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Management of Medium-Size / Revamping Projects Oil & Gas Downstream Projects 7. HSE, Quality and Risk Management
RC - PR GES - 08173_A_A - Rev. 1 - 18/07/2013
Management of Medium-Size / Revamping Projects: course content I.
Introduction
II.
Preliminary Studies
III. Basic Engineering (or FEED) IV. EPC Contracting V.
Organization and Engineering
VI. Procurement VII. HSE, Quality and Risk Management VIII. Project Control (cost/schedule) X.
Completion / Commissioning / Start-up / Closure
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IX. Construction and Fabrication Management
1
HSE Management
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Scope and Objectives
Scope: • “HSE design”: impact of the permanent change created by the Project • “HSE construction”: risks during the field work stage of the Project
HSE Design objectives • • • •
Identify HSE hazards created by the change Evaluate their criticality and the need for mitigation measures Document, obtain approvals, and design the Project accordingly Verify before Start-Up that the HSE measures are effective
HSE Construction objectives
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• Ensure personnel Safety (incl. Owner and contractors) during Execution • Ensure the absence of Environmental incident during Construction will be discussed in more detail in the Construction chapter
3
HSE Management HSE Design
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Objectives
Build safe facilities, through their life-time, by: • • • •
Identifying and evaluating all HSE hazards of the Project Eliminating them, or making their effects acceptable for Owner Permitting effective control of the remaining hazards Complying with applicable local regulations and Owner standards
Main areas of application: • Safety and Health (Owner, Contractors, surrounding communities) • Protection of Natural Environment (air, water, soil, waste) • Preservation of Owner image in case of a major accident © 2013 - IFP Training
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Main terms & definitions
Hazard • Existing potential of a product, a process, or a practice to cause damage to people or to environment
Risk • Potential accident created by the existence of a hazard • RISK value = Probability x Consequences [Severity or Gravity]
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Steps and tools PREVENT Decrease probability of release
CONTROL Avoid accidental ignition of release
MITIGATE Mitigation of consequences
Provide for escape, evacuation, rescue
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HAZAN (consequence) analysis, QRA, Safety Distances
Layout & Zoning Ventilation Insulation Electrical isolation ESD upon Gas detection Dispersion Drainage
Consequence analysis Escalation analysis Risk assessment
Escape, Evacuation, and Rescue study
Layout Fire detection ESD & EDP Bunding & Drainage Blast proofing Active Fire protection Passive fire protection
Layout Protection of evacuation routes & means Alert Emergency room
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EVACUATE
HAZID, HAZOP Safe design, Frequency analysis
Process control Process isolation Overpressure protection Material selection
7
HSE Studies during project lifecycle
PRE PROJECT STUDIES
PROJECT SOR
EPC STAGE
BASIC or FEED
P&ID REVIEW
S.O.R CHANGE
START UP
DEROGATION REQUESTS
SAFETY DOSSIER
HSE CASE / REPORT
HAZOP 2
HAZOP 3
PTR 1
PTR 2
PTR 3
POST STARTUP AUDIT PTR 4
PTR 5
6 months after S/U
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HAZOP 1
Feedback
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COMMISSIONNING
HAZID HAZAN
HAZID HAZAN
TECHNICAL SPECIFICATIONS
PRODUCTION
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HSE steps at Preliminary stage
Environmental design Management steps: • EBS (Environmental Baseline Survey): analysis of the initial status of the site (reference status for further controls comparisons) • EIA (Environmental Impact Assessment): detailed description of the impacts of the projected activities on the site and mitigation measures for reducing these impacts to a level as low as possible
HSE Risk Assessment tools: HAZID (HAZard IDentification) PRA / QRA (Preliminary/Quantiative Risk Assessment) HAZOP (HAZard and OPerability study) DREAM: analysis of Operational Releases (water, air) Various computerized atmospheric dispersion models Various 3-D Oil Spill Contingency and Response models
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• • • • • •
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HAZID (Hazard Identification)
Method to identify hazards, mainly those outside the Project: • • • •
Use of Guide word and prompters list “Helicopter” view required, zoom in as necessary Hazards from the project affecting the neighbouring environment Hazards from outside (natural, weather, other industries…)
Done normally once, at the Preliminary stage
Key attitude: openness, rigorousness, thoroughness
Needs a multidisciplinary team knowing the scope
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• Multiple technical expertise of the team • People having experience of executing projects • A leader, but no censor, and some imagination
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HAZID (Hazard Identification)
HAZID categories and key-word examples: • • • • •
Fire Explosion Toxicity Dropped objects Collision
Plant, sources of heat, risky zones Sources of ignition, release duration Vent, chemicals Crane, equipments, scaffolds Truck, vessels, engines
Helps FEED and selection (or elimination) of alternates
More about HAZID: see Attachment I © 2013 - IFP Training
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Preliminary/Quantitative Risk Assessment
Semi-quantitative method referring to predefined scenario
The scenario have been defined using another method • HAZID or other type of check-list • What-If review
The analysis aims at selecting a limited number of major scenario on which a more detailed risk assessment (QRA) will be made
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PRA/QRA elements
Probability of occurrence, such as: • 1 per year, 1 per 1 000 years, 1 per 10 000 years, 1 per 100 000 years
Type and gravity of lethal consequences, such as: • • • • • •
Risk of death for 5 hours spent to go mountaineering each week-end Risk of death in the industrial activities at high risks (mines) Risk of death by road accident Risk of death in an accident at work in an industrial activity at low risk Risk of death in a fire or an explosion due to a gas leak at home Risk of death by lightning
Assessment tools:
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• PRA: matrix ranking (see next page, or Owner-specific matrix) • QRA: quantitative evaluation, based on statistical records and models
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Risk-ranking matrix Probability of event
Owner matrix categories may be much more precisely defined
10-1 Likely
Unacceptable
10-2 Unlikely 10-3
Tolerable if ALARP
Very unlikely 10-4
Extremely unlikely
Acceptable
10-5
10-6 Moderate
Serious
Major
Catastrophic
Gravity of consequences RC - PR GES - 08173_A_A - Rev. 1 - 18/07/2013
Disastrous
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Remote
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HAZard and OPerability Study
Objectives: • Identify reaction of plant during abnormal process conditions (Malfunction or mis-operation) that could cause a hazard • Check if design adequate to prevent hazard occurring • Record all corrective actions, and remaining hazard (accepted)
Multidisciplinary team with : • A trained leader having planned the work • Project engineers knowing in detail its content • Operations knowledgeable people
Needs an accurate version of all P&IDs (so a tool for FEED)
Lengthy (may take several weeks) but very effective
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Project Technical Reviews
Interdisciplinary independent team (with Owner) reviews of the main HSE documents or studies prepared by the project team: HAZID, Consequence Analysis Flare, vent radiation and dispersion Safety Concept, SOR Hazardous area classification Fire, Gas and low temperature detection Pressure Protection and Relief Emergency Shutdown and Emergency Depressurisation Active and Passive Fire Protection Lay out Escape Evacuation and Rescue
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• • • • • • • • • •
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Safety Concept
Main Purposes: • State Owner requirements for the protection of assets & personnel • Indicate safety requirements for implementation in plant design • Identify derogations to reference standards (Owner corporate) • Hand out to Operations a complete document on safety design of the unit • Keep a reference document for subsequent: − Internal, external or even regulatory auditing − Updates during Engineering − Change Management © 2013 - IFP Training
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Safety dossier
Objectives • Assemble all safety-related documents for permanent reference • Give to the operator a clear and traceable view of safety design • Safety basis for possible future modifications of the unit
Typical contents Safety Concept (updates & revisions included) HAZOP # 1, 2, 3 reports, including approved corrective actions Minutes of Technical Reviews # 1, 2, 3, 4 Waivers to Corporate standards, with supporting documents List of approved safety-related documents and studies Evidence that all HSE actions decided have been completed
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• • • • • •
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HSE Management HSE Construction
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HSE Construction
Identification of particular risks linked to Construction • Planning and scheduling of Construction activities • Risks related to SIMultaneous OPerationS (SIMOPS)
Development of Safety Management System and HSE Plan • Construction Key Performance Indicators (KPI), including − Target level, monitoring process and responsibility − Management review frequency, followup actions
• Key HSE procedures, training, field audit planning • HSE resource planning: field supervision, budgets, safety equipment
HSE input in Subcontractor selection process
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• HSE policy, goals, organization, job task analysis • Past HSE performance, improvement actions underway • Field controls, incident investigation skill
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HSE Construction
Technology-related risks • Flammable / toxic / explosives substances • Complex mechanical equipment • Process conditions (units in operation)
People-related risks Application of life-critical procedures Simultaneous operations, congestion Human behavior aspects, sensitization Communication between teams
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• • • •
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Reporting
HSE Reporting frequency, contents and responsibility should be defined
Main purposes: • Inform Authorities, Owner and Contractor Management • Maintain/develop HSE awareness within Project subcontractors
team
/
Typical contents of a monthly HSE construction report: KPI monitoring (month, average, year-to-date, since Project start) Safety Recordable accidents and potentially serious near-misses Field audits performed and common observations Significant spills and air pollution releases from the Project works Waste and soil pollution concerns, if any Main improvement actions decided and/or actually implemented
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• • • • • •
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Field observations
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Quality Management
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Definition
Expressed needs
Customer Satisfaction
Implicit needs
QUALITY SYSTEM
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Open behavior
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Conformance to scope
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Scope and objectives
Scope: for each EPC stage: • Quality Management System • Controls (conformance) and communication (behavior)
Objectives:
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• Provide assurance to Owner that the technical scope will be achieved • Clearly define scope change process, consequences, and Owner role • Provide adequate documentation to Owner and 3rd-parties • Assure timely handling of non-conformances (Contractor, Subcontractors) • Comply with agreed certifications (ISO-9001, 10006, 14001, etc.)
