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![Skid 3D Modelling – Interdependency
30% PDMS
30% model review
Update PDMS model 30%
Issue close out report
Report review by EPCC
contractor
60% PDMS
60% model review
Update PDMS model 60%
Issue close out report
90% PDMS
90% model review
Update PDMS model 90%
Issue close out 90% report
Report review by EPC
contractor
Receivefinal comment from
EPC contractor
Successor for 60% PDMS (issue close out report)
IFI for piping ISO
IFI [Piping Isometric]
IFA cable routing layout
IFA instrumentationlocation
IFA pipe support drawing
IFA piping GA drawing
IFA piping plan drawing
IFA structural GA drawing
Successor for 90% PDMS (issue close out report)
EPC contractorreview piping GA
EPC contractorreview piping plan
EPCcontractorreview pipe support
EPC contractorreview structural GA
32](https://image.slidesharecdn.com/epcprojectinterdepency-promo-150417084058-conversion-gate02/85/Epc-project-interdepency-and-Work-Flow-promo-32-320.jpg)
![Skid 3D Modelling – Piping GA as example
30% PDMS
30% model review
Update PDMS model 30%
Issue close out report
Report review by EPCC
contractor
60% PDMS
60% model review
Update PDMS model 60%
Issue close out report
90% PDMS
90% model review
Update PDMS model 90%
Issue close out 90% report
Report review by EPC
contractor
Receivefinal comment from
EPC contractor
Prepareand Submit IFA Rev.A [Piping GA Drawings]
EPC Contractor Review [Piping GA Drawings]
IncorporateComments & Submit IFC Rev.0 [Piping GA
Drawings]
33](https://image.slidesharecdn.com/epcprojectinterdepency-promo-150417084058-conversion-gate02/85/Epc-project-interdepency-and-Work-Flow-promo-33-320.jpg)
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- 2. Our Belief Now EveryoneCan Be Trained
- 3. Table Of Contents TopicPage Introduction to EPC Project Management 5 EPC Project Management work flow 13 Engineering Document Issuance Purpose 19 Engineering Work Flow 21 Procurement work flow 43 On Shore Project Schedule and Schedule dependency 46 Work Front Concept 48 Advance Work Packaging 52 Sample WBS 65 Piping Engineering as case study 73 Vessel Fabrication Work flow as case study 83 3
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- 5. Don’t be likethis… 5
- 6. EPC Project Management -Introduction 6
- 7. EPC Project Management EPCstands for Engineering, Procurement, Construction and is a prominent form of contracting agreement in the construction industry. The engineering and construction contractor will carry out the detailed engineering design of the project, procure all the equipment and materials necessary, and then construct to deliver a functioning facility or asset to their clients. Companies that deliver EPC Projects are commonly referred to as EPC Contractors. The EPC phase of the project is also known as the Execution phase which normally follows what is know as a FEED or Front End Engineering Design phase. The FEED is a basic engineering design used as the basis for the EPC phase. The FEED can be divided into separate packages covering different portions of the project. The FEED packages are used as the basis for bidding on when the client offers the EPC work to the market. Under an EPC contract, the contractor designs the installation, procures the necessary materials and builds the project, either directly or by of the work. In some cases, the contractor carries the project risk for schedule as well as budget in return for a fixed price, called lump sum LSTK depending on the agreed scope of work. EPCM stands for Engineering, Procurement, Construction Management. This type of contract is different to an EPC Contract in that the Contractor is not directly involved in the construction but is responsible for administering the Construction Contracts. EPCI stands for Engineering Procurement Construction and Installation which is a common form of contracting arrangement in the Offshore Construction Industry. As opposed to an EPC contract, the offshore facility or vessel that is constructed has to be transported and installed at the project location. EPIC stands for Engineering Procurement Installation Commissioning is typically a Lump Sum Turn Key (LSTK) type Contract integrating the responsibility going from the conception to the final acceptance of one or more elements of a production system. It can be awarded for all, or part, of a field development. 7
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- 11. Engineering in theProject 11
