- Began a turnaround improvement program for a European client.
- Conducted a one-week, scope review of a refinery-wide turnaround
(T/A) to be conducted in Spring 2008 at a major refinery in Europe.
Based on a review 130 of 840 work list items having an estimated cost
of 6.7 M Euros, potential savings of 1.5 M Euros were identified. Also
identified were significant T/A scheduling and organizational issues
that should be addressed in order to achieve the desired objectives in
a cost-effective manner.
- Conducted a Turnaround (T/A) Improvement Scoping Study for a
European client and developed a followup action plan.
- Continued a turnaround improvement program for a European refiner.
- Continued providing engineering support for a turnaround
improvement program for a European refiner. Includes development of a
Turnaround Manual that incorporates “Best Practices” and addresses
- Issued a report that provides recommendations to develop
cost-effective repair and maintenance strategies, and select
contractors, for major turnarounds being done on aboveground
atmospheric storage tanks. This report was part of a two-year program
to make significant improvements in the maintenance and reliability of
these tanks at a major refinery in Europe.
- Process plant turnaround (T/A) manual prepared for a major
European refiner. This manual was based on Carmagen’s Best Turnaround
Practices and covers all the major stages of a major refinery
turnaround from initial planning through detailed planning, T/A
execution, and post-T/A assessment and documentation. Through the
application of consistent practices, a plant will be able to plan and
execute turnarounds more effectively and efficiently, resulting in
lower costs and better overall turnaround performance. The manual was
customized to suit the client’s specific situation and experience and
is now being used. Client feedback has indicated that application of
the methods contained in this manual has reduced the planned T/A
duration by approximately 10%.
- Evaluated acceptability of a higher than design differential
pressure across an intermediate catalyst bed in a hydrocracker
reactor. Using a beam limit-load analysis, identified an acceptable
differential pressure that operations may use for guidance until they
shut the unit down for a planned turnaround.
- Poor lining design and internals installation details were
identified as the most likely causes of hot spots that occurred on an
internally lined, FCCU throttling valve. Recommendations for design
improvements were provided that can be implemented during a later