epic projectinterdepency promo 150417084058 conversion gate02

8/15/2019 Epic projectinterdepency Promo 150417084058 Conversion Gate02

1/101

EPC Project Interdependency

and

Work Flow


2/101

Our Belief

Now Everyone Can Be Trained


3/101

Table Of Contents

Topic Page

Introduction to EPC Project Management 5

EPC Project Management work flow 13

Engineering Document Issuance Purpose 19

Engineering Work Flow 21

Procurement work flow 43

On Shore Project Schedule and Schedule dependency 46

Work Front Concept 48

Advance Work Packaging 52

Sample WBS 65

Piping Engineering as case study 73

Vessel Fabrication Work flow as case study 83

3


4/101

4


5/101

Don’t be like this…

5


6/101


7/101

EPC Project Management

EPC stands for Engineering, Procurement, Construction andis a prominent form of contracting agreement in the

construction industry.

The engineering and construction contractor will carry out

the detailed engineering design of the project, procure all

the equipment and materials necessary, and then construct

to deliver a functioning facility or asset to their clients.

Companies that deliver EPC Projects are commonly referred

to as EPC Contractors.

The EPC phase of the project is also known as the Execution

phase which normally follows what is know as a FEED or

Front End Engineering Design phase. The FEED is a basic

engineering design used as the basis for the EPC phase.

The FEED can be divided into separate packages covering

different portions of the project. The FEED packages areused as the basis for bidding on when the client offers the

EPC work to the market.

Under an EPC contract, the contractor designs the

installation, procures the necessary materials and builds the

project, either directly or by of the work.

In some cases, the contractor carries the project risk for

schedule as well as budget in return for a fixed price,

called lump sum LSTK depending on the agreed scope of

work.

EPCM stands for Engineering, Procurement, Construction

Management. This type of contract is different to an EPC

Contract in that the Contractor is not directly involved in

the construction but is responsible for administering the

Construction Contracts.

EPCI stands for Engineering Procurement Construction

and Installation which is a common form of contracting

arrangement in the Offshore Construction Industry. As

opposed to an EPC contract, the offshore facility or vessel

that is constructed has to be transported and installed at

the project location.

EPIC stands for Engineering Procurement Installation

Commissioning is typically a Lump Sum Turn Key (LSTK)

type Contract integrating the responsibility going from the

conception to the final acceptance of one or more

elements of a production system. It can be awarded for

all, or part, of a field development.

7


8/101

EPC Project Organization

8

http://www.ignitetribes.com/


9/101

EPC Project Organization

9


10/101

Design ProcurementManufacturing/

FabricationShipment

InstallationConstruction &

ErectionInspection & FAT Hand-Over

10

http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/


11/101

Engineering in the Project

11



12/101

Engineering Discipline

12


13/101


- Work Flow

13


14/101

Engineering work flow concept is required to be fully understand

for someone who involved in the EPC Planning and ActivitySequencing.

This concept is applied when the EPC level 4 schedule is

developed.

The process of engineering work to produce the required

deliverables depends on not only within the functional

discipline itself but also among the process, mechanical and

piping engineering functions.

Engineering in EPC project is the task of translating a set of

functional requirement into a full set of drawings and

specifications depicting every detail of a facility,

Engineering involves varieties of specialties, which include :

• Process

•Civil and Structure

•Mechanical

•Piping

•Electrical

•Instrumentation

•General Engineering

•Safety

Engineering Work Flow

There are many interdependencies between engineering

documents.

For instance piping routing drawings are issued after the process

diagram Is defined.

Most of the documents will usually issued several times, at

different stages to for review as well as to incorporate the

comments.

Typically a document is first issued for Internal Review (IFR) of theother disciplines, then to client for comment (IFC), it will be

returned to be incorporated with the client comments and issue

for Approval (IFA), then for construction (IFC) and last once

everything is confirmed and will Approve for Construction (AFC)

14


15/101

The entire strategy is dependent on Engineering and

Procurement providing their deliverables to meet

Path of Construction.

Contractor mobilizes based on Engineering forecast

of IFC EWPs (Engineering Work Packages).

