Hydrocarbon Processing - June 2021 - 73

Digitalization
F. MONTEMURRO, Voovio Technologies,
Richmond, Virginia
Achieve zero execution errors
through procedure clarity
It is well-documented that many unplanned manufacturing
events could have been prevented if procedures were executed
properly. Ensuing investigations cite " failure to follow
procedure " as the event root cause, resulting in next step
recommendations that include additional operator training
and discipline.
However, a more systemic failure could be at the root of
these unplanned events. When an operational execution error
occurs during a process or equipment startup, shutdown,
changeover, process loss out of primary containment or other
event, how often is " procedure clarity " considered the root
cause? This can be considered a major source of error that is
overlooked by the industry.
Operating procedures originate during capital project installation
and are developed using the technical process design
basis. Procedures include safety warnings, specific instructions
and details required to complete the desired outcome. Following
a project startup, the initial operating procedures are redlined,
updated and institutionalized as part of the site's management
of change (MOC) process.
Two major reasons for suboptimal procedure clarity have
been identified:
Procedure does not reflect operator practice. The author's
company analyzed 300 customer procedures, the majority
of which were startup and shutdown procedures. The
data shows a significant number of procedures do not match
operator practice, a foundational element for operational discipline.
When surveying manufacturing subject matter experts
(SMEs), the written procedures vary from the unit's established
practices, with some practices varying from shift to shift.
The Ron Moore Group found this causes up to 23% of manufacturing
downtime losses (FIG. 1).
Ambiguities and generalizations. Using procedures, manufacturing
operators train on how to operate the process, unit
or plant safely and effectively. Operators are challenged to learn
and qualify on hundreds of pages across a range of procedures.
Often, these procedures are written with a large amount of
technical content, generalizations and ambiguities that assume
clear understanding by the operator. Procedures are typically
written by engineers or SMEs that are very familiar with the
process-these engineers or SMEs can overlook basic details
of execution, believing those details are largely understood.
Example: Procedure line with additional peripheral information
and options on how to execute the procedure:
" Level indicator transmitters (ABC-111 and DEF-222
at A-C-9 and GHI-871 and GHI-872 at A-C-8) provide
an initial inventory in these vessels. To provide initial
inventory in A-C-7 and A-C-6, 30-psig condensate
control valve (FV-4447) can be manually opened or
put in automatic at 30%. The steam regulator for A-C-6
is located beside the CO2
plant. "
The first and third sentences are unnecessary for procedure
execution and may add uncertainty for the operator. The second
sentence gives the operator options, leaving to question
the preferred best methodology to inventory the system.
Examples: General, ambiguous information in procedures:
* " Close all bleeders and open-ended lines "
* " Blow product return lines and control valve loop with
blend gas from A-123 take-off manifold to ensure lines
are clear, then isolate from all equipment "
* " Outside operator will verify manual valves on feed
system are lined up "
* " Ensure cooling water is lined up to all coolers and
exchangers that require cooling water "
* " Manually close all condensate controllers outside. "
An operator is expected to follow the above procedural
statements and remember where " all " components are located
while executing the one procedure line item. In the 1990s and
early 2000s, this problem was masked by workforce experience;
shift teams had many individuals with more than 20 yr
of operating experience, so procedure clarity was unimportant.
With the present gap in experience, the lack of procedure clarity,
and few operator aids to ensure execution accuracy, incidents
and unplanned events will continue to occur.
Categories of downtime losses
1.
Changeover, no demand, rate/quality
losses, production planning
2.
Poor operating practices/procedures,
failure to operate the equipment or
process in limits, inconsistencies in shifts
due to capacity issues
3. Equipment failure
Proportion of downtime losses across industry
Industry
66%
Industry
Industry
11%
FIG. 1. Unleashing the hidden plant. Source: Ron Moore Group.
Hydrocarbon Processing | JUNE 2021 73
23%

