Page 45 - Impiantistica industriale

round scope and approach focusing on essential • Optimise duration of the turnaround, execu-
works to be safely performed. ting activities that cannot be executed during
Notwithstanding such heavy deviations, thanks to pre-turnaround;
organisational flexibility and tight control system • Turnaround starting date 4 March 2020;
settled since the early project phase, the turna- • Turnaround duration 68 days from oil out to
round ended successfully within June 2020 and in oil in.
line with the remodeled project objectives.
The combination of the revamping activities and of
Project integrated the maintenance activities became a single project
named ‘Turnaround 2020 Project’.
revamping/maintenance
scope and objectives During the project, the
The scope of the revamping of the Fluid Catalytic integrated Wood and Sarlux
Cracking (FCC) unit included the replacement of “team provided a continuous
existing equipment with newly modified equipment: forecast evaluation of potential
complete expander train (expander-gear box-ste-
am turbine and generator), regenerator cyclones criticalities coming from the
along with top head, shell and bottom cone, wet several work fronts, identifying
gas compressors, various isolation and diverter val-
ves, orifice chamber, dedusting catalyst system, air upfront how to remove or
coolers bundles. mitigate anticipated adverse
The revamping scope consisted of topping and events
alkylation units’ modifications with main equipment
replacement including the atmospheric distillation
columns (topping) and the depropanizer column Delivery of a predictable and consistent project
(alky). with control of the activities performed by key sta-
The maintenance works scope included in kind keholders was key to the project (i.e. refinery sta-
replacement of a large number of equipment, ite- keholders, engineering companies, vendors, con-
mised instruments, pipe sections and refurbishing struction subcontractors, local authorities etc.).
works of concrete and steel structures. Such requirements led to establish an integrated
The focus of the project was on a flawless execu- Sarlux/Wood team project organisation.
tion which complied with the agreed planned tur-
naround duration. To do this the following objecti- During the project, the integrated Wood and Sarlux
ves were set: team provided a continuous forecast evaluation of
• Outstanding HSE performance; potential criticalities coming from the several work
• All prefabrication materials available 5-6 fronts, identifying upfront how to remove or mitiga-
months ahead of turnaround start; te anticipated adverse events.
• All installation materials available 3-4 months Pre-turnaround activities had to be carefully plan-
ahead of turnaround start; ned to optimise the turnaround scope duration.

WOOD Milan office REFINERY

Revamping FCC Overall Units Maintenance Revamping Topping Revamping Alky
• Detailed Engineering • Job Card preparation • Detailed engineering • Detailed engineering
• Procurement and • Procurement and Local Engineering Local Engineering
subcontracts assistance subcontract assistance Company #1 Company #2
to client to client
• Constructability • Constructability • Constructability • Constructability
• EPC planning activities • EPC planning activities • EPC planning activities • EPC planning activities
baseline lev 2/3 baseline lev 2/3 baseline lev 2/3 baseline lev 2/3
• Inspection/Expediting • Inspection/Expediting
Client Procurement and Construction Subcontracting activities
• Detailed construction subcontractors planning lev 4 analysis and integration
• Overall Progress evaluation and forecast
• Warehouse • Warehouse Client Warehouse management and material
management and management and availability
material availability material availability

Client Construction management

Impiantistica Italiana - Novembre-Dicembre 2020 43