E X P E R T PARTNERING PROJECT CERTAINTY Eliminate You have heard the stories — or you have told them yourself — about Cost Reduce capital projects burdened by startup delays and excessive costs. Complexity PROJECT Decades-old project methods are not helping anymore. CERTAINTY Today, successful integrated project execution—whether a greenfield new build, a modernization, or a migration—requires all of us to go beyond traditional thinking. Accommodate Change Emerson’s Project Certainty approach provides a path to better E N G project results by eliminating cost, accommodating late changes, XPERT PARTN E R I and reducing complexity. The following stories should make it easy to envision your own future project savings and successes. Expert Partnering Accommodate Change Reduce Complexity Eliminate Cost Early and ongoing Project changes are Complexity among suppliers Innovative engineering collaboration with experts inevitable and frustrating. For and technologies drags down practices and design develops a project vision example, when an I/O design progress. But by eliminating eliminate costs associated that drives organizational change is requested a week bottlenecks you promote with hardware, the labor to Learn more about Project Certainty. consensus. Each key before system configuration, concurrent work streams. And install it, and the effort to stakeholder moves forward what is the impact? With the similarly, innovative project maintain it. feeling project ownership, a right strategy, you can absorb management technologies READ MORE > commitment to goals, and a these changes — and many mean reduced complexity in project strategy that will help others — without impacting data and documentation. meet those goals. the schedule. READ MORE > READ MORE > READ MORE > Expert Partnering Innovative and experienced partners brought to a project Working closely early, such as in the FEED stage, can put measures in with Emerson, Boliden place to drive strategic alignment. By setting the project achieved a 20% increase requirements early, application expertise and local and in production global engineering teams all work toward project execution and operations goals. without missing any project deadlines. Learn more about Project Certainty. Chemical Manufacturing (Europe) Team Chemistry and Expertise Overcome Complexity Time to Update Local and Remote A European chemical company knew its existing control system was being phased out. After working productively with the Expertise Emerson team, management saw the benefit of migrating to The Emerson Emerson’s DeltaV™ distributed control system (DCS). engineering work The facility employs a complex batch process to manufacture cell, fully dedicated plastic additives used in products such as PVC. To maintain to the project, based production, timing of the cutover and DCS migration was critical. enhancements of the complex As the project team began considering how to reverse engineer batch recipes on the Emerson the system design and migrate, they were up against a very tight standards library to streamline the work 15-month project schedule and a shutdown period of 2.5 weeks and assure the use of best practices. Expertise combined with the for installation, SAT, and start-up. They also needed to redesign library delivered a complex batch design that complied with S88. the batch implementation to be ISA-S88 compliant. Because the facility and Emerson teams had to work tightly together, they needed a way to share files and communicate effectively. Reducing the complexity of communication, Emerson’s Remote Emerson’s expertise made the project Virtual Office (RVO) collaboration platform provided secure, reliable, less complex and met the goal distributed engineering of automation projects on a common of an optimized batch strategy. infrastructure that reduced overall project schedule, cost, and risk. Project stakeholders from both companies could look at the configuration — facilitating adoption and reducing training. Familiarity Breeds Ease The RVO environment was also used to complete a virtual FAT. The Thanks to past successes and good chemistry between the two project team was able to stay at the plant and continue to manage project teams, Emerson was the organization’s choice to partner production during the FAT. The results included reduced travel, with in this migration. Management trusted Emerson to use expert Emerson guidance, and less time away from the operating its expertise to assist in taming the project complexity and in plant for personnel. Testing was completed in segments; while Learn more about Project Certainty. optimizing the batch strategy. Emerson was working on the next segment of configuration, plant personnel were testing the completed configuration. This helped The project would include full configuration standardization with ensure consistency and maintained the pace of progress. DCS reverse engineering, configuration, virtual FAT, start-up and commissioning, plus using DeltaV Batch Analytics for process Expert partnering and teamwork delivered the successful project optimization for recipes and transitions. on time. Boliden (Mining and Metals, Norway) Expertise Helps Accommodate Late Process Changes A Well-Used Smelter Seeks complex. Boliden requested Emerson to New Strength complete the upgrade The smelter in Odda, Norway has been in operation since the to the new DeltaV 1920s. Boliden, the current owner, now employs the smelter to software version in a supply Europe’s steel industry with zinc. Always on the lookout short eight-hour stop for improvements for their customers, Boliden planned to to the plant— including reduce process bottlenecks and