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- 13. EPC Project Management -Work Flow 13
- 14. Engineering work flowconcept is required to be fully understand for someone who involved in the EPC Planning and Activity Sequencing. This concept is applied when the EPC level 4 schedule is developed. The process of engineering work to produce the required deliverables depends on not only within the functional discipline itself but also among the process, mechanical and piping engineering functions. Engineering in EPC project is the task of translating a set of functional requirement into a full set of drawings and specifications depicting every detail of a facility, Engineering involves varieties of specialties, which include : • Process •Civil and Structure •Mechanical •Piping •Electrical •Instrumentation •General Engineering •Safety Engineering Work Flow There are many interdependencies between engineering documents. For instance piping routing drawings are issued after the process diagram Is defined. Most of the documents will usually issued several times, at different stages to for review as well as to incorporate the comments. Typically a document is first issued for Internal Review (IFR) of the other disciplines, then to client for comment (IFC), it will be returned to be incorporated with the client comments and issue for Approval (IFA), then for construction (IFC) and last once everything is confirmed and will Approve for Construction (AFC) 14
- 15. The entire strategyis dependent on Engineering and Procurement providing their deliverables to meet Path of Construction. Contractor mobilizes based on Engineering forecast of IFC EWPs (Engineering Work Packages). 15
- 16. Engineering Work Flow EngineeringDisciplines Activity Process Civil and Structure Mechanical Piping Electrical Instrumentation Diagrams Geographical Drawing Architecture Drawing Calculations Equipment or material spec, data sheet & requisition Site work spec Engineering phase is very much concerned with documentation. 16
- 17. From Sequential ToConcurrent Execution Engineering Procurement Construction Engineering Procurement Construction 17
- 18. Project Execution The Past:sequential execution The Present: concurrent execution 18
- 19. EPC Project Management -Engineering Document Issue Purposes 19
- 20. Issuing Purpose FYI ForYour Information IAB Issued For As-Built ICR Issued For Construction Record IFA Issued For Approval IFB Issued For Bid IFC Issued For Construction IFD Issued For Design IFE Issued For Estimate IFH Issued For Hazop IFP Issued For Purchase IFR Issued For Review IFS Issued For Squad Check IFU Issued For Use IFV Issued For Void RLM Red Line Mark-up RTS Return To Supplier SFR Supplier Issued For Review SFS Supplier Issued For Squad Check AFC Approved for Construction 20
- 21. EPC Project Management -Engineering Work Flow 21
- 22. Engineering Workflow 22Source :Herve Baron Oil & Gas Engineering Guide slideshare
- 23. Engineering Workflow 23Source :Herve Baron Oil & Gas Engineering Guide slideshare
- 24. Engineering Document ReviewCycle Step Review cycle Rule of credit Increment% Cumulative% 1 Study and design preparation 5% 5% 2 Issue for review (IFR) 10% 15% 3 Issue for approval (IFA) 20% 35% 4 Issue for construction (IFC) 30% 65% 5 Approved for construction 35% 100% 24
- 25. Engineering Document ReviewCycle IFR IFA IFC P&ID REVIEW HAZOP PIPING MTO & PO 25
- 26. Document Control Engineering Client Vendor Documents submitted to client Approval/ Comments Documents submissionComments •Client Review cycle. (IFR,IFA,IFC,AFC) •Client Review duration •Engineering submission cut-off •Maintain internal and external baseline •Vendor information criticality for client doc approval •Vendor duration to incorporate the comments •Vendor delivery estimation 26
- 27. Vendor Data Engineering isthe integrator of the Plant equipment, and is highly dependent on vendor data 27
- 28. Engineering Work Flow– Process Design Process Design PFDs H&M balance P&IDs Process data sheet Equipmentspecification Vendor drawings Rotating Pressure vessels Heat exchangers Fired equipment Packages etc. Layout Civil Electrical Piping Instrumentation 28
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- 30. 3D Modeling (General) 1st Model review 2nd model review 3rdmodel review 3DModel 30
