Chemical Engineering May 2018 - 61

2018
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FIGURE 4. Tracing something like this takes time. It also suggests that the new installation should be
more carefully planned and labeled for improved future outcomes
in a new location, only to encounter
unexpected problems. This is usually
due to changes made to improve,
upgrade or lower the cost of
the system. The problems that surfaced
were addressed by the older
systems but no one remembered
about them until they arose again.
Institutional memory can be remarkably
short. Detailed documentation
of existing systems, particularly with
regard to why they were designed a
given way, is very rare (The prevailing
sentiment at the time is often " everyone
recognizes the issue, so why
should we bother to document it? " ).
This author has also encountered
systems that worked well where
they were, because of some unique
local features - but then the system
could not be economically replicated
in the new location. If recognized
in advance, a solution (even if it is
costly and time consuming) can be
explored. However, if such issues
are only recognized during or after
the relocation, the impact on timeline
and budget will be even greater.
Failing to assess the true impact
of relocation on staffing. Some experienced
personnel will decide not
to relocate. Others will relocate but
not be happy in the new location and
may suddenly leave. If enough personnel
have to be replaced, the resulting
burden to find and train new
personnel can create unexpected
extra effort for an organization that is
always overloaded - at least in the
short term - during a relocation.
And this problem is not limited to
only technical professionals. A sudden
drop in the collective experience
and institutional knowledge of the
operating personnel, maintenance
staff and support staff may suddenly
force an organization to recognize
how invaluable these people
were and struggle to replace them.
Through many projects, this author
has seen the organization show unwarranted
confidence in their technical
staff - not recognizing that the
old operating staff will not function
as seamlessly if everything changes
and the replacement operating staff
is not yet knowledgeable enough to
support them effectively.
Assuming that existing information
is accurate and adequately
up-to-date. Whether it is process
and instrument diagrams (P&IDs),
layouts, operating instructions, or
procedures, most of these essential
documents are never truly up-todate.
Operating procedures will call
for annual reviews. Reports will indicate
almost complete compliance.
Organizations will feel confident. All
will turn out to be unfounded.
Equipment to be relocated must
have completely up-to-date and accurate
documentation available, with
sufficient time and effort allotted to
develop the needed documentation
built into the project. For instance,
the effort to trace out all the piping
and wiring, to read and cross-check
all the operating instructions and
procedures is significant and usually
consumes all of the operating personnel's
time, leaving little to support
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Chemical Engineering May 2018

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