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 Engineering
FB&D has the ability to perform several different types of engineering:
Capital Cost Control and Value Engineering
Cost control is a key element to project success. The business decisions to proceed with a project are usually based on very preliminary information of varying degrees of accuracy about the final cost of the installation.
Pressures from many areas tend to increase costs during the life of a project. As details develop, unforeseen requirements unfold. "Nice to have" facilities may get added by the project team when management wanted a "bare bones" facility. Options exist on how to achieve specific process requirements which can vary significantly in cost. The list of other reasons cost tends to grow is extensive.
The industry standard method to manage capital cost is to develop a series of total installed cost (TIC) estimates over the life of the project and take corrective action as required if the estimate exceeds the appropriated project budget. FB&D recommends Value Engineering as an additional project management tool to take successive cost control to a higher level.
Each TIC estimate is based on more detailed, firmer information as the project proceeds. Consequently, each TIC estimate is more accurate as the project progresses. However, as the project progresses into the detail design phase, the ability to affect final project cost greatly decreases.
FB&D's proposed project strategy includes strategic decisions on when to prepare an estimate, what type of estimate to prepare, and how to use the estimate to maximize cost control during projects. A summary of the estimating decisions includes:
- Develop a "factored" type total installed cost estimate based on the Process Design Specification
(PDS).
- Review the estimate with client management.
- Hold a Value Engineering meeting to check the project at this point for cost effectiveness. Value Engineering is described later in this section.
- At about 30% completion of detailed engineering, prepare a detailed cost estimate. This estimate will be "open book." Client is free to review it in detail. From this estimate, a lump sum price for the plant to be mechanically complete can be negotiated.
This strategy maximizes client's ability to control capital budget. Reasons include:
- The PDS is the key to real cost control. Enough detail is developed that specific business and technical decisions can be made on the basis of hard data, not "educated guess."
- Project scope can be changed at the PDS level as required (eliminate equipment, use a different design option, reduce capacity, etc.) with a minimum of impact to engineering cost (rework).
- The scope changes that result at the PDS stage are exact changes to the basis for the estimate. The estimate can be updated easily.
Project schedule impact is minimized by scope changes at the PDS phase.
Value Engineering
Value Engineering is an intensive and comprehensive study that systematically evaluates each aspect of a project for cost-effectiveness. The study is performed by a multi-discipline team typically consisting of a Value Engineering facilitator, project management, process engineering, other technical specialists as required by the project, and a corporate financial analyst. Value Engineering utilizes the techniques of brainstorming and flow charting to identify opportunities for cost improvement. The study is usually conducted after the completion of the PDS and prior to start of detailed engineering. In this manner, the schedule impact and potential for rework is minimized.
The Value Engineering Study culminates in a report to upper management summarizing the recommendations and the estimated return on investment for each. Once management has decided which recommendations will be implemented, these decisions are documented via revisions to the PDS (or separate final report) and estimate.
In addition to capital or cost savings, opportunities to reduce operating costs are frequently identified. Bringing the team together stimulates communication and cost savings opportunities are frequently uncovered.
FB&D has participated in many Value Engineering Studies. While these meetings vary in title, scope, length, and format, they all have the objective to check the design for cost effectiveness and identify cost savings.
For example, we participated in recent Value Engineering studies for two Shell Oil Company projects: a grassroots Sulfuric Acid Alkylation Unit and a Catalytic Cracking Unit Modernization. About $1,000,000 was saved by implementing recommendations from the Value Engineering Studies. These recommendations included the use of sealless pumps instead of pumps with double mechanical seals, and the replacement of many individual instruments with a Bentley-Nevada monitoring system for rotating equipment.
Other representative examples of client-implemented recommendations made by FB&D:
- Automated control system for batch catalyst loading that increased plant capacity by about 10% per year.
- Split the plant flare system into a high pressure system and a low pressure system to eliminate hundreds of feet of large diameter piping.
- Single-source pumps to compress schedule and save thousands of dollars in construction indirect field costs, as well as to minimize spare parts inventory costs.
- Eliminate valving between equipment to allow multiple equipment items to be relieved by a single pressure safety valve.
- Reduction of plant waste stream by installing a recycle loop.
