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Modular Procedural Automation Addressing
Distillation Control and Operations Issues
Dr. Maurice J . WilkinsVP Global Strategic Marketing, Yokogawa
Dr. Arthur Pete ParkerPresident, Fractionation Research Inc
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Agenda
Oil Refining Industry Issues
Focus on DistillationCapturing Procedural Knowledge and Best
Practices
Modularizing Procedural Operations
Fractionation Research IncChevron Example
Crude Switching
ISA106 - A New Procedural Automation Standard
Conclusion The Benefits of Procedural
Automation
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Refinery Losses Trend Upwards
Large Property Damage Losses in the Hydrocarbon Industries (19722009)Adjusted for Inflation
Source: Marsh Associates
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Refinery Incidents - FAT/CATs*
Kern Oil Refinery in Bakersfield, California on January19, 2005 Incident killed one employee and caused multiple injuries to
other employees
Crude unit start-up
Workers over pressurized a pump casingwhich catastrophically
ruptured, releasing and igniting hot oil that immediately explodedGiant Industries Ciniza Refinery, Gallup, New Mexico,
April 8, 2004 6 employees were injured, 4 requiring hospitalization with
serious burn injuries
During hydrofluoric acid (HF) alkylation unit maintenance a shut-off valve was not closed as required, caused release offlammable liquids and vapors which caused subsequentexplosions
*(FAT/CAT) fatality/catastrophe
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Procedures in Distillation
Startup -
frequency may vary, from once every day toonce every five years.
Operator skill impacts the efficiency of thestartup.
May not have experienced personnelavailable for the start up.
Shutdown
Might not be scheduled. On shift operators might not be the best
operators.
Feedstock and product outputtransitions Many refiners purchase crude oil of different
types in tankers. & must adjust operation toprocess correctly the next type of oil.
Chemical plants often make a variety ofproducts in a campaign fashion by changingoperation to meet the new product specs.
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Procedural Operations
Process plants are designed and run according to operationalprocedures
Every process has a SOP (Standard Operating Procedure)
Three main types of procedure
Manual
Prompted
AutomatedProcedures consist of a set of tasks that are conducted in aset way to achieve a certain goal
Starting up
Shutting down
Transitioning
Procedures vary by industry/company/plant, but they requireconsistent execution
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Capturing Procedural Knowledge
Much procedural knowledge is in the heads of themost experienced operators
But these operators will be retiring over the next 5-10years
One manufacturer had to bring back retired operatorsto restart a unit after maintenance shutdown as thecurrent operators had never been through a start-up
Automated procedures can capture the knowledge ofthe best operator on his/her best dayevery day Remove shift to shift inconsistencies
Ensure that a procedural operation is being conductedsafely
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Capturing Procedural Best Practices
A BC
DE F
Operator As Procedure
AC
D
E FB1
B2
Operator Bs Procedure
A BC
D1
E F
D2
Operator Cs Procedure
AB1
B2
C
D1 E F
D2
Best-PracticesProcedure
Capture the BestProcedure from all
operator inputs Combine into a Best
Practice Procedure
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Capturing Procedural Best Practices
Original SOP (Standard Operating Procedure)(1) Check base tank level LI100.PV >= 50%
(2) Start pump P-101(3) Check answer back flag(4) Confirm field operator to open hand valve HV100
Check LI100.PV>=50
P101.MODE to AUTO
Check P101.PV = 2
P101.CSV to 2 (Start)
HV100 Open
P101 start finished
Check P101.ALRM = NR
(NR means Normal)
P101.CSV to 0 (Stop)
P101 start error
Pause this sequence
Preparation error
FIC100.SV to 20t/h
Wait 10 minutes
YES YES
NONO
NO
YES
Original SOP
Know-how
Know-how
Capture OperatorKnowledge!
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Modularizing Procedural Operations
Procedural automation increases safety and reliability
provides consistent, repeatable and verifiable procedural operationsin an era of skills depletion
Modularizing procedural operations improves flexibility andstandardization Procedures can be constructed like building blocks
Reduces engineering and maintenance costs
Best example is batch automation using ISA88
Modular Procedural Automation (MPA) is a consultativemethodology to document and automate procedural operations incontinuous processes It is modular to standardize implementation within sites and across
companies improves acceptance and understanding by operations
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Fractionation Research Inc. (FRI)
Fractionation Research Inc. (FRI)
Non-profit corporation performingdistillation research
Consortium of 72global member companies
55 years of experience (and data)
Test unit on Oklahoma State University (OSU) campus inStillwater, OK
Conducts R&D on distillation devices usingcommercial-scale equipment
Packing
Trays Distributors
Feeds and Draws
Research budget ~$3,000,000/yr
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Expected Procedural Gains at FRI
Process Safety
FRI starts up and shuts down around 20 times per year.
Transition from one set of operating conditions to anotherseveral times a day
Routinely flood the column to test new internals
Transition periods typically represent the greatest risk of aprocess safety incident
Productivity
Quicker startups and faster transitions from one state toanother
Procedural automation reduces the number of control actionsrequired to reach steady state during start up and transition
Brings all operators closer to the practices of the bestoperator.