- 31. 3D Modeling (Skid Project) 1st Model review (30%) 2ndmodel review(60%) 3rd model review(90%) 3DModel IFA pipe support dwg IFA pipe GA dwg IFA piping plan dwg IFA structural GA IFA tubing routing layout IFI pipe ISO IFA Instrumentcable routing layout IFA instrument cable trench &tray layout IFA Instrument location IFA Skid Tie-in report IFA General structuraldeflection & stress analysis report IFA Structural GA dwg IFC Instrument locationdwg IFC pipe GA dwg Piping Materials P&IDs1st issue Plot plan IFD P&IDs E&Imain cable routing First equipment vendor dwg IFC piping ISO Final piping MTO 31
- 32. Skid 3D Modelling– Interdependency 30% PDMS 30% model review Update PDMS model 30% Issue close out report Report review by EPCC contractor 60% PDMS 60% model review Update PDMS model 60% Issue close out report 90% PDMS 90% model review Update PDMS model 90% Issue close out 90% report Report review by EPC contractor Receivefinal comment from EPC contractor Successor for 60% PDMS (issue close out report) IFI for piping ISO IFI [Piping Isometric] IFA cable routing layout IFA instrumentationlocation IFA pipe support drawing IFA piping GA drawing IFA piping plan drawing IFA structural GA drawing Successor for 90% PDMS (issue close out report) EPC contractorreview piping GA EPC contractorreview piping plan EPCcontractorreview pipe support EPC contractorreview structural GA 32
- 33. Skid 3D Modelling– Piping GA as example 30% PDMS 30% model review Update PDMS model 30% Issue close out report Report review by EPCC contractor 60% PDMS 60% model review Update PDMS model 60% Issue close out report 90% PDMS 90% model review Update PDMS model 90% Issue close out 90% report Report review by EPC contractor Receivefinal comment from EPC contractor Prepareand Submit IFA Rev.A [Piping GA Drawings] EPC Contractor Review [Piping GA Drawings] IncorporateComments & Submit IFC Rev.0 [Piping GA Drawings] 33
- 34. Engineering Work Flow-Process,Mech and Piping 34
- 35. Engineering Work Flow–C&S, Mech and Piping 35
- 36. Engineering Work Flow– E&I 36
- 37. Engineering Work Flow– Instrumentation •Instrument Index •Instrument Data sheet •Instrument Hookup Diagram •Instrument Loop Diagram •Instrument I/O List •Instrument Layout Diagram •Cause & Effect Diagram •Cable Schedule Diagram •Project Interconnection Diagram 37
- 38. Engineering Work Flow– Instrumentation I/O List is a contains list of instrumentation which serve as an input or output of control system. Hence the tag number thatphysically has a cable which connects to the control system appears on I/O list. Instrument index is a document containing list of instrument devices within a plant. Instrument index shall include tag number of all physical instruments Reference Drawing P&ID, HMB Instrument Index Reference Document Cause & Effect I/O Count will determines the required capacity of a system 38
- 39. Engineering Work Flow– Instrumentation Instrument Data Sheet is a document containing specification and information of an instrument device. It specifies general information of instrument such as tag number identification, service description, location (line number/equipment number), P&ID number or drawing number reference, process data (if applicable), calibrated range (if applicable), material, performance details (such as accuracy, linearity – if applicable), hazardous certification (for electrical device), accessories required, etc. The details of information in data sheet may differ among each types of instrument such as transmitter, switch, gauge, control valve Instrument Data Sheet Reference Drawing P&ID, HMB, Reference Document Instrument specification, piping specification, calculation, vendor catalogue Once the data sheet completed, it is attached to requisition which to be sent to vendors. Vendors will offer their quotation with various model and manufacturer among the offers. Having been considered its technical and commercial aspects, the instrument is purchased. Following the purchase order, vendor will submit supporting document and drawing. Based on vendor data, instrument data sheet may be updated to accommodate details to make the data sheet “as-built”. 39
- 40. Engineering Work Flow– Instrumentation Hook-up drawing is a detailed drawing showing mounting and connection of instrument to process lines and corresponding list of required material. Hook-up drawing also gives information the requirement of bulk material for each installation. It also details its specification (size, type and material) and the quantity. There are two types of hook-up drawing: 1. Process Hook-Up This hook-up drawing contains typical installations for instrument which connects to the process 1. Pneumatic Hook-Up Hookup Drawing Reference Drawing P&ID, Installation Detail Specification, Piping Specification 40