Hydrocarbon Processing - June 2021

Table of Contents for the Digital Edition of Hydrocarbon Processing - June 2021

Contents
Hydrocarbon Processing - June 2021 - Cover1
Hydrocarbon Processing - June 2021 - Cover2
Hydrocarbon Processing - June 2021 - Contents
Hydrocarbon Processing - June 2021 - 4
Hydrocarbon Processing - June 2021 - 5
Hydrocarbon Processing - June 2021 - 6
Hydrocarbon Processing - June 2021 - 7
Hydrocarbon Processing - June 2021 - 8
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Hydrocarbon Processing - June 2021 - Cover3
Hydrocarbon Processing - June 2021 - Cover4
Hydrocarbon Processing - June 2021 - GP-1
Hydrocarbon Processing - June 2021 - GP-2
Hydrocarbon Processing - June 2021 - GP-3
Hydrocarbon Processing - June 2021 - GP-4
Hydrocarbon Processing - June 2021 - GP-5
Hydrocarbon Processing - June 2021 - GP-6
Hydrocarbon Processing - June 2021 - GP-7
Hydrocarbon Processing - June 2021 - GP-8
Hydrocarbon Processing - June 2021 - GP-9
Hydrocarbon Processing - June 2021 - GP-10
Hydrocarbon Processing - June 2021 - GP-11
Hydrocarbon Processing - June 2021 - GP-12
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Hydrocarbon Processing - June 2021 - GP-14
Hydrocarbon Processing - June 2021 - GP-15
Hydrocarbon Processing - June 2021 - GP-16
Hydrocarbon Processing - June 2021 - GP-17
Hydrocarbon Processing - June 2021 - GP-18
Hydrocarbon Processing - June 2021 - GP-19
Hydrocarbon Processing - June 2021 - GP-20
Hydrocarbon Processing - June 2021 - GP-21
Hydrocarbon Processing - June 2021 - GP-22
Hydrocarbon Processing - June 2021 - GP-23
Hydrocarbon Processing - June 2021 - GP-24
Hydrocarbon Processing - June 2021 - GP-25
Hydrocarbon Processing - June 2021 - GP-26
Hydrocarbon Processing - June 2021 - GP-27
Hydrocarbon Processing - June 2021 - GP-28
Hydrocarbon Processing - June 2021 - GP-29
Hydrocarbon Processing - June 2021 - GP-30
Hydrocarbon Processing - June 2021 - GP-31
Hydrocarbon Processing - June 2021 - GP-32
Hydrocarbon Processing - June 2021 - GP-33
Hydrocarbon Processing - June 2021 - GP-34
Hydrocarbon Processing - June 2021 - GP-35
Hydrocarbon Processing - June 2021 - GP-36
Hydrocarbon Processing - June 2021 - GP-37
Hydrocarbon Processing - June 2021 - GP-38
Hydrocarbon Processing - June 2021 - GP-39
Hydrocarbon Processing - June 2021 - GP-40
Hydrocarbon Processing - June 2021 - GP-41
Hydrocarbon Processing - June 2021 - GP-42
Hydrocarbon Processing - June 2021 - GP-43
Hydrocarbon Processing - June 2021 - GP-44
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https://www.nxtbook.com/nxtbooks/gulfpub/refining_processes_handbook_2020
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https://www.nxtbook.com/nxtbooks/gulfpub/hpimarket_2020
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https://www.nxtbook.com/nxtbooks/gulfpub/hp_201901
https://www.nxtbook.com/nxtbooks/gulfpub/petrochemical_2018_v2
https://www.nxtbook.com/nxtbooks/gulfpub/petrochemical_2018
https://www.nxtbook.com/nxtbooks/gulfpub/hp_201812
https://www.nxtbook.com/nxtbooks/gulfpub/hpimarket_2019_v2
https://www.nxtbook.com/nxtbooks/gulfpub/hpimarket_2019
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