Page 437 - Design of Simple and Robust Process Plants

424 Chapter 10 The Efficient Design and Continuous Improvement of High-quality Process Plants

FEL Drives, then enables, better cost
performance
1.2
1.0)
Cost =

Capital Average 1.1 FEL improvement only Industry Average Cost

1.0
Relative Industry

( FEL improvement plus Value Improving Practices
0.9

0.8 Best Practical Good Fair Poor Screening
FEL Rating

Fig. 10.6. Project approach (Source IPA Inc.).

resulting in a efficient and timely engineering and construction. The effectiveness
of the work process can be evaluated by external bench-marking of work process
and executed projects.

10.3.2
Quality Aspects of a Design: VIPs

A developed work process does not tell much about the quality of the process design,
the exception being those items which must follow detailed quality company proce-
dures, such as safety. To address the quality aspects, the process industry introduced
value improving practices (VIP). A VIP being defined as a methodology for a defined
set of specific design activities to add value to a project. A list of these VIPs is given
in Table 10.2.
The VIPs can be compared with the quality factors of a consolidated list of Herder
and Weijnen (1998) (Table 10.3). (The quality factors according the quality of the
design process were excluded, and others were regrouped.)
A difference between the quality aspects as presented in Tables 10.2 and 3 is that
the industry does not mention safety, and operability. An explanation is that the pro-
cess industry accepts these items as being well-covered in the WPs or in company
procedures, while their fitness for the purpose should be the result of the applica-
tion of VIPs. Another difference is that items such as process simplification, pro-
cess/energy optimization, and construction are not mentioned in the list provided
by Herder (1999).
The concept of VIPs is also part of the evaluation of I.P.A. Inc. The potential to
impact value of VIPs is presented in Figure 10.7, from which it can be concluded