- 41. Engineering Work Flow– Instrumentation Instrument Layout is also known as instrument location plan. This drawing shows the exact position of each instruments with reference to plant layout. The point indication of instrument position and its mounting stand where instrument to be mounted and process tap location. Often the tap location and the instrument is separated quite distant. In some project, it is not mandatory to show the process tap location Instrument Layout Reference Drawing P&ID, Piping Plan,piping GA and ISO 41
- 42. Engineering Work Flow– Instrumentation Cable Schedule is a document containing list of instrument cables to install, cable type, length, origin, destination and route. Reference Drawing Instrument Cable Layout, Interconnection block diagram Cable Schedule Reference Document Instrument Index / I/O List 42
- 43. EPC Project Management -Procurement Work Flow 43
- 44. Procurement Work Flow Inquiry issuedto bidders Tender Evaluation and client approval Purchasing request created Purchasing order placed Received Key vendor drawings Approved key vendor drawings Fabrication FAT or Final inspection finished Ex-work Deliveryat site General procurement work flow and how rule of credit being assigned to each step. 44
- 45. Procurement Work Flow Procurementprogress calculation excel sheets are available for download in ignite.com Progress tracking sheet for procurement work flow 45
- 46. Typical On-Shore ProjectSchedule and Dependencies 46
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- 49. Work Front Engineering progressis commonly measured by assigning a weight, usually the required number of required manhours, to each task/deliverable. Once the task is performed/ the deliverable is issued, the corresponding manhours are earned. The earned progress divided by the total number of manhours gives the % progress. As each engineering task/deliverable is scheduled at certain dates, it is possible to anticipate the progress that should beearned at a given date. It is the planned progress. At regular period, usually on a monthly basis, the actual progress of each activity/deliverable is measured against the planned progress. An actual progress less than the planned progress might show a lack of resources and a need for increased mobilization to getback on plan, following a (re-)forecast progress curve. Although such progress measure is commonly used, it could be deceiving. It indeed reflects rather well the progress of engineering on its own but not how well is engineering supporting the Project schedule. Let’s consider that engineering must issue 2 material requisitions, an urgent one for a Long Lead Item and another one which is required later on. Engineering will earn progress whatever requisition it issues, even if putting the Project in delay by issuing the non urgent requisition first. One sees that the above measure of progress alone is insufficient. It must be complemented by monitoring that important Milestones are met. These Milestones are first of all, the ones associated with the issue of the Requisition for the equipment. Long lead items have naturally to be purchased early. All equipment and packages also need to be purchased as early as their technical definition allows. Indeed, engineering development is highly dependent on information from vendors. The sooner the purchase orders are placed the sooner the vendor information will be available. Next come the Milestones associated with Bulk Material Procurement to support construction, such as the Piping MTO and the Structural Steel MTO (for an off-shore Project). 49
- 50. Work Front Then comethe Milestones associated with Construction. These are the IFC Plot Plan, a pre-requisite to start any site work, and the IFC P&IDs, a pre-requisite to the issue of Piping isometrics. The 50% IFC Piping isometric milestone comes next, which typically falls half way through the Project, as ensuing works, such as pre-fab and erection have a rather incompressible duration, due to site constraints (capacity of pre-fab shop, space constraints for erection limiting the progress). Even if engineering deliveries are in sequence, the above engineering progress measure might still be deceiving, as it will only reflect the amount of engineering work completed and not the workfront made available to