi discipline exposure,
Proactive approach, Technical issue, Team building

P 88 JERP Execution

P  88

JERP Execution

Having seen the packages, let us look at the challenges we faced in offsite ! Since JERP is placed back to back with that time existing refinery (DTA) and this being SEZ establishment, we had several restrictions in terms of routing the lines, exchange of media for intermediate processing, project capital equipment to reach its identified foundation location, custody transfer metering of fluids to go to marine etc.

Out of all these, main issue was to arrive at the pipe rack bridges elevation at main roads coming from Haul road alignment. Since the design office at London (OSBL) could not understand and appreciate the  transport hurdles. Route selection to reach that equipment final destination , equipment height, mode of transport , trailer width  with equipment placed on it etc., me along with Sh Deepak Gupta took over the responsibility.  Deepak being the OSBL Utility area construction manager and overall heavy equipment handling and erection in-charge at JMD, he had all the inputs  about the cranes to be deployed for equipment based on its weight/dimensions etc. and where the crane booms have to be mounted/ dismantled etc. So we along with his team members  studied/ analysed the routing for each equipment and its estimated time of arrival  and gave the inputs to Becrel( Bechtel- Reliance) engineering office at RCP.  Mr Jain, Civil Chief of Becrel effectively undertook the responsibility for checking the bridge elevation requirement, load distribution/transfer due to elevation change of piping etc.  Three of us jointly took the call, which are the bridges to be put on HOLD until that identified equipment reach site ,cross that alignment and which are the bridges can be executed by widening the road width on that area etc. I still remember the challenge we faced for raising the bridge bottom elevation to 13 M height, when the original pipe rack elevation was only 9M at J avenue entry. Especially in that alignment the rack had diversions and turning by 90 Deg. etc., this study became very crucial. Also we had real issue of bringing the last coke drum in F Avenue- road belonging to DTA but the equipment under SEZ. For this it took more time for us since we have to convince customs authorities but they fully cooperated once they understood the involved challenges in turning radius  of trailer/crane etc.  Here I would like to record , how important is that  the team should have open vision to pre-study these sort of challenges before designing the pipe rack bridges. By this we could achieve optimum elevation of rack bridges  and timed out the field construction to suit to equipment arrivals and foundation readiness.

As the complex size was becoming mega in size- having two refineries side by side that too one under DTA tariff and the other under SEZ( all produce have to be only exported), as offsite project group we faced innumerable hurdles. The major ones are roads, drains and fire water network.  Especially in fire water network, we had peculiar challenge! The rules called for exclusive independent network for SEZ refinery but under Disaster management criteria, it should have fall back from the neighboring network. Since I was the member-secretary of rules amendment committee under PESO , I could visualize escape route and implemented a way-out.
                                                                                                                                      Contd....

Key Aspects :-  Accountable, Communication, Critical challenge, Incident analysis, Leadership,
Responsible, Technical issue, Team building

P 87 JERP Execution

P  87

JERP Execution
Having addressed the CTs and N2 package, let us look at the mega ETP execution ! Having faced some trouble in DTA ETP operations, Bechtel/Reliance approached the issue with due care.
As first step, we ensured that a pre-treatment facility is incorporated for handling Desalter waste having phenol  in crude units before they were routed to main ETP. In ETP itself, with technology advancement we incorporated primary/secondary/ tertiary treatment. Considering enough safety margin the design was made for 4 X 500 M3/Hr. classifying HTDS and LTDS. Though the design specification was rugged, the commercial group made a mess during order commitment!In spite of the Project Director advising them not to go with X party from their experience and financial capability to handle such a large challenge, they went ahead in committing the order on that x party and made project management group to face the trouble during entire execution.

Reliance is always lucky that the technology partner for that X party was excellent , which facilitated to obtain state of art technology and equipment specifications.  But the Indian partner could not cope up with the project execution due to lack of technical manpower and financial trouble. Added to misery the engineer-in charge in Becrel ( a joint venture between Reliance and Bechtel) to take care of indigenous operations of the project  created group politics within the project management  and things went out of control.That forced Reliance Projects to take direct control of the project  and my able assistant Mr NK Gupta and his team started directly expediting the sub-ordered items and spool fabrication shop at far off places. Then came the payment issue as the main Indian partner did not have funds to remit payments and the delivery from fabrication shop/s were  getting delayed.  That forced us to make direct payments to suppliers  and accounting became a question mark! Neither Reliance commercial nor the main Indian party were coming to our rescue. Luckily , since the management was keen on timely completion of the project , they condoned and helped us; rather they appreciated our initiatives to directly take over the responsibilities and ensured timely completion.