Reduce cost of learning
Member Benefits
Building procedural automation on the FRI pilot plant andsharing insights with FRI members
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FRI Methodology
Startup and shutdown procedures evaluated withoperators and engineers
Steps needed to be: In logical order, complete and correct, automatable &
modular
Procedural flow diagram created for each startup andshutdown procedure
Procedural flow diagrams converted into automatedprocedures
Procedures automated and tested then reviewed withoperators and engineers to validate logic andcompleteness
Required adjustments incorporated
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Startup of FRI Column
Using a Modular Procedural Automation (MPA)developed procedure
Procedure was used in a semiautomatic mode toensure that the operator had full control at all times
The ramp up of steam to the reboilers wasprogrammed to the specifications of senioroperators
Modifications were made to provide a more succinctand efficient startup
The operator was comfortable with the MPAprocess
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Normal FRI transitions
Transition to new steady state is normally 3 hours to expected flow
and temperature equilibrium
After 3 hours, samples are taken to confirm composition equilibrium.
Automated Transitions
Steam condensate rate was automated with incremental flow
condensate rates
Flows and temperatures lined-out within 15 minutes of the targetsteam condensate rate being reached
Compositions lined-out within 60 minutes of hydraulic and
temperature steady state
Results
Achieve steady state 75 minutes faster for each transition condition
Estimated 250 transitions that this would be applicable per year
250 X 75 min= 312 hours/year potentially saved in transition time
Operators feel that this will improve standardization between them
FRI Transition Improvements
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Chevron Example
Console Operator Moves per Hour Comparison from paper Improving Refinery Unit
Transitions Using Process Automation Technology in a base Oil Hydroprocessing Facility.AIChE Spring 2011 Robert M. Tsai, Chevron, Richmond, CA
A Chevron refinery operations team recognized there was a
large optimization opportunity to automate a feed switch.
Benefits in automating the feed switch procedure were:
Operator workload reduced by 60%
A 42% reduction in product yield loss
Increased feed throughput during transition by 18%
Reduced feed switch transition time by 36%
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Crude Switching
Japanese Oil Refinery
Crude oil feedstock switch between 2-3 times a week.The efficiency very dependent on the experience andskill of the board operator running the distillation unit. Skilled operator, the time to reach normal steady state operations
was typically 5 hours.
Junior operator could take over 8 hours to reach the same normalsteady state operations.
Long transition times had an impact on: product quality and production efficiency.
inefficient use of utilities such as fuel gas, power, and cooling.
With junior or less experienced operators there was ahigher incident of operational errors resulting in abnormalconditions and off-spec product.
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Crude Switching
Engineers worked with the operational staff at the refinery &interviewed the board operators from different shifts
Junior operators would typically ramp feed temperatures at a linearrate throughout the temperature zones
Veteran operators had the operational experience to change thetemperature ramp at different rates depending on the temperaturezone of the column
Operators typically had to make over 100 adjustments to the processthrough the DCS system during the switch over in addition toresponding to false alarms that were set for normal operatingconditions.
Implementing procedural automation methodology
Switchover time to very predictable 2-1/2 hours regardless of whatoperator was on shift.
Over 100 control system adjustments reduced to 10 and processalarms system to be operationally aware of process conditions.
Increased process knowledge sharing, a reduction in operator errors,and reduced operator training
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ISA106 Standard Committee
Procedural Automation for the Continuous Process Industries
The proposal for the formation of a new standards committee wasapproved by the ISA Standards and Practices Board in April 2010
The committee has met face to face several times and heldmonthly teleconferences since June 2010
Current major work item and first major deliverable is a technical
reportThe committee gets input from many sources including existingcompany and ISA standards, industry associations, suppliers andconsultants
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ISA-106 Input
ISA-88
1
Part 1
Proposed Part 5Part 3
Enterprise Site Area Process Cell Unit EquipmentModule ControlModule
MasterandControlRecipes
Automation Object
Recipe Coordination ControlRecipe ProceduralControl
Equipment Coordination ControlEquipment ProceduralControl
Equipment BasicControl
GeneralandSite Recipes
TR03Recipe
Procedure Presentation
Part 2
Data Structures
Language Guidelines
TR02Machine
AndUnit States
Recipe/EquipmentInterface
Part 4
Batch Production Records
TR01
S88/95
RecipeManagementProductionSchedulingProcess Management
ISA-95
ISA-84
NAMUR Company Practices
Articles & Literature
Consultants
Vendor Input
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Owner/operators
Chevron (ETC & Upstream) Dow Chemical
Valero
Bayer Material Sciences
(U.S.)
ConocoPhillips
Shell
Saudi Aramco
Aramco Services (Houston)
Savannah River NuclearSolutions
Suppliers, SIs, and
Consultants Yokogawa
ABB
Rockwell
Emerson Process
Management
Honeywell
Invensys
BR&L Consulting
ARC
ISA106 Participating Companies
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Forward
IntroductionScope
References
Terms & Definitions
ModelsValue Proposition
Examples and Use Cases
Work Processes
Issues
ISA106 Technical Report Content
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Conclusion
Standardize and Automate Procedures
Capture and implement operating know-how of experienced operators
Implement plants predefined Standard Operating Procedures
Modularity
Reduces engineering costs
Improves flexibility
Reduces downtime for changes
Improve Plant Operating Efficiency
Increase productivity by reducing the time that operators take duringmanual operation
Reduce costs by reducing usage of energy, utilities, and materialsduring manual operation
Reduce alarms and events to allow operator to concentrate on other
activitiesImprove Safety of Plant Operations
Operates plant exactly as defined by the stored operating procedures
Reduce operational errors and omissions
Documentation of stored operating procedures
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Thank you!
Dr. Maurice J. WilkinsVP Global Strategic Marketing Center (USMK)2155 Chenault Dr., Carrollton, TX 75006, U.S.A.Phone: 972 471 2770Cell: 904 304 4647E-mail: [email protected]
mailto:[email protected]:[email protected]