Process Experience
Our corporate total of sixty-four process engineers have specific experience with the complete spectrum of refining/petrochemical processes and many specialty chemical processes. FB&D's Process Department averages over twenty years of experience (years since B.S.), ranging from four years to over forty. All are degreed engineers, with over a third of these people having advanced degrees. This group averages over five years of service with us, ranging from one year to over twenty.
Significant experience areas include:
Scope Document Preparation
Our Process Department takes the lead in scope document preparation by defining the basic requirements of the work. They are responsible for preparing the process flow diagrams, heat and material balances, engineering flow diagrams, equipment duty sheets, basic instrumentation philosophy and data, pipeline data, etc. The process group, together with project management and other engineering specialists, will assess early in the project which equipment is long delivery. The process design will then be scheduled to support the early procurement schedule without compromising the quality of design. To accomplish this requires the close cooperation of all project participants, a key to FB&D's success.
Recent front end design projects include scope book preparation for a grass roots Sulfuric Acid Alkylation Unit for Shell Deer Park, conceptual design for the Exxon DILA debottleneck and process studies for the Rubicon DPA Unit.
Debottlenecking/Revamp Projects
Debottlenecking and revamp projects are a company strength. Our Process Department has many years of experience with projects involving process studies of economics, feasibility, assessment of existing design adequacy and revisions to existing designs for debottlenecks, revamps and system turn downs. Recent projects include a debottlenecking study of a CCU Gas Plant and downstream Amine Treaters for Shell Deer Park, a new Wet Gas Compressor for a refinery revamp, and process studies for turning down rates to a pressure swing adsorption Hydrocarbon/Nitrogen Recovery Unit at a plastics plant.
Process Studies
Process studies are an integral part of almost every project. We strive to find the most cost effective solution that adequately meets the client's requirements, whether it is finding the best type of treatment method or revising the internals on existing equipment to meet future process conditions. FB&D is prepared to assist our clients with timely completion of process studies so that the project scope can be firmed up and the project can proceed as rapidly as possible to the next stages of capital appropriation and detailed engineering.
Process Simulation
We have extensive experience in process simulation using simulators such as PRO/Il, PROCESS, HYSIM, ASPEN PLUS, CHEMCAD, FLOWTRAN, AND DOWSIM. All PC-based simulation is performed on Compaq 486's.
Representative examples of models developed by our process engineers include hydrotreater units, a sulfuric acid alkylation unit, a CCU main fractionator overhead system, and several amine absorber/stripper systems.
In addition to programs that simulate process units, we have a number of specialty programs for heat exchangers and piping networks.
Heat Exchanger Design
We have the capability to design new shell and tube exchangers or check/rate any existing heat transfer equipment. Using HTRI, B-JAC, and other software, process engineering will perform the thermal design (our Mechanical Department performs the mechanical design) of all exchangers. If desired, we can obtain tube layouts and budget prices with B-JAC.
Piping Network Simulation
We have a depth of experience in process piping network simulation and simulators including INPLANT, KYPIPE, PIPENET, and FLARENET.
Representative examples of models developed by our process engineers include a refinery flare and cooling water system, and a pneumatic solids conveying system for a Catalyst Activation Unit.
The FB&D Process Department looks forward to meeting your needs.
Environmental Capabilities
 FB&D has extensive environmental capabilities in the areas of air, water and hazardous waste. FB&D specializes in the design, construction and troubleshooting of air pollution control facilities, wastewater, water and stormwater treatment and handling facilities, and hazardous waste management facilities. FB&D also supplies technical assistance with environmental audits, permitting, regulatory analysis, waste minimization, emissions inventories and hazardous materials inventory reporting (SARA Form R).
FB&D is familiar with the personnel, philosophy and dynamics of the Louisiana DEQ, the Mississippi Department of Natural Resources, the Texas Air Control Board and the Texas Water Commission. FB&D has assisted clients with presentations to the agencies and has permitted grandfathered, grassroots and previously exempted facilities. Lead personnel have been trained at permitting workshops for multiple Gulf Coast States.
