spring 2013 - mustang
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Inside This Issue...Lightweight Practices in Topsides DesignManagement of Functional SafetyWood Group Mustang Onshore in Kurdistan
Spring 2013
For a totally integrated solution to your energy project, contact Dynamic Industries, Inc. at:
Corporate Office600 Jefferson St., Suite 1400Lafayette, LA 70501Ph: 337.237.1898Fax: 337.769.9615
Houston Office10777 Westheimer Rd., Suite 1175Houston, TX 77042Ph: 713.781.5510Fax: 713.715.6678
The diverse capabilities of its sister companies in Dynamic Energy Services International, LLC (DYNESI), formerly the Moreno Group, allow DII to offer additional services including material supply, equipment rental, construction labor and emergency response, environmental and technical services.
Dynamic Industries, Inc. (DII) provides expansive and integrated full-service fabrication, construction and maintenance services to a broad range of worldwide markets, including upstream (onshore/offshore) and downstream oil and gas, industrial, mining and chemicals.
From structural steel fabrication of offshore jackets, drilling and production decks to process plant modules, DII is a proven leader in heavy and light fabrication capabilities. We have the ability to transport finished projects by water, rail and truck from our facilities located around the world.
Complementing our core fabrication capabilities, DII provides a comprehensive array of essential field services. From installation and connection of the fabricated units, through commissioning and ongoing facility maintenance, both domestically and worldwide, DII is the logical choice.
www.dynamicind.com
Total Integrated Solutions
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7
Inside This Issue...
Lightweight Practices in Topsides Design
Management of Functional Safety
Wood Group Mustang Onshore in Kurdistan
Spring 2013
Wood Group Mustang’s capability in topsides design is recognized worldwide. Our resume includes World- Class projects and accomplishments of industry firsts, largests, and mosts. We also have a unique expertise in lightweight topsides design (see article on page 7). The spar topsides was designed for a single lift, at 9,350 short tons, the heaviest ever in the Gulf of Mexico. It was specifically designed to match the lifting capacity of the installation vessel.
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603 230 22800
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44 (0) 1483 717700
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Crop to 8.375x10.875”
3
Learn more at www.mustangeng.com
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provided strategic advantages
to those that harness its strengths...
... the ability to move quickly
... carry heavy burdens over long distances
... deliver regardless of the conditions
Harness the Mustang Advantage
Harness theStrategic Advantage
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4
Table of Contents
Bringing energy and the environment into harmony.®
The Americas: (Int’l +1) 713-354-6100 / EMEA: (Int’l +33) 2-35-25-5225Asia-Pacific: (Int’l +60) 3-2093-6633 / [email protected]
RELIABILITY ISSUES NEVER SLEEP. WE MAKE SURE YOU CAN.
Compressors–Turbo & Recip / Steam Turbines / Gas Turbines / Control Systems / Expanders
At Dresser-Rand, we know any unscheduled interruption of a client’s downstream operation is simply unacceptable. That’s why we make engineering reliability a primary focus. From one of the world’s largest hydrogen compressors (pictured at right) to our single-stage steam turbines, Dresser-Rand downstream solutions are easy to maintain. But for us, it’s not just about selling superior products, it’s about providing peace of mind as well. So, when you do need help, rest assured we’re there for you.
Locations ....................................................................................................................3
Harness the Strategic Advantage......................................................................3
Advertiser Index .......................................................................................................6
Cost Optimization and Risk Reduction through the Application of ....7Lightweight Practices in Topsides Design
Management of Functional Safety ................................................................ 14
First Largest Deepest and Lightest ................................................................ 20
Our Onshore Services are Hauling Gas in the Shale ............................... 28
Wood Group Mustang’s Onshore Business Unit ...................................... 30Onsite in Kurdistan
Successfully Marrying Systems to Processes .............................................33
LNG - Experience the Difference ....................................................................35
We’re Big Without the Burdens ......................................................................38
307 20
5
14
6
AGI Industries.................................................................................27AVEVA...................................................................inside back coverAWC...............................................................................................22Beta International............................................................................27Cameron.............................................................................back coverCruver, Robbins & Fu, LLP............................................................35Deep South Crane & Rigging..........................................................6Dresser Rand.....................................................................................5Dynamic Industries, Inc..........................................inside front coverDXP................................................................................................37Edgen Murray..................................................................................36Emerson..........................................................................................12Enerflex ..........................................................................................26Freeport Welding & Fabricating, Inc...............................................32GBA-Corona, Inc............................................................................37General Welding Works, Inc..........................................................13
Gulf Coast Alloy Welding..............................................................35Hoerbiger........................................................................................29LEWA, Inc......................................................................................19Mammoet........................................................................................24New Industries.................................................................................25Oil States Industries, Inc.................................................................13Oliver Equipment Company............................................................23Performance Contractors, Inc.........................................................34Powell Industries...............................................................................4SoTec..............................................................................................27Taylor Forge Engineered Systems...................................................32
Wood Group Mustang Magazine is published by:Custom Publishing Design Group, Inc.
www.MyCompanyMagazine.comAdvertising: Robert Smith • 1-800-246-1637
EquipmEnt REntals | HEavy Haul tRanspoRtation | HEavy liftingmajoR pRojEcts | tuRn-KEy solutions | 8t to 2500t mobilE cRanEs
Deep South Crane & rigging
continues to show its commitment
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with the addition of its newest
crane, the terex CC-6800. This
1400t crawler crane has the
versatility, mobility, and lifting capacity necessary
to perform long and high lifts due to its very
strong luffing jib (not pictured here). The CC-6800
will serve a multitude of needs including
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industrial, and large civil projects.
The new Terex CC-6800 1400T Crawler Crane
Baton Rouge, La 877-490-4371 | Lake ChaRLes, La 800-277-0509 | Beaumont, tX 866-842-9280 | houston, tX 877-888-6629
Advertisers Index:
Offshore topsides must be light enough to be economical,
yet big and robust to contain all the drilling and production
equipment needed to develop the field. A conventional large
topsides design normally requires several modules to be fabricated
onshore, transported to site, lifted onto the hull supported by a
module support frame, integrated and pre-commissioned offshore.
A single lift lightweight topsides design saves time, reduces safety
exposure, and is less expensive to build than the conventional
modular approach.
The challenge of a lightweight design is to find a way to incorporate
all of the topsides requirements without compromising safety and
operability while maintaining the weight below the lifting capacity
of available lifting devices, whether onshore heavy lift devices or
floating derrick barges.
Almost all operating and some engineering companies have
established rigorous stage gate processes to define, select and
execute the project. These methodical steps in developing the
project have been developed to aid in the judicious allocation of
capital resources and reduce project risks and costs.
Included in the top key goals for project execution are:
• Ensure that investments in capital projects will achieve the
expected return on investment
• Reduce costs and save time, by speeding up the decision making
process, avoiding major rework later in the project development,
and by early and thorough consideration of available options
• Reduce risk by addressing uncertainties and improving the
decision making process with owners’ senior management
sanctioning body.
• Ensure that the correct steps are taken in the critical early
stages of a project, before significant funds and resource alloca-
tions are approved, and prior to incurring major, post sanction
cost expenditure
• Ensure that well-proven Project Management Best Practices
are applied effectively, and at the appropriate Project
development stages
• Do not compromise Safety, the Environment and Operability
In the past, and to some extent currently, projects have been executed
without a rigorous stage process. Whether from the lack of a good
concept selection study, or a missing, or incomplete FEED, many
of these projects have ended up with schedule delays, poor quality
due to changes made in the middle of construction and schedule
and cost overruns .
One of the continuing issues that we as engineering consulting firms
see is projects that are coming out of FEED and are supposedly
“ready” for detailed design with known weight issues. By not having
a realistic weight estimate and a disciplined weight control (not just
reporting) mentality and methodology, the project team is setting
themselves up for failure. Generally, growth in weight results in:
• Increased structural and piping fabrication costs
• Increased modularization to meet lift requirements
• More offshore hookup
• Delayed schedule and
• More offshore cost and risk
Why Lightweight?The term, ‘lightweight topsides’ has been used for many years.
Lightweight topsides weigh significantly less than conventional
topsides performing the same function. There are fewer pieces of
equipment, less pipe, less structural steel, reduced interconnecting
for pipe and electrical cable, fewer junction boxes, and reduced
offshore hookup man-hours compared to conventional topsides.
One of the key results of a lightweight design is that the supporting
substructure, whether fixed or floating, can be made smaller.
A smaller hull or jacket results in less steel required for fabrication.
By using less steel, fabrication costs and the schedule can be
reduced. Another benefit of a lighter deck and topsides is that
mooring loads are smaller and can result in lower costs for mooring
equipment. If designed with margin for growth, the available
margin for growth can be larger. Topsides weight savings increase
return on investment by lowering capital costs and shortening the
schedule, which accelerates cash flow.
In the case of a lifted deck, whether keyside or offshore, having
a lightweight deck reduces or eliminates the need for multiple
modules. Multiple modules and a module support frame add addi-
tional, redundant structural weight and cost, integration time, cost
and overall weight. Additionally, more modular steel results in an
overall less efficient deck space utilization due to the compartmen-
talization of equipment and piping, as well as loss of deck area for
redundant structure.