increase automation flexibility system shutdown, in their operations through a project named P200. hardware swapping, and software adjustments. No Maneuverability, accuracy, and planning experience were required problem. The dedicated Emerson work to execute the automation and process improvements no matter cell upgraded the full system and swapped 4500 I/O in two and a the level of changes throughout the project. For the sake of half hours. customers and profits, extending the project beyond the schedule was not an acceptable option. Expand automation to boost production: As automation was added to manual areas of the facility, Boliden optimized the plant design through advances in techniques and technologies. A Migration, an Upgrade, and a Boost in Output “With three projects as complex as these, missed deadlines could have happened, but Boliden was bold in their goals. Their choice of automation partner, neither Emerson nor Boliden Odda would let Emerson, had to be just as bold in their execution. Immediately, Emerson gathered local and global resources to optimize the that happen.” project execution strategy; the Emerson work cell was dedicated - Sverre Strand, Boliden DeltaV™ distributed control system (DCS) migration: An outdated, non-Emerson control system was controlling many smelter areas, Ready for Another Hundred Years including the most critical– the roaster. Because that control system was leading to waste, Boliden scheduled a migration to the DeltaV Learn more about Project Certainty. Overall, a combination of local project execution, global support, DCS during a planned maintenance stop. Roaster migration had to and close partnership between Emerson and Boliden produced be complete in ten days. DeltaV CHARMs helped accommodate all success and met the schedule deadlines. Thanks to improvements I/O changes and were installed in existing DCS cabinets. Software implemented across the facility in many systems and processes, testing was performed upfront. Boliden increased Zinc production from 160 thousand tons to Upgrade to latest DCS software: Meanwhile in the leaching plant, 200 thousand tons — a 20 percent increase in production. an existing DeltaV DCS was operated from one large control room with many smaller remote control rooms. The network was Oil & Gas Reduce Complexity During and After Project Execution Profits on a Razor’s Edge Emerson’s project execution strengths Accuracy and speed matter in a liquefied petroleum gas (LPG) enabled execution terminal — an environment of razor-thin margins. Because LPG with high confidence prices can move quickly up or down, terminal operating companies of success. Emerson’s recognize their profits depend in part on the company’s ability to local presence move product through the terminal efficiently to meet changing and global capacity customer needs. meant a large group of Seeing increases in global energy usage and geographic commissioning resources imbalances between production and consumption, an LPG were available at the right times terminal decided it was time for an update. They set priority to work in shifts. Resource flexibility on reliability of the end process, the movement of data and allowed the schedule to be met. product, and the project automation team with whom they would partner. In addition to preparing the team to engineer, operate, and maintain the control Improvements on the Horizon system, RVO sped up the project by removing The organization knew they could improve operations by fully complications in FAT and implementation. replacing the old locally built control system. They also wanted real- time delivery data for their customers while optimizing lines to create more efficient transfer operations for ship, truck, and rail terminals. The global project team benefitted from Emerson’s Remote Virtual Office (RVO) — a dedicated, secure engineering Complicated, yes. environment accessible by Emerson and its customers. Using RVO, operators, maintenance, and technical personnel (locally Expertise and the Remote Virtual Office and at company headquarters) could participate in the project. In addition to preparing the team to engineer, operate, and Reduced Project Complexity Learn more about Project Certainty. maintain the control system, RVO sped up the project by As the project started, a dedicated Emerson team partnered removing complications in FAT and implementation. with the LPG team to discuss goals for the enterprise and for the After 33,000 project execution hours spanning just nine months project execution. Relationship and understanding the terminal and a 1.5-week shutdown, the LPG’s routings are safe. And the business model were important. A high-speed terminal such as organization can satisfy customers with real-time data and an this must avoid shutdowns, so communication, expertise, and optimized process. Thanks to expertise and partnership. planning were vital to prepare the team to respond to project issues and keep the terminal online as much as possible. Oil & Gas Collaborating for Success Field wiring flexibility that the team built into its system accommodated late receipt Setting the Bar High of essential EPC data, with the changes having no When an oil and gas company began developing a new offshore impact on meeting the first platform, the organization had a very specific list of needs for a project partner. oil deadline. The company was looking for a partner that could meet its platform would be located. preselection criteria to ensure the expertise necessary to help The organization valued complete the project on time and on budget. It was essential that the sales and service office any partner already have a