Recent representative environmental projects:
Mechanical Engineering
Experience
All members of our corporate mechanical engineering staff have experience in sizing, specifying, troubleshooting and analyzing petrochemical, inorganic chemical, and petroleum refinery related equipment. Certain individuals would be particularly qualified in specific types of equipment as listed below:
- ASME Pressure Vessels
- API Tanks
- Fired Heaters
- Heat Exchangers
- Cooling Towers
- Pumps
- Compressors
- Refrigeration Systems
- Materials Handling Equipment
- HVAC
Our analytical capabilities include the following:
- Pipe Stress Analysis
- Vibration and Acoustical Analysis
- Vessel and Equipment Nozzle Loadings
- Detailed Mechanical Design of Tanks, Vessels and Heat Exchangers
- Metallurgy Questions
- HVAC Design
Specifications
We have prepared specifications for practically every equipment item found in a petroleum refining/petrochemical facility. We recently implemented specification preparation on our mainframe Pyramid computer system.
Analytical Tools
FB&D has the following PC-based computer programs:
- B-JAC for Shell and Tube Heat Exchangers
- Codecalc for Vessel Analysis
- Steam Trap Sizing
- Relief Valve Sizing
- Caesar II for Pipe Stress Analysis
- Provessel
Troubleshooting
FB&D's mechanical engineers are often called upon to troubleshoot the following field problems:
- Pump Problems
- Noise Problems
- Vibration Problems
- Setting of Equipment
- Metallurgical Questions
- Leaks
- Failures
Instrumentation/Electrical
Experience
All members of our corporate mechanical engineering staff have experience in sizing, specifying, troubleshooting and analyzing petrochemical, inorganic chemical, and petroleum refinery related equipment. Certain individuals would be particularly qualified in specific types of equipment as listed below:
- ASME Pressure Vessels
- API Tanks
- Fired Heaters
- Heat Exchangers
- Cooling Towers
- Pumps
- Compressors
- Refrigeration Systems
- Materials Handling Equipment
- HVAC
Our analytical capabilities include the following:
- Pipe Stress Analysis
- Vibration and Acoustical Analysis
- Vessel and Equipment Nozzle Loadings
- Detailed Mechanical Design of Tanks, Vessels and Heat Exchangers
- Metallurgy Questions
- HVAC Design
Specifications
We have prepared specifications for practically every equipment item found in a petroleum refining/petrochemical facility. We recently implemented specification preparation on our mainframe Pyramid computer system.
Analytical Tools
FB&D has the following PC-based computer programs:
- B-JAC for Shell and Tube Heat Exchangers
- Codecalc for Vessel Analysis
- Steam Trap Sizing
- Relief Valve Sizing
- Caesar II for Pipe Stress Analysis
- Provessel
Troubleshooting
FB&D's mechanical engineers are often called upon to troubleshoot the following field problems:
- Pump Problems
- Noise Problems
- Vibration Problems
- Setting of Equipment
- Metallurgical Questions
- Leaks
-
Failures
Civil/Structural Engineering
Experience
Our civil/structural engineering staff has extensive experience in the development of projects commencing with site feasibility studies and follow through with site development and design of foundations, structures, and buildings. Our civil/structural department averages over twenty (20) years experience and many of our engineers have advanced degrees, including Phd's and MSC's.
Specific areas of expertise include:
- Surveying
- Site Development
- Foundations
- Structures (Steel, Concrete, Composite)
- Buildings
- Roadways
- Railroads
- Marine Facilities
- Drainage
- Municipal
- Hazardous Waste Site Remediation and Closure
- Plant Support Facilities
Engineering and Design
FB&D utilizes state-of-the-art systems and methodology in performing engineering and design activities. Advanced computer programs such as STAAD are employed to model and design structures. CADD and Microstation are used to develop design drawings. These systems help ensure error free, efficient, and consistent services.
Environmental
FB&D has for many years provided civil engineering support to clients involved in the clean-up of hazardous waste sites, both onsite and offsite. This work continues today affording FB&D the opportunity to continue to gain knowledge and experience in this important endeavor.
Project Controls Engineering
Project controls engineering is comprised of three different areas.
Project Controls
Project Controls, as provided by FB&D is based on project complexity, time frame and the level of detail required to control the project. The tools and manpower assigned to the project are determined by client and project management agreement.
