Commissioning

The likelihood of commissioning success is quite low if not enough time is given for planning and preparations, or if the competency of the team was not adequate in the early planning and preparation phase.

Engaging our commissioning team early enough keeps a consistent focus on the facility start-up sequence as project passes through the EPC phase. This approach brings seamless alignment and greater predictability by catching issues early and mitigating them to achieve an effective transition from the construction phase to full operations.

Planning and Preparation Engineering

Sub-systems Identification and Mark-Up Drawings (by discipline)

Probably the single most important element of the up-front commissioning work in the engineering phase of the project is identification of sub-systems and mark-up drawings by discipline.

The definition of these is going to dictate priorities within construction (mechanical completion), in what sequence commissioning will be executed, how procedures are written and how everything will be logically linked in the schedule.

It will even dictate necessary engineering changes to facilitate effective commissioning. A very important prerequisite in getting these right is a well advanced set of engineering drawings such as P&IDs, electrical single line diagrams and ICSS architecture.

The sub-systems and mark-up drawings form the basis for all Hand Overs and Take Overs. The marked-up drawing need to be filled into related Commissioning Dossier.

Operational Commissioning Procedures and ITR’s

The Commissioning Procedure describes the actual step by step method of commissioning of the relevant commissioning package. Single Operational Commissioning procedure may relate to one or several sub-systems.

Prior to the operational test all included subsystems must be 100% completed regarding to ITR’s and eventual SAT.

Integrated Completion Database

The Integrated Completion Database is pre-requisites to all planning, scheduling and reporting.

Throughout project execution, all Vendor key acceptance documents (including Inspection Release certificates, FAT’s, EFAT’s and integration tests), ITR’s relevant to construction quality control activities and commissioning and MC/RFSU certificates need to be uploaded into an Integrated Completion Database, for reporting and progress control purposes.

This database is organized per sub-system, to guarantee that each critical document and certificate can be easily collected, retrieved and relevant sub-system completion progress checked accordingly.

Method Statements Development

A method statement describes, in a logical, step-by-step manner, how a specific task should be done.

A method statement considers the health and safety implications of a task and should contain the control measures that must be followed to reduce risk.

Method statements are normally used in high-risk environment during construction, commissioning or demolition.

Job Cards Development

A job card, also known as a work card or task card, is a document that details the work to be performed for a specific task or work order.

It serves as a guide for those carrying out the work, providing instructions, specifications, and other relevant information.

Key Performance Indicators & Report Structure

To regularly monitor and control the work as the work progresses, a set of KPI’s must be established.

Standard set of KPI’s

  • KPI 1 – Amount of Handed Over systems / sub-systems from Construction to Commissioning and in progress by Commissioning. (Hand Overs)
  • KPI 2 – Amount of delayed or advanced Handed Over systems from Construction to Commissioning
  • KPI 3 – Amount of systems / sub-systems completed by Commissioning (and Punch List items outstanding)
  • KPI 4 – Amount of systems / sub-systems fully completed by Commissioning and ready for Hand Over to Operations
  • KPI 5 – Amount of systems / sub-systems actually Taken Over by Operations. (Take Overs)

The overall scope of commissioning need to be assessed, in terms of the number of ITR’s to be produced. Progress reporting is mainly based on number ITR’s complete vs number of ITR’s to be overall produced for each system. In parallel to this, progress shall be also assessed with a manhours’ evaluation. Percentage of task completed is better suited for mechanical completion progress and manhours based progress is better suited for commissioning because commissioning activities are more time consuming.

Commissioning Schedule & Manpower Histograms

Detailed planning of commissioning activities is of paramount importance, to achieve start-up schedule targets and drive the prioritization of construction and pre-commissioning efforts. This needs to be according to the defined start up and acceptance strategy and start up sequence. The numbered commissioning packages form the basis for the commissioning schedule.

Pre-requisites listings by systems need to be developed which in turn help define any requirements like temporary facilities, vendor’s assistance, spare parts and special tools/consumables for an efficient commissioning, as well as the logic in the network and the agreed milestones and priorities. Commissioning schedule is based on job card (activity) or on item/ITR what gives the possibility of deep progress and completion monitoring. Manpower requirements are based on Commissioning Schedule and must include Vendor Mobilization.

Construction Schedule Review

To ensure that the construction schedule will not jeopardize the commissioning schedule, it must be checked and reviewed at an early stage by linking it to the commissioning schedule to determine if there are any gaps. This review can give a good indication of when the overall transition from area-based to system-based construction should occur, based on maintaining the commissioning end target date.

Construction Schedule Area-to-System Completion Transition

After all heavy components and major piping have been installed, commissioning packages and activities becomes drivers for the sequence of construction work. From that point in time it is hugely beneficial to switch construction schedule from area-based to system-based and align it with commissioning schedule.

Moreover, approximately the last 20% of the construction work scope progress (including pre-commissioning) shall be reported by system, to make sure construction priorities are driven in detailed by the commissioning sequences to be implemented.

Vendor follow-up and FAT and SAT procedures review

Vendor packages and tagged items need to be tested to the maximum in the manufacturer premises prior to shipping to demonstrate that they are fabricated correctly as per design.

These tests are finalized through Factory Acceptance Tests (FAT) and Extended Acceptance Tests (EFAT).

These activities usually include energized and operational tests of the relevant packages end equipment, according to contractual requirements.

Reviewing of vendor engineering documentation and vendor follow-up during the equipment fabrication. Coordination between various vendors and FAT and SAT procedures review.

Execution and Handover

On site assistance to pre-commissioning and commissioning, site acceptance testing, start-up assistance and first-usage monitoring.

Services that our commissioning workforce provide include installation assistance to pre-commissioning and commissioning, site acceptance testing, start-up assistance and first-usage monitoring. They have experience ensuring that all systems and components of the project are designed, installed, tested, operated, and maintained according to client’s operational requirements.

Commissioning Dossiers

Commissioning Dossiers need to be developed early including agreement with Operations relating to content of the Take Over Packages.

Their development need to be followed up in the regular meeting including their filling as the work progresses.