15


16/101

Engineering Work Flow

Engineering Disciplines

Activity ProcessCivil and

StructureMechanical Piping Electrical Instrumentation

Diagrams

Geographical

Drawing

Architecture

Drawing

Calculations

Equipment or

material spec,

data sheet &

requisition

Site work spec

Engineering phase is very much concerned with documentation.

16


17/101

From Sequential To Concurrent Execution

Engineering Procurement Construction

Engineering

Procurement

Construction

17



18/101

Project Execution

The Past: sequential execution

The Present: concurrent execution

18

http://www.ignitetribes.com/http://www.ignitetribes.com/


19/101


- Engineering Document Issue Purposes

19


20/101

Issuing Purpose

FYI For Your Information

IAB Issued For As-BuiltICR Issued For Construction Record

IFA Issued For Approval

IFB Issued For Bid

IFC Issued For Construction

IFD Issued For Design

IFE Issued For EstimateIFH Issued For Hazop

IFP Issued For Purchase

IFR Issued For Review

IFS Issued For Squad Check

IFU Issued For Use

IFV Issued For VoidRLM Red Line Mark-up

RTS Return To Supplier

SFR Supplier Issued For Review

SFS Supplier Issued For Squad Check

AFC Approved for Construction20

http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/


21/101


- Engineering Work Flow

21


22/101

Engineering Workflow

22Source : Herve Baron Oil & Gas Engineering Guideslideshare



23/101

Engineering Workflow

23Source : Herve Baron Oil & Gas Engineering Guideslideshare



24/101

Engineering Document Review Cycle

Step Review cycle

Rule of credit

Increment % Cumulative %

1 Study and design preparation 5% 5%

2 Issue for review (IFR) 10% 15%

3 Issue for approval (IFA) 20% 35%

4 Issue for construction (IFC) 30% 65%

5 Approved for construction 35% 100% 24


25/101

Engineering Document Review Cycle

IFR IFA IFC

P&ID

REVIEWHAZOP

PIPING MTO

& PO

25



26/101

Document Control

Engineering

Client

Vendor

Documents

submitted

to client

Approval/

Comments

Documents

submissionComments

•Client Review cycle. (IFR,IFA,IFC,AFC)

•Client Review duration

•Engineering submission cut-off

•Maintain internal and external baseline

•Vendor information criticality for client

doc approval

•Vendor duration to incorporate the

comments

•Vendor delivery estimation

26



27/101

Vendor Data

Engineering is the integrator of the Plant equipment, and is highly dependent on vendor data

27



28/101

Engineering Work Flow – Process Design

Process Design

PFDs

H&M balanceP&IDs

Process data sheet

Equipment specification

Vendor drawings

Rotating

Pressure vessels

Heat exchangers

Fired equipment

Packages etc.

Layout

Civil

Electrical

Piping

Instrumentation

28


29/101

Piping Engineering Flow

PFD

Process

equipment

list

Piping

isometric

drawing IFC

Stress

ok ?

29


30/101

3D

Modeling

(General)

1st Modelreview

2nd model

review

3rd model

review

3 D M o d e l

30

http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/


31/101

3D

Modeling(Skid

Project)

1st Model

review (30%)

2nd model

review (60%)

3rd model

review (90%)

3 D M

o d e l

IFA pipe support dwg

IFA pipe GA dwg

IFA piping plan dwg

IFA structural GA

IFA tubing routing

layout

IFI pipe ISO

IFA Instrument cable

routing layout

IFA instrument cable

trench &tray layout

IFA Instrument

location

IFA Skid Tie-in report

IFA General

structural deflection

& stress analysis

reportIFA Structural GA

dwg

IFC Instrument

location dwg

IFC pipe GA dwg

Piping Materials

P&IDs 1st issue

Plot plan

IFD P&IDs

E&I main cable

routing

First equipment

vendor dwg

IFC piping ISO

Final piping MTO

31


32/101

Skid 3D Modelling – Interdependency

30% PDMS

30% model review

Update PDMS model 30%

Issue close out report

Report review by EPCC

contractor

60% PDMS

60% model review



90% PDMS

90% model review


Issue close out 90% report

Report review by EPC

contractorReceive final comment from

EPC contractor

Successor for 60% PDMS (issue close out report)