Planning and Scheduling
 Project scheduling's primary functions as part of the Project Team are: 1) collecting information; 2) determine controlling factors; 3) schedule preparation and analysis; 4) review and issue schedule and 5) status, maintain, analyze and recommend actions to change unfavorable trends.
Develop of Project Schedule
In order to develop a schedule that is realistic, obtainable and satisfactory to both the client and the contractor, it must be developed with input from all affected parties. Allowances for available manpower, equipment/material delivery times and construction time frames all must be considered. Through interaction with individual discipline leaders, the client, construction personnel and procurement personnel, a schedule is developed which best reflects the project scope, goals and time table. Project Controls coordinates the gathering of this information. Based on experience in scheduling from similar activities, jobs and projects, a summary schedule is then developed with the PC-based software Primavera (P3). This schedule is then expanded, using a Hammock format which relates to the Drawing Status Reports Milestones. The individual schedule activities are then resource loaded, durations applied, and logic constraints integrated throughout the overall project.
Update and Schedule Control
Once a schedule is developed and approved, the scheduler is responsible for review of the work being accomplished versus the work scheduled to be accomplished. A thorough review of earned manhours, remaining manhours, and periodic audits of job progress in engineering and in construction are performed. Via close interaction with key project personnel and close observation of projected completion dates, the schedule is updated. It is reviewed with project management for signs of slippage or deviations which might create lost hours, work slow downs or late finish dates. A primary action is the review of critical path activities. Since these activities direct the schedule, close observance of them is necessary in order to alert project management and the client at the earliest possible time to potential delays or slippage.
Levels of Detail
Level I - Proposal Schedule
This schedule sets forth FB&D's intent with regard to the sequence of major events and estimated time spans required to complete those events. It establishes overall project duration.
This chalk board session schedule serves as a basis for more detailed planning when FB&D is awarded the project.
Level II - Project Hammock Schedule
The Project Hammock Schedule indicates major time frames allocated to the various job phases of process, engineering, procurement, construction and pre-commissioning activities. The presentation is usually in a time scaled bar chart format. This schedule serves for schedule control in the project's early stages, as well as providing the basic framework for all subsequently developed schedules.
Level III - Detail Schedule
The schedule is normally planned to be progressed on a bi-weekly basis, or as required by project management or the client. This update will include all engineering progress as reported against the DRSTAT system through the previous ending period. It will also include any adjustments as directed by projects from the previous progress meeting. Adjustments to logic and date constraints will be included upon receipt.
Optional Reporting
The following is a brief list of optional reports that can be made available upon request:
- Critical Path Only.
- One Week or Two Week Look-Ahead of Activities to Start and/or Finish.
- Individual Schedules at a Single Discipline or Function
- Current Versus Target Schedule with Variance
Cost Control
Cost Control, as provided by FB&D is flexible both in scope and in cost. The tools and manpower required to effectively monitor and control the project are based on project complexity, schedule, client preferences and the project manager's requirements.
By use of various methods and cost control techniques, each phase of the project is closely monitored for adherence to budget estimates and schedules. Audits are performed on engineering to insure that the manhours and progress being reported by key personnel are accurate. Any deviations from the budgets or schedules are evaluated for the cause, and solutions are proposed to the project manager. Expended manhours and costs are monitored closely for signs of developing trends and/or problem areas. By evaluating these figures, and taking into account factors such as remaining manhours, personnel required, schedule impacts and delivery schedules, a forecasted total can be estimated and used as a guide for future decisions and expenditures.
Tools utilized by the project controls department include:
DRSTAT (Drawing Status and Work Activity System)
This is a computerized drawing/activity tracking system which has replaced manually produced drawing status reports. DRSTAT, an integral part of FB&D's Project Information Management Systems (PIMS), is used to keep track of all the drawings, audit activities, and miscellaneous tasks being worked and itemized budget on the project (engineering, procurement, and construction). The manhours earned, remaining manhours, forecasted totals, variances and percent completes are tracked by each drawing/activity/task in order to better evaluate progress and deviations.