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Management System
The word “Management System” is difficult to define
The best way to explain it is to list its main components • • • • • •
Culture, policy, permanent goals Organization, roles and responsibilities of each position Processes (Work/Production and Support) Resources available (human, technical, financial) Controls Communication and information flow
Owner and EPC Contractor Management Systems should be consistent
Application to Suppliers and Subcontractors needs to be clarified
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Common Standards
Quality
Internal Control
Safety
IT & Communication
Environment
Policy Charters
Health Security
Management and Organisation
Social Reponsibility Sustainable Development Ethic & Integrity
General and Transverse
Projects: ISO-10006
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Entity specific Working documents
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Continuous Improvement P.D.C.A.: the Deming wheel
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Quality Management
Project Organization
Surveillance Philosophy
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Document Management
Project Objectives Project Management
Project QMS
Interface Management
Risk Management Change Management
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Key topics
Purpose
Project Quality Management System
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Project Quality Plan Project Organization
PQP reflects an established Quality Management principle
Project Objectives Project Management
Project QMS
• Common understanding of what Quality on project means • A standardized implementation of the management principles • A better assurance to get what is expected
Project Quality Plan
− Project Execution Plan − HSE Management Plan − Risk Management Plan RC - PR GES - 08173_A_A - Rev. 1 - 18/07/2013
and
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• Objectives and Commitments are expressed in writing • Project QMS is presented (organization, content implementation) • Project control principles are defined • Procedures and associated resources to be applied • Consistency with source documents
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Project Quality Plan Project Organization
Typical contents: 1. 2.
3. 4.
5. 6.
Project Management
Project QMS
Project characteristics (Field description, scope of work, stakeholders) Project strategy (Quality policy, objectives, KPI, Performance reviews) Project Management (Organization, Authorities, Interfaces control, Team co-ordination, Reporting, Communication) Project Quality Management System (Risk-based Quality, Control of documents and records, Continuous Improvement process) Project resources management (Cost control, Schedule control, Human Resources management, Material resources management) Project operational processes (Detail Engineering, Procurement and subcontracting, Construction, Commissioning) Verification and acceptances (Monitoring, equipment verification/certification, non-conformances, Internal Quality audits)
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7.
Project Objectives
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Quality Management Project Organization
Key issues • • • • •
Project Objectives Project Management
Project QMS
Fulfil the initial requirements (SOR, FDP…) Have a defined and clear Project Team organization Have a complete and approved documentation process Coordinate the Project Risk Management activities Assure regulatory compliance and timely approval
Key Controls Project Reviews and Audits, as planned, with Owner involvement Assure the correct implementation of Owner standards Quality Control Plans for each Supplier and Subcontractor Document verification by adequate specialists Effective and timely implementation of corrective actions
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• • • • •
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Interfaces Surveillance Management
It’s important to implement a system that allows
Risk Management
Project QMS
Change Management
Interface Management Document Management
• To keep track of interface issues • To give ownership of interface issues to the relevant function
Interfaces with Owner are critical for Revamping projects • Ignoring Operations and/or HSE interfaces may lead to: − HSE exposures during Construction − Difficulties at the Completion/Acceptance stage
• Ignoring Technology interfaces may lead to: − Late (but mandatory) scope changes − Blockage at the Completion/Acceptance stage
• Ignoring Maintenance interfaces may lead to:
Refer to Interfaces Management (section 5) Project shall retain the control over interfaces RC - PR GES - 08173_A_A - Rev. 1 - 18/07/2013
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− Lost cost-reduction Construction opportunities − Difficulties, reworks, claims at or after Startup
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Documentation Surveillance Management
Refer to Documentation Management (section 5)
Change Management
Interface Management Document Management
Consider documentary requirements throughout the unit lifetime: • • • • •
Risk Management
Project QMS
Pre-FEED and FEED EPC Contract execution, til completion Start-up and early operations Routine operations, maintenance, ageing Dismantling of facilities
Documentation Management System should be easy to use for:
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• Interface management (mainly during execution) • Change Management (mainly after execution)
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Change Management Surveillance Management
Types of changes:
Risk Management
Project QMS
Change Management
Interface Management Document Management
• Changes to SOR • Contractual changes • Technical modification requests
Even minor-looking changes may have a major impact • Always open “change dossier” • Always perform a Risk Analysis (HSE, Cost, Schedule)
The Change Management System should allow to: • • • •
Keep track of all changes, irrespective of type Assure Project Team timely information Review and approve (or reject) all changes Reflect consequences to Project Design and Construction
Ignoring or underestimating a change can lead to disaster RC - PR GES - 08173_A_A - Rev. 1 - 18/07/2013
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Refer to Changes Management section under Project Control section
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Risk Management
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Risk Management
In the execution of a Project: • HSE Design & Construction risks are not the only risks • Some other risks may have a much bigger financial impact − Schedule delay (if Turnaround-related, or if major savings) − Non-conformances compromising the Business objective − Cost overrun above the allowable budget
• Projects in existing facilities have specific risks − Safety issues due to SIMOPS − Presence of chemicals in the work environment − Reliability impacts on running units
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Categories at Owner level
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Process Project Start
Yes
RISKS REVIEW WORKSHOP with P.MT Managers & LDEs.
PROJECT REVIEWS
CONTRACT REVIEWS
Yes
RISKS REGISTER is updated (initially from Concept /FEED or prepared)
No
Significant Project impact?