Longer hookup and integration times result in more cost, schedule
and risk. The addition of multiple modules requires more hookup
and integration and will delay completion of the pre-commissioning
and commissioning until the facility is completely assembled.
Ultimately, a well-designed lightweight topsides will improve the
economics of a project.
There have been misconceptions that lightweight means compromise.
There is no need to compromise safety, operability, expandability
or maintainability when designing a lightweight topsides. There is
no reason why designing topsides to weigh less is a bad idea.
As there are different operator philosophies, lightweight can mean
different things to different people. There is not a single definition
or lightweight solution for all projects. The weight of the facility
depends on many factors including operating philosophy, personal
or organizational preferences, regulatory requirements and
operational requirements.
There are many challenges presented when designing a single lift
module. The key issues are related to the integration of the deck
with the substructure. As facility throughputs, especially in deep-
water, have increased, the size of production facilities have continued
to push the limits of the world’s largest lift devices.
Comparison of Traditionaland Lightweight FacilitiesSince the start of the deepwater era, there have been many hull
types, operators and project drivers. The deepwater industry
naturally began as an extrapolation of what had been done for fixed
facilities. Floating facility topsides have transitioned from having
multiple modules to single integrated decks.
There are many metrics for correlating size and weights of platforms.
One is the production to hull payload. The following charts illustrate
By applying lightweight design practices, coupled with
accurate weight estimating and a rigorous weight control,
process and culture can lower the design weight and
reduce cost and execution risk to the project.
Cost Optimization and Risk Reduction throughthe Application of Lightweight Practices in
Topsides Design
A lightweight design challenge is including all topsidesrequirements without compromising safety and operability.
There is not a single definition or lightweight solution forall projects.
7
8
Offshore topsides must be light enough to be economical,
yet big and robust to contain all the drilling and production
equipment needed to develop the field. A conventional large
topsides design normally requires several modules to be fabricated
onshore, transported to site, lifted onto the hull supported by a
module support frame, integrated and pre-commissioned offshore.
A single lift lightweight topsides design saves time, reduces safety
exposure, and is less expensive to build than the conventional
modular approach.
The challenge of a lightweight design is to find a way to incorporate
all of the topsides requirements without compromising safety and
operability while maintaining the weight below the lifting capacity
of available lifting devices, whether onshore heavy lift devices or
floating derrick barges.
Almost all operating and some engineering companies have
established rigorous stage gate processes to define, select and
execute the project. These methodical steps in developing the
project have been developed to aid in the judicious allocation of
capital resources and reduce project risks and costs.
Included in the top key goals for project execution are:
• Ensure that investments in capital projects will achieve the
expected return on investment
• Reduce costs and save time, by speeding up the decision making
process, avoiding major rework later in the project development,
and by early and thorough consideration of available options
• Reduce risk by addressing uncertainties and improving the
decision making process with owners’ senior management
sanctioning body.
• Ensure that the correct steps are taken in the critical early
stages of a project, before significant funds and resource alloca-
tions are approved, and prior to incurring major, post sanction
cost expenditure
• Ensure that well-proven Project Management Best Practices
are applied effectively, and at the appropriate Project
development stages
• Do not compromise Safety, the Environment and Operability
In the past, and to some extent currently, projects have been executed
without a rigorous stage process. Whether from the lack of a good
concept selection study, or a missing, or incomplete FEED, many
of these projects have ended up with schedule delays, poor quality
due to changes made in the middle of construction and schedule
and cost overruns .
One of the continuing issues that we as engineering consulting firms
see is projects that are coming out of FEED and are supposedly
“ready” for detailed design with known weight issues. By not having
a realistic weight estimate and a disciplined weight control (not just
reporting) mentality and methodology, the project team is setting
themselves up for failure. Generally, growth in weight results in:
• Increased structural and piping fabrication costs
• Increased modularization to meet lift requirements
• More offshore hookup
• Delayed schedule and
• More offshore cost and risk
Why Lightweight?The term, ‘lightweight topsides’ has been used for many years.
Lightweight topsides weigh significantly less than conventional
topsides performing the same function. There are fewer pieces of
equipment, less pipe, less structural steel, reduced interconnecting
for pipe and electrical cable, fewer junction boxes, and reduced
offshore hookup man-hours compared to conventional topsides.
One of the key results of a lightweight design is that the supporting
substructure, whether fixed or floating, can be made smaller.
A smaller hull or jacket results in less steel required for fabrication.
By using less steel, fabrication costs and the schedule can be
reduced. Another benefit of a lighter deck and topsides is that
mooring loads are smaller and can result in lower costs for mooring
equipment. If designed with margin for growth, the available
margin for growth can be larger. Topsides weight savings increase
return on investment by lowering capital costs and shortening the
schedule, which accelerates cash flow.
In the case of a lifted deck, whether keyside or offshore, having
a lightweight deck reduces or eliminates the need for multiple
modules. Multiple modules and a module support frame add addi-
tional, redundant structural weight and cost, integration time, cost
and overall weight. Additionally, more modular steel results in an
overall less efficient deck space utilization due to the compartmen-
talization of equipment and piping, as well as loss of deck area for
redundant structure.
Longer hookup and integration times result in more cost, schedule
and risk. The addition of multiple modules requires more hookup
and integration and will delay completion of the pre-commissioning
and commissioning until the facility is completely assembled.
Ultimately, a well-designed lightweight topsides will improve the
economics of a project.
There have been misconceptions that lightweight means compromise.
There is no need to compromise safety, operability, expandability
or maintainability when designing a lightweight topsides. There is
no reason why designing topsides to weigh less is a bad idea.
As there are different operator philosophies, lightweight can mean
different things to different people. There is not a single definition
or lightweight solution for all projects. The weight of the facility
depends on many factors including operating philosophy, personal
or organizational preferences, regulatory requirements and
operational requirements.
There are many challenges presented when designing a single lift
module. The key issues are related to the integration of the deck
with the substructure. As facility throughputs, especially in deep-
water, have increased, the size of production facilities have continued
to push the limits of the world’s largest lift devices.
Comparison of Traditionaland Lightweight FacilitiesSince the start of the deepwater era, there have been many hull
types, operators and project drivers. The deepwater industry
naturally began as an extrapolation of what had been done for fixed
facilities. Floating facility topsides have transitioned from having
multiple modules to single integrated decks.
There are many metrics for correlating size and weights of platforms.
One is the production to hull payload. The following charts illustrate
By applying lightweight design practices, coupled with
accurate weight estimating and a rigorous weight control,
process and culture can lower the design weight and
reduce cost and execution risk to the project.
Cost Optimization and Risk Reduction throughthe Application of Lightweight Practices in
Topsides Design
A lightweight design challenge is including all topsidesrequirements without compromising safety and operability.
There is not a single definition or lightweight solution forall projects.
a short period of the facility life can have significant impacts on
the equipment selection.
The following process design practices are some of the many items
to be considered to set the grounds for a lightweight design.
Process DesignUnlike the feedstock for a chemical process, we never know
exactly what our fluid compositions are going to be or the real
rates at which the reservoirs will produce. That coupled with the
contaminants and other flow assurance issues can make process
design quite complicated.
Weight problems can be aggravated when processes become more
complex than is necessary. Using creative thinking and simplifying
the process can reduce weight as well as the cost of equipment,
associated piping, controls and the supporting deck and hull.
The following are among the many process approaches that can be
used to reduce cost and weight:
• Identification of the separation scheme and separator pressure
cuts that meet a life-of facility optimum need.
• Vent/Flaring Design. Use a high pressure flare design and
without the use atmospheric vents.
• Simplify the process. Find ways to eliminate redundant equipment
• Utilize high efficiency heating and cooling systems
• Develop a judicious sparing philosophy when establishing the
design basis.
• Purpose built design with expandability and capacity to be
modified in the future as opportunities become available.
• Creative Flow Assurance. Solutions can provide security and
flexibility, while reducing the required storage or equipment
requirements.
• Line Sizing – Use good judgment instead of coarse rules of thumb
the benefits that a lightweight design can have on the hull (and
consequently mooring) design of a floating facility
Who is Responsible for Lightweight Design?The responsibility for the reduction of the topsides weight lies with
all disciplines. Lightweight design requires a champion on both the
client team and the engineering team to be successful. As with any
vision, a leader is necessary to set the goals and ensure that weight
reduction and control are kept at the forefront of the design process.
One of the key challenges to lightweight design is attitude. The
norms of how the topsides will be designed must be questioned
by everyone on the project team. This requires a willingness of the
client to do things differently than he may have done in the past.
It also requires every member of the design team to consciously
and continuously think of new and/or different ways of meeting
the requirements of a safe, operable and maintainable facility,
while selecting a lighter approach.
As approximately 40% of a topsides weight (excluding buildings)
is equipment, that design can have a major impact on the overall
weight. It is imperative that the lightweight design philosophy be
included in the equipment specifications and manufacturers and
packagers are on board with the lightweight goals.
The extent to which a topsides weight can be reduced requires a
willingness to deviate from how projects were executed in the past,
and to embrace new thinking to achieve results that enable the
feasibility and success of the project.
