Page 48 - Impiantistica industriale

ENGINEERING

Despite the onset challenges, round 2020 Project’.
our Wood and Sarlux teams Final project Level 3 baseline schedule included at
“adapted quickly and remained about 30,000+ activities.
Wood’s project schedule and material availability
focused on the successful and integrated system (AMUSE Construction®) pre-
safe delivery of this milestone sented added value in the itemised and bulk ma-
project. New working methods terial prefabrication and installation forecast asses-
sments.
never tested before became new The project baseline and AMUSE Construction®
day-by-day procedures were essential tools during the pre-turnaround
and turnaround periodic reviews to detect poten-
tial deviation from planned activities assessing the
forecast time impacts and consequent mitigation
the outcomes regarding 3D simulations and heavy revisiting activities sequences.
lifting studies, describing step by step: The approach to the project plan review involving
• Temporary dismantling of the existing refine- all refinery stakeholders, engineering companies,
ry infrastructures interfering during each lifting critical vendors and construction contractors was
and/or translations operation; agreed prior to the turnaround kick-off.
• Preparatory works as reinforced concrete Methodology enabled the team to complete the
slab, wooden mats location, backfilling exten- pre-turnaround on 4 March 2020 in line with the
sion for cranes and trailer load distribution; baseline programme and with a clear overall status
• Protecting required for existing refinery under- of activities at the turnaround start.
ground pipes, cables, pits during the heavy lift
operation;
• Temporary laydown positions of each element/ Turnaround control
equipment during the site fabrication; and management
• Path to be followed by each element/
equipment when moved from laydown posi- Full visibility of activities progressed and achie-
tion toward the lifting position; vements made were provided to the refinery and
• Cranes lifting and trailer movement sequen- project management. These reports allowed quick
ces. decisive action to be made and were one of the
main factors in driving turnaround success.
Pre-turnaround Considering this fundamental aspect, Wood deve-
loped specific turnaround progress measurement
and turnaround planning system and procedures.
The huge amount of progress data to collect,
A continuous interactive process between con- analyse and manage, and the daily frequency of
structability studies and sequence planning im- progress updates was a critical issue. Wood set
plemented since the front-end engineering design up fully integrated electronic progress file exchan-
(FEED) phase enabled priorities and criticalities of ge between Wood and construction contractors
engineering, procurement and construction to be reducing input, data time collection and potential
addressed. This approach provided a robust and mistakes from manual input.
consistent overall baseline schedule that became Following the receipt of progress data, Wood deve-
the reference for all parties involved in the ‘Turna- loped the daily report including progress achieve-

Pre-turnaround and
turnaround 2020 Project
WBS

46 46 Impiantistica Italiana - Novembre-Dicembre 2020