Critical Factors for Commissioning/Startup Success

Joel Tremblay, Chevron

RT 312: Best Practices for Commissioning/Startup

RT 312 MembersTom Pierie, Ameren Missouri

Daniel W. Barrett, ConocoPhillips

Mark E. Bennett, Black & Veatch

Jonah Collins, Southern Company

Tony Ermovick, U.S. Department of Energy

Paul Foster, Alstom Power, Inc.

Quint Hebert, ConocoPhillips

Ron Johnson, Lauren Engineers & Constructors, Inc.

Edward McDaniel, CH2M HILL

Dale Millsap, The Williams Companies, Inc.

Rob Murray, Irving Oil Limited

Brian H. Nordmann, Emerson Process Management

Mauricio Rodriguez, Smithsonian Institution

Michael B. Rugh, Technip North America

Elizabeth Shaw, ArcelorMittal

Matt Sikstrom, Ontario Power Generation, Inc.

Mitchell Suchyta, Barton Malow Company

Joel Tremblay, Chevron

Dr. James T. O’Connor, University of Texas at Austin

Jin Ouk Choi, University of Texas at Austin

Matthew Winkler, University of Texas at Austin

Cases for Action

“Trial and error … still seems to be a common approach in the startup of industrial plants.” (Almasi 2014)

“Almost half of...facilities had significant operability problems. … Failed projects averaged only 60% of planned production in the first year, with 65% of these suffering long-term operations issues.” (Merrow 2010)

5.7% Cost Growth and 9.0% Schedule Growth on projects … with low implementation of Planning for Startup. (CII Benchmarking 2010)

Commissioning cost and schedule overruns occurred in 30% and 40% of all projects surveyed, respectively. (CII 10-10 Performance Assessment Data)

RT Objectives & Scope

1. Align on Key Terms

2. Identify Critical Success Factors (CSFs)

3. Assess CSFs impact on Commissioning Performance

4. Show links between CSFs and CII 121-2

5. Analyze CSU failures … and failed CSF links

6. Identify New Innovative Technologies

RT Objectives & Scope

IN-Scope: – All project phases (Planning and Execution)

– Focus on industrial facilities

OUT-of-Scope:– Steady-state plant operations after final performance testing

– Rewrite of CII publication 121-2

Research Methodology: 22 steps

Defined Critical Success Factors

(CSF)

Other Methodology Highlights

Innovative Commissioning Technologies

4 Failure Mini-Case Studies with CSF missing links

Timing of CSF Implementation

CSF Indicators of Achievement

Checklist Tool

CSF Development & Screening

139 Potential Factors

16 Critical Success Factors

Survey:Assessment by 40

CSU Experts

16 CSU Critical Success Factors & Timing

81% of CSFs initiated prior to Construction

Some CSF Descriptions

CSF #4: ALIGNMENT AMONG OWNER PM, OPERATIONS, CSU, ENGINEERING, AND CONSTRUCTIONThe project and CSU will benefit substantially by getting early alignment among CSU, Operations, Project

Management, Engineering, and Construction representatives on the key issues of CSU terminology, CSU success drivers, and CSU strategies. Lack of such alignment may pose a threat to CSU success. Sustained alignment between

these entities can only be achieved with effective collaboration throughout the life of the project.

CSF #13: INTEGRATED CONSTRUCTION/CSU SCHEDULEA fully integrated construction/pre-commissioning/commissioning schedule is critical to achieving CSU objectives. This schedule should integrate all checks, tests, and approval-milestones for each component and all systems, and

show development of supportive documentation.

CSFs … Less Frequently Implemented

• CSF #1: CSU Value Recognition

• CSF #7: CSU Systems Engineering during Front-End Engineering

• CSF #10: Systems Focus in Detailed Design

65%

Analysis of Project Performance:Commissioning Performance vs CSF Implementation

Are these CSFs Valid?

26 Projects:Commissioning Performance vs CSF Implementation

0 110

15

20

25

30

35

40

R² = 0.575807186862724

CSF Implementation (Normalized – 25 Indicators of Achievement)

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Commissioning Performance: 8 Criteria on 5 pt. scale (CII, pub. 121-2)

5 Innovative Commissioning TechnologiesTiming of Application

Simulation-Based Virtual Commissioning & Operator Training

Costs savings through shortened operator training and reduced startup time.

CSF Links to Planning for Start-up process

Other Research Findings

•CSU Terminology, Milestones, & Organization Functions

•CSF Indicators of Achievement•Learnings from 4 mini-case studies•Barriers to Less Frequently Accomplished CSFs•Links between CSFs and Quality/Safety

Come to our Implementation Session

• News Story: Shlock Asbestos Mfg. commissioning mistakes

• Session Participants

– WCSU news team: Dale Millsap, Liz Shaw, Tony Ermovick

– Shlock Mfg. Commissioning Mgr.: Mauricio Rodriguez

– RT: Tom Pierie, Jim O’Connor, Brian Nordmann

• CSF Implementation Checklist