Design ApproachesThe design starts with the process and layout, but the heart of the
design lies with the process. Complicated process schemes, or
schemes optimized around a design condition that will last only for
Facility LayoutLightweight design must not adversely impact safety The following
design points can be used for lightweight topsides.
• Develop a Safe Layout with maximum separation between the
process area and living quarters.
• Layout the equipment in a logical process flow to minimize
piping runs.
• Make efficient use of vertical space with multi-level skids,
stacked vessels, and clever orientation of equipment Optimize
equipment to meet layout requirements. This will likely mean
iterations with package suppliers to modify their design to meet
the layout needs of the facility.
• Utilize free ventilation instead of enclosing areas.
• Location of heavy equipment near truss rows.
• Make efficient use of available deck space and dead space.
• Locate equipment with access and egress in mind.
• Utilize lightweight walkways instead of heavy primary and
secondary steel.
Piping and MechanicalAfter the process is defined and a logical layout is developed, the
next important part of a lightweight design is in the selection and
design of mechanical equipment. The following practices each
provide a piece of an overall lighter design.
• Use ASME Section VIII, Division 2 vessels where appropriate.
• Use proprietary vessel internals to increase separation efficiency
and reduce vessel size.
• Skid packages only where it makes sense for fabrication.
• Use compact heat exchangers and light weight connectors and
valves where possible.
• Design vessels for pressure and full vacuum as necessary
• Eliminate redundant valves. Use lightweight piping (FRP/CuNi)
where appropriate. Corrosion resistant piping will greatly
reduce the weight, as compared to using heavy wall steel piping
with built in corrosion allowance.
• Pay attention to detail in piping routing and simplicity
• Use vertical pumps where appropriate.
• Consider weight in the driver selection for pumps and compressors.
• Utilize waste heat recovery and supplemental firing for
process heating.
• Use high yield piping and specialty gasketing to increase piping
design pressure.
• Use smaller, stacked vessels instead of large three phase vessels.
• Use the more efficient structured packing in contactors and
injection water stripping columns.
• Use direct drive on pumps and compressors where possible.
Deck StructuralAs approximately half of the weight of a topsides is from structural
steel, there are many opportunities for weight reduction in the
structural design. Like with other disciplines, there is no single
path to a lightweight design, but a true lightweight design is the
result of many individual selections.
• Design for dry and operating weight rather than area loads.
• Locate heavy equipment where structure has the most strength.
• Design floor beams and girders to specifically support the
equipment.
• Use intercostal floor beams instead of stacked beams.
• Use high strength steel as appropriate.
• Use lightweight decking.
• Optimize trussing for deck and hull requirements
• Design the deck and lifting arrangement around the installation
lift device.
• Install buildings and large equipment directly on girders and
trusses wherever possible.
• Install individual access platforms as required instead of a
mezzanine deck.
• Incorporate crane pedestals into truss rows.
• Design pipe supports fit for purpose.
• Utilize structural members (crane pedestals) for fluid storage.
Weight EstimationAs with virtually every offshore project, the topsides team is usually
a prime facilitator of all other participant ‘silos’ – hull fabrication,
loadout, lift, and installation. Choosing a design team experienced
in lightweight topsides projects will utilize their ingenuity and
enable the use of their extensive database and metrics from previous
projects. Detailed breakdowns of structural, equipment, buildings
and bulk items are available in spreadsheets of prior projects.
Programs to calculate specific unit area weights can be helpful as
excellent bulk weight predictors. In certain areas, such as living
quarters or MCC/switchgear buildings, manning levels and average
unit weight can be extrapolated to quickly estimate needed building
weight. Similarly, databases can assist in estimating pipeline
After establishing the weight budget, estimated, as-weighed,and component weights must be all tracked vigorously.
Lightweight = Lower Cost
SINGLE LIFT DECK saves $60 – $100MM in cost and 3 – 4 monthson Offshore hook-up exposure (reducing safety risk)
Tota
l Top
side
s D
ry W
eigh
t (to
nnes
)
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0706050403020100
Total Installed Power (MW)
Multiple Lift Topsides
Single Lift Topsides Topsides
Client
Engineering& Design
Mechanical
Instrument
Structural Process
Vendors
Electrical
An experienced topsides team is indispensible for providing direction to otherproject participants in close coordination with client requirements.
9
a short period of the facility life can have significant impacts on
the equipment selection.
The following process design practices are some of the many items
to be considered to set the grounds for a lightweight design.
Process DesignUnlike the feedstock for a chemical process, we never know
exactly what our fluid compositions are going to be or the real
rates at which the reservoirs will produce. That coupled with the
contaminants and other flow assurance issues can make process
design quite complicated.
Weight problems can be aggravated when processes become more
complex than is necessary. Using creative thinking and simplifying
the process can reduce weight as well as the cost of equipment,
associated piping, controls and the supporting deck and hull.
The following are among the many process approaches that can be
used to reduce cost and weight:
• Identification of the separation scheme and separator pressure
cuts that meet a life-of facility optimum need.
• Vent/Flaring Design. Use a high pressure flare design and
without the use atmospheric vents.
• Simplify the process. Find ways to eliminate redundant equipment
• Utilize high efficiency heating and cooling systems
• Develop a judicious sparing philosophy when establishing the
design basis.
• Purpose built design with expandability and capacity to be
modified in the future as opportunities become available.
• Creative Flow Assurance. Solutions can provide security and
flexibility, while reducing the required storage or equipment
requirements.
• Line Sizing – Use good judgment instead of coarse rules of thumb
the benefits that a lightweight design can have on the hull (and
consequently mooring) design of a floating facility
Who is Responsible for Lightweight Design?The responsibility for the reduction of the topsides weight lies with
all disciplines. Lightweight design requires a champion on both the
client team and the engineering team to be successful. As with any
vision, a leader is necessary to set the goals and ensure that weight
reduction and control are kept at the forefront of the design process.
One of the key challenges to lightweight design is attitude. The
norms of how the topsides will be designed must be questioned
by everyone on the project team. This requires a willingness of the
client to do things differently than he may have done in the past.
It also requires every member of the design team to consciously
and continuously think of new and/or different ways of meeting
the requirements of a safe, operable and maintainable facility,
while selecting a lighter approach.
As approximately 40% of a topsides weight (excluding buildings)
is equipment, that design can have a major impact on the overall
weight. It is imperative that the lightweight design philosophy be
included in the equipment specifications and manufacturers and
packagers are on board with the lightweight goals.
The extent to which a topsides weight can be reduced requires a
willingness to deviate from how projects were executed in the past,
and to embrace new thinking to achieve results that enable the
feasibility and success of the project.
Design ApproachesThe design starts with the process and layout, but the heart of the
design lies with the process. Complicated process schemes, or
schemes optimized around a design condition that will last only for
Facility LayoutLightweight design must not adversely impact safety The following
design points can be used for lightweight topsides.
• Develop a Safe Layout with maximum separation between the
process area and living quarters.
• Layout the equipment in a logical process flow to minimize
piping runs.
• Make efficient use of vertical space with multi-level skids,
stacked vessels, and clever orientation of equipment Optimize
equipment to meet layout requirements. This will likely mean
iterations with package suppliers to modify their design to meet
the layout needs of the facility.
• Utilize free ventilation instead of enclosing areas.
• Location of heavy equipment near truss rows.
• Make efficient use of available deck space and dead space.
• Locate equipment with access and egress in mind.
• Utilize lightweight walkways instead of heavy primary and
secondary steel.
Piping and MechanicalAfter the process is defined and a logical layout is developed, the
next important part of a lightweight design is in the selection and
design of mechanical equipment. The following practices each
provide a piece of an overall lighter design.
• Use ASME Section VIII, Division 2 vessels where appropriate.
• Use proprietary vessel internals to increase separation efficiency
and reduce vessel size.
• Skid packages only where it makes sense for fabrication.
• Use compact heat exchangers and light weight connectors and
valves where possible.
• Design vessels for pressure and full vacuum as necessary
• Eliminate redundant valves. Use lightweight piping (FRP/CuNi)
where appropriate. Corrosion resistant piping will greatly
reduce the weight, as compared to using heavy wall steel piping
with built in corrosion allowance.
• Pay attention to detail in piping routing and simplicity
• Use vertical pumps where appropriate.
• Consider weight in the driver selection for pumps and compressors.
• Utilize waste heat recovery and supplemental firing for
process heating.
• Use high yield piping and specialty gasketing to increase piping
design pressure.
• Use smaller, stacked vessels instead of large three phase vessels.
• Use the more efficient structured packing in contactors and
injection water stripping columns.
• Use direct drive on pumps and compressors where possible.
Deck StructuralAs approximately half of the weight of a topsides is from structural
steel, there are many opportunities for weight reduction in the
structural design. Like with other disciplines, there is no single
path to a lightweight design, but a true lightweight design is the
result of many individual selections.
• Design for dry and operating weight rather than area loads.
• Locate heavy equipment where structure has the most strength.
• Design floor beams and girders to specifically support the
equipment.
• Use intercostal floor beams instead of stacked beams.