construction. Let’s consider for instance that two foundations are to be cast. The first one is a very large foundation and the second one a small one. Issuing the drawing of either the large or small foundation will earn engineering the same progress, although it will open quite a different workfront to Construction. One sees the necessity to measure the issued Workfront. In the case of foundations, for instance, this will be done by monitoring the cumulative quantity of concrete (m3) of all issued IFC foundation drawings. Producing an S curve, such as the one shown in next slide, showing both planned and actually issued quantities will give a true picture of how well engineering is supporting civil works. One will similarly monitor, for an On-Shore project, the cumulative quantity of steel (tons) of issued IFC Structural drawings. The cumulative tons (or dia inch) of IFC issued Piping isometrics will show the available piping workfront. Such progress curves, showing the actual versus planned available workfronts are instrumental to monitor engineering progress, identify shortage and take corrective actions (increase mobilisation). It is not perfect however and can still be deceiving, in case of out-of-sequence issues: engineering may have issued drawings representing significant quantities, but that does not generate construction workfront as such works can not be performed at this time (due to lack of access or pre-requisite for another work to be completed before, for instance). 50
- 51. Work Front Construction work-frontplanning and forecasting processes allow Materials to gather construction work package requirements and material situation throughout the supply chain with appropriate feedback into the EP process 51
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- 53. Work Face Planning Pathof Construction EWP CWP FIWPs 500 – 1000mhrs Construction drives Engineering & Procurement EWPs(Engineering Work Packages) are Engineering deliverables CWPs (Construction Work Packages)& FIWPs (Field Installation Work Packages) are Construction deliverables System turn-over drives Construction 53
- 54. Work Face Planning EWPs(Engineering Work Packages) set the precedence for Construction work. Using the P&IDs (for item count) and Piping Layout Drawings (for lengths) a preliminary list for piping material requirement generated which known as piping MTO (piping material takeoffs) The GA drawing used for pipe erection while the piping ISO are used for pipe prefabrication. 54
- 55. Planned Path inConstruction Work Engineering Work Package (EWP) Procurement Package (PP) Supplier Equipment / material Construction Work Package (CWP) 9 weeks lag Work commences Equipment / Material arrives prior to work commencingPurchase Order to supplier Engineering’s Bill of Material 55
- 56. Planned Path inConstruction Work Engineering Work Package (EWP) Procurement Package (PP) Supplier Equipment / material Construction Work Package (CWP) 9 weeks lag Work commences Equipment / Material arrives prior to work commencingPurchase Order to supplier Engineering’s Bill of Material Forecasting to meet scheduled IFC Contractor resource mobilized 1 2 56
- 57. Constrained Path ofConstruction Engineering Work Package (EWP) Procurement Package (PP) Supplier Equipment / material Construction Work Package (CWP) 9 weeks lag Work commences Equipment / Material arrives prior to work commencingPurchase Order to supplier Contractor resource mobilized2 Vendor Data needed to complete EW deliveredlate or incomplete Lag gets squeezed CWP starts late 57
- 58. Constrained Path ofConstruction Engineering Work Package (EWP) Procurement Package (PP) Supplier Equipment / material Construction Work Package (CWP) Work commences Purchase Order to supplier Contractor resource mobilized2 How do we improve this interface? 58
- 59. Constrained Path ofConstruction Engineering Work Package (EWP) Construction Work Package (CWP) Work commences Delay in Engineering will cause lag gets squeezed CWP starts late Model Review causes late changes MTO can’t be created No IFC or AFC status for P&IDs Specification is not complete Client or EPC take longer time for document review and caused delay How are these mitigated / eliminated? It is important to knows the work sequence in order to plan for Construction Work Package. 59
- 60. Engineering Work PackageProgress Ex : Piping Work Package. 2 P&IDs 3 Requisitions 4 Specifications. 1 3D modelling development 5 Pipe Stress analysis 6 Calculations 60