RISKS EVALUATION & MITIGATION PLAN for risks that require a response Each risk is followed by a « Risk Owner »
PCM in charge of administrating the Risks Register Reviews on monthly basis at least, with risks Owners, PMT & LDEs inputs
New risks or Risks modification?
Yes
Project Mgt Meetings Insp. Reports, Site reports, Project Changes, etc. RC - PR GES - 08173_A_A - Rev. 1 - 18/07/2013
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No
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Consequence rating
“Severity” or “Consequence rating” generally evaluated with respects to importance of potential impacts on: • • • • •
Health & Safety System / Environment Production / Oil-in Cost Schedule
Impact generally rated with a 1(low side) to 5 (high side) rating
Highest value assigned to the five areas: Risk “Severity Rating” or “Consequence Rating”.
Companies & Contractors establish their own Project Risks Management Processes to identify & control the Project risks. The next slides describe the process principles.
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Consequence rating
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Probability rating
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Manageability: Ability of Project Management Team to Manage the Risk For some risks, Probability rating may be assessed by calculations
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Prioritization (or Criticality rating)
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Examples of mitigation plans Avoid the risk: stop the project activity affected by the risk (modify the design, change plan or practice…)
Accept the risk: manage the risk if assessment leads to acceptability criteria. Consider contingency planning.
Transfer the risk: through transfer of responsibility (insurance, other contractor being more able to manage the risk)
Reduce the risk probability: implement a specific inspection plan…modify an engineering, purchasing, contracting or transportation plan
Reduce the risk severity: sparing, contingency plan, scope split between more contractors…
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HSE Quality and Risk Management Key points to keep in mind Risk may be related to any of the project key objectives
Both probability of occurrence and gravity should be evaluated
High risk score (probability x gravity) leads to preventive action
Standard checklists (e.g. HAZID) help to identify possible risks
HAZOP is the most common HSE Risk Analysis tool at FEED stage
Semi-quantitative risk scoring needs expertise and modelling tools
Mitigation can act either on probability or on consequences, or both
Quantitative Risk Analysis helps defining the required contingencies
Triggers help predicting that the probability of risk is increasing
Action plans, once approved, should be closely monitored
When the project progresses, Risk Analysis should be updated
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Attachments I.
More about HAZID
II. More about HAZOP III. Quality Surveillance
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Attachment I More about HAZID The HAZID method
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HAZID (HAZard IDentification)
Brainstorming using a standard list of keywords and experience of participants
Purpose: concentrate team attention on : − − − −
Impact of surroundings and environment on the Project Impact of the Project on the surroundings Interference between the main design elements General purpose dangers
HAZID mainly considers non-process exposures
HAZID looks at the whole project life-time from start-up to dismantling
HAZID looks at combined / simultaneous operations
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Workflow 1. Identify causes related to the various keywords 2. Evaluate potential consequences 3. Verify effectiveness of preventive and protective measures 4. Recommend actions if measures are insufficient
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Workflow
Each keyword is discussed within a team of experienced people
Conclusions: summary table showing the following categories • • • • • •
Danger Causes Consequences Risk gravity level Risk reduction existing measures Proposed action plan
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Action plan formally reviewed and accepted by responsible Manager
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Example
Danger: seismic
Causes: selected location in a seismic area
Impacts: structural damage, rupture of chlorine pipe
Risk gravity level: 1 (major)
Risk reduction existing measures: • Design according to latest seismic regulatory standards • Minimization of chlorine liquid inventory
Proposed additional action plan: • Double check calculation with independent third-party expert • Isolation of liquid chlorine inventory with water curtain
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HAZID Keywords
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HAZID Keyword Categories
Section 1: exposures external to the Project • • • • •
Impact of the Project on the Environment Impact of the Project on People Impact of Human behaviour on the Project Impact of the Environment on the Project Exposures related to infrastructure
Section 2: exposures internal to the Project • Impact of the Process risk on the Project • Impact of the risk created by Utilities on the Project • Other types of risks within the Project
Section 3: exposures of the Project for people
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Section 1 (external hazards)
Natural Hazards (extreme weather, lightning, seismic events)
Natural Environment (air releases, water releases, soil pollution, emergency upsets, waste management)
Human Environment (economic, adjacent industry, adjacent population, transport corridors, land use, vibrations, visual impacts)
Human Constraints (security, social unrest, strikes)
Infrastructure (emergency access, mutual assistance, evacuation) © 2013 - IFP Training
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Section 2 (internal hazards) Product (flammability, toxicity, environmental, inter-compatibility)
Process (reaction, leaks, pressure, vacuum, temperature, H/L level)
Maintenance (philosophy, preventive, start-up, shutdown)
Utilities (firewater, foam, drains, blanketing, air, water, power)
Other in Facility (flooding/spill, structural, rotating equipment, pressure vessels, site traffic, loading station, equipment supply
Health Hazards (workplace, product exposure)
Safety Hazards (day-to-day work)
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HAZID (Hazard Identification)
Example of HAZID Worksheet (CARINA-ARIES OFFSHORE HAZID #1) • Priority Categories: 1. 2. 3.
Mandatory (Immediate action) Recommended (Short Term action) To be developed (Long Term action)
SYSTEM / NODE
UNIT / LOCATION
GUIDE WORD
CAUSE
12
SUBSEA ITEMS
SUBSEA PIPELINES
EXISTING HIDRA SUBSEA PIPELINES
Construction activities / pipes laying / barge anchoring
Potential damage or rupture of Hidra existing pipelines.
No specific protection to subsea existing pipelines. Physical & electronic surveys to be performed on site to locate and mark existing pipelines.
Anchor pattern to be submitted to TA marine Dept for approval. Operating procedures to be issued by contractor and validated by project. Work permits to be used when works are carried near live installations. (distances to be defined by TA) Specific HAZID to be carried out with TA operations (Mc Dermott).
2
13
TOP SIDES
ONSHORE PIPELINES ARRIVAL
PROXIMITY TO TRANSPORT CORRIDOR
Crossing of onshore pipes
Potential pipes damages or rupture and gas release.
Survey and marking of existing pipes carried out.
On site checking of pipes markings. Insure safe clearance between existing and new pipes. Shut down and depressurisation of existing pipes while drilling new pipe tunnel. Specific HAZID to be carried out with TA operations (Mc Dermott).
2
14
TOP SIDES
ONSHORE PIPELINES ARRIVAL
PROXIMITY TO HOTEL FACILITIES
Crossing of onshore pipes
Potential pipes damages or rupture and gas release close to hotel facilities.
Safe distance required between new pipes and hotel as per onshore preproject.
Landfall and pipes route to be agreed by TA as per safety concept requirement with offshore and onshore project teams. Specific HAZID to be carried out with TA along with the onshore project during basic phase prior to EPC award.
1
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POTENTIAL DEVELOPMENT & CONSEQUENCES
SAFEGUARDS / CONTROLS IN PLACE
ACTIONS / CONTROLS TO BE INCORPORATED
PRIORITY
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ATTACHMENT II More about HAZOP Hazard & Operability Studies
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Introduction: HAZOP Study
HAZard & OPerability Study method was developed by ICI in the 1960s and its use and development are encouraged by Chemical Industries Association (CIA).
Most common use is for new facilities, however it is often applied to existing facilities and modifications.
Primary purpose is to identify and evaluate hazards within a planned process or operation.
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Essential features
HAZOP Study is a structured analysis of a system, process or operation carried out by a multi-disciplinary team.
Whilst being systematic and rigorous, it also aims to be open and creative.
This is achieved through the use of a set of guide words in combination with system parameters to seek meaningful deviations from the design intention.