• Use high strength steel as appropriate.
• Use lightweight decking.
• Optimize trussing for deck and hull requirements
• Design the deck and lifting arrangement around the installation
lift device.
• Install buildings and large equipment directly on girders and
trusses wherever possible.
• Install individual access platforms as required instead of a
mezzanine deck.
• Incorporate crane pedestals into truss rows.
• Design pipe supports fit for purpose.
• Utilize structural members (crane pedestals) for fluid storage.
Weight EstimationAs with virtually every offshore project, the topsides team is usually
a prime facilitator of all other participant ‘silos’ – hull fabrication,
loadout, lift, and installation. Choosing a design team experienced
in lightweight topsides projects will utilize their ingenuity and
enable the use of their extensive database and metrics from previous
projects. Detailed breakdowns of structural, equipment, buildings
and bulk items are available in spreadsheets of prior projects.
Programs to calculate specific unit area weights can be helpful as
excellent bulk weight predictors. In certain areas, such as living
quarters or MCC/switchgear buildings, manning levels and average
unit weight can be extrapolated to quickly estimate needed building
weight. Similarly, databases can assist in estimating pipeline
After establishing the weight budget, estimated, as-weighed,and component weights must be all tracked vigorously.
Lightweight = Lower Cost
SINGLE LIFT DECK saves $60 – $100MM in cost and 3 – 4 monthson Offshore hook-up exposure (reducing safety risk)
Tota
l Top
side
s D
ry W
eigh
t (to
nnes
)
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0706050403020100
Total Installed Power (MW)
Multiple Lift Topsides
Single Lift Topsides Topsides
Client
Engineering& Design
Mechanical
Instrument
Structural Process
Vendors
Electrical
An experienced topsides team is indispensible for providing direction to otherproject participants in close coordination with client requirements.
10
isometric lengths and different types of piping materials required.
Establishing an efficient, lightweight and cost effective design is
important to the overall project execution and economics, but
accurate estimating and tracking of weights is critical to the
success of the project as it progresses from concept through instal-
lation. As a topsides engineering company, we often see projects
that have completed FEED with serious weight issues. The start
of detailed design is not the time to determine that the design must
be changed to be able to lift the topsides for installation.
In order to avoid weight issues in the detailed design phase, the
topsides team must start with a realistic weight from the beginning.
This includes:
• A firm basis of design – the jello in the refrigerator must be
starting to get firm
• A good facilities layout based on real equipment
• A lifting scheme incorporated into the structure and
equipment layout
• Good weights from past projects or vendor information
• Appropriate margins for uncertainty
• Good bulk weight estimates for the type of process, hull type,
client, etc. Bulks include pipe, valves, fittings, instrumentation,
cable, tray, supports and other miscellaneous equipment.
• Owner’s reserve for future growth
Once the weight budget is established, a rigorous system and
procedure must be used to track not
only the estimated and as-weighed
weights of equipment, but all of the
components that make up the deck
structure and bulk weights. The
challenge is transitioning the bulk
weights from a gross estimate of the
bulks to a detailed takeoff of the
material weights with an estimate to
complete.
To maintain the budget, the project
scope and basis of design must be
disciplined and carefully managed.
Preferential changes must be avoided
and the focus of all team members
must be on maintaining and reducing
the weight of all the parts that make
up a topsides facility.
ConclusionThe development of lightweight topsides has resulted in many ben-
efits to the operators. They have often been able to undertake larger
projects that they might have done otherwise for the same or less
cost. There are challenges. As with any topsides facilities design,
weight estimates need to be calculated early and correctly, with
constant monitoring during various design phases and construction.
Operators must be supportive of the lightweight design as a method
unlike what they might have been used in the past. The entire project
team must be in sync in exploring new or different ways to meet
the requirements of a safe, operable and maintainable facility,
while selecting lighter approach. Simplicity of design will result
in less equipment, piping, valves, supports and overall footprint.
Project success in lightweight topsides is usually the result of open
mindedness and innovative thinking, the pursuit of fit-for-purpose
facility, an experienced design team and a data base of prior projects
from which to draw. Ultimately, the reason for developing a light-
weight facility is not just to make a facility lighter for weight’s
sake, but to improve the economics of a project, or in some cases
to make a project commercially viable.
For more information, contact [email protected].
A key lightweight design challenge is the willingness of allparticipants, including the client, to do things differently thanthey may have done in the past.
11
But do they have enough torqueto close your critical valves?
You might have to choose between muscle or footprint with other actuator manufacturers, but you don’t need to sacrificeanything with Emerson’s Bettis™ pneumatic scotch-yoke actuators. Our G-Series has a very efficient modular lightweightconstruction with an optimal center of gravity for applications where weight and space are important. For the same torqueoutput requirement, Bettis G-Series is typically 1/3 lighter and smaller than our competitors’ offerings. In addition, weunderstand accurate torque output is critical for SIL or fail-safe operations. Our G-Series has guaranteed torque outputs inspring-return models to 3 million lb-in and double-acting configurations to 6 million lb-in. PED97/23/EC, IP66 and IP67Mcompliance allows Bettis actuators to be used in just about any service – onshore and offshore.Learn more about compact, yet powerful, Bettis pneumatics.Contact us at www.emersonprocess.com/bettis.
The Emerson logo is a trademark and service mark of Emerson Electric Co. 2012 Emerson Electric Co.
Some valve actuators fit well enoughin your tight piping runs.
MM_BettisPneumatic_EmersonTopsidesMM 1/13/12 1:50 PM Page 1
12
13
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WHAT IS FUNCTIONAL SAFETY MANAGEMENT?The uninspiring answer is found in ISA 84:
“5.2.1.2 A safety management system shall be in place so as
to ensure that where safety instrumented systems are used,
they have the ability to place and/or maintain the process in
a safe state.”
Management of functional safety is
about people. To manage functional
safety through a project’s lifecycle, a
Project Functional Safety Plan (PFSP)
is needed. A PFSP in concept looks
like this:
Simple, right? Unfortunately, it is not as easy as that. Real world
projects are staffed with creative professionals trying to meet
tight schedules with limited budgets. Each of these professionals
struggles with thousands of decisions many of which lead to
conflicts between project goals and self interest. It is important
to note that most people want to do the right thing. With the
multitude of decisions we make every day, we are unconsciously
biased towards making decisions that align with our motivations.
It is similar to walking along the side of a hill. Every step is a
decision biased by gravity to step slightly lower. If we do not
manage our progress, we will eventually end up at the bottom.
This article attempts to define some of these conflicts and
propose solutions for managing them.
The Principal-Agent ProblemIn political science and economics, the principal–agent problem
or agency dilemma concerns the difficulties in motivating one
party (the “agent”), to act on behalf of another (the “principal”).
Common examples of this relationship include corporate
management (agent) and shareholders (principal), or politicians
(agent) and voters (principal). (Wikipedia).
In the context of functional safety/ process safety; the principals
are those most likely to be harmed by high consequence industrial
accidents. Consider that most site workers who work for an operating
company with a poor safety record will not be harmed, but the share -
holders and the general public who depend on that industry for
investment income, products and safe operation will be. For example:
The Three Mile Island incident did not result in deaths or
injuries, but it did lead to a halt to American nuclear power
plant construction and development, raising energy costs and
adding air pollution that affects all of us.
The Macondo Gulf of Mexico disaster tragically killed 11 people.
It also negatively affected the lives of thousands of others
through pollution, higher energy prices, loss of shareholder
investment income, and loss of livelihoods in the Gulf region.
The functional safety principals are all of us: facility workers,
shareholders and the public. Agents are those hired by the share-
holder principals (operating company staff and contractors) and
public principals (government regulators) to regulate, design
and operate dangerous and complex facilities safely. How do we
functional safety leaders ensure that the functional safety agents
are working for the principal’s best interests? First we must recog-
nize which agent personal incentives may conflict with functional
safety goals:
All AgentsAversion to Change. People are inherently resistant to change as
it separates us from our comfort zones. Effective functional safety
lifecycle management requires us to change and continuously
improve how we do business.
Path of Least Resistance. Functional safety execution is challeng-
ing. It requires planning, long term thinking, integration, persistence
and a dedication to quality. When budget and schedule are considered,
the least painful approach can be to ignore the functional safety
requirements. Planning needs to ensure that it is also in the agent’s
best interest to comply with the functional safety requirements.
Short Term Pain vs. Long Term Gain. Managing Functional
safety requires that the agents accept immediate pain in exchange
for reduced future risk to others.
Specific AgentsAutomation Contractors. Management of functional safety
focuses on defining the safety requirements thoroughly and correctly
before detailed engineering and design begins. Automation experts
should be key participants in the safety requirements development
phase. They understand automation systems, and along with
operations, provide valuable input into defining how facilities are
best operated. They can be, however, incentivized to let others
define the safety requirements in order to reduce liability risks.
Functional Safety Consultants. Functional safety consultants play
a critical role in developing standards and tools and filling skills
gaps found in the engineering, automation and operating companies.
They can, however, be incentivized to over-complicate their roles,
giving the impression that only they have the skills to perform
functional safety work.