IFI for piping ISO

IFI [Piping Isometric]

IFA cable routing layout

IFA instrumentation location

IFA pipe support drawing

IFA piping GA drawing

IFA piping plan drawing

IFA structural GA drawing

Successor for 90% PDMS (issue close out report)

EPC contractor review piping GA

EPC contractor review piping plan

EPC contractor review pipe support

EPC contractor review structural GA

32



33/101

Skid 3D Modelling – Piping GA as example

30% PDMS

30% model review



Report review by EPCC

contractor

60% PDMS

60% model review



90% PDMS

90% model review


Issue close out 90% report

Report review by EPC

contractorReceive final comment from

EPC contractor

Prepare and Submit IFA Rev.A [Piping GA Drawings]

EPC Contractor Review [Piping GA Drawings]

Incorporate Comments & Submit IFC Rev.0 [Piping GA

Drawings]

33


34/101

Engineering Work Flow-Process, Mech and Piping

34



35/101

Engineering Work Flow –C&S, Mech and Piping

35



36/101

Engineering Work Flow – E&I

36



37/101

Engineering Work Flow – Instrumentation

•Instrument Index

•Instrument Data sheet

•Instrument Hookup Diagram

•Instrument Loop Diagram

•Instrument I/O List

•Instrument Layout Diagram

•Cause & Effect Diagram

•Cable Schedule Diagram

•Project Interconnection Diagram

37


38/101


I/O List is a contains list of instrumentation which serve as an input or output of control system. Hence the tag number that physically

has a cable which connects to the control system appears on I/O list.

Instrument index is a document containing list of instrument devices within a plant. Instrument index shall include tag number of all

physical instruments

Reference Drawing

P&ID, HMB

Instrument Index

Reference Document

Cause & Effect

I/O Count will determines the required capacity of a system

38


39/101


Instrument Data Sheet is a document containing specification and information of an instrument device. It specifies general information

of instrument such as tag number identification, service description, location (line number/equipment number), P&ID number or

drawing number reference, process data (if applicable), calibrated range (if applicable), material, performance details (such as accuracy,

linearity – if applicable), hazardous certification (for electrical device), accessories required, etc. The details of information in data sheetmay differ among each types of instrument such as transmitter, switch, gauge, control valve

Instrument Data

Sheet

Reference Drawing

P&ID, HMB,

Reference Document

Instrument specification,

piping specification,

calculation, vendor

catalogue

Once the data sheet completed, it is attached to requisition which to be sent to vendors. Vendors will offer their quotation with various model and

manufacturer among the offers.

Having been considered its technical and commercial aspects, the instrument is purchased. Following the purchase order, vendor will submit

supporting document and drawing. Based on vendor data, instrument data sheet may be updated to accommodate details to make the data sheet

“as-built”.

39

E i i W k Fl I t t ti

http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/


40/101


Hook-up drawing is a detailed drawing showing mounting and connection of instrument to process lines and corresponding list of

required material.

Hook-up drawing also gives information the requirement of bulk material for each installation. It also details its specification (size, type

and material) and the quantity.

There are two types of hook-up drawing:

1. Process Hook-Up

This hook-up drawing contains typical installations for instrument which connects to the process1. Pneumatic Hook-Up

Hookup Drawing

Reference Drawing

P&ID, Installation Detail

Specification, PipingSpecification

40




41/101


Instrument Layout is also known as instrument location plan. This drawing shows the exact position of each instruments with reference

to plant layout.

The point indication of instrument position and its mounting stand where instrument to be mounted and process tap

location.

Often the tap location and the instrument is separated quite distant. In some project, it is not mandatory to show the

process tap location

Instrument Layout

Reference Drawing

P&ID, Piping

Plan,piping GA andISO

41




42/101


Cable Schedule is a document containing list of instrument cables to install, cable type, length, origin, destination and route.