history with the organization, show that had been established in the significant technical and execution differentiation, and have a vicinity, as it meant immediate access to local presence for sales and service. a wide range of subject matter experts. By selecting a company that would meet its global standards, management set the project up for success from the very beginning. Proven Partners Mean Proven Results The Benefits of Partnership By choosing to work with an expert partner in its project, the organization gained the ability to delay decisions far into the Management wanted the platform delivered on time. Absolutely no process. In one instance, the implementation team received delays were acceptable on the project, as each day past the first oil essential data from an EPC four months behind the agreed project target meant millions of dollars in lost revenue. The organization schedule. However, the field wiring flexibility built into the system looked to Emerson as a strategic partner. accommodated this, with the changes having no impact on Through numerous previous projects with the company, Emerson meeting the first oil deadline. had customized its Project Management Office (PMO) to create a Beyond reduction of schedule risk, management’s decision gave customized toolkit. Using this toolkit, the implementation team the organization flexibility in project execution. Getting a jump was able to get a jump-start on developing documentation in start on the development process provided a clearer idea of support of the FEED stage, allowing the company to reuse nearly what things would work and what ideas needed to be adjusted. 70% of project documentation from previous projects. Learn more about Project Certainty. Field wiring flexibility provided the means to make the necessary The platform design had substantial weight and space restrictions. adjustments, even late in the project. Any added equipment was scrutinized to the inch and ounce, yet I/O Altogether, the organization estimates that its expert partnering was numerous and complicated. The company selected Emerson’s choice saved the company a minimum of $10 million over the DeltaV™ Electronic Marshalling with CHARMs technology and field- course of the project. But even more importantly, key project mounted junction boxes, as they were the only equipment on the choices allowed the company to develop a state-of-the-art offshore market that could satisfy the platform’s constraints. platform that meets each and every one of its critical requirements. In addition, Emerson had already done work in the field where the Life Sciences (Europe) Delivering Relief to Patients Lives Depend on the Results execution system and DeltaV™ DCS could be A European pharmaceutical company initiated a project to bring online a seamlessly integrated. new biopharmaceutical production center. This fast-track project had to Seamless integration be completed — from design to production — within two years. enabled the project Engineers designed the bioplant manufacturing operation to team to shape and use include upstream and downstream processes in addition to all the the two systems as if they supporting processes for media, buffers, and utilities. Managing were one — spending less and documenting the automatic and manual activities involved time building, implementing, in production would require strong integration between the and (later) maintaining the systems manufacturing execution system (MES) and distributed control and the documentation. Not only did the system (DCS) so that a single batch record could be delivered solution reduce complexity through its native integration, but for each complex batch run, and so that engineers could design it enabled the project team to absorb last-minute changes. The recipes in one system rather than in multiple. customer’s project team saved engineering time because batch Bringing all the data and systems together efficiently would design is performed in just one system. require assistance from an expert partner not only with experience in the biopharma industry, but with strong success in integrating biopharma systems. Not only did the solution reduce complexity, but it enabled the project Multiple Systems, Multiple Teams team to absorb last-minute changes Working as One because the two systems were well and The company turned to Emerson for expertise and solutions in seamlessly interfaced. part thanks to Emerson’s Life Sciences Industry group and their strong track record in implementing comprehensive DCS and MES solutions in similar conditions with similar requirements. Learn more about Project Certainty. Success Emerson’s local project leadership integrated resources using common processes and tools. Emerson expertise included The team completed the project in the required timeframe additional global engineering teams in Europe and India to meet and the medications were introduced to patients soon after. the requirements of a complex fast-track project. Key also was the fact that Emerson’s Syncade manufacturing Accommodate Change Underestimating task times due to insufficient, Choosing Junction inaccurate, or late data causes late change orders, Boxes mounted in the rework, and multiple schedule extensions. But field enabled Seplat manufacturers around the world have found Emerson to save in labor costs, solutions not only accommodate change, they add documentation, and speed and flexibility, while reducing project risk and cabinet design time–a ensuring a better start up. savings of $1.4M. Learn more about Project Certainty. Statoil (Oil & Gas, Norway) Accommodating Change in Rough Seas Begin by Navigation through a Preventing