Operating Company Executives. Executives make project go/no
go decisions. They are incentivized to study all effects and possi-
bilities before making these decisions, but this can add time and
cut into project execution schedule. A project’s viability is depend-
ent upon reaching completion and startup by a fixed, economically
driven date.
Operator’s Project Management. Operating companies often
attempt to solve the agency problem placing their trust with only
their own staff. It is important to remember that an operating
company manager is more of an agent than a principal. Trusting
only the operating company staff can be a dangerous approach
because they are human with the same flaws and personal motiva-
tions as the rest of the project team. Any person raising legitimate
process safety concerns should be heard, not just those in authority.
Operator’s Project Staff. Operations people are key members of
a project team; they help ensure the facilities we build are operable
and maintainable. However, if operations staff are given veto
authority over a project, innovation and improvement can be
sacrificed for consistency and familiarity.
Engineering Procurement Construction (EPC) Contractor.
Functional safety depends on not only well defined requirements,
but those requirements must be integrated and aligned with each
other. EPC contractors supply most of the project’s engineering
and design manpower and are typically responsible for developing
most of the definition documents. Often, however, they are ex-
pected to meet unrealistic schedule constraints while demonstrating
continuous progress. If EPC contractors are pressured to procure
and deliver equipment in time to meet the fabricator’s schedule,
operationally focused work, including functional safety definition
documents, can suffer.
Commissioning Team. At the close of the detailed engineering
phase, projects often make the mistake of de-mobilizing the engi-
neering team and turning the project over to a new commissioning
contract team managed by operating company staff. That can
sometimes lead to the new team changing the previous engineering
Analyzeand Define
Build whatis Defined
14
WHAT IS FUNCTIONAL SAFETY MANAGEMENT?The uninspiring answer is found in ISA 84:
“5.2.1.2 A safety management system shall be in place so as
to ensure that where safety instrumented systems are used,
they have the ability to place and/or maintain the process in
a safe state.”
Management of functional safety is
about people. To manage functional
safety through a project’s lifecycle, a
Project Functional Safety Plan (PFSP)
is needed. A PFSP in concept looks
like this:
Simple, right? Unfortunately, it is not as easy as that. Real world
projects are staffed with creative professionals trying to meet
tight schedules with limited budgets. Each of these professionals
struggles with thousands of decisions many of which lead to
conflicts between project goals and self interest. It is important
to note that most people want to do the right thing. With the
multitude of decisions we make every day, we are unconsciously
biased towards making decisions that align with our motivations.
It is similar to walking along the side of a hill. Every step is a
decision biased by gravity to step slightly lower. If we do not
manage our progress, we will eventually end up at the bottom.
This article attempts to define some of these conflicts and
propose solutions for managing them.
The Principal-Agent ProblemIn political science and economics, the principal–agent problem
or agency dilemma concerns the difficulties in motivating one
party (the “agent”), to act on behalf of another (the “principal”).
Common examples of this relationship include corporate
management (agent) and shareholders (principal), or politicians
(agent) and voters (principal). (Wikipedia).
In the context of functional safety/ process safety; the principals
are those most likely to be harmed by high consequence industrial
accidents. Consider that most site workers who work for an operating
company with a poor safety record will not be harmed, but the share -
holders and the general public who depend on that industry for
investment income, products and safe operation will be. For example:
The Three Mile Island incident did not result in deaths or
injuries, but it did lead to a halt to American nuclear power
plant construction and development, raising energy costs and
adding air pollution that affects all of us.
The Macondo Gulf of Mexico disaster tragically killed 11 people.
It also negatively affected the lives of thousands of others
through pollution, higher energy prices, loss of shareholder
investment income, and loss of livelihoods in the Gulf region.
The functional safety principals are all of us: facility workers,
shareholders and the public. Agents are those hired by the share-
holder principals (operating company staff and contractors) and
public principals (government regulators) to regulate, design
and operate dangerous and complex facilities safely. How do we
functional safety leaders ensure that the functional safety agents
are working for the principal’s best interests? First we must recog-
nize which agent personal incentives may conflict with functional
safety goals:
All AgentsAversion to Change. People are inherently resistant to change as
it separates us from our comfort zones. Effective functional safety
lifecycle management requires us to change and continuously
improve how we do business.
Path of Least Resistance. Functional safety execution is challeng-
ing. It requires planning, long term thinking, integration, persistence
and a dedication to quality. When budget and schedule are considered,
the least painful approach can be to ignore the functional safety
requirements. Planning needs to ensure that it is also in the agent’s
best interest to comply with the functional safety requirements.
Short Term Pain vs. Long Term Gain. Managing Functional
safety requires that the agents accept immediate pain in exchange
for reduced future risk to others.
Specific AgentsAutomation Contractors. Management of functional safety
focuses on defining the safety requirements thoroughly and correctly
before detailed engineering and design begins. Automation experts
should be key participants in the safety requirements development
phase. They understand automation systems, and along with
operations, provide valuable input into defining how facilities are
best operated. They can be, however, incentivized to let others
define the safety requirements in order to reduce liability risks.
Functional Safety Consultants. Functional safety consultants play
a critical role in developing standards and tools and filling skills
gaps found in the engineering, automation and operating companies.
They can, however, be incentivized to over-complicate their roles,
giving the impression that only they have the skills to perform
functional safety work.
Operating Company Executives. Executives make project go/no
go decisions. They are incentivized to study all effects and possi-
bilities before making these decisions, but this can add time and
cut into project execution schedule. A project’s viability is depend-
ent upon reaching completion and startup by a fixed, economically
driven date.
Operator’s Project Management. Operating companies often
attempt to solve the agency problem placing their trust with only
their own staff. It is important to remember that an operating
company manager is more of an agent than a principal. Trusting
only the operating company staff can be a dangerous approach
because they are human with the same flaws and personal motiva-
tions as the rest of the project team. Any person raising legitimate
process safety concerns should be heard, not just those in authority.
Operator’s Project Staff. Operations people are key members of
a project team; they help ensure the facilities we build are operable
and maintainable. However, if operations staff are given veto
authority over a project, innovation and improvement can be
sacrificed for consistency and familiarity.
Engineering Procurement Construction (EPC) Contractor.
Functional safety depends on not only well defined requirements,
but those requirements must be integrated and aligned with each
other. EPC contractors supply most of the project’s engineering
and design manpower and are typically responsible for developing
most of the definition documents. Often, however, they are ex-
pected to meet unrealistic schedule constraints while demonstrating
continuous progress. If EPC contractors are pressured to procure
and deliver equipment in time to meet the fabricator’s schedule,
operationally focused work, including functional safety definition
documents, can suffer.
Commissioning Team. At the close of the detailed engineering
phase, projects often make the mistake of de-mobilizing the engi-
neering team and turning the project over to a new commissioning
contract team managed by operating company staff. That can
sometimes lead to the new team changing the previous engineering
Analyzeand Define
Build whatis Defined
15
Easy to Understand, Integrated and AuditablePlanning is largely about organizing and connecting sequences of
events. The automation industry has struggled with effectively
documenting sequences using large text documents. Text is great as
a reference, but is not an effective method for documenting
complex sequences and relationships on its own. The automation
industry has largely abandoned text documents for defining batch
sequences in favor of the effective ISA 88.1 Sequence of Events
Chart (SFC) method. A simple batch sequence control SFC chart
looks something like this:
team’s work without the benefit of accumulated knowledge on
the project.
Regulators. The front line safety regulators who actually write
the regulations are mostly technical minded professionals who
are genuinely interested in working with industry to improving
safety with as little economic impact as possible. Our individual
abilities to influence public policy are limited, but we can control
how we respond to those regulations. Industry often damages
itself by interpreting regulations and regulatory supporting
documents in an overly restrictive way. This can severely limit
options that can ultimately reduce safety performance.
What is the Solution?How do we resolve the agency problem? Again, it is simple in
principle. We manage functional safety so that the agents are
more motivated to work for the principal and effectively manage
risk. Functional safety performance must be aligned with the
personal interests of the agents by rewarding good functional
safety performance. The agents must be accountable with a plan
and specifications are needed against which to audit and assess
compliance and performance. Finally, a leader is needed to
make it all happen.
PlanningFrom ISA84 / IEC61511:
“5.2.4 Planning
Safety planning shall take place to define the activities
that are required to be carried out along with the persons,
department, organization or other units responsible to carry
out these activities. This planning shall be updated as neces-
sary throughout the entire safety life cycle (see Clause 6).”
If we are going to solve the agency problem, we need a plan. The
functional safety plan should contain the following key qualities:
Be SpecificPlans often fail because they are not specific. Plans that are
filled with terms like “consider, generally and options” do not
set requirements, only suggestions. ‘Verification’ is an example
of where the process industry needs to be more specific. Any
activity that requires time and people has a budget and a schedule
impact. If the verification requirements are not specifically
defined, scheduled and budgeted; they will not be performed
and quality will suffer.
Human Factors and Decision MakingAn effective plan must take into consideration the people that it
is trying to manage. An effective plan will establish vision state-
ments as solutions to functional safety shortcomings.
How does this apply to functional safety management? The
functional safety lifecycle is a series of action steps and verification
steps similar to a batch sequence. A simplified functional safety
plan could, in part, look something like this:
The advantage of such a planning document becomes apparent.