Reference Drawing

Instrument Cable Layout,

Interconnection block

diagram

Cable ScheduleReference Document

Instrument Index / I/O

List

42



43/101


- Procurement Work Flow

43


44/101

Procurement Work Flow


45/101

Procurement Work Flow

Procurement progress calculation excel sheets are available for download in ignite.com

Progress tracking sheet for procurement work flow

45



46/101

Typical On-Shore Project Schedule and

Dependencies

46


47/101

T y p

i c a l L e v e l 1 – O n

- S h o r e P r o j e c t S

c h e d u l e

47



48/101

Work front Concept

48

W k F t


49/101

Work Front

Engineering progress is commonly measured by assigning a weight, usually the required number of required manhours, to each

task/deliverable. Once the task is performed/ the deliverable is issued, the corresponding manhours are earned.

The earned progress divided by the total number of manhours gives the % progress.

As each engineering task/deliverable is scheduled at certain dates, it is possible to anticipate the progress that should be earned at a

given date. It is the planned progress.

At regular period, usually on a monthly basis, the actual progress of each activity/deliverable is measured against the planned progress.

An actual progress less than the planned progress might show a lack of resources and a need for increased mobilization to get back on

plan, following a (re-)forecast progress curve.

Although such progress measure is commonly used, it could be deceiving. It indeed reflects rather well the progress of engineering onits own but not how well is engineering supporting the Project schedule.

Let’s consider that engineering must issue 2 material requisitions, an urgent one for a Long Lead Item and another one which is

required later on. Engineering will earn progress whatever requisition it issues, even if putting the Project in delay by issuing the non

urgent requisition first.

One sees that the above measure of progress alone is insufficient. It must be complemented by monitoring that important Milestones

are met.

These Milestones are first of all, the ones associated with the issue of the Requisition for the equipment. Long lead items have

naturally to be purchased early. All equipment and packages also need to be purchased as early as their technical definition allows.

Indeed, engineering development is highly dependent on information from vendors. The sooner the purchase orders are placed the

sooner the vendor information will be available.

Next come the Milestones associated with Bulk Material Procurement to support construction, such as the Piping MTO and the

Structural Steel MTO (for an off-shore Project).

49

W k F t

http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/


50/101

Work Front

Then come the Milestones associated with Construction. These are the IFC Plot Plan, a pre-requisite to start any site work, and the IFC

P&IDs, a pre-requisite to the issue of Piping isometrics. The 50% IFC Piping isometric milestone comes next, which typically falls half way

through the Project, as ensuing works, such as pre-fab and erection have a rather incompressible duration, due to site constraints

(capacity of pre-fab shop, space constraints for erection limiting the progress).

Even if engineering deliveries are in sequence, the above engineering progress measure might still be deceiving, as it will only reflect

the amount of engineering work completed and not the workfront made available to construction.

Let’s consider for instance that two foundations are to be cast. The first one is a very large foundation and the second one a small one.

Issuing the drawing of either the large or small foundation will earn engineering the same progress, although it will open quite a

different workfront to Construction.

One sees the necessity to measure the issued Workfront.

In the case of foundations, for instance, this will be done by monitoring the cumulative quantity of concrete (m3) of all issued IFC

foundation drawings.

Producing an S curve, such as the one shown in next slide, showing both planned and actually issued quantities will give a true picture of

how well engineering is supporting civil works.

One will s imilarly monitor, for an On-Shore project, the cumulative quantity of steel (tons) of issued IFC Structural drawings.

The cumulative tons (or dia inch) of IFC issued Piping isometrics will show the available piping workfront.

Such progress curves, showing the actual versus planned available workfronts are instrumental to monitor engineering progress, identify

shortage and take corrective actions (increase mobilisation).