It is good practice to develop a clear design intent linked to the P&IDs being used, to be referred to during the search for deviations. © 2013 - IFP Training
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Essential features A meaningful deviation means one that is physically possible, such as No Flow / More Pressure / More Temperature ...
Deviations such as No Temperature have no sensible meaning and are not considered.
The team concentrates on those deviations that could lead to potential safety or environmental hazards, operational or quality problems.
Where causes of deviations are found, the team evaluates the potential consequences using experience and judgment.
If the existing safeguards are deemed inadequate, the team recommends an action for change or calls for further investigation of the problem.
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Essential features
The physical boundaries for the study must be clearly defined as part of the specification / ToR for the study.
Study nodes or stages should also be defined by the study leader in order that the study progresses in a systematic manner, with the plant to be studied ‘sectioned’ into meaningful nodes.
Each node requires a design intent …
The range of operational modes should also be defined in the ToR – normal operations, start-up, shut-down, emergency conditions … © 2013 - IFP Training
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Data / Documents required
As a minimum, the following should be available: • • • • • • • •
P&IDs PFDs, UFDs Material and energy balances Operating conditions Operating and control philosophy / methods Equipment and instrument specifications Relief settings Alarm and trip setting
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Limitations
Difficulties can be created through inadequate terms of reference or poor definition of the study scope.
It is not infallible … expertise and experience within the team is crucial to the quality and completeness of the study.
The accuracy and extent of information available to the team and the manner of the study all influence its success.
The study is not to become a re-design meeting. Analysis of an identified problem may require further study outside of the meeting. © 2013 - IFP Training
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Hazard & Operability Studies
The main operating parameters considered are: • • • • • •
Human Factors Vibration / Cavitation Separation Maintain / Preservation Sequence Wrong Materials
The main GUIDE WORDS, together with their meanings, that are used: NO or NOT: MORE: LESS: AS WELL AS: PART OF: REVERSE: OTHER THAN: WHERE ELSE:
none of the design intent achieved a quantitative increase in a parameter a quantitative decrease in a parameter additional activity occurs only some of the design intention occurs the opposite of the design or operational intention another activity takes place can flow or transfer come from or go to
Modes of Operation considered: Start Up / Shutdown / Normal Operation
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• • • • • • • •
Pressure Temperature Flow Level Control Loss of Utilities
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Hazard & Operability Studies
The fault conditions listed below can lead to overpressure; they shall therefore be taken in account during the HAZOP study:
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• Blocked outlet / blow by / inadvertent inlet valve opening from a high pressure source / check valve malfunction • Loss of cooling / loss of power / loss of cooling agent / mechanical fan failure, etc. • Fire / excessive heat input / unsteady process • Utility failure and or loss of control (air, instrument, power...) • Uncontrolled repressurization • Heat exchanger tube failure / transient pressure surges / quick closing valves • Slugging
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Attachment III Quality Surveillance Project Quality Surveillance
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Definitions (1/3)
Quality Assurance • Quality Assurance is the CONTRACTOR management process of systematic planning, implementing and evidencing organizational provisions, which, if properly applied, will reasonably assure OWNER that the quality of the final product will be achieved in line with the Contract requirements.
Quality Control • Quality Control is the CONTRACTOR operational process of inspecting and testing individual components or assembled units or packages to check the conformity to Contract requirements (+required documentation).
Quality Surveillance • Quality Surveillance is the OWNER process of monitoring at second level that the Quality Assurance / Control is properly implemented by CONTRACTOR.
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Definitions (2/3)
First party: means that verifications are performed by the EPC Contractor upon itself, or upon his Suppliers / Subcontractors
Second party: means that verifications are conducted by Owner (or associated stakeholders having an interest in the organization), or by others on their behalf (like independent auditors)
Third party: means that verifications are conducted by external, independent auditing organizations, such as those delivering regulatory authorizations, registrations or ISO certifications © 2013 - IFP Training
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Definitions (3/3)
Certification: means a formal procedure by which an accredited or authorized person or agency assesses and verifies (and attests in writing by issuing a certificate) the attributes, characteristics, quality, qualification, or status of individuals or organizations, goods or services, procedures or processes, or events or situations, in accordance with established requirements or standards.
Classification: means a document issued by a shipping classification organization confirming the class under which a vessel is registered. © 2013 - IFP Training
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Quality Surveillance
2 key Quality Plan surveillance principles • Quality audits, and guidance on Quality issues • Quality Control assessment at manufacturing sites
Consideration with regards to Certified Contractors • Any ISO-certified contractor has some advantages compared to the non-ISO-certified ones (quality understanding, methodology). • But Quality is also an attitude and it is not granted for ever • Even ISO-certified contractors have to be controlled (but controls can be lighter, less frequent, and more oriented towards critical elements)
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Surveillance preparation is a precedent to accountability You get what you inspect
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Attachment III Quality Surveillance Surveillance Philosophy
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Quality Surveillance
Quality audits • Follow a formalized process (see ISO-19011) Audit questionnaire to be prepared and used • Audit adapted (content, duration, auditors) to each Project • Feedback from previous Projects taken into account
No complacency when gaps are identified
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Audit results showing a lot of Major deficiencies in the contractors Quality management systems may result in their ISO certification being challenged or suspended
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Quality Surveillance
Why implement a Surveillance plan?
Because Contractors and Operators have different perspectives • • • •
Control/Surveillance cannot be improvised once things are on-going Allow to prepare the contracts and follow-up mechanisms Allow to anticipate volume and resources to cover inspection Allow to supplement Contractor, and to take-over in case of failure
Surveillance plan issuance: When? • During basic engineering phase / before EPC contract award • Once equipment lists are available © 2013 - IFP Training
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Quality Surveillance philosophy
Quality Control Plan (QCP) • QCP is the document describing the Contractor operational processes of control: reviewing, verification, qualification (in case of special processes), inspection, testing activities at each stage
Surveillance plan • By convention, surveillance is limited to the activities which allow to get the insurance that Control activities (inspection) are satisfactorily performed by Contractor • Surveillance plan is based on Quality Control Plan • Owner involvement to be contractually defined and agreed © 2013 - IFP Training
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Quality Surveillance Plan
Basis of definition Criticality rating exercise • Criticality rating exercise perform by contractors. • Parallel exercise performed by the project team. • Contractor and Operator do not have the same vision.
Surveillance plan objectives • To allow the project team members to react quickly. • To complement surveillance definition planned by contractor. • To substitute to inadequate contractor surveillance.
To exercise surveillance in all contexts.
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• Design & Construction phase. • Yards, manufacturers, vendors, sub-contractors.
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Quality Surveillance Plan
Inspection & Test Plan (ITP) • Consolidated document listing all the quality assurance and quality control activities, and of there satisfactory performance. • Each ITP topic co-signed by entities involved, at completion of the related activity. • ITP is co-signed at end of the realization & satisfactory performance of all activities.
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Attachment III Quality Surveillance Project Quality Surveillance
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Quality Surveillance Plan - Definition
Step 1: Criticality rating exercise • Based on a formal methodology, with established criterias. • Basically for each equipment / PO. • Ensures traceability and is effective.
Step 2: Identifying the resources • Project internal (discipline specialists). • Corporate specialists – experts. • Frame contract with inspection Services Company.
Step 3: Set up the execution mechanisms
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• To make information available to the right people. • To collect (and act upon) the inspection results.
