Fertilizer plants turnaround

Scope growth is the major contributor to cost and schedule overruns. There are three main types of work scope:

• Knownscope (planned),
• Anticipated scope (can be planned),
• Discovery scope (unknown).

Implementing the best practices

1 Manage capital projects within a turnaround as one event, thus having the capital project issued for construction (IFC) documents completed before the turnaround scope freeze date.

AmmoniaKnowHow.com has the expertise to develop a Turnaround Management Procedure (Project Execution Plan – PEP) to set the parameters for the turnaround process. To achieve this, our PEP focuses on two major objectives:

a. To execute all planned activities in a coordinated, safe and efficient manner and to minimize the production impact.

b. To provide access to equipment and facilities for Inspection (statutory and routine) and Maintenance and Repair.

2 Utilize current asset health trends, industry data, historic events and lesson learned available in databases like FIORDA combined with technical risk analysis (e.g., failure modes and effects analysis [FMEA]) when making maintenance decisions. By using FIORDA data for ammonia, urea and nitric acid plants you benefit from the experience of different operators such as corrective actions developed under similar circumstances may be less costly than those tried in the absence of this information.

3 Another best practice is to consider replacing or upgrading equipment rather than repairing equipment during a turnaround. This strategy does not make sense for all assets, especially expensive and critical assets, like large compressors. Here, procedures like Manage Obsolete Equipment developed by AmmoniaKnowHow.com come into place helping operators managing equipment that is becoming obsolete.

4 During a turnaround, even that the entire plant may not be shut down, there may be some operating systems next to the unit(s) shutdownfor turnaround. Therefore, there is an extreme need for good communication, hot-work permitting, and overall awareness that a live plant is close by. Prior for activity to begin on site conduct Simultaneous Operations Risk Assessment Studies (SIMOPS) and Constructability Review assessment to determine the best working strategy.

5 There are two key times during a turnaround with higher risk of a safety incident: at the start of the turnaround, because workers are unfamiliar with the environment and there may be nearby processes still in operation that can pose a hazard, and at the end of the turnaround, when workers are fatigued from long hours and they anticipate the turnaround completion is near. It is vital that communication remains strong to ensure everyone is aware of other works nearby and the importance of safety. Procedures for Job Safety Analysis, equipment isolation procedure, readiness checklists and PSSR (Pre-Startup Safety Review) shall be in place and apply during each critical activity.

6 Having good documentation on the best practices and potential mishaps can provide the next team of a good start for the successful turnaround. This post-turnaround discussion should be important to contractors too to ensure they deliver on expectations and re-establish working relations for future turnarounds. Developing a lesson learned register post-turnaround together with contractors will bring a wealth of benefits for future overhauls.

Key projects