It is not perfect however and can still be deceiving, in case of out-of-sequence issues: engineering may have issued drawings

representing significant quantities, but that does not generate construction workfront as such works can not be performed at this time

(due to lack of access or pre-requisite for another work to be completed before, for instance).50

W k F t


51/101

Work Front

Construction work-front planning and forecasting processes allow Materials to gather construction work package requirements and

material situation throughout the supply chain with appropriate feedback into the EP process 51



52/101

Advanced Work Packaging

52

Work Face Planning


53/101

Work Face Planning

Path of

Construction EWP CWP

FIWPs

500 – 1000mhrs

Construction drives Engineering & Procurement

EWPs(Engineering Work Packages) are Engineering deliverables

CWPs (Construction Work Packages)& FIWPs (Field Installation Work Packages) are Construction deliverables

System turn-over drives Construction

53

Work Face Planning


54/101

Work Face Planning

EWPs (EngineeringWork Packages) set

the precedence for

Construction work.

Using the P&IDs (for item count) and Piping Layout Drawings (for lengths) a preliminary list for piping material requirement generated

which known as piping MTO (piping material takeoffs)

The GA drawing used for pipe erection while the piping ISO are used for pipe prefabrication.

54

Planned Path in Construction Work



55/101


Engineering Work Package (EWP)

Procurement Package (PP)

Supplier Equipment / material

Construction Work Package (CWP)

9 weeks lag

Work commences

Equipment / Material arrives prior

to work commencingPurchase Order to supplier

Engineering’s Bill of Material

55




56/101






9 weeks lag

Work commences



Engineering’s Bill of Material

Forecasting to meet scheduled IFC

Contractor resource mobilized1 2

56

Constrained Path of Construction



57/101






9 weeks lag

Work commences



Contractor resource mobilized2

Vendor Data needed to complete

EW delivered late or incomplete

Lag gets squeezed CWP starts late

57




58/101






Work commences

Purchase Order to supplier

Contractor resource mobilized2

How do we improve this interface?

58




59/101


Engineering Work Package (EWP) Construction Work Package (CWP)

Work commences

Delay in Engineering will cause lag gets squeezed CWP

starts late

Model Review causes late changes

MTO can’t be created

No IFC or AFC status for P&IDs

Specification is not complete

Client or EPC take longer time for document review and caused delay

How are these mitigated /

eliminated?

It is important to knows

the work sequence in order

to plan for Construction

Work Package.

59

Engineering Work Package Progress


60/101

Engineering Work Package Progress

Ex : Piping Work Package.

2 P&IDs

3 Requisitions

4 Specifications.

1 3D modelling development

5 Pipe Stress analysis

6 Calculations

60

Forecasting Scenario


61/101

Forecasting Scenario

Ex : Piping Work Package.

Next Weekly Forecast - EWP slips one week

EWP is forecast to meet scheduled IFC

Next Weekly Forecast - EWP slips another week

Contractor plans resource mobilization

Contractor tries to mitigate

Delay in Construction work and recovery needed

Delay in Engineering Work

Package approval in return cause

delay in construction work.

61

Potential Work Flow and Rule of Credit for Piping


62/101

Potential Work Flow and Rule of Credit for Piping

Step Work Flow Increment % Cumulative %

1 EWP ID’d and mapped to CWP 5% 5%

2 Initial scope identified (line numbers) 15% 20%

3 Preliminary equipment data received 5% 25%

4 Initial routing of lines established 20% 45%

5 Initial bulk material (BOM) to supply chain 10% 55%

6 Piping studies rec’d for critical lines: 5% 60%

7 Final vendor data received 10% 70%

8 Final routings completed 5% 75%

9 P&IDs and LDT issued IFC 5% 80%

10 Stress analysis for large bore completed 5% 85%

11 BOM completed 5% 90%

12 EWP c/w all drawings/specs issued IFC 5% 95%

13 EWP accepted by Construction AFC 5% 100%

62

What Makes Forecasting is a Challenge


63/101

What Makes Forecasting is a Challenge

Challenges

EWP process has many steps to get to IFC

The rules of credit (if they exist) are either not known or not utilized.