Payroll
Manhours spent are input weekly through use of weekly payroll sheets filled out by each person working on the job. Once these hours, plus miscellaneous expenses are uploaded into the cost system by audit code, a project cost report is run for actual spent versus budget analysis.
Scheduling Programs
The project schedule can be resource loaded with manpower requirements and material/equipment costs. Once resources are loaded, resource distribution and cash flow curves can be generated. These curves are then used for comparison with the numbers actually being expended on the job.
Job Cost System
Actual job costs (manhours expended and associated costs, material/equipment costs, and miscellaneous costs) are maintained in our job cost computer system, with information obtainable on a weekly, bi-weekly or monthly basis as required.
Elements of Cost Control
Code of Accounts - The coding system for estimating, budgeting and report project costs.
Cost Analyst - The individual assigned to a project whose prime responsibility is the monitoring, reporting and analyzing of cost control data for the Project Manager.
Original Budget (Manhours) - Manhours estimated for the original scope of work on the project.
Original Budget (Dollars) - The estimated budget cost for the original scope of work on a project. It is obtained by multiplying the original budgeted manhours by a estimated budget cost per manhour and adding estimated non-labor costs (reproduction, materials, etc.).
Current Budget (Manhours) - The original budgeted manhours for the project modified to include all scope changes to date.
Current Budget (Dollars) - The current budgeted cost of the project obtained by multiplying current budget manhours by the estimated budget cost per manhour and adding the current estimated non-labor costs (reproduction, etc.).
Scope Change - A change to the approved budget estimate requiring a revision to the project execution plan.
Audit - A determination of progress on any measurable document/activity on the project.
Earned Manhours - A measure of the work accomplished on a task obtained by multiplying the percentage complete of the task by the budget manhours for the task.
Experience Index (Manhours) - A comparison of the actual manhours expended to the manhours earned for any task, account code, discipline code, or the total project.
Cost Engineering Responsibilities
Monitoring Project Costs - Cost analyst is responsible for reviewing all costs charged against the project on a bi-weekly basis to insure that they are valid.
Budget Control - Cost analyst is responsible for insuring that all approved scope changes are incorporated in the project budget for reporting purposes.
Engineering Audits - On a bi-weekly basis each discipline leader will assess earned progress on each drawing/activity for his discipline. The percent will be per the predetermined "milestone chart" which is developed in the project planning stage. Project management/services will be progressed on a timeline basis. The cost analyst reviews earned progress using the drawing status audit reports. Actual cost information along with earned progress is combined to calculate the Experience Index (El) for each discipline as well as the overall engineering portion of the project.
Forecasting - The cost analyst shall use earned progress information along with any cost trends that have developed to forecast remaining project costs.
Corrective Actions - The Project Manager shall work closely with the cost analyst to insure maximum use of the available cost data in determining a required corrective action. An initiated corrective action is monitored closely by the cost analyst to determine effectiveness. This can be accomplished by a special audit for the area in question.
"Payout" requirements - The cost analyst shall establish the projects planned pay-out requirements by providing cost information for loading into the project schedule. As the project progresses, updated information shall be provided to scheduling. This data shall include actual and forecasted cost information. The results of schedule progressing shall be to update project "pay-out" requirements.
Scope Changes
FB&D's design leaders and lead engineers jointly with project management (the project manager, and/or project engineer/coordinator) have the responsibility to monitor the project execution with regards to work scope changes. Any work scope changes are to be noted and transmitted to the project controls group. Client written approval is required before any work is accomplished on a scope change.
Scope Change Processing
- All design changes shall follow the work flow process diagram.
- All change requests shall be executed on scope change documents.
- Change requests shall be initiated by the discipline leader which the change affects. The lead person shall submit to the cost analyst a description of the change and a scope change detail sheet showing all drawings and/or activities that have been affected.
- All change requests shall be approved by the Project Manager prior to issuing to the client.
- All scope changes shall be entered into the DRSTAT for tracking progress. Changes shall be entered at the drawing/activity level.
- All scope change proposals shall be expedited by the cost analyst. Expedient processing of changes is desired to insure valid progress assessment.
- Construction cost impact for scope changes shall be estimated upon client request.
- The cost analyst shall be responsible for updating project controls documents upon approval of scope changes.
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