Hydrocarbon Processing - September 2021 - 37

Refining Technology
constraint. The energy penalty caused due to a large variability
is defined as an operational gap (GAP 1A) that can be closed
through operational excellence; whereas GAP 1 is the energy
penalty due to the difference between the current and the best
demonstrated performance. This can be closed via engineering
and maintenance excellence. Finally, GAP 2 represents the gap
between the best demonstrated and the best-available technology.
This gap closure often involves capital investment.
Complex fleets like gas turbines and furnaces often require
understanding the impact of external parameters, such as turndown
operation on various targets, and must be incorporated
in the algorithms to identify realistic gaps. For example, stack
oxygen increases with furnace turndown operations due to its
inherent characteristics and operability issues, raising serious
safety concerns. Therefore, it is important to model oxygen targets
as a function of furnace duty, as shown in FIG. 4.
Opportunity definition. It is important to show the gap between
target and actual performance in terms of financial opportunity.
The opportunity value helps to drive performance
excellence. Engineering gaps-such as the potential energy
savings and carbon dioxide (CO2
) savings if the fleet can be opprices.
erated
at its target-can be easily converted to an economical
opportunity using the site fuel, power and CO2
Data collection. This is the most challenging aspect of the
entire process. A robust tool requires information, including instrumentation
tags, equipment design information and piping
and instrumentation diagrams (P&IDs). Developing a pictorial
list of required instrumentations, as shown in FIG. 5, facilitates
the data collection request. At times, the information might
have limited availability, especially if the facility was built several
decades ago. Such sites often lack sufficient instruments
that are critical for KPI calculations. However, a corporate level
initiative to build such systems motivates local business partners
to install the desired instrumentation using cost-effective
methods (e.g., wireless instruments). In a few cases, it is often
required to independently infer the missing information.
Data analysis and visualization. As a part of tool development,
it is important to sanitize the process information using
data analytics tools. Data sanitization includes, but is not limited
to, screening poor measurements, identifying the equipment
running status, etc. Such an approach often provides robust
KPI numbers. Inferior data input will skew the corporate level
performance. Several calculation engines offered by technology
companies can be used to develop process models based on
functional specification.
To turn data points into actionable information, it is important
to arrange these millions of data points using an adequate visualization
platform. A " visual story " based on plant information
can be developed that will support improvement opportunities.
Various types of visuals should be considered, depending on the
corporation's requirement for action. The resulting actions taken
by the operators/engineers will determine the success of the tool.
Several dashboards can be tailored to meet the requirements
of the broad segment of users. Monitoring engineers,
subject matter experts (SMEs) and corporate level managers
are the potential users of the dashboards prepared by the tool.
FIG. 5. Instrument tags required for monitoring a fired heater.
Hydrocarbon Processing | SEPTEMBER 2021 37
Such dashboards enable spotting several improvement opportunities
at various levels, and the right teams can be engaged to
capture those opportunities.
A dashboard displaying information for all sites, such as the
one shown in FIG. 6, promotes the social proof principle, initiating
dialogue between various sites for expertise and knowledge
transfer. Open dialogues between sites improve the knowledge
base and best practices that are essential building blocks for the
improvement. FIG. 6 shows various performance dashboards for
global/regional fleet KPIs, as well as site and equipment level
performance, whereas FIG. 7 shows how the dashboards can be
used to identify opportunities at the equipment level. Equipment
for each site can be arranged in descending order of the
value of the opportunity. Alternatively, the opportunities can be
viewed with a focus on the dominant cause. This helps in organizing
the right teams to close the identified gaps.
Validation. This step is critical for a successful rollout of the
corporate-wide tool, ensuring that relevant stakeholders are
aligned and support the tool. Typically, the validation exercise
requires several engagements between project engineers and
the right stakeholders (site engineers, site management, corporate
level energy analysts, etc.).
Depending on the corporation's governance structure, existing
work processes such as a technical quality assurance proceO2
Target
Firing
duty
FIG. 4. Moving stack O2
target.
O2
, %v
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