Crude Oil Unit and Project Management - Assignment Example

Customer inserts his name Customer inserts tutors name Crude oil unit and Project Management 19th September 2014 Q1). mentioned the most 10 parts of the crude oil unit . (ex: boilers, heater, exchanger…etc) Parts of a crude oil unit 1. Boilers 2. Fire pumps 3. Heat exchangers 4. Cooling towers 5. Emergency isolation valve 6. Piperackers 7. Transducer 8. Distillation processing part 9. Hydro cracker 10. Catalytic reformer 11. Desalter 12. Fluid catalytic cracker Q2). Mention six failures that found in this unit 1. Corrosion of equipment 2. Failure to control mixing of chemicals 3. Failure to use laid down rules in the manual 4. Releasing high-temperature 5. release of flammable fluid 6. Pipe failure Q3: make a fish diagrams shows the failures and the causes of each one. Fishbone diagram for crude oil unit Crude oil process is composed of five business resources: man, machine, method, material and environment. Man is the human resource designated to run the process. Machine is the equipment used so that raw materials may be converted to finished oils. Methods are the techniques used in assessing the different phases during the material conversion. Crude oil are the unfinished elements that are brought together so that they may be converted by the process into an output. Lastly, there are certain conditions in the environment that allow the conversion from input crude oil to output oils. Cause and effect diagrams can be used in solving problems of this process. Cause-and-effect diagram simply refers to a simple aid that is in form of a fish fishbone designed to help in logical determination of various possible causes of unsatisfactory results in the project. As quality control instrument, it is perceived that the possible cause of the problem would release some effects which can then be used to indicate why the a given process within the project’s life cycle goes out of control at a given point. Often the effects that are released by the possible cause is divided into two categories; main and secondary causes. These diagrams are used when implementing projects especially when evaluating the performance of a plant. The plant problems may be complex affecting the production from physical resources to human resources. Most people have had encounters with poor quality, such as a new vacuum cleaner that worked only once then permanently conked out; airlines losing their passengers’ luggage and university courses that turn out to be different from published curricula. A consumer’s experience with poor quality could even be worsened by the seeming indifference of an employee assigned to manage customer complaints. Successful companies are aware of how important customer-defined quality is to their businesses; hence, they consistently raise their quality standards in order to gain competitive advantage. It is important to note that making quality a priority requires companies to place the needs of their customer first. Prioritizing quality means that customer expectations must be met or even surpassed and this can only be achieved if employees closely interact with one another so that as a team they are able to accomplish collective goals. The diagram will be used to evaluate the causes of crude oil failure to deliver quality oil. The following diagram shows how a plant of the company will use it. First is to evaluate the mean of the sample against the intended process target. The mean will show how far or near the process target is a given set of data. The second is to evaluate the variability of the individual values that comprise the mean. The variability in results can help a lot in maintaining or controlling quality. The objectives of effective quality control plans are to identify and resolve problems that are alien to the process design. The resulting action needed to achieve these goals must be reinforced with a high degree of statistical certainty, and must be data and design driven. Decisions should be simple without a set of complicated rules that reflect all possibilities that are theoretically possible but are generally outside of the process design range. Process evaluation decisions indicate the current state of sample data as well as the historic performance of the process. The objective here is for the samples to control both the “within-lot variability as well as the between-lot variability. We have identified no link between quality programs and financial budget provisions. Therefore it is suggested that financial benefits of managing quality be measured in full and financial reporting systems linked to other systems. Crude oil unit has a method of evaluating and monitoring technology application but this need to be improved. The process will also be improved and assessed regularly. Customer satisfaction should be assessed as well as people’s satisfaction. The customer must examine regularly these parameters as well as the impact of the business on society. It is important for the company to realize that self-appraisal is an indication of commitment. Q4: INSPECTION Activities Activities Duration Start date Finish date Preceding activity Personnel inspection review 6 days 10/1/2014 10/8/2014 team leader choosing inspection team 6 days 10/9/2014 10/16/2014 2 team members distribution of inspection resources 3 days 10/17/2014 10/21/2014 3 team leader Training of inspectors 10 days 10/22/2014 11/4/2014 4 team members Inspection 91 days 11/5/2014 3/11/2015 compliance based review 21 days 11/5/2014 12/3/2014 5 team members verify SIC code 1 day 12/4/2014 12/4/2014 7 team members verify emergence procedures 7 days 12/5/2014 12/15/2014 8 team members verify processes 10 days 12/16/2014 12/29/2014 9 2 engineers lead operator input 8 days 12/30/2014 1/8/2015 7,10 2 engineers boilers 9 days 12/30/2014 1/9/2015 7,10 1enginneers and 2 assist engineers mechanical integrity 17 days 1/12/2015 2/3/2015 11,12 3 engineers pipe inspection 7 days 2/4/2015 2/12/2015 17:00 13 2engineers electrical installation inspection 10 days 2/4/2015 2/17/2015 13 1enginneers and 3 assist engineers capacity inspection 12 days 2/13/2015 3/2/2015 14 3 engineers and 3 assist engineers storage tanks inspections 7 days 3/3/2015 3/11/2015 16 2engineers documentation 14 days 3/12/2015 3/31/2015 failures noted 5 days 3/12/2015 3/18/2015 14,15,17 Areas of change 2 days 3/19/2015 3/20/2015 19 Final report 7 days 3/23/2015 3/31/2015 20 Q5: Draw a flow diagram for these activities. Q6: Q7: dram a network diagram for the activities. Find in the attached file of project management Q8: The Bottleneck Bottlenecks was due to limited capacity and time to inspect all equipments and machinery is main bottleneck . A bottleneck occurs in an operation when the work to be performed approaches or exceeds the capacity available to do it. Seven solutions and put them as briefly point 1). the establishment of correct goals and individual lean strategies may not yield sustainable gains for airline companies unless they handle more complex issues, such as regulating their work and altering the functions of their supervisors who monitor frontline officers. 2). The strengthening of such measures should be an obligation of the top-most executives through junior officers to a cultural adjustment emphasizing, among other issues, the classification of waste, painstaking tackling of problems by the officers that handle customers, and an accentuation of an absolutely utilizing plane and other company assets. Two issues are vital to realizing this change of traditions: a test that serves as evidence of ideology for the whole organization and the precise formulation of lean policies among middle executives. 3). Hire of staff with knowledge to inspect equipment as they work The technique would also cautiously match the deployment of staff with respect to the ability to inspect as they work and regulate best practices, and minimize inspection times. 3) Change system parameters 4) Outsource the inspection services That are not driven by broader improvement goals may trigger the creation of a maintenance team that substantially reduced the quantity of tools to meet limit the company expenses. 5). Form maintenance team – the company may fail to recognize the degree which such team can influence turnaround times or degree of crude oil unit utilization. The determination of the amount of time a company must keep its unit running in order to recognize the challenges are equally imperative, as this enables a company to realize that sustainable degree of presentation is implemented to check the bottlenecks. 6) Comprehensive environmental management plan and the emissions inventory go a long way in complying with the laws and the polices to guaranteeing compliance at both the micro and the macro level 7. By making many people aware to be they will get involved Read More