Hydrocarbon Processing - December 2022 - 9

S. ANDERTON, Graycor, Oakbrook Terrace, Illinois;
and B. GALLAGHER, Graycor, Greenville, South Carolina
Business Trends
Quality in construction: Taking a holistic approach
When it comes to quality in construction projects, it is
easy to focus only on materials and installation-it makes
sense that high-quality components lead to a high-quality end
product. However, considerations such as process and scheduling
can also have a significant effect on quality outcomes.
In the past, achieving quality on a project was synonymous
with passing a test. In recent years, the definition of
quality has broadened. Because the end goal of a facility
owner is to have a successful turnover, with complete documentation
and full readiness for production on day one,
projects meeting these criteria are the ones that represent
quality. Requests for proposals (RFPs) tend to focus on a
project's description and scope in its strictest sense, leaving
out ancillary-but important-considerations that can
go on to become " hot button issues " once the project is underway.
To prevent this, planning, design and construction
teams should strive to understand the facility's operating
unit, even before ground is broken. Early conversations that
specifically address operational concerns will allow the delivery
of an optimally functioning facility.
A case in point is addressing quality in decisions surrounding
materials, access and installation complexity. For example,
whereas a safe, functional weld on a pipe can be said to
represent quality, if choosing bolts would result in simpler,
faster installation, then making that choice should be considered
part of achieving quality on the project. Tie-ins to existing
infrastructure are another critical consideration that benefit
from early discussions. Most hydrocarbon construction
projects have multiple points at which other plant operations
will eventually feed into the system; therefore, the logistics
of these tie-ins must be considered in advance, even down to
delivery dates and locations, so that operations personnel in
the existing facilities know what to expect and can schedule
maintenance and other activities in a way that avoids conflicts.
As with materials, access and installation complexity,
project quality associated with tie-ins can be improved by
talking through efficiencies with the project designer. For
example, decisions about where to cut a pipeline for a tie-in
should be made in a way that reduces the amount of support
required for the remaining run of pipe. In addition, if a valve
or other element will be installed in that spot and requires
access, it should be determined in advance how the operator
(and the contractor) can access it.
Issues such as testing and cleaning methods may seem
like late-stage concerns, but leaving these details until the
last minute can result in delays that cause extra days of plant
shutdown and, potentially, millions of lost dollars. The team
should agree from the outset what testing will be required
as part of the project's completion. Time-saving solutions
include identifying locations where X-ray testing can be
performed on pipe connections in just a couple of hours vs.
procedures that would require setting up scaffolding and
evacuating the pipe, which might take days. Ease of maintenance
should also be considered during the design phase.
Not only does quality pertain to a facility's functionality
beyond just materials and installation, but, for hydrocarbon
projects, quality encompasses life, health and safety concerns
that far exceed those associated with many other types of construction.
There is a risk, for example, of toxic gasses escaping
the system during integration of the infrastructure-this can
include a risk of explosions. For this reason, it is especially
critical to involve individuals outside the usual chain-of-command
when making decisions such as shut-off scheduling.
There is another benefit to thinking of quality as a process
rather than an outcome that can be measured with a simple
test: a facility owner's company culture, as well as employee
satisfaction, can be positively impacted. Instead of allowing
personnel outside of the construction team to remain siloed,
making them part of the conversation and addressing their
expectations and concerns makes them feel valued and helps
them bond to others within the organization. Experienced
site representatives for the construction company can facilitate
conversations between facility operators and corporate
decision-makers. Having contractors conduct site visits during
the estimating and procurement stages is also a good way
to communicate with plant operators regarding work schedules
and logistic needs for the mutual benefit of all parties.
Tools that guide quality. A project's delivery method can
also influence quality. Traditional design-bid-build-in which
a facility's design is completed and then sent out to bid-hampers
the ability to accomplish front-end planning. Failing to
capture the insights that result from early planning can have a
devastating impact on a project's profitability or even its constructability
if the discovery of unfeasible project elements
happens too late to be mitigated.
Just as adhering to prescribed installation processes and
procedures ensures quality in physical workmanship, adhering
to construction management processes ensures quality
in overall project outcomes. Fundamentals include keeping
a good paper trail, proactively managing project cost and
schedule, and hiring only qualified workers. From a big picture
point of view, the preconstruction team should view every
aspect of a project as a potential for continuous improvement.
They should direct capital toward the areas that best
benefit the organization's overall goals. Each step in the capiHydrocarbon
Processing | DECEMBER 2022 9
Hydrocarbon Processing - December 2022

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