The intensity of change across the plant industries is unprecedented, from the impact of economic challenges, to new market opportunities in resource extraction and production. Responding to change will require new approaches in the use of technology and resources, and more advanced project management capabilities.
This paper looks at how current innovations in plant design software are enabling owner operators and Engineering, Procurement and Construction (EPC) companies to:
-Respond to market opportunities with new levels of efficiency and agility
-Reduce the costs of developing and modifying plant operations
-Reduce risk as capital project teams become larger and more dispersed
Shift Handover is a critical business process. While plant start-up, shift handover and shutdown account for less than 5% of the time, these critical ‘take-off and landing’ periods account for 40% of plant incidents. But incidents are just the visible tip of the inefficiency iceberg. In this in-depth Business Paper, AVEVA examines the nature and extent of the shift handover problem and outline how an information management solution can be used to overcome it. By eliminating many of the discontinuities created by traditional manual, paper-based handover procedures, the potential business benefits are considerable:
From 1955 to 1989, with what we term ‘Lean technology’, the Japanese carved out for themselves 25% of the global automotive market, largely from the market share of the US and Canadian producers, who began to adopt Lean principles and methods in the mid-1980s. It was at this point that the global construction market started to investigate the Lean approach.
Thirty years on, and the level of adoption has been slow in the construction market, with the AEC segment having provided the most success cases. Successful application of the techniques to the construction of large facilities is harder to find.
The wholesale incorporation of a Lean philosophy into the Engineering Procurement Construction (EPC) company is not a small undertaking; all staff and systems need to share the same goals single-mindedly. This AVEVA business paper outlines what is required from the next generation of Plant Design products to make this step change, and outlines our insight on how to apply Lean principles to Plant Design.
Process Safety and Compliance are universal issues across all the world’s plant industries and individual regulatory authorities are increasingly collaborating to share ideas and to normalise globally consistent, best-practice requirements. These authorities have recognised the potential of Information Management technologies for supporting safe and compliant operations and we can expect to see their use progressively being encouraged, expected and mandated as regulations advance. But the issue is not only one of maintaining regulatory compliance. The US Centre for Chemical Safety claims that an average offshore incident costs an Owner Operator $80 million, so there is a serious economic incentive involved as well.
This AVEVA business paper examines current capabilities, opportunities and likely future directions in the application of technology. For convenience, reference will be made to new offshore regulations emerging in the USA, as these are likely to set benchmarks for global regulatory standardisation.
Arguably the problem that gives plant operations professionals most sleepless nights is that of inadequate asset information. In day-to-day operations this wastes valuable time and effort; in an emergency it can be a serious problem. This paper examines how recent advances in 3D laser surveying technology can contribute to bringing the ‘information monster’ under control, to transform it from a problem into a priceless asset.
Asset operations involve vast quantities of information – data and documents – that continuously evolve. Owner Operators therefore need sophisticated means for managing their information. Engineering Information Management (EIM) concerns the management and use of a plant’s entire information asset to ensure regulatory compliance and efficient, safe operations.
This Business Paper presents an EIM Maturity Model to help Owner Operators assess their current EIM capabilities and to identify an effective strategy for improving them. Rather than prescribing a one-size-fits-all methodology, this approach helps to break down, assess and solve current Information Management challenges in a manageable, stepwise manner. It also encourages the use of existing technology investments to gain early and significant benefits.
Modern marketing rhetoric claims that, in order to cut out expensive costs and reduce risks during the design and construction phase of major capital projects, we must ensure that
the plant design is completed ëright first timeí. If we can eradicate the iterations and reworks in design and form the design right from the outset, we will ensure that everyone in the project execution is
equipped with the latest and most accurate information about the project. This business paper challenges that premise and argues that, in many instances, ëright first timeí is not achievable. This
ideology does not have the flexibility needed to cope with client, legal, contractor and environmental changes which influence scope changes throughout the project. AVEVA focuses on the concept of the ëDesign Spiralí for complex, multi-discipline problem solving and argues that the key to Engineering & Design for Lean Construction is taking control of this spiral, reducing the iterations and building better communications between the designers and the constructors.
Download the business paper now.
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