EWP development held back by outside influence(e.g., Systems, Vendor Data or Owner Decisions)

Construction mobilizes resources based on forecast completions of EWP IFC

Engineering forced to release partial EWPs or releases EWPs out of sequence orEWPs with HOLDS

EWP releases continue to slip but construction is now mobilized

63

Engineering Work Package and Construction Work Package


64/101

Engineering Work Package and Construction Work Package

CWP

Scope of Work

IFC drwgs Eng.Specs&Stds

Equipment/Materials

Vendor info

Quality Instructions

Regulatory

approvals/permits

Turnover Documents

Schedule (Level 5)

Engineering

Long Leads RAS dates

Material Mgmt Expediting

Transportation Special

Requirements

Procurement

HSE/Safety

Manpower req.

Level 4 Schedule

QA/QC

Construction Tools/Equip

Heavy Lift Plans

Scaffold

Waste Mgmt

Interfaces/Coordination

Construction

64


65/101

Sample WBS

65

WBS Structure


66/101

WBS Structure

66

WBS Structure



67/101

67

Sample WBS for Electrical Construction


68/101

p

68

Sample Pipeline Construction Project WBS for Refinery/Chemical Plant



69/101

69

Sample Pipeline Construction Project WBS for Refinery/Chemical Plant



70/101

p p j y

Sample WBS for piping construction project for a refinery or chemical plant may be organized as the following.

It is worth to be organized by location wise (i.e. platform and pipe rack, platform and equipment around piping) prior to “Phase” WBS.

Timely completion of piping construction is not only depending on timely receiving of engineering drawings and materials from Owner/EPCcontractor but timely availability of the infrastructure should also be addressed. Sometime it refers to work front availability.

Developing WBS is mainly depending on the project scope. It should be defined according to the project specific as every project is different,

for instance, “Demolishing” WBS may also be added under “Phase” level priority to “Installation” WBS if your project scope involved a

considerable amount of piping demolishing scope. “Above Ground” and “Under Ground” WBS can be left in case no underground pip ing work

is

included in the project.

(1) Level 1: Plant Unit, e.g. Utility Unit, Ethylene Theatre Unit, etc.

(2) Level 2: Area within a Unit, for instance, Area ABC, Area XYZ. Area demarcation is marked for a group of process piping on above

ground and underground.

(3) Level 3: Height. This is to segregate pipe work on the above ground and underground.

(4) Level 4: Location where pipeline is run, for instance, piping on and around pipe rack, equipment and equipment platform.

(5) Level 5: Phase, e.g. Fabrication, Installation (field erection, NDT) and pre-commissioning (hydro testing, air flushing, chemical cleaning

etc.)

Note :

“Common” WBS name refers to common location where interconnecting piping is running between the pipe rack and equipment

or equipment platform. Having a clear definition of what is and what is not meant by “Common” is important

70

Sample Fuel Tank WBS



71/101

p

External Floating Roof Tank

0

Foundation work

1.0

Field erection works

2.0

Tank Bottom2.1

Shell side2.2

Roof works2.3

Tank accessories

installation

2.4

Fire fighting

works

2.5

Bottom plates

installation

2.1.1

Final coating

2.1.2

Shell plates

installation

2.2.1

Nozzles and man

ways installation2.2.2

Final Coating

2.2.3

Center deck plate

installation

2.3.1

Drainage piping

2.3.2

Final Coating

2.3.3

Internal

Appurtenances

2.4.1

External

accessories2.4.2

Foam piping

installation

2.5.1

Final coating

2.5.2

71

Sample Fuel Tank WBS


72/101

72



73/101

Piping Discipline

( Piping Fabrication, Tie-in and Commissioning )

73

Piping Tie-in Process


74/101

Normally, piping tie-in installation scope is involved in revamp project only. The progress tracking system for tie-in work includes Tie-in

Tracker Sheet and Progress tracking sheet.

Tie-in numbers against the Isometric drawings and work packages are listed in the tracker sheet. The tie-in type (Bolt-up, cut and

weld, hot tap, cold tap and threaded are typical tie-in types in process industry), project area or system name and installed dates arealso included in the tracker sheet.

To develop Progress Tracking Sheet for overall Isometric drawings, the following work steps and weight factor percentages are utilized.