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Quality Surveillance Plan - Outputs
Quality records - Typical content
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• Approved Quality Plans & Inspection & Test (Surveillance) plans • Material certificates (mil, calibration, …) • Qualification of processes records (WPS, NDT, heat treat, painting, Weld repair, …) • QC procedures and records (visual inspections, NDT, check-lists, …) • Survey reports (vibration, alignment, weight, …) • All Traceability records (marking, mark-up, …) • All NCR's and waivers (accepted and rejected) • Third party certificates & reports (design appraisals, verifications, classifications, certifications, fire test, cranes, …) • Contractual certificates (RFC, RFSU, transportation, hand-over, load-out, acceptance, …) and associated punch lists • Overall pre-commissioning and Commissioning dossiers if not furthermore filed.
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Management of Medium-Size / Revamping Projects: course content I.
Introduction
II.
Preliminary Studies
III. Basic Engineering (or FEED) IV. EPC Contracting V.
Organization and Engineering
VI. Procurement VII. HSE, Quality and Risk Management VIII. Project Control (cost/schedule) X.
Completion / Commissioning / Start-up / Closure
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IX. Construction and Fabrication Management
1
HSE Management
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Scope and Objectives
Scope: • “HSE design”: impact of the permanent change created by the Project • “HSE construction”: risks during the field work stage of the Project
HSE Design objectives • • • •
Identify HSE hazards created by the change Evaluate their criticality and the need for mitigation measures Document, obtain approvals, and design the Project accordingly Verify before Start-Up that the HSE measures are effective
HSE Construction objectives
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• Ensure personnel Safety (incl. Owner and contractors) during Execution • Ensure the absence of Environmental incident during Construction will be discussed in more detail in the Construction chapter
3
HSE Management HSE Design
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Objectives
Build safe facilities, through their life-time, by: • • • •
Identifying and evaluating all HSE hazards of the Project Eliminating them, or making their effects acceptable for Owner Permitting effective control of the remaining hazards Complying with applicable local regulations and Owner standards
Main areas of application: • Safety and Health (Owner, Contractors, surrounding communities) • Protection of Natural Environment (air, water, soil, waste) • Preservation of Owner image in case of a major accident © 2013 - IFP Training
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Main terms & definitions
Hazard • Existing potential of a product, a process, or a practice to cause damage to people or to environment
Risk • Potential accident created by the existence of a hazard • RISK value = Probability x Consequences [Severity or Gravity]
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Steps and tools PREVENT Decrease probability of release
CONTROL Avoid accidental ignition of release
MITIGATE Mitigation of consequences
Provide for escape, evacuation, rescue
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HAZAN (consequence) analysis, QRA, Safety Distances
Layout & Zoning Ventilation Insulation Electrical isolation ESD upon Gas detection Dispersion Drainage
Consequence analysis Escalation analysis Risk assessment
Escape, Evacuation, and Rescue study
Layout Fire detection ESD & EDP Bunding & Drainage Blast proofing Active Fire protection Passive fire protection
Layout Protection of evacuation routes & means Alert Emergency room
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EVACUATE
HAZID, HAZOP Safe design, Frequency analysis
Process control Process isolation Overpressure protection Material selection
7
HSE Studies during project lifecycle
PRE PROJECT STUDIES
PROJECT SOR
EPC STAGE
BASIC or FEED
P&ID REVIEW
S.O.R CHANGE
START UP
DEROGATION REQUESTS
SAFETY DOSSIER
HSE CASE / REPORT
HAZOP 2
HAZOP 3
PTR 1
PTR 2
PTR 3
POST STARTUP AUDIT PTR 4
PTR 5
6 months after S/U
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HAZOP 1
Feedback
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COMMISSIONNING
HAZID HAZAN
HAZID HAZAN
TECHNICAL SPECIFICATIONS
PRODUCTION
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HSE steps at Preliminary stage
Environmental design Management steps: • EBS (Environmental Baseline Survey): analysis of the initial status of the site (reference status for further controls comparisons) • EIA (Environmental Impact Assessment): detailed description of the impacts of the projected activities on the site and mitigation measures for reducing these impacts to a level as low as possible
HSE Risk Assessment tools: HAZID (HAZard IDentification) PRA / QRA (Preliminary/Quantiative Risk Assessment) HAZOP (HAZard and OPerability study) DREAM: analysis of Operational Releases (water, air) Various computerized atmospheric dispersion models Various 3-D Oil Spill Contingency and Response models
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• • • • • •
9
HAZID (Hazard Identification)
Method to identify hazards, mainly those outside the Project: • • • •
Use of Guide word and prompters list “Helicopter” view required, zoom in as necessary Hazards from the project affecting the neighbouring environment Hazards from outside (natural, weather, other industries…)
Done normally once, at the Preliminary stage
Key attitude: openness, rigorousness, thoroughness
Needs a multidisciplinary team knowing the scope
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• Multiple technical expertise of the team • People having experience of executing projects • A leader, but no censor, and some imagination
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HAZID (Hazard Identification)
HAZID categories and key-word examples: • • • • •
Fire Explosion Toxicity Dropped objects Collision
Plant, sources of heat, risky zones Sources of ignition, release duration Vent, chemicals Crane, equipments, scaffolds Truck, vessels, engines
Helps FEED and selection (or elimination) of alternates
More about HAZID: see Attachment I © 2013 - IFP Training
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Preliminary/Quantitative Risk Assessment
Semi-quantitative method referring to predefined scenario
The scenario have been defined using another method • HAZID or other type of check-list • What-If review
The analysis aims at selecting a limited number of major scenario on which a more detailed risk assessment (QRA) will be made
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PRA/QRA elements
Probability of occurrence, such as: • 1 per year, 1 per 1 000 years, 1 per 10 000 years, 1 per 100 000 years
Type and gravity of lethal consequences, such as: • • • • • •
Risk of death for 5 hours spent to go mountaineering each week-end Risk of death in the industrial activities at high risks (mines) Risk of death by road accident Risk of death in an accident at work in an industrial activity at low risk Risk of death in a fire or an explosion due to a gas leak at home Risk of death by lightning
Assessment tools:
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• PRA: matrix ranking (see next page, or Owner-specific matrix) • QRA: quantitative evaluation, based on statistical records and models
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Risk-ranking matrix Probability of event
Owner matrix categories may be much more precisely defined
10-1 Likely
Unacceptable
10-2 Unlikely 10-3
Tolerable if ALARP
Very unlikely 10-4
Extremely unlikely
Acceptable
10-5
10-6 Moderate
Serious
Major
Catastrophic
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Disastrous
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Remote
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HAZard and OPerability Study
Objectives: • Identify reaction of plant during abnormal process conditions (Malfunction or mis-operation) that could cause a hazard • Check if design adequate to prevent hazard occurring • Record all corrective actions, and remaining hazard (accepted)
Multidisciplinary team with : • A trained leader having planned the work • Project engineers knowing in detail its content • Operations knowledgeable people
Needs an accurate version of all P&IDs (so a tool for FEED)
Lengthy (may take several weeks) but very effective
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Project Technical Reviews
Interdisciplinary independent team (with Owner) reviews of the main HSE documents or studies prepared by the project team: HAZID, Consequence Analysis Flare, vent radiation and dispersion Safety Concept, SOR Hazardous area classification Fire, Gas and low temperature detection Pressure Protection and Relief Emergency Shutdown and Emergency Depressurisation Active and Passive Fire Protection Lay out Escape Evacuation and Rescue
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• • • • • • • • • •
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Safety Concept
Main Purposes: • State Owner requirements for the protection of assets & personnel • Indicate safety requirements for implementation in plant design • Identify derogations to reference standards (Owner corporate) • Hand out to Operations a complete document on safety design of the unit • Keep a reference document for subsequent: − Internal, external or even regulatory auditing − Updates during Engineering − Change Management © 2013 - IFP Training
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Safety dossier
Objectives • Assemble all safety-related documents for permanent reference • Give to the operator a clear and traceable view of safety design • Safety basis for possible future modifications of the unit
Typical contents Safety Concept (updates & revisions included) HAZOP # 1, 2, 3 reports, including approved corrective actions Minutes of Technical Reviews # 1, 2, 3, 4 Waivers to Corporate standards, with supporting documents List of approved safety-related documents and studies Evidence that all HSE actions decided have been completed