Verification requirements are defined, relationships are clear and
the plan is integrated. In addition, this type of flowchart plan is
easy to use as a basis for an audit. Of course, a large real world
project plan would be significantly more complicated.
About AuditsAccountability and plan execution converge on the audits. For the
audit to be effective, the agents:
Must know the audits are planned and will, in fact, occur.
Must be held accountable for failures to follow the plan, or de-
velop a suitable alternative.
Must be rewarded for compliance.
For the audit to be effective, the auditors must:
Represent the principal’s functional safety goals. The functional
safety plan should set requirements for auditor independence
from the project to minimize principal-agent conflicts.
Clearly document actions and non-compliance.
Follow up on the actions to ensure they are satisfactorily closed.
Audits should be scheduled to occur at the end of each project
phase so there is time to make corrections before the facility is
commissioned.
Start
Action Step “Fill”:Open Valve A and B
Transition 1:Verify result,wait until filled.
Action Step Mix:Start Mixer
Finish
Transition 2:Verify mixer started,wait 1 hour.
ConceptualPhase
Customize corporatePHA and LOPA rules
for project.
Verify rule set by performingmini-PHA/LOPA to conformeffectiveness. Developdeficiency action list.
Update rule set.
Assessment/Audit
Verify that mini-PHA/LOPAactions are closed.
16
17
Easy to Understand, Integrated and AuditablePlanning is largely about organizing and connecting sequences of
events. The automation industry has struggled with effectively
documenting sequences using large text documents. Text is great as
a reference, but is not an effective method for documenting
complex sequences and relationships on its own. The automation
industry has largely abandoned text documents for defining batch
sequences in favor of the effective ISA 88.1 Sequence of Events
Chart (SFC) method. A simple batch sequence control SFC chart
looks something like this:
team’s work without the benefit of accumulated knowledge on
the project.
Regulators. The front line safety regulators who actually write
the regulations are mostly technical minded professionals who
are genuinely interested in working with industry to improving
safety with as little economic impact as possible. Our individual
abilities to influence public policy are limited, but we can control
how we respond to those regulations. Industry often damages
itself by interpreting regulations and regulatory supporting
documents in an overly restrictive way. This can severely limit
options that can ultimately reduce safety performance.
What is the Solution?How do we resolve the agency problem? Again, it is simple in
principle. We manage functional safety so that the agents are
more motivated to work for the principal and effectively manage
risk. Functional safety performance must be aligned with the
personal interests of the agents by rewarding good functional
safety performance. The agents must be accountable with a plan
and specifications are needed against which to audit and assess
compliance and performance. Finally, a leader is needed to
make it all happen.
PlanningFrom ISA84 / IEC61511:
“5.2.4 Planning
Safety planning shall take place to define the activities
that are required to be carried out along with the persons,
department, organization or other units responsible to carry
out these activities. This planning shall be updated as neces-
sary throughout the entire safety life cycle (see Clause 6).”
If we are going to solve the agency problem, we need a plan. The
functional safety plan should contain the following key qualities:
Be SpecificPlans often fail because they are not specific. Plans that are
filled with terms like “consider, generally and options” do not
set requirements, only suggestions. ‘Verification’ is an example
of where the process industry needs to be more specific. Any
activity that requires time and people has a budget and a schedule
impact. If the verification requirements are not specifically
defined, scheduled and budgeted; they will not be performed
and quality will suffer.
Human Factors and Decision MakingAn effective plan must take into consideration the people that it
is trying to manage. An effective plan will establish vision state-
ments as solutions to functional safety shortcomings.
How does this apply to functional safety management? The
functional safety lifecycle is a series of action steps and verification
steps similar to a batch sequence. A simplified functional safety
plan could, in part, look something like this:
The advantage of such a planning document becomes apparent.
Verification requirements are defined, relationships are clear and
the plan is integrated. In addition, this type of flowchart plan is
easy to use as a basis for an audit. Of course, a large real world
project plan would be significantly more complicated.
About AuditsAccountability and plan execution converge on the audits. For the
audit to be effective, the agents:
Must know the audits are planned and will, in fact, occur.
Must be held accountable for failures to follow the plan, or de-
velop a suitable alternative.
Must be rewarded for compliance.
For the audit to be effective, the auditors must:
Represent the principal’s functional safety goals. The functional
safety plan should set requirements for auditor independence
from the project to minimize principal-agent conflicts.
Clearly document actions and non-compliance.
Follow up on the actions to ensure they are satisfactorily closed.
Audits should be scheduled to occur at the end of each project
phase so there is time to make corrections before the facility is
commissioned.
Start
Action Step “Fill”:Open Valve A and B
Transition 1:Verify result,wait until filled.
Action Step Mix:Start Mixer
Finish
Transition 2:Verify mixer started,wait 1 hour.
ConceptualPhase
Customize corporatePHA and LOPA rules
for project.
Verify rule set by performingmini-PHA/LOPA to conformeffectiveness. Developdeficiency action list.
Update rule set.
Assessment/Audit
Verify that mini-PHA/LOPAactions are closed.
17
CollaborationSuccessful functional safety requires inter-discipline, inter-organi-
zational collaboration. Nobody knows everything about every
process, equipment, instrument, operational, risk and automation
component required to meet risk targets. A successful functional
safety plan includes a functional safety stakeholder multi-discipline,
multi-organization committee which is tasked with making key
decisions and reviewing key documents. Meetings should be open
and collaborative, but disciplined and the functional discipline
vision statements need to be enforced to ensure the committee is
working for a common goal.
Every System Needs an OwnerEvery functional safety plan is a system that needs a responsible
owner; a leader with leadership skills. The functional safety leader
must skilled at facilitating cooperation without compromising
functional safety goals with enough management support to be
able to overcome conflicts and complete all the activities and
deliverables to a high level of quality. We should always have the
time to build facilities with sufficient protection layers in place.
Educating the PrincipalIt is the responsibility of the agents (industry and government) to
educate the public and provide truthful information about the risks
and rewards involved. Principals within industry must also be bet-
ter informed regarding functional safety risk management so that
they too are also able to make better decisions. Functional safety
complexity can and should be broken down into manageable and
understandable components. That is the task of the functional
safety planner.
Safety Requirements Specifications (SRS) are required by the
ISA 84/IEC61511 standard. The SRS is usually several documents
which define, in detail, technical requirements for the instrumented
protection layers needed to meet risk targets and manage changes.
The SRS also provides technical functional safety information for
the education of each company’s internal principals.
Incentivizing Functional SafetyIndustry has long been measuring and, documenting safety slips,
spills and falls occupational type safety performance. The same
needs to be done for process/functional safety using the following
methods:
Record near misses and releases where there are no injuries.
Near misses are leading indicators of potentially more danger-
ous conditions. Reward efforts to document and address near
misses in a systematic way - not just for fixing the immediate
problem.
Create a process safety company incident reporting mechanism
that encourages people to identify and report on process safety
risks both in the plant environment and in the engineering/
design environment. Reward reporting and especially reward
interventions where people successfully intervene to improve
process safety.
Create a company oversight committee that is tasked with
reviewing functional safety/process safety performance issues
and reports and empowered to make recommendations that
cannot be ignored.
Create a lessons learned database that is audited for resolution.
Lessons learned are only considered resolved when they are
addressed in auditable company standards and procedures.
Audit compliance with company and industry safety standards
and reward accordingly. Reward compliance so that shortcutting
functional safety to meet budget and schedule goals is more
painful than complying.
CONCLUSIONFunctional safety is art and science, leadership and technology.
Recent focus on the science of functional safety has resulted in the
development of very good technical standards, tools, technical
training programs and technology. More focus is now needed on
the art of functional safety leadership. We have wonderful tools in
the tool box. The challenge before us is to incentivize functional
safety and apply these tools effectively.
This article was excerpted from a presentation by Wood Group
Mustang’s David Hansen, CFSE, automation functional safety
lead, at the 2013 Instrumentation Symposium for the Process
Industries. For more information, contact him at
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Getting rough?
www.lewa-inc.com
You can trust that LEWA will be there with you 24 hours a day, 365 days a year with its network of well-experienced engineers, worldwide service and repair facilities.
