Cspc Case Study FSI
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CSPC enjoys successful start-up of its $4.3 billion petrochemicals complex CNOOC and Shell Petrochemicals Company Limited, hereinafter referred to as “CSPC”, has successfully started up its giant petrochemicals complex in Daya Bay, Guangdong Province, China. Building a large and complex petrochemicals plant is an enormous undertaking, but the greatest tests often come during the commissioning and start-up process. Passing this vital milestone without any serious problems represents a major achievement. Developed in response to the rapidly growing demand in China for petrochemicals, the $4.3-billion project has involved one of the largest ever start-ups. The processing complex covers 2.6 km2 and will yield around 2.3 million tonnes of product per year. CSPC needed a smooth start-up to meet product delivery commitments and to ensure operational safety. Any delay could mean substantial lost revenues and loss of reputation. The project is an integrated chemicals complex with steam and electricity generation, and storage, handling and shipping facilities, as well as an ethylene cracker, which can process feedstocks ranging from light naphtha to heavy condensate. The complex includes units to manufacture styrene monomer, propylene oxide, ethylene oxide and ethylene glycol, propylene glycol, polyols, polypropylene and high- and low-density polyethylene. The huge size of the complex presented tremendous challenges for the commissioning team. Initiatives The project management realised that detailed preparation was essential for successful start-up and so requested Shell Global Solutions to help them put an operations implementation plan (OIP) in place. There were three versions of the OIP in the Daya Bay project. The high-level definition was established in the first version of the OIP and a detailed plan was produced by the end of the project in the OIP-3. The overall high-level schedule was defined during the feasibility studies, the key issues were developed in time and the critical paths were addressed and set out in a detailed integrated schedule that included commissioning and start-up activities.
Transcript of Cspc Case Study FSI
CSPC enjoys successful
start-up of its $4.3 billion
petrochemicals complex
CNOOC and Shell Petrochemicals Company Limited, hereinafter referred to as “CSPC”, has successfully started up its giant petrochemicals complex in Daya Bay, Guangdong Province, China. Building a large and complex petrochemicals plant is an enormous undertaking, but the greatest tests often come during the commissioning and start-up process. Passing this vital milestone without any serious problems represents a major achievement.
Developed in response to the rapidly growing demand in China for petrochemicals, the $4.3-billion project has involved one of the largest ever start-ups. The processing
complex covers 2.6 km2 and will yield around 2.3 million tonnes of product per year. CSPC needed a smooth start-up to meet product delivery commitments and to ensure operational safety. Any delay could mean substantial lost revenues and loss of reputation.
The project is an integrated chemicals complex with steam and electricity generation, and storage, handling and shipping facilities, as well as an ethylene cracker, which can process feedstocks ranging from light naphtha to heavy condensate. The complex includes units to manufacture styrene monomer, propylene oxide, ethylene oxide and ethylene glycol, propylene glycol, polyols, polypropylene and high- and low-density polyethylene. The huge size of the complex presented tremendous challenges for the commissioning team.
InitiativesThe project management realised that detailed preparation was essential for successful start-up and so requested Shell Global Solutions to help them put an operations implementation plan (OIP) in place. There were three versions of the OIP in the Daya Bay project. The high-level definition was established in the first version of the OIP and a detailed plan was produced by the end of the project in the OIP-3. The overall high-level schedule was defined during the feasibility studies, the key issues were developed in time and the critical paths were addressed and set out in a detailed integrated schedule that included commissioning and start-up activities.
The OIP encompasses Shell Global Solutions’ Flawless‡ start-up initiative (FSI). The FSI process is based on early identification of potential flaws in plant and
equipment during start-up and putting tools and activities in place to help mitigate the numbers and effects of those flaws. The OIP focuses on organisation and processes, and the FSI focuses on the plant and the equipment. The OIP–FSI process has been developed from successful practices and lessons learned from previous start-ups, and is based around several key quality areas (Qs). One of the important features of the OIP-FSI process was having a separate member of the CSPC staff to drive implementation of each of the agreed activities and take responsibility for one of the key quality areas, for example, integrity, operability or safety.
Client verdictJean Louis Bilhou, manufacturing director, CSPC, says, “The transition from construction to commissioning is usually a difficult period, but the normal trials were magnified by the scale of the Daya Bay project. A total of 3000 systems needed to be tested and handed over while plants were still under construction and 20,000 workers were on-site. The concept of system ownership has greatly helped in achieving an excellent level of quality in commissioning and start up.”
Martin van Uden, lead coordinating process engineer, CSPC, says, “The site-wide process integration of the individual engineering, procurement and construction projects has been achieved by using site integration management tools to plan the commissioning and start-up and connect all the logical process interfaces. This process has been instrumental in helping detect and solve schedule disconnects. ”
‡Flawless is a Shell Group trademark.
Gerard de Nazelle, technology manager, CSPC, says, “This success is due in part to the quality of design and construction, the plant’s operational readiness and in part to the skills and competence of the operational staff, who are extremely motivated; there has been an outstanding atmosphere of cooperation. We received excellent support in all areas from Shell Global Solutions, which was based on its experience of previous challenges and successes in other large projects.”
BenefitsCSPC successfully started up the plant on time and on budget. The OIP helped the project de-velopers and owners to arrive at a documented basis from which to develop the facility and also helped the organisation to be ready to receive the facility by the end of the project.
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