Page 28 - Subyek Teknik Mesin - Forsthoffers Best Practice Handbook for Rotating Machinery by William E Forsthoffer

Be st Practice 1 .1 Project Best Practices

Best Practice 1.1

Input machinery lessons learned to the project team during Not having specific lessons learned defined as best practices in the
the project pre-FEED phase. invitation to bid has resulted in the following issues during the project:
Obtain plant, company and industry (from seminar attendance and Significant differences in supplier scope
publications) lessons learned and incorporate them into the project Significant difference in supplier costs resulting in frequent low cost
scope during the pre-feed phase, to ensure that the ‘cost of in- bid (and most usually lower scope) acceptance
corporation’ will be included in the project scope. Possible required supplier scope changes during the project
Define the associated best practice for each lesson learned and resulting in schedule delays and/or high cost adders
note these B.P.s on the appropriate machinery data sheet on a special Note that industry specifications (API) and company specifications
page, to ensure they are included in all quoting suppliers' scope and are not written for specific plant conditions and locations, and will not
costs. This action will ensure that all supplier content will be equal. include all the necessary best practices.
Do not accept exceptions to any of the required best practices. If
a certain supplier refuses to incorporate any or all of the best practices, Benchmarks
remove them from the bidder’s list for this particular project, and ex- This best practice has been used since 1990, and has been in-
plain why they were removed. corporated into the following projects with the benefits noted above:
Confirm that all required best practices are included in the sup-
Mega ethylene plant
plier’s final bids and the purchase order to eliminate any project Mega butyl rubber plant
schedule delays and cost adders. Methanol plants
Refinery hydrocracker recycle compressor
Lessons Learned Oil and gas booster compressor trains
Failure to incorporate ‘lessons learned’ during the pre- Small (modular) LNG plants
FEED phase of the project will result in lower plant safety, This practice has resulted in minimum bid decision time for large
reliability, and revenue and/or extended project schedule compression trains (10 weeks from issue of ITB). Life cycle cost sav-
and can result in supplier cost adders. ings exceed $5,000,000 per year for the present process unit size.

B.P. 1.1. Supporting Material busy portion of my career taught me many valuable lessons,
andthe challenges andassociated action requiredtosurvive
As someonewho hasbeen involvedwithprojectsasarotating this experience. ‘Vendor lessons learned’ are detailed in
equipment vendor, end user and consultant since 1970, I have Figure 1.1.1.
had the opportunity to see custom-designed rotating equip- It was interesting to note that in my next industry position,
ment projects from all industry viewpoints. Regardless of your as a corporate rotating equipment specialist for a major oil, gas
position, you will face the challenges of company profitopti- and chemical company, I observed that the characteristics
mization, depleted workforce experience levels and time noted above were present in all equipment companies regard-
constraints. less of global location or final product. However, in my
My initial involvement with rotating equipment projects new position there were also many challenges as noted in
began in 1970 as a project engineer for a centrifugal compressor Figure 1.1.2.
vendor, where I was responsible for the project management Review Figures 1.1.1 and 1.1.2 and observe the similarities;
of all process compressor applications. This interesting and all imposed by time and budget constraints. Also, observe how

Time constraints forced acceptance of what was on the process
data sheet without time to question the basis for the stated
Time constraints forced the acceptance of what was on the data conditions
sheet The tendency initially was to think inside the machinery flanges,
The tendency was to think inside the flanges of the compressor but eventually it was understood that all equipment is directly
only and not consider the process influenced by the process
Questions to the end user/contractor were minimal based upon Contact with the client (plant where the equipment will be
competitive pressures and time constraints installed) was minimal based on project team pressures for
Copying from past jobs ‘cut and paste’ was a necessity to schedule milestones
st
minimize engineering hours and today (21 century) is electronic Company specification contents were increasing rapidly since all
cut and paste company divisions and plants were required to review
Contractor/end user questions diminished valuable engineering specifications and therefore naturally contribute something
time. There was little time or money for visits to client plants There was limited project budget for visits to client plants unless
unless there were significant design problems there were equipment design problems.

Fig 1.1.1 Vendor lessons learned Fig 1.1.2 End user lessons learned

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