Packaged systems for chemical & methanol injection
Closed Drain Pump Packages
LNG and gas treatment (gas odourization)
Full engineering support from FEED to start-up phase
International project management
Worldwide service
LEWA, Inc.132 Hopping Brook RoadHolliston, MA 01746, USAPhone +1 508 429 - [email protected]
Gulf Coast Sales & Service Center3433 N. Sam Houston Parkway West, Suite 400Houston, TX 77086, USAPhone +1 713 577 - [email protected]
AZ_CPE_mustang.indd 1 22.07.2010 16:49:01 Uhr
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2020
212121
Tube Fittings and Instrument Valves
Rupture DiscsProcess Filtration Double Block and Bleed Valves
www.awc-best.com
N E E D A H E L P I N G H A N D
DESIGN GUIDES•
APPLICATIONS •ENGINEERING SPECIALISTS
24/7 TECHNICAL •SUPPORT
OFF THE SHELF •PRODUCT AVAILABILITY
Instrument / Mechanical Applications: Lionel Johnston - [email protected] - (713) 855-1619
Process Filtration / Separation Equipment Applications: Mark Daigle - [email protected] - (713) 885-5056
50.0
Automation
Power Distribution
DCS / SCADA
Wireless
Motor Control Centers
Process Filtration
Instrumentation
Process Valves
Instrument Hookups
22
Serving The TexaS gulf CoaST
Houston • Corpus CHristi • Freeport • Beaumont
pHone: (713) 856-9206 • Fax: (713) 856-9299www.oliverequip.Com
speCialty equipment sales
Leistritz began the manufacture of screw pumps more than 80 years ago, and the first product was a unique
2-rotor, design screw pump for fuel oil service. Since then, the screw family has expanded to 3-rotor, 5-rotor, and 2-rotor
liquid as well as multiphase pumps. Leistritz’ engineered approach means standard products are molded to the demands
of the Chemical Processing, Marine, Oil and Gas, Refining, Power Generation and Machine Tool Market.
Milton Roy is the world’s largest manufacturer of controlled volume (metering) pumps. Our comprehensive line of water treatment and chemical metering pumps sets the industry standard for performance, accuracy and durability. Today more than 500,000 Milton Roy pumps are currently in service worldwide ranging from water to high viscosity polymers, corrosive or abrasive chemicals, toxic substances, and other difficult pumping media. Metering pumps are available in single and double diaphragm designs, with a wide range of liquid end choices.
� PROCESS PUMPS AND COMPRESSORS
� SEALLESS PUMPS
� CHEMICAL METERING PUMPS
� STEAM TURBINE & TURBINE GENERATOR SETS
� PORTABLE VENTILATORS
� MULTIPHASE PUMPS
� PACKAGING SYSTEMS DIVISION
� REPAIR & SERVICE DIVISION
Sealless Non-Metallic Magnetic Drive Pumps – ANSIMAG
ISO/API Standard Multi-Stage Pumps – Marelli OH2, BB2, BB3, VS1
IISO/API Standard Integrally Geared Centrifugal Pumps OH3, OH5, OH6
Sealless Magnetic Drive Pumps – HMD Kontro ANSI & API-685
Standard Integrally Geared
Process Gas Compressors Non-API & API-617 Compliant
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Multiphase Pumping SystemsFrom well to refinery, you can count on seepex. seepex multiphase pumps with equal wall design offer superior performance and wet gas compression with efficient heat removal. The seepex team of multiphase experts are available to help customers select optimum pump systems for a variety of flow regimes and well conditions. Make seepex your multiphase pump solution.
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We provide the flexibility of custom energy processing solutions from a single source.
From wellhead to market.
Compression to full-scale processing plants.
www.enerflex.com
THE SHORTEST DISTANCE FROM WELLHEAD TO MARKET SHOULD BE A STRAIGHT LINE.
TO ENERFLEX.
The Single Source
Now, who are you going to trust with your business?
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Worldwide Leader In Fire Protection for the Offshore, Marine and Industrial Markets
Providing Design, Fabrication, Installation and Service of Fire Suppression, Fire Detection and Gas Detection Systems and Equipment
Offices: New Orleans - 504-733-3337 • Houston - 713-964-2764Lafayette - 337-893-8881 • Jacksonville - 904-241-0307
www.sotecfire.comToll Free: 1-800-707-1010
HOUSTON OFFICE8203 Willow Place South, Ste 330Houston, Texas 77070713-463-7660713-463-7023 Fax
CORPORATE OFFICELafayette, LA337-233-0626337-233-0828 Fax
www.agiindustries.com
New Orleans, LA 504.340.6905 504.348.2593 Fax Lake Charles, LA 337.626.PUMP (7867) 337.626.0668 Fax Baton Rouge, LA 225.236.3028 225.756.3135 Fax Shreveport, LA 318.747.9239 318.747.9296 Fax
INTERNATIONAL
Supply Company to the Oil & Gas IndustryUSA • Mexico • Netherlands • Singapore • Indonesia
Valves: Ball, Butterfly, Check, DBB, Gate, Globe, Needle, Plug, Relief
• Actuators • Pipe • Fittings • Flanges • Specialty Items • Closures • Instrumentation • Flow Measurement • Strainers • Hose • Tools • Pumps & Compressor Parts
Tel: 713-921-3600 • Fax: 713-921-3313www.betaintl.com •[email protected]
Pull it right out of the groundand into a pipeline.
Learn more at www.mustangeng.com
Our onshore services are
Hauling Gasin the shale
People Oriented...Project Driven®
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Expert Servicefor rotating equipment
HOERBIGER Service Inc.12204 Fairmont Parkway • La Porte, Texas 77572281.474.4458 • www.hoerbiger.com • [email protected]
Exceptional products. Expert service.
� Single and multi-stage steam turbine upgrades, rebuilds and repair
� Reciprocating compressor upgrades, rebuilds and repairs
� Dehumidified rotor and equipment storage
� Governor upgrades
� Remanufactured bearings
� Spare parts for all major brands of steam turbines
Reliability Environmental Compliance Efficiency Safety
Mustang Engineering_l2012.indd 1 6/25/2012 1:44:14 PM
29
entity within the borders of Iraq with a rich, yet conflicted,
history and a heritage that combines cultures from Syria,
Turkey, Iraq and Iran. Contemporary Kurdistan refers to
parts of eastern Turkey, northern Iraq, northwestern Iran and
northern Syria.
Gil Weisberger, Project Director for Onshore, spent 100 days
in Kurdistan in 2012 and stated, “Its rugged, mountainous
geography and varying weather, from hot summers to bitter
cold winters and heavy snow, along with production with
extremely high H2S and CO2 content, make it a perfect work
venue for the onshore team.”
The projects have ranged from a detailed FEED for an early
production system, general support for installation of
extended well test facilities, conceptual planning for long
term developments, and pre-FEED activities for the initial
phase of a full field development which will include sulfur
recovery and sequestration. The Onshore Business Unit is
also working with Wood Group PSN to provide operations,
safety and construction management personnel.
The full field development studies required Wood Group
Mustang to address numerous challenges related to oil
exports, lack of an associated gas market, and recovery of
sulfur from high H2S production. The project required the
team to provide extensive review of various options for
future gas and oil utilization and pipeline routes. The
potential SO2 emissions required extensive environmental
modeling and a flare management plan.
With the high level of seismic and exploration activity, the
transparency and security provided by the regional government,
and favorable commercial conditions, the
future of projects for Wood Group
Mustang in the Kurdistan region appears
very promising.
T he Onshore Business Unit at Wood Group Mustang
has built its global reputation by completing
challenging facilities projects in remote areas of
the world. Work has brought them to the jungles of South
America, tundra regions within the Arctic Circle, deserts in
Africa and India, as well as the major shale plays in North
America. Their projects have been just as diverse as the
terrain in which they operate.
During the past two years, the Onshore Business Unit has
been using its expertise to support exploration companies on
several projects in Kurdistan. The country is an autonomous
WOOD GROUP MUSTANG’SONSHORE BUSINESS UNIT
ONSITE IN KURDISTAN
Commissioning of the early production system at the well site washampered by six feet of snow in two days.
Renovation of the Citadel at Erbil is ongoing withfunding from the Kurdistan Regional Governmentand worldwide organizations.
The Citadel town of Erbil has been claimed to be the oldest continuously inhabited townin the world. It lies in the middle of the greater city of Erbil, the Capital City of theKurdish Regional Government in Iraq. It is about 350 kilometers northeast of Baghdad,80 kilometers southeast of Mosul, and 96 kilometers northwest of Sulaimaniya.
30
entity within the borders of Iraq with a rich, yet conflicted,
history and a heritage that combines cultures from Syria,
Turkey, Iraq and Iran. Contemporary Kurdistan refers to
parts of eastern Turkey, northern Iraq, northwestern Iran and
northern Syria.
Gil Weisberger, Project Director for Onshore, spent 100 days
in Kurdistan in 2012 and stated, “Its rugged, mountainous
geography and varying weather, from hot summers to bitter
cold winters and heavy snow, along with production with
extremely high H2S and CO2 content, make it a perfect work
venue for the onshore team.”
The projects have ranged from a detailed FEED for an early
production system, general support for installation of
extended well test facilities, conceptual planning for long
term developments, and pre-FEED activities for the initial
phase of a full field development which will include sulfur
recovery and sequestration. The Onshore Business Unit is
also working with Wood Group PSN to provide operations,
safety and construction management personnel.
The full field development studies required Wood Group
Mustang to address numerous challenges related to oil
exports, lack of an associated gas market, and recovery of
sulfur from high H2S production. The project required the
team to provide extensive review of various options for
future gas and oil utilization and pipeline routes. The
potential SO2 emissions required extensive environmental
modeling and a flare management plan.
With the high level of seismic and exploration activity, the
transparency and security provided by the regional government,
and favorable commercial conditions, the
future of projects for Wood Group
Mustang in the Kurdistan region appears
very promising.
