Page 37 - Subyek Teknik Mesin - Forsthoffers Best Practice Handbook for Rotating Machinery by William E Forsthoffer

Be st Practice 1.7
Project Best Practices Be st Practice 1.8

Best
Best
Best Practice 1.7Practice 1.7Practice 1.7
Machinery specialists must understand the processes in Detailed RCFAs (Root Cause Failure Analyses) show that the ma-
which the machinery will operate. jority of root causes of failure lie in unanticipated process condition
Review the Process Flow Diagram (PFD) and Process and In- changes. Failure to incorporate these upset and unusual conditions on
strument Diagram (P&ID) for each process on the project. the appropriate equipment data sheets can:
Discuss the PFD and P&ID for each process with experienced Extend project schedule by requiring machinery re-design
process engineers from the process licensors, project team and/or Result in significant cost adders for machinery re-design
plant process engineers and operators. Reduce machinery safety and reliability
Define the potential upset and unusual process conditions with the Extend plant start-up
experienced process engineers and operators.
Be sure that all upset and unusual process conditions are defined Benchmarks
on the appropriate equipment data sheets. Since the late 1990s, due to increased process unit size and potential
Require that an experienced process engineer and operator be daily revenue losses, we have required detailed process reviews be-
part of the machinery project team, and that they attend all plan- tween machinery specialists, process engineers and operators prior to
ning sessions, specification and data sheet reviews, as well as the issue of specifications and data sheets. This action has been
all vendor meetings during the pre-selection, design and test implemented for all projects large and small.
phases. Results from this best practice have been:
Elimination of changes after issue of the purchase order
Lessons Learned Reduced machinery design time and early machinery delivery
It is the writer’s experience that approximately 80% of No surprises during plant start-up
machinery failure root causes are due to process varia-
tions that are not anticipated in the design phase.

Best
Best Practice 1.8Practice 1.8
Require that critical machinery pre-bid meetings be prop- meetings (numerous meetings) have had the following issues occur
erly defined and carried out. during the later stages of the project, and during field operation:
Pre-bid meetings require that all technical details are discussed, Delayed bid selection – adding weeks or months to the schedule
with appropriate design changes, before a price is quoted. Cost adders for items that were not defined or exceptions to
These meetings are not the same as bid clarification meetings, specifications that were not resolved during bid clarification
which review the vendor’s bid after a price is quoted. Delays in the manufacturing schedule for incorporation of items not
Pre-bid meetings, held separately with each quoting vendor, ensure resolved during the bid phase
that each vendor’s scope, design experience and exceptions to Lower field reliability and possible safety issues resulting from
specifications will be similar. selection of the low cost bidder
Vendors must be advised in the ITB of the requirements, time
and agenda for these meetings in order to minimize project schedule. Benchmarks
The pre-bid meeting approach has been used since 1975 in all critical
equipment selection since 1975. This has produced machinery of
Lessons Learned
optimum safety and reliability (compressor trains ¼ 99.5%þ). Pre-bid
Failure to have pre-bid meetings can reduce critical ma-
meetings have been used in all of the following industries globally:
chinery safety and reliability, and significantly increase bid Upstream oil and gas – offshore and onshore
evaluation time. Refining
Clients that have renounced pre-bid meetings, and have opted for Chemical
bid clarification discussions (endless emails and conference calls) or Co-generation

B.P. 1.8. Supporting Material a prototype, design and manufacturing audits have already
been initiated and will be ongoing. If the equipment contains
Once the ITB has been released to the quoting vendors, the multiple major components that do not have field experience,
work begins. The first order of business is to prepare for the audits are required in this phase. These facts are shown in
audits required at this stage. If the equipment in question is Figure 1.8.1.

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