Wilkins & Parker APC9 058 R1

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Copyright Yokogawa Electric Corporation

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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]

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