Hydrocarbon Processing - February 2022 - 46

Plant Design, Engineering, Construction and Commissioning
design (e.g., front-end engineering design) through the preparation
of the ISOs, the design process tasks can be detailed. The
next challenge is to find how the human tasksets and tools are
mapped to the tasks. For example, in a refinery, the design is
split according to scopes (scope may be set for other reasons,
such as set boundaries to control development), each with its
own assigned process (for capturing hydrocarbon or to use intermediate
output as energy, each with a need to innovate).
To improve the productivity on iteration, one first assesses
the sequence of tasks and depicts the type. In front-end design,
this takes place around exploring options and optimizing choices
based on process efficiency and capital expenditure costs. This
concentric process is less predictable and differs from one that is
triggered by a client who considers a value change in the original
scope. This may be seen as disturbing, even if it creates a valueadded
process. Iterations necessary to correct design products
are seen as a loss. Their actual costs can be low if added early in
the process but can be substantial when added late in the process.
Higher productivity is a function of the tasksets and of project
coordination. If iteration is assigned to a separate taskset, it
requires more coordination. Enabled with IT, iteration may possibly
be included in the taskset from which it was split. Similarly,
faster CAE systems enable iteration in existing tasksets. If the
goal is cost, one must limit this iteration, since it is a productivity
leak. If the goal is innovation, integrated tasksets can iterate
at a low cost. For quality, one can still consider assigning iteration
to juniors to iterate efficiently.
The iteration levels in the design process can be measured
during each project execution. For example, change orders and
corrections are logged and indicate when iterations are triggered.
It is timing and the tools that are used. The timing of process
simulation or of sharing equipment specs and P&IDs illustrates
iteration, as well. Over time, the pattern can be visualized.
The next step is to match the actual pattern with the projected
pattern, related to the project goal. Projects to be considered
are those of at least 20 yr. If the goal is innovation, iteration
should be facilitated for a lengthy period, and possibly pushed
up further when issues occur. If the goal is saving on lead time,
iteration is to be as early as possible. If the goal is to save on
costs, then iteration is to be avoided-corrections are to be
made early in the process, as delay will eat away profits.
The necessary iteration patterns are now to fit the tools that
are used in tasksets. If the tools for concentric iteration are fast,
productivity can increase by merging previously divided tasksets.
If a design is very complex, there is a need to be careful
to tinker with the tasksets, but it may improve with iterative
support from juniors. If a design is less complicated or requires
quality iteration, tasksets can be brought together again (e.g.,
merge piping with structural, civil and control criteria). If the
project has several areas, one can assign new tasksets for recurTABLE
1. Examples of optimizing iteration towards project goals
Examples/aspects
Goal
Pump and compressor unit
Gas cooling unit LNG
CO2 capture unit
Engineering
costs
Fabrication
costs
Innovation
Integrate disciplines,
prep CNC
Facilitate iteration
46 FEBRUARY 2022 | HydrocarbonProcessing.com
ring units, such as for units for cooling gas in LNG plants. In all
cases, productivity has a division plus an iteration dimension.
Choices in tasksets and related iteration. Dividing in
tasksets is a valid approach to improve the productivity in lessiterative
tasks and to perform these at a lower cost per hour. It
implies extra coordination cost that must be factored in. When
iteration is needed, and when it touches more tasksets, the
cost of coordination increases, and datasets must be updated
in various domains. Therefore, multiple tasksets inhibit iteration.
If the iteration is substantial, division in tasksets increases
iteration costs. Adding up both costs, a reduced division-supported
by IT, which integrates geometric and technical data-
makes the iteration more efficient and surpasses the efficiency
obtained by the division in tasksets.
This tradeoff pays when iteration is expected in areas where
innovation is needed, or in confined areas where quality is needed.
Such steps are least effective when engineering costs are low.
Lead time limits iteration to a confined first short period.
Therefore, where the focus is on quality and innovation, one
benefits from integrated IT and a reduced division in tasksets.
When working on productivity in cost-oriented engineering, iteration
is to be confined and costs of integrated IT may not pay
off. If organizations face different goals, then the goal of each
project defines productivity possibilities.
Examples of division of tasksets and optimizing iteration
toward the project goal. Examples may clarify the steps
to increase productivity. In many projects, there are recurring
units whereby the right IT can fuse tasksets, limiting coordination
while supporting iteration (TABLE 1). There are units where
the engineering product can be a computer numerical controlled
(CNC) program for fabrication, replacing the drawing that must
be prepared by the fabricator at a cost. In energy, carbon dioxide
(CO2
) reduction is an integral part of revamping refineries. One
must apply innovation on a unit in a project that is cost driven.
Example 1: Pump and compressor units. Units for pumping
and pressurized media recur in many plants. These units are
usually engineered by the traditional division in the design process:
mechanical, controls, procurement, piping and civil. None
of these tasksets must work very iteratively, but they require coordination.
With integrated and dedicated IT for many of the
units, the tasksets could be merged into one set, thereby saving
on coordination costs and reducing engineering unit costs. One
IT-supported engineer who performs all disciplinary tasks can
save at least 25% of engineering costs on such units.
Example 2: LNG cooling structures. LNG plants are developed
around the capacity of compressors and cryogenic heat
exchangers. If the trains are limited and require a smaller gascooling
structure, they become standards procured from proCore
direction productivity Division of labor
Coordinate and execute
low cost
Fuse tasks and include
prep fabrication
None
Iteration
Fuse disciplinary tasks Limit cost iteration
Automate iteration
Savings unit
More than 25%
engineering
15% CAPEX
Lower iteration costs 20%-30% engineering
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