Difficult Market Unplanned Changes In the turbulent North Sea, Statoil planned to erect a fixed platform that would extract 60K barrels of oil per day from the Norwegian from Risking continental shelf. Global market conditions at the time tightly Strategic squeezed the margins of oil and gas operations and significantly constrained costs. To succeed, the project would need to include Successes contributions from multiple international teams and hardware Even with everything in place and components from several remote manufacturing locations. high-quality vendors working around the Though Statoil recognized that execution complexity would be high globe, the project team experienced interruptions that could have and project changes numerous, they also knew production had to risked derailing automation success. start as soon as safely possible. Project changes must be completed For instance, control I/O hardware was required before design accurately. And the evolving project must meet deadlines. was final. Without DeltaV Electronic Marshalling with CHARMs technology, that condition might have caused delays. Instead, the Lay Solid Solution Groundwork project team created and delivered I/O hardware in standardized junction boxes without finalized software. To ensure profitability in the tough market, goals included project In addition, because Statoil had chosen wireless devices, any efficiency as well as long-term operational and maintenance savings. placement changes could be made quickly, and the plan reduced Statoil turned to Emerson for a fully remote, integrated DeltaV™ wiring by 9200 meters. distributed control system (DCS) and DeltaV safety instrumented system (SIS). Attractive also was the potential for maintenance and To make up time from delays outside the automation area, operational savings with 200 wireless Rosemount pressure and the project team used AMS Device Manager bulk transfer for temperature devices as well as AMS vibration monitoring capabilities. commissioning. In fact, commissioning multiple devices at once saved about two hours per device. To create efficient communication among global groups — accelerating design, testing, and commissioning — Statoil chose Factory Acceptance Testing (FAT) was performed safely, Learn more about Project Certainty. Emerson’s Remote confidently, and virtually; running all the normal tests without any By decoupling hardware Virtual Office (RVO). With control or I/O hardware. Emerson’s virtual FAT mobilized resources and software, the project RVO, the team could around the world and was complete in only two days with no team could put I/O access project resources hardware shipping or rigging. and expertise regardless hardware in place well Statoil and Emerson personnel stationed around the world built a of location and could streamlined team to align purposes, overcome cultural differences, before design completion. reduce travel time. and apply technology to succeed through difficult conditions. Kuwait Oil Company (Oil & Gas, Kuwait) When Change is the Only Constant requests, Emerson’s “Emerson and their local LBP made it possible local business partner, for us to make continual project improvements Almeer Technical Services, recommended without threatening our schedule.” DeltaV™ Electronic - Kuwait Oil Company Marshalling with CHARMs technology. Confidence in Emerson and Almeer from KOC’s top management Battling a Cumbersome, led to the implementation of Almeer’s recommendations. As old PLC Complicated System hardware was removed from the field, the temporary control When the Kuwait Oil Company (KOC) took over the EPF-50 sour room was demolished and replaced with a permanent control field gas and crude plant in northern Kuwait, the organization found center. The flexibility of CHARMs I/O allowed the upgrade team to that significant changes were necessary if the company wanted incorporate all field devices into the new control system without to continue its expansion. The programmable logic control (PLC) concern for signal type, preventing I/O issues from causing system installed in the field, with approximately 3,500 SIS signals delays. Electronic Marshalling made it possible for all changes, (overall 6,000 I/O’s equipped), needed to be replaced due to non- including ones that happened after systems were installed, to be segregation of ESD, DCS, F&G, and HIPPS, as well as non-availibilty of accommodated without cost or schedule overruns common in spares for future expansion. large-scale capital projects. With existing PLC hardware spread throughout the field, management of the upgrade had to be handled very carefully. The Stay Flexible, Stay on Target risk of unexpected changes during project implementation was high due to the high number of I/O points KOC had to accommodate. KOC’s implementation team was able to reduce marshalling cabinet footprint and significantly limit cross-wiring and running KOC needed an upgrade plan that would protect the organization new cabling, allowing them to make changes on the fly. Having from cost and schedule overruns due to late-project changes the flexibility to make these changes saved money and time. In Learn more about Project Certainty. common to complex overhauls. addition, the ability to make changes to engineering while the plant overhaul was in progress has helped the organization to Complicated Projects Bring build a system prepared for future expansion. Many Changes By working with an experienced, flexible local partner, KOC made key choices that allowed for changes on-the-fly, avoiding Seeking to meet KOC’s desire for flexibility in mid-project change extra costs and the risk of running behind schedule.