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• • • • • •
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HSE Management HSE Construction
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HSE Construction
Identification of particular risks linked to Construction • Planning and scheduling of Construction activities • Risks related to SIMultaneous OPerationS (SIMOPS)
Development of Safety Management System and HSE Plan • Construction Key Performance Indicators (KPI), including − Target level, monitoring process and responsibility − Management review frequency, followup actions
• Key HSE procedures, training, field audit planning • HSE resource planning: field supervision, budgets, safety equipment
HSE input in Subcontractor selection process
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• HSE policy, goals, organization, job task analysis • Past HSE performance, improvement actions underway • Field controls, incident investigation skill
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HSE Construction
Technology-related risks • Flammable / toxic / explosives substances • Complex mechanical equipment • Process conditions (units in operation)
People-related risks Application of life-critical procedures Simultaneous operations, congestion Human behavior aspects, sensitization Communication between teams
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• • • •
23
Reporting
HSE Reporting frequency, contents and responsibility should be defined
Main purposes: • Inform Authorities, Owner and Contractor Management • Maintain/develop HSE awareness within Project subcontractors
team
/
Typical contents of a monthly HSE construction report: KPI monitoring (month, average, year-to-date, since Project start) Safety Recordable accidents and potentially serious near-misses Field audits performed and common observations Significant spills and air pollution releases from the Project works Waste and soil pollution concerns, if any Main improvement actions decided and/or actually implemented
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• • • • • •
24
Field observations
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Quality Management
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Definition
Expressed needs
Customer Satisfaction
Implicit needs
QUALITY SYSTEM
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Open behavior
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Conformance to scope
27
Scope and objectives
Scope: for each EPC stage: • Quality Management System • Controls (conformance) and communication (behavior)
Objectives:
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• Provide assurance to Owner that the technical scope will be achieved • Clearly define scope change process, consequences, and Owner role • Provide adequate documentation to Owner and 3rd-parties • Assure timely handling of non-conformances (Contractor, Subcontractors) • Comply with agreed certifications (ISO-9001, 10006, 14001, etc.)
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Management System
The word “Management System” is difficult to define
The best way to explain it is to list its main components • • • • • •
Culture, policy, permanent goals Organization, roles and responsibilities of each position Processes (Work/Production and Support) Resources available (human, technical, financial) Controls Communication and information flow
Owner and EPC Contractor Management Systems should be consistent
Application to Suppliers and Subcontractors needs to be clarified
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Common Standards
Quality
Internal Control
Safety
IT & Communication
Environment
Policy Charters
Health Security
Management and Organisation
Social Reponsibility Sustainable Development Ethic & Integrity
General and Transverse
Projects: ISO-10006
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Entity specific Working documents
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Continuous Improvement P.D.C.A.: the Deming wheel
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Quality Management
Project Organization
Surveillance Philosophy
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Document Management
Project Objectives Project Management
Project QMS
Interface Management
Risk Management Change Management
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Key topics
Purpose
Project Quality Management System
32
Project Quality Plan Project Organization
PQP reflects an established Quality Management principle
Project Objectives Project Management
Project QMS
• Common understanding of what Quality on project means • A standardized implementation of the management principles • A better assurance to get what is expected
Project Quality Plan
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• Objectives and Commitments are expressed in writing • Project QMS is presented (organization, content implementation) • Project control principles are defined • Procedures and associated resources to be applied • Consistency with source documents
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Project Quality Plan Project Organization
Typical contents: 1. 2.
3. 4.
5. 6.
Project Management
Project QMS
Project characteristics (Field description, scope of work, stakeholders) Project strategy (Quality policy, objectives, KPI, Performance reviews) Project Management (Organization, Authorities, Interfaces control, Team co-ordination, Reporting, Communication) Project Quality Management System (Risk-based Quality, Control of documents and records, Continuous Improvement process) Project resources management (Cost control, Schedule control, Human Resources management, Material resources management) Project operational processes (Detail Engineering, Procurement and subcontracting, Construction, Commissioning) Verification and acceptances (Monitoring, equipment verification/certification, non-conformances, Internal Quality audits)
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7.
Project Objectives
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Quality Management Project Organization
Key issues • • • • •
Project Objectives Project Management
Project QMS
Fulfil the initial requirements (SOR, FDP…) Have a defined and clear Project Team organization Have a complete and approved documentation process Coordinate the Project Risk Management activities Assure regulatory compliance and timely approval
Key Controls Project Reviews and Audits, as planned, with Owner involvement Assure the correct implementation of Owner standards Quality Control Plans for each Supplier and Subcontractor Document verification by adequate specialists Effective and timely implementation of corrective actions
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• • • • •
35
Interfaces Surveillance Management
It’s important to implement a system that allows
Risk Management
Project QMS
Change Management
Interface Management Document Management
• To keep track of interface issues • To give ownership of interface issues to the relevant function
Interfaces with Owner are critical for Revamping projects • Ignoring Operations and/or HSE interfaces may lead to: − HSE exposures during Construction − Difficulties at the Completion/Acceptance stage
• Ignoring Technology interfaces may lead to: − Late (but mandatory) scope changes − Blockage at the Completion/Acceptance stage
• Ignoring Maintenance interfaces may lead to:
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− Lost cost-reduction Construction opportunities − Difficulties, reworks, claims at or after Startup
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Documentation Surveillance Management
Refer to Documentation Management (section 5)
Change Management
Interface Management Document Management
Consider documentary requirements throughout the unit lifetime: • • • • •
Risk Management
Project QMS
Pre-FEED and FEED EPC Contract execution, til completion Start-up and early operations Routine operations, maintenance, ageing Dismantling of facilities
Documentation Management System should be easy to use for:
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• Interface management (mainly during execution) • Change Management (mainly after execution)
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Change Management Surveillance Management
Types of changes:
Risk Management
Project QMS
Change Management
Interface Management Document Management
• Changes to SOR • Contractual changes • Technical modification requests
Even minor-looking changes may have a major impact • Always open “change dossier” • Always perform a Risk Analysis (HSE, Cost, Schedule)
The Change Management System should allow to: • • • •
Keep track of all changes, irrespective of type Assure Project Team timely information Review and approve (or reject) all changes Reflect consequences to Project Design and Construction
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Refer to Changes Management section under Project Control section
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Risk Management
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Risk Management
In the execution of a Project: • HSE Design & Construction risks are not the only risks • Some other risks may have a much bigger financial impact − Schedule delay (if Turnaround-related, or if major savings) − Non-conformances compromising the Business objective − Cost overrun above the allowable budget
• Projects in existing facilities have specific risks − Safety issues due to SIMOPS − Presence of chemicals in the work environment − Reliability impacts on running units
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Categories at Owner level
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Process Project Start
Yes
RISKS REVIEW WORKSHOP with P.MT Managers & LDEs.
PROJECT REVIEWS
CONTRACT REVIEWS
Yes
RISKS REGISTER is updated (initially from Concept /FEED or prepared)
No
Significant Project impact?
RISKS EVALUATION & MITIGATION PLAN for risks that require a response Each risk is followed by a « Risk Owner »
PCM in charge of administrating the Risks Register Reviews on monthly basis at least, with risks Owners, PMT & LDEs inputs
New risks or Risks modification?