- 61. Forecasting Scenario Ex :Piping Work Package. Next Weekly Forecast - EWP slips one week EWP is forecast to meet scheduled IFC Next Weekly Forecast - EWP slips another week Contractor plans resource mobilization Contractor tries to mitigate Delay in Construction work and recovery needed Delay in Engineering Work Package approval in return cause delay in construction work. 61
- 62. Potential Work Flowand Rule of Credit for Piping Step Work Flow Increment % Cumulative % 1 EWP ID’d and mapped to CWP 5% 5% 2 Initial scope identified (line numbers) 15% 20% 3 Preliminary equipment data received 5% 25% 4 Initial routing of lines established 20% 45% 5 Initial bulk material (BOM) to supply chain 10% 55% 6 Piping studies rec’d for critical lines: 5% 60% 7 Final vendor data received 10% 70% 8 Final routings completed 5% 75% 9 P&IDs and LDT issued IFC 5% 80% 10 Stress analysis for large bore completed 5% 85% 11 BOM completed 5% 90% 12 EWP c/w all drawings/specs issued IFC 5% 95% 13 EWP accepted by Construction AFC 5% 100% 62
- 63. What Makes Forecastingis a Challenge Challenges EWP process has many steps to get to IFC The rules of credit (if they exist) are either not known or not utilized. EWP development held back by outside influence (e.g., Systems, Vendor Data or Owner Decisions) Construction mobilizes resources based on forecast completions of EWP IFC Engineering forced to release partial EWPs or releases EWPs out of sequence or EWPs with HOLDS EWP releases continue to slip but construction is now mobilized 63
- 64. Engineering Work Packageand Construction Work Package CWP Scope of Work IFC drwgs Eng.Specs&Stds Equipment/Materials Vendor info Quality Instructions Regulatory approvals/permits Turnover Documents Schedule (Level 5) Engineering Long Leads RAS dates Material Mgmt Expediting Transportation Special Requirements Procurement HSE/Safety Manpower req. Level 4 Schedule QA/QC Construction Tools/Equip Heavy Lift Plans Scaffold Waste Mgmt Interfaces/Coordination Construction 64
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- 68. Sample WBS forElectrical Construction 68
- 69. Sample Pipeline ConstructionProject WBS for Refinery/Chemical Plant 69
- 70. Sample Pipeline ConstructionProject WBS for Refinery/Chemical Plant Sample WBS for piping construction project for a refinery or chemical plant may be organized as the following. It is worth to be organized by location wise (i.e. platform and pipe rack, platform and equipment around piping) prior to “Phase” WBS. Timely completion of piping construction is not only depending on timely receiving of engineering drawings and materials from Owner/EPC contractor but timely availability of the infrastructure should also be addressed. Sometime it refers to work front availability. Developing WBS is mainly depending on the project scope. It should be defined according to the project specific as every project is different, for instance, “Demolishing” WBS may also be added under “Phase” level priority to “Installation” WBS if your project scope involved a considerable amount of piping demolishing scope. “Above Ground” and “Under Ground” WBS can be left in case no underground piping work is included in the project. (1) Level 1: Plant Unit, e.g. Utility Unit, Ethylene Theatre Unit, etc. (2) Level 2: Area within a Unit, for instance, Area ABC, Area XYZ. Area demarcation is marked for a group of process piping on above ground and underground. (3) Level 3: Height. This is to segregate pipe work on the above ground and underground. (4) Level 4: Location where pipeline is run, for instance, piping on and around pipe rack, equipment and equipment platform. (5) Level 5: Phase, e.g. Fabrication, Installation (field erection, NDT) and pre-commissioning (hydro testing, air flushing, chemical cleaning etc.) Note : “Common” WBS name refers to common location where interconnecting piping is running between the pipe rack and equipment or equipment platform. Having a clear definition of what is and what is not meant by “Common” is important 70
- 71. Sample Fuel TankWBS ExternalFloating Roof Tank 0 Foundation work 1.0 Field erection works 2.0 Tank Bottom 2.1 Shell side 2.2 Roof works 2.3 Tank accessories installation 2.4 Fire fighting works 2.5 Bottom plates installation 2.1.1 Final coating 2.1.2 Shell plates installation 2.2.1 Nozzles and man ways installation 2.2.2 Final Coating 2.2.3 Center deck plate installation 2.3.1 Drainagepiping 2.3.2 Final Coating 2.3.3 Internal Appurtenances 2.4.1 External accessories 2.4.2 Foam piping installation 2.5.1 Final coating 2.5.2 71
