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Plant Modernization / Consolidation Analysis

In refinery or process plant modernization, change is not only inevitable, but it is the goal. The issues are the degree of change that should occur and the ramifications of that change. What may seem like hardware changes, such as changing control systems, can or should have a profound impact on the operators. For example, upgrading a distributed control system raises questions such as consolidating unit control, board operator skill requirements, control room design, and how to tap the capabilities of the new system to enhance operator performance.

Therefore, it is of the utmost importance to carefully research and evaluate the consequences of the changes that will be made prior to making the changes. Unfortunately, it is difficult to envision the possibilities of a modernization project unless you have experienced several firsthand. Without this knowledge, it is possible to miss out on opportunities for simple, yet significant, changes that may go hand in hand with certain facets of modernization.

Of course, there is also the potential to make a change that can severely affect the workload, attitudes and safety of the workers. Either of these errors can be costly, due to missing potential money saving changes or due to expenses caused by safety violations or operator dissatisfaction.

Modernization almost always impacts people due to the complex and interactive nature of the man-machine system. Operator performance is the result of numerous variables that are all connected and interact, as in the figure. Altering any one variable typically necessitates some change in one or more of the other variables. It can also enable/facilitate change.

Getting the most out of modernization is accomplished by using the interactive nature of human performance. Once change is created in one dimension, the momentum of change can be harnessed to alter the other dimensions and multiply the benefits of the modernization. Opportunistic changes can be readily implemented as a result of the interactive bonds being broken for the primary goal of modernization.

APPROACH
Modernization analysis involves answering three basic questions:

• Where are you?
• Where do you want to be?
• How do you get from one to the other?

"Where are you?" entails a detailed assessment of the operating characteristics of the plant. How are operators utilized? What are they doing? What is the culture of the plant? How much change can be accepted? What is the existing infrastructure? What are the plant’s strengths? What are the plant’s weaknesses?

These questions are answered through operator workload evaluations and interviews with plant personnel. Those closest to the operation have most of the answers to these questions, however, they often have a hard time articulating them, lack objective data to support their opinion, and/or they move too quickly to tie a solution to a problem. Beville provides systematic methods to capture and structure the corporate knowledge so that it can be understood and objectively evaluated.

"Where do you want to be?" is the domain of plant management. What is the vision for the refinery? A clear direction for change is needed if the change is to be successful. The vision must be articulated, or (1) the effort will be unfocused and/or (2) personnel changes will cause misdirection. The vision for the future must reflect plant performance parameters, but not be tied into short term market justification. The modernization is for the long term and needs to reflect operating characteristics more than better production of a single product.

"How do you get from where you are to where you want to be?" involves an understanding of the bottlenecks or barriers to change. Often certain operations, conditions, or characteristics will limit the modernization. Comparing the future state vision to the existing operating characteristics helps define the bottlenecks. Understanding where, why and what functions operators are performing provides a framework to determine if automation or reallocation of the functions to other operators, departments, etc., can remove the bottleneck.

RELATED ARTICLES/PAPERS
To download these papers, please visit our feedback/info request page.

• A Humanistic Approach To Managing Plant Modernization Projects
• Impact of Control Room Consolidation on Operator Workload
• Human Factors Engineering in Control Room Design and Operation
• Staffing Levels
• Control Room Design Manual
• Control Room Consolidation: It's More Than Just a New Building - World Refining Magazine, December, 2003, B.A. Walker/Brad Adams Walker Architechture, P.C., & D.A. Strobhar, PE/Beville Engineering, Inc. Contact World Refining directly (ask for Amy) at 800.874.2544, ext. 129 to request a copy.

Copyright © 2007 Beville Engineering, Inc. All rights reserved.