1. Preparation ( Scaffold erection if required/remove insulation if required) -20%

2. Tie-in work (Bolt up/cut & weld/hot tap/cold tap/threaded) -70%

3. Inspection (Sign QC document, example : flange make up check list) -10%

The Progress Tracking System for Pipeline Erection Work

Developing procedure of progress tracking system for pipeline erection work is the same as piping fabrication work except work steps

and weight factor percentages. To do that, replace the following work steps and weight factor percentages with the existing ones and

rearrange the formulae.

1. Material at Erection area - 5%

2. Piping Laying -20%

3. Preparation(align/tack weld) -20%

4. Full Welding Execution - 40%

5. Non Destructive Examination - 5%

6. Pipe Support Erection -15%

7. Final Inspection - 5%

74

Commissioning Test package and Tie-In


75/101

System

Commisionning

Piping Fabrication

Piping Tie-In

Piping Test Package

75

Piping Tie-in Work Sequence


76/101

General piping tie-in work flow and how rule of credit being assigned to each step.

Weld mapdrawing

preparation

Withdrewmaterial

Weldingpreparation

Spoolassemble and

tack weldWelding NDT

Surfacepreparationand coating

Finalinspection

Delivery atsite

76

Piping Hydrotest Work Sequence


77/101

Preparation Done Testing Reinstated Clear Punch list

General hydrotest work flow and how rule of credit being assigned to each step.

77

Commissioning Test package and Tie-In



78/101

Test Package for Pre- CommissioningTie-In List

78

Piping Tie-In



79/101

79

Special Pipe Support Drawing



80/101

80

Piping Pre-Fab Drawing



81/101

81

Piping ISO Drawing



82/101

82



83/101

Vessel Fabrication

83

Vessel Fabrication Work Flow


84/101

Exchanger VesselFit Up (Pre-

Fabrication)

Exchanger VesselWeld Out

(Assembly)

Tubesheet Fit Up/ Weld Out

Testing (NDE,Hydro

Painting Ex-work

84

Vessel Fabrication Work Flow


85/101

Shell Side Fabrication

· Plate marking /cutting/ beveling and inspection

· Shell plate rolling work

· Longitudinal steel (LS) fit-up and inspection

· LS welding and inspection (NDE)· Circumference steel (CS) fit-up and inspection

· CS welding and inspection (NDE)

Inlet and outlet nozzles fabrication

· Pipe marking/cutting / beveling and inspection

· Fit-up and welding of flanges and pipes

· Inspection for nozzles to flange joints (NDE)

Nozzle Attachments to Dished Head

· Marking of nozzle location on dished head

· Cutting/opening/ beveling and inspection

· Fit-up and tack weld nozzle to dished head

· Inspection for tack welding (if required)

· Full weld - nozzle assembly with dished head

· Inspection for nozzle to dished head welds (NDE)

Nozzles and other accessories to Shell

· Marking of nozzles location

· Cutting/opening/ beveling and Inspection

· Fit-up and tack weld nozzle assembly to shell/inspection

· Full weld - nozzle assembly with shell

· Inspection for nozzle to shell side welds (NDE)

· Fit up and welding for instrument attachments

· Fit up and welding for lifting lugs

Dished head Installation

· Fit up and tack weld/Inspection – Dished head to shell

· Full circumference welding

· Inspection for full welds (NDE)

Inspection (Hydro-testing)

· Hydrostatic testing

· Draining/drying and final inspection

Blasting and Painting

· Blasting/Inspection

· Primer/Final coating/Inspection

85

http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/http://www.ignitetribes.com/


86/101

Vessel Fabrication Case Study

86

Vessel Fabrication Process


87/101

87

Plate Cutting



88/101

88

Plate Rolling



89/101

89

Longitudinal Seam Welding



90/101

90

Longitudinal Seam Welding



91/101

91

Can to Can Fit-up



92/101

92



93/101

Can to Can Fit-up


94/101

94

Tack Weld



95/101

95

Weld Inside Circumference of Can



96/101

96

Weld Outside Circumference of Can



97/101

97

Weld Outside Circumference of Can



98/101

98

NDT


99/101

99


100/101


101/101

The End