Yes
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No
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Consequence rating
“Severity” or “Consequence rating” generally evaluated with respects to importance of potential impacts on: • • • • •
Health & Safety System / Environment Production / Oil-in Cost Schedule
Impact generally rated with a 1(low side) to 5 (high side) rating
Highest value assigned to the five areas: Risk “Severity Rating” or “Consequence Rating”.
Companies & Contractors establish their own Project Risks Management Processes to identify & control the Project risks. The next slides describe the process principles.
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Consequence rating
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Probability rating
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Manageability: Ability of Project Management Team to Manage the Risk For some risks, Probability rating may be assessed by calculations
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Prioritization (or Criticality rating)
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Examples of mitigation plans Avoid the risk: stop the project activity affected by the risk (modify the design, change plan or practice…)
Accept the risk: manage the risk if assessment leads to acceptability criteria. Consider contingency planning.
Transfer the risk: through transfer of responsibility (insurance, other contractor being more able to manage the risk)
Reduce the risk probability: implement a specific inspection plan…modify an engineering, purchasing, contracting or transportation plan
Reduce the risk severity: sparing, contingency plan, scope split between more contractors…
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HSE Quality and Risk Management Key points to keep in mind Risk may be related to any of the project key objectives
Both probability of occurrence and gravity should be evaluated
High risk score (probability x gravity) leads to preventive action
Standard checklists (e.g. HAZID) help to identify possible risks
HAZOP is the most common HSE Risk Analysis tool at FEED stage
Semi-quantitative risk scoring needs expertise and modelling tools
Mitigation can act either on probability or on consequences, or both
Quantitative Risk Analysis helps defining the required contingencies
Triggers help predicting that the probability of risk is increasing
Action plans, once approved, should be closely monitored
When the project progresses, Risk Analysis should be updated
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Attachments I.
More about HAZID
II. More about HAZOP III. Quality Surveillance
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Attachment I More about HAZID The HAZID method
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HAZID (HAZard IDentification)
Brainstorming using a standard list of keywords and experience of participants
Purpose: concentrate team attention on : − − − −
Impact of surroundings and environment on the Project Impact of the Project on the surroundings Interference between the main design elements General purpose dangers
HAZID mainly considers non-process exposures
HAZID looks at the whole project life-time from start-up to dismantling
HAZID looks at combined / simultaneous operations
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Workflow 1. Identify causes related to the various keywords 2. Evaluate potential consequences 3. Verify effectiveness of preventive and protective measures 4. Recommend actions if measures are insufficient
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Workflow
Each keyword is discussed within a team of experienced people
Conclusions: summary table showing the following categories • • • • • •
Danger Causes Consequences Risk gravity level Risk reduction existing measures Proposed action plan
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Action plan formally reviewed and accepted by responsible Manager
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Example
Danger: seismic
Causes: selected location in a seismic area
Impacts: structural damage, rupture of chlorine pipe
Risk gravity level: 1 (major)
Risk reduction existing measures: • Design according to latest seismic regulatory standards • Minimization of chlorine liquid inventory
Proposed additional action plan: • Double check calculation with independent third-party expert • Isolation of liquid chlorine inventory with water curtain
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HAZID Keywords
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HAZID Keyword Categories
Section 1: exposures external to the Project • • • • •
Impact of the Project on the Environment Impact of the Project on People Impact of Human behaviour on the Project Impact of the Environment on the Project Exposures related to infrastructure
Section 2: exposures internal to the Project • Impact of the Process risk on the Project • Impact of the risk created by Utilities on the Project • Other types of risks within the Project
Section 3: exposures of the Project for people
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Section 1 (external hazards)
Natural Hazards (extreme weather, lightning, seismic events)
Natural Environment (air releases, water releases, soil pollution, emergency upsets, waste management)
Human Environment (economic, adjacent industry, adjacent population, transport corridors, land use, vibrations, visual impacts)
Human Constraints (security, social unrest, strikes)
Infrastructure (emergency access, mutual assistance, evacuation) © 2013 - IFP Training
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Section 2 (internal hazards) Product (flammability, toxicity, environmental, inter-compatibility)
Process (reaction, leaks, pressure, vacuum, temperature, H/L level)
Maintenance (philosophy, preventive, start-up, shutdown)
Utilities (firewater, foam, drains, blanketing, air, water, power)
Other in Facility (flooding/spill, structural, rotating equipment, pressure vessels, site traffic, loading station, equipment supply
Health Hazards (workplace, product exposure)
Safety Hazards (day-to-day work)
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HAZID (Hazard Identification)
Example of HAZID Worksheet (CARINA-ARIES OFFSHORE HAZID #1) • Priority Categories: 1. 2. 3.
Mandatory (Immediate action) Recommended (Short Term action) To be developed (Long Term action)
SYSTEM / NODE
UNIT / LOCATION
GUIDE WORD
CAUSE
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SUBSEA ITEMS
SUBSEA PIPELINES
EXISTING HIDRA SUBSEA PIPELINES
Construction activities / pipes laying / barge anchoring
Potential damage or rupture of Hidra existing pipelines.
No specific protection to subsea existing pipelines. Physical & electronic surveys to be performed on site to locate and mark existing pipelines.
Anchor pattern to be submitted to TA marine Dept for approval. Operating procedures to be issued by contractor and validated by project. Work permits to be used when works are carried near live installations. (distances to be defined by TA) Specific HAZID to be carried out with TA operations (Mc Dermott).
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TOP SIDES
ONSHORE PIPELINES ARRIVAL
PROXIMITY TO TRANSPORT CORRIDOR
Crossing of onshore pipes
Potential pipes damages or rupture and gas release.
Survey and marking of existing pipes carried out.
On site checking of pipes markings. Insure safe clearance between existing and new pipes. Shut down and depressurisation of existing pipes while drilling new pipe tunnel. Specific HAZID to be carried out with TA operations (Mc Dermott).
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TOP SIDES
ONSHORE PIPELINES ARRIVAL
PROXIMITY TO HOTEL FACILITIES
Crossing of onshore pipes
Potential pipes damages or rupture and gas release close to hotel facilities.
Safe distance required between new pipes and hotel as per onshore preproject.
Landfall and pipes route to be agreed by TA as per safety concept requirement with offshore and onshore project teams. Specific HAZID to be carried out with TA along with the onshore project during basic phase prior to EPC award.
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POTENTIAL DEVELOPMENT & CONSEQUENCES
SAFEGUARDS / CONTROLS IN PLACE
ACTIONS / CONTROLS TO BE INCORPORATED
PRIORITY
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ATTACHMENT II More about HAZOP Hazard & Operability Studies
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Introduction: HAZOP Study
HAZard & OPerability Study method was developed by ICI in the 1960s and its use and development are encouraged by Chemical Industries Association (CIA).
Most common use is for new facilities, however it is often applied to existing facilities and modifications.
Primary purpose is to identify and evaluate hazards within a planned process or operation.
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Essential features
HAZOP Study is a structured analysis of a system, process or operation carried out by a multi-disciplinary team.
Whilst being systematic and rigorous, it also aims to be open and creative.
This is achieved through the use of a set of guide words in combination with system parameters to seek meaningful deviations from the design intention.
It is good practice to develop a clear design intent linked to the P&IDs being used, to be referred to during the search for deviations. © 2013 - IFP Training
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Essential features A meaningful deviation means one that is physically possible, such as No Flow / More Pressure / More Temperature ...
Deviations such as No Temperature have no sensible meaning and are not considered.
The team concentrates on those deviations that could lead to potential safety or environmental hazards, operational or quality problems.
Where causes of deviations are found, the team evaluates the potential consequences using experience and judgment.