Overall since we introduced pre-treatment within desalter area in crude units and sourced a sound technology from M/S Waterleau, the performance of ETP was beyond our expectations and end user was very happy.

Next let us look at the challenges what we faced in main flare commissioning! When we were lining up the main flare header to the flare seal drum , which is prior to high rising stack/s , we were getting a very heavy hammering sound  and we became literally afraid! When it came to line integrity and weld  joint leak test, we carried out complete smoke test with soap water bubble test and got it 100% cleared. So there was never a doubt on that account. We took the matter with the Flare supplier M/S Zeeco , who gave seal drum design and data sheet to Bechtel/Reliance. In parallel we posed that issue to RTG-research cell for CFD study at JMD.  Fortunately, both the parties could track the defect in the interior nozzle  orientation of the seal drum and by inverting it we can get over the problem. Once that was rectified, touch wood we do not have recurrence of that problem and flare is on since then.
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Key Aspects :- Critical challenge, Incident analysis, Lack of experience/exposure, Responsible,
Technical issue, 

P 86 JERP Execution

P  86

JERP Execution

All the sweet water cooling towers order were ordered on M/S Hammon Shriram EPC and the sea water tower order was placed on M/S SPIG,Italy. Both the parties functioned well within the general  issues that normally prevail in any OSBL task. In case of Shriram EPC, they utilized the services of Structural specialist Dr Mannan of IIT, Chennai. That gave confidence to Reliance/Bechtel while reviewing the concrete members and civil foundation drawings for all sweet water towers. While the party has executed all the 6 towers successfully, we had one specific issue of water spilling out in CT Z 734 and the construction has to apply additional fill paste to arrest the same.

There was another major issue on top fan motor gear box for all the 7 cooling towers.  Both the vendors have opted for Premier make(Kolkatta party) gear boxes for this service  and it had a basic fundamental design defect. So seeking replacement for those gear boxes itself became a mini project for my assistant Sh NK Gupta and it went on several months to obtain them with the services of both CT vendors.

Nitrogen package execution
Since M/S Air Products,UK  executed DTA nitrogen package successfully, repeat order for 3 X 8000 Nm3/Hr order was placed on them on nomination basis. The party went ahead very fast with their package engineering  and completed entire supply in one lot. But the problem at site was foundation clearance and front availability to handle all three modules simultaneously. That made a messy situation and the construction have either lost or misplaced many of the special valves, that too for cryogenic service in cold box. That made the project functioning more difficult- one is to seek additional budget sanction and making Air Products to source these additional requirement and ship them. These are all being part of JERP, we could not take the spares from the first refinery.

Having struggled to complete mechanical completion of Nitrogen package, there was a surprise shock waiting for me. As I was on leave, KP took the application to Nagpur for seeking licence for cryogenic N2 storage vessels under SMPV Act. Though  Mr Biswas, Dy CCE  issued the licence in DTA for 10 involved vertical vessels  under SMPV Act in one licence, Dr Kaul applied the condition of maximum 6 vessels in one licence and cleared 6 only, asking KP to convey to me to seek another licence for the rest 4 vessels. By the time I restored my duty from leave, Dr Kaul was transferred on promotion and he left Nagpur. The charge for SMPV Act was taken over by Mr PC Srivastava, who was new in handling that subject.  When he went through my fresh application, he applied the condition that since Reliance have not provided dedicated individual PRVs for each vessel, it does not meet the ACT regulations and licence cannot be granted at all. That was a surprise shock for me  and panic situation set in.  I contacted Mr Biswas for advise and help.Also contacted INOX Baroda, who were the designer/ sub contractor to Air Products for these N2 vessels fabrication. Time went by but nobody could come out with any workable resolution. Then I contacted AP Project Director Mr Tony Wagstaff and posed him my panic situation. Tony,  being specialist in subject reacted immediately and confirmed that these  cryogenic N2 vessels are designed under special ASME design  termed as
ADM 2000 under ASME UG 13.3 and very much within the code conditions. With that input I reached Nagpur and put it to that time CCE Mr Nigam to look into.  Since I had excellent technical relations with the department, he convened PCS immediately and instructed to clear our licence then and there.I got relieved of my challenging tension.
                                                                                                                  Contd....

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

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

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,