T he Onshore Business Unit at Wood Group Mustang
has built its global reputation by completing
challenging facilities projects in remote areas of
the world. Work has brought them to the jungles of South
America, tundra regions within the Arctic Circle, deserts in
Africa and India, as well as the major shale plays in North
America. Their projects have been just as diverse as the
terrain in which they operate.
During the past two years, the Onshore Business Unit has
been using its expertise to support exploration companies on
several projects in Kurdistan. The country is an autonomous
WOOD GROUP MUSTANG’SONSHORE BUSINESS UNIT
ONSITE IN KURDISTAN
Commissioning of the early production system at the well site washampered by six feet of snow in two days.
Renovation of the Citadel at Erbil is ongoing withfunding from the Kurdistan Regional Governmentand worldwide organizations.
The Citadel town of Erbil has been claimed to be the oldest continuously inhabited townin the world. It lies in the middle of the greater city of Erbil, the Capital City of theKurdish Regional Government in Iraq. It is about 350 kilometers northeast of Baghdad,80 kilometers southeast of Mosul, and 96 kilometers northwest of Sulaimaniya.
31
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6333 N. Erie Avenue, Tulsa, OK 74117 • [email protected]
Traditionally Dependable…Now More Than Ever
Our new 53,000 S.F. facility located in Tulsa, Oklahoma, will focus completely on Shell & Tube heat exchangers and Gas Processing Skid Packages.Operations at the facility will include complete In-House Thermal & Process Design, Engineering and Manufacturing.Taylor Forge’s return to the production of these two product lines is a logical step in our continuing efforts to support the Natural Gas Producers and Petro Chemical Industries. Our heat transfer products and process packages will be produced to the same high quality standards our customers have come to know and expect.
Visit us at www.tfes.com to see our other Engineered Products.
Shell & Tube Heat Exchangers &Gas Processing Skid Packages
Meet with us at theOffshore Technology Conference, Houston, TXMay 6-9, 2013 Booth 6136
gasProcessAd_Mustang.qxp 4/11/2013 2:09 PM Page 1
Learn more at www.mustangeng.com/automation
Successfully Marrying Systems
to Processes
People Oriented...Project Driven®
To successfully marry your systems to your processes, you need an automation provider that not only knows the control system, but also has a thorough understanding of the
processes occurring in your facility. With a team that includes both process and process control engineers, we can bring a deep expertise to your next project – an expertise that results in
improved operability, minimum implementation impact and predictable project performance.
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9901 Pecue LaneBaton Rouge, LA 70810(225) 751-4156
261 Hood RoadSulphur, LA 70665(337) 558-7440
LOU
ISIA
NA 27002 Hwy. 288
Rosharon, TX 77583(832) 241-4400
808A Memorial Freeway, Suite 106ANederland, TX 77627(409) 724-1160
TEXA
S 8093 Padgett Switch RoadIrvington, AL 36544(251) 957-0800AL
ABAM
A
From the Ground Up.VISIT www.performance-br.com FOR A COMPLETE LIST OF SERVICES.
Since 1979, Performance Contractors has
extended a multitude of construction, turnaround
and maintenance services to the chemical,
petrochemical, pulp and paper, fertilizer, refinery,
power, automotive and steel industries.
CIVIL
PIPE FABRICATION
HIGH ALLOY WELDING
STRUCTURAL STEEL ERECTION
PIPING ERECTION AND RIGGING
EQUIPMENT ASSEMBLY AND ERECTION
MODULAR UNIT FABRICATION AND ASSEMBLY
BOILER AND FURNACE ERECTION AND REPAIRS
PRESSURE VESSEL FABRICATION AND REPAIRS
DISMANTLING AND PLANT RELOCATION
SUPPLEMENTAL SERVICE CONTRACTS
FULL-SERVICE MAINTENANCE
EMERGENCY SHUTDOWNS
E/P/C CONTRACTS
TURNAROUNDS
Performance driven
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CRUVER, ROBBINS & FU, L.L.P.
A T T O R N E Y S A T L A W(713) 621-6800
Leaders in the… • Preparation and negotiation of domestic and international EPC contracts
• Prosecution, prevention and management of E&C claims
• Purchase and sale of E&C businesses
• Compliance with the Foreign Corrupt Practices Act
Counselors to the engineering and construction industries
www.cruverlaw.com
Gulf Coast Alloy Welding, Inc. (GCAW), an established fabricator of ASME Code pressure vessels, tray towers and columns, has been serving the oil & gas and petrochemical industries since 1981. We have been providing equipment for capital projects both direct to major petrochemical plants and various engineering and construction firms.
• Certified to ASME Section VIII Div. 1 & 2 • ASME Section 1• ASME Code Stamps: U, U2, R and S • Custom Fabrication• Clad Vessels (all materials) • Weld Overlay – nozzles, pipe and vessels• Turn Key Modular Equipment • Skid Packages• Equipment through 19’ in diameter and 300’ in length • Heavy wall fabrication through 8” thick• Special Linings • Sandblasting and painting in house
GCAW’s strength lies in our ability to handle all RFQ’s promptly and accurately. Our engineering and design services utilize the most current design programs with capabilities to electronically transfer engineering documents world wide. For a brochure and/or additional information, please call us at 1-281-821-0543 or email us at [email protected].
G u l f C o a s t a l l o y W e l d i n G
4403 Theiss RoadP.O. Box 1327
Humble, Tx 77338Phone: (281) 821-0543 • Fax: (281) 821-0545
A Quality Pressure Vessel and Service Fabrication Companywww.GCAW.com
Experience The DifferenceMustang has experience with executing LNG projects –regasification or liquefaction, onshore or offshore, grassrootsor brownfield. We have:
LNG Experience – Concept Studies, FEED, EPCM forliquefaction and regasification with NGL recoveryModular Experience – Proven scalable modular designsfor offshore and onshore process modulesTopsides Experience – Extensive topside designs forfloating production facilities and FLNGOperating Experience – Operating and maintenancespecialists to take projects beyond startupTechnology Experience – Project design experience withthird party liquefaction and regasification technologies
Needing a partner for your next LNG regas or liquefactionproject? Look to Mustang. Experienced. Global. Ready.
E-mail: [email protected] • London • Luanda • Mumbai
Abu Dhabi • Saudi Arabia • Kuala Lumpurwww.mustangeng.com
35
As your complete premium steel resource, Edgen Murray ensures your steel supply requirements and schedules are
met with exacting precision–delivered on time from the best possible sources. We work with world-class mills and
manufacturers to manage your supply chain solutions. We leverage our experience on your behalf to solve problems
and meet the steel supply demands of challenging, large-scale infrastructure initiatives anywhere in the world.
edgenmurray.com 30+ Locations Worldwide
Plate / Structural / Pipe / Fittings / Valves
THE STRENGTH OF A
GLOBAL STEEL NETWORK
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GBA-Corona, Inc. Houston • London • M i Lan
GBA-Corona, Inc.Houston, TX 77036Tel: 713-773-9933Fax: 713-773-9940
GBA Ltd.Slough, UKTel: +44-1753-575710Fax: +44-1753-575750
GBA srlMonza, ItalyTel: +39-039-492718Fax: +39-039-2794257
GBA-Corona specializes in all of your flaring needs. From simple pipe flare applications to the most complex staged systems, GBA has the expertise and equipment to fit the process conditions.
GBA flare systems are specifically designed with both performance and longevity in mind without losing sight of cost. This combina-tion is essential for all applications and should be demanded by all operators and engineers.
For a complete listing of all of our equipment and service, please visit our web site at www.gba-corona.com or contact us at [email protected]
“Flares for the Future”“Flares for the Future”
®
Engineering.Fabrication.Technical Design.
Backed by more than a century’s worth of experience, DXP provides a single source for engineer-ing, technical design and fabrication of pump packages. From pump selection to installation and all processes in between, DXP’s engineering staff provides the in-depth technical expertise that has earned us our reputation as a world-class pump company.
DXP Enterprises, Inc. - 11947 FM 529 - Houston, TX 77041 - 713-937-2800
w w w. d x p e . c o m
For more information, contact us at [email protected], call 713-215-8000 or visit www.mustangeng.com/process.
People Oriented...Project Driven®
We’re Bigwithout the burdens
As a Top 10-ranked firm in refineries and petrochemical plants by Engineering News-Record, we have the expertise and international presence to execute and deliver your project anywhere in the world.
And with a flexibility and responsiveness that belies our size – that’s why we’re big without the burdens.
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Joined up thinking
A plant is made up of a million decisions, big and small. It’s a complex flow of people, resources, designs and schedules. Success requires collaboration, and a complete understanding of strategic activities and events.
With AVEVA information integrity, all project data can be exploited and shared at every stage of the asset’s life, joining up the details to show the big picture. The result is accurate and efficient project performance and asset operations that are always under control, reducing risk, time and cost.
With a global sales and service network in more than 40 countries, AVEVA is a leader in engineering design and information management solutions for the process plant industry.
Choosing AVEVA will be one of the best decisions you ever make.
www.aveva.com39
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CCC-1570_DC_MustangMag.indd 1 3/29/12 5:35 PM
Return AddressMustang Engineering16001 Park Ten PlaceHouston, TX 77084