If the existing safeguards are deemed inadequate, the team recommends an action for change or calls for further investigation of the problem.
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Essential features
The physical boundaries for the study must be clearly defined as part of the specification / ToR for the study.
Study nodes or stages should also be defined by the study leader in order that the study progresses in a systematic manner, with the plant to be studied ‘sectioned’ into meaningful nodes.
Each node requires a design intent …
The range of operational modes should also be defined in the ToR – normal operations, start-up, shut-down, emergency conditions … © 2013 - IFP Training
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Data / Documents required
As a minimum, the following should be available: • • • • • • • •
P&IDs PFDs, UFDs Material and energy balances Operating conditions Operating and control philosophy / methods Equipment and instrument specifications Relief settings Alarm and trip setting
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Limitations
Difficulties can be created through inadequate terms of reference or poor definition of the study scope.
It is not infallible … expertise and experience within the team is crucial to the quality and completeness of the study.
The accuracy and extent of information available to the team and the manner of the study all influence its success.
The study is not to become a re-design meeting. Analysis of an identified problem may require further study outside of the meeting. © 2013 - IFP Training
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Hazard & Operability Studies
The main operating parameters considered are: • • • • • •
Human Factors Vibration / Cavitation Separation Maintain / Preservation Sequence Wrong Materials
The main GUIDE WORDS, together with their meanings, that are used: NO or NOT: MORE: LESS: AS WELL AS: PART OF: REVERSE: OTHER THAN: WHERE ELSE:
none of the design intent achieved a quantitative increase in a parameter a quantitative decrease in a parameter additional activity occurs only some of the design intention occurs the opposite of the design or operational intention another activity takes place can flow or transfer come from or go to
Modes of Operation considered: Start Up / Shutdown / Normal Operation
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• • • • • • • •
Pressure Temperature Flow Level Control Loss of Utilities
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Hazard & Operability Studies
The fault conditions listed below can lead to overpressure; they shall therefore be taken in account during the HAZOP study:
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• Blocked outlet / blow by / inadvertent inlet valve opening from a high pressure source / check valve malfunction • Loss of cooling / loss of power / loss of cooling agent / mechanical fan failure, etc. • Fire / excessive heat input / unsteady process • Utility failure and or loss of control (air, instrument, power...) • Uncontrolled repressurization • Heat exchanger tube failure / transient pressure surges / quick closing valves • Slugging
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Attachment III Quality Surveillance Project Quality Surveillance
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Definitions (1/3)
Quality Assurance • Quality Assurance is the CONTRACTOR management process of systematic planning, implementing and evidencing organizational provisions, which, if properly applied, will reasonably assure OWNER that the quality of the final product will be achieved in line with the Contract requirements.
Quality Control • Quality Control is the CONTRACTOR operational process of inspecting and testing individual components or assembled units or packages to check the conformity to Contract requirements (+required documentation).
Quality Surveillance • Quality Surveillance is the OWNER process of monitoring at second level that the Quality Assurance / Control is properly implemented by CONTRACTOR.
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Definitions (2/3)
First party: means that verifications are performed by the EPC Contractor upon itself, or upon his Suppliers / Subcontractors
Second party: means that verifications are conducted by Owner (or associated stakeholders having an interest in the organization), or by others on their behalf (like independent auditors)
Third party: means that verifications are conducted by external, independent auditing organizations, such as those delivering regulatory authorizations, registrations or ISO certifications © 2013 - IFP Training
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Definitions (3/3)
Certification: means a formal procedure by which an accredited or authorized person or agency assesses and verifies (and attests in writing by issuing a certificate) the attributes, characteristics, quality, qualification, or status of individuals or organizations, goods or services, procedures or processes, or events or situations, in accordance with established requirements or standards.
Classification: means a document issued by a shipping classification organization confirming the class under which a vessel is registered. © 2013 - IFP Training
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Quality Surveillance
2 key Quality Plan surveillance principles • Quality audits, and guidance on Quality issues • Quality Control assessment at manufacturing sites
Consideration with regards to Certified Contractors • Any ISO-certified contractor has some advantages compared to the non-ISO-certified ones (quality understanding, methodology). • But Quality is also an attitude and it is not granted for ever • Even ISO-certified contractors have to be controlled (but controls can be lighter, less frequent, and more oriented towards critical elements)
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Surveillance preparation is a precedent to accountability You get what you inspect
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Attachment III Quality Surveillance Surveillance Philosophy
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Quality Surveillance
Quality audits • Follow a formalized process (see ISO-19011) Audit questionnaire to be prepared and used • Audit adapted (content, duration, auditors) to each Project • Feedback from previous Projects taken into account
No complacency when gaps are identified
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Audit results showing a lot of Major deficiencies in the contractors Quality management systems may result in their ISO certification being challenged or suspended
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Quality Surveillance
Why implement a Surveillance plan?
Because Contractors and Operators have different perspectives • • • •
Control/Surveillance cannot be improvised once things are on-going Allow to prepare the contracts and follow-up mechanisms Allow to anticipate volume and resources to cover inspection Allow to supplement Contractor, and to take-over in case of failure
Surveillance plan issuance: When? • During basic engineering phase / before EPC contract award • Once equipment lists are available © 2013 - IFP Training
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Quality Surveillance philosophy
Quality Control Plan (QCP) • QCP is the document describing the Contractor operational processes of control: reviewing, verification, qualification (in case of special processes), inspection, testing activities at each stage
Surveillance plan • By convention, surveillance is limited to the activities which allow to get the insurance that Control activities (inspection) are satisfactorily performed by Contractor • Surveillance plan is based on Quality Control Plan • Owner involvement to be contractually defined and agreed © 2013 - IFP Training
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Quality Surveillance Plan
Basis of definition Criticality rating exercise • Criticality rating exercise perform by contractors. • Parallel exercise performed by the project team. • Contractor and Operator do not have the same vision.
Surveillance plan objectives • To allow the project team members to react quickly. • To complement surveillance definition planned by contractor. • To substitute to inadequate contractor surveillance.
To exercise surveillance in all contexts.
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• Design & Construction phase. • Yards, manufacturers, vendors, sub-contractors.
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Quality Surveillance Plan
Inspection & Test Plan (ITP) • Consolidated document listing all the quality assurance and quality control activities, and of there satisfactory performance. • Each ITP topic co-signed by entities involved, at completion of the related activity. • ITP is co-signed at end of the realization & satisfactory performance of all activities.
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Attachment III Quality Surveillance Project Quality Surveillance
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Quality Surveillance Plan - Definition
Step 1: Criticality rating exercise • Based on a formal methodology, with established criterias. • Basically for each equipment / PO. • Ensures traceability and is effective.
Step 2: Identifying the resources • Project internal (discipline specialists). • Corporate specialists – experts. • Frame contract with inspection Services Company.
Step 3: Set up the execution mechanisms
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• To make information available to the right people. • To collect (and act upon) the inspection results.
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Quality Surveillance Plan - Outputs
Quality records - Typical content
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• Approved Quality Plans & Inspection & Test (Surveillance) plans • Material certificates (mil, calibration, …) • Qualification of processes records (WPS, NDT, heat treat, painting, Weld repair, …) • QC procedures and records (visual inspections, NDT, check-lists, …) • Survey reports (vibration, alignment, weight, …) • All Traceability records (marking, mark-up, …) • All NCR's and waivers (accepted and rejected) • Third party certificates & reports (design appraisals, verifications, classifications, certifications, fire test, cranes, …) • Contractual certificates (RFC, RFSU, transportation, hand-over, load-out, acceptance, …) and associated punch lists • Overall pre-commissioning and Commissioning dossiers if not furthermore filed.
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