- 72. Sample Fuel TankWBS 72
- 73. Piping Discipline ( PipingFabrication, Tie-in and Commissioning ) 73
- 74. Piping Tie-in Process Normally,piping tie-in installation scope is involved in revamp project only. The progress tracking system for tie-in work includes Tie-in Tracker Sheet and Progress tracking sheet. Tie-in numbers against the Isometric drawings and work packages are listed in the tracker sheet. The tie-in type (Bolt-up, cut and weld, hot tap, cold tap and threaded are typical tie-in types in process industry), project area or system name and installed dates are also included in the tracker sheet. To develop Progress Tracking Sheet for overall Isometric drawings, the following work steps and weight factor percentages areutilized. 1. Preparation ( Scaffold erection if required/remove insulation if required) -20% 2. Tie-in work (Bolt up/cut & weld/hot tap/cold tap/threaded) -70% 3. Inspection (Sign QC document, example : flange make up check list) -10% The Progress Tracking System for Pipeline Erection Work Developing procedure of progress tracking system for pipeline erection work is the same as piping fabrication work except work steps and weight factor percentages. To do that, replace the following work steps and weight factor percentages with the existing ones and rearrange the formulae. 1. Material at Erection area - 5% 2. Piping Laying -20% 3. Preparation(align/tack weld) -20% 4. Full Welding Execution - 40% 5. Non Destructive Examination - 5% 6. Pipe Support Erection -15% 7. Final Inspection - 5% 74
- 75. Commissioning Test packageand Tie-In System Commisionning Piping Fabrication Piping Tie-In Piping Test Package 75
- 76. Piping Tie-in WorkSequence General piping tie-in work flow and how rule of credit being assigned to each step. Weld map drawing preparation Withdrew material Welding preparation Spool assemble and tack weld Welding NDT Surface preparation and coating Final inspection Deliveryat site 76
- 77. Piping Hydrotest WorkSequence Preparation Done Testing Reinstated Clear Punch list General hydrotest work flow and how rule of credit being assigned to each step. 77
- 78. Commissioning Test packageand Tie-In Test Package for Pre- CommissioningTie-In List 78
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- 80. Special Pipe SupportDrawing 80
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- 84. Vessel Fabrication WorkFlow Exchanger Vessel Fit Up (Pre- Fabrication) Exchanger Vessel Weld Out (Assembly) Tubesheet Fit Up / Weld Out Testing (NDE, Hydro Painting Ex-work 84
- 85. Vessel Fabrication WorkFlow Shell Side Fabrication · Plate marking/cutting/ beveling and inspection · Shell plate rolling work · Longitudinalsteel (LS) fit-up and inspection · LS welding and inspection (NDE) · Circumferencesteel (CS) fit-up and inspection · CS welding and inspection (NDE) Inlet and outlet nozzles fabrication · Pipe marking/cutting / beveling and inspection · Fit-up and welding of flanges and pipes · Inspection for nozzles to flange joints (NDE) Nozzle Attachmentsto Dished Head · Marking of nozzle location on dished head · Cutting/opening/ beveling and inspection · Fit-up and tack weld nozzle to dished head · Inspection for tack welding (if required) · Full weld - nozzle assembly with dished head · Inspection for nozzle to dished head welds (NDE) Nozzles and other accessoriesto Shell · Marking of nozzles location · Cutting/opening/ beveling and Inspection · Fit-up and tack weld nozzle assembly to shell/inspection · Full weld - nozzle assembly with shell · Inspection for nozzle to shell side welds (NDE) · Fit up and welding for instrument attachments · Fit up and welding for lifting lugs Dished head Installation · Fit up and tack weld/Inspection – Dished head to shell · Full circumference welding · Inspection for full welds (NDE) Inspection(Hydro-testing) · Hydrostatic testing · Draining/dryingand final inspection Blastingand Painting · Blasting/Inspection · Primer/Finalcoating/Inspection 85
- 86. Vessel Fabrication CaseStudy 86
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- 92. Can to CanFit-up 92
- 93. Can to CanFit-up 93
- 94. Can to CanFit-up 94
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- 96. Weld Inside Circumferenceof Can 96
- 97. Weld Outside Circumferenceof Can 97
- 98. Weld Outside Circumferenceof Can 98
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