Wishing a Long Easter Weekend 2016

Happy Holi 2016

Holi is an apt time to break the ice;
Renew relationships;
&
link yourself with those that you wanted to;
With a Bit of Color.

9 Golden Rules to Achieve Project / Target

Here are nine ways you can contribute more effectively to make the projects/target you work on more successful, regardless of your specific role.

1.        Understand the end goal. Since a project/target has a defined ending, it is important that each contributor to the effort knows the desired end result. "Begin with the end in mind."

2.       Identify clear roles. Each person is an important piece in the overall project puzzle. Know your role and the roles of others. If you are a project leader, take the time to clarify these roles for everyone. If you aren't a leader, ask until you really understand how best you can contribute.

3.      Collaborate. Project work is often fluid and free flowing. Once you understand your role and the roles of others you are in a position to collaborate with them more successfully. Look for ways and be willing to collaborate.

4.      Recognize inter-dependencies. The bigger the project, the more linked and interdependent are the people and the tasks. If you see only your small piece of the project, you may not realize how you are finishing within two days sooner but might have a huge impact on several other things staying on track. Conversely if you fall two days behind on one of your tasks, the effects on the end results could be much longer delays. You aren't an island. Your work products, decisions and efforts affect many others. Recognize and work with the inter-dependencies between you and the others involved in the project.

5.      Ask questions. Projects can be complex. Don't be afraid to ask questions to know more about any of the things mentioned above.

6.    Communicate. Asking questions is communicating, but so is giving updates. Checking in with others. Co-coordinating schedules. If you are a project leader the importance of communication can't be overstated. If you are any team member other than the leader, communication is just as important. You can't leave it to the leader. Check in with others. Get their input. Find out when the pieces you will need will be completed. Update people on your progress. Communicate!

7.        Break it down. Take the big project steps and break them down into definable tasks that you can get your hands around.

8.        Look at the past. If a version of this project has been done in the past, look for the lessons learned to improve your results this time. Think too about other projects you have been involved in. Even if the project was smaller or larger and the goals were very different, there are likely lessons you learned that you can apply - things you did well that you would want to repeat, and things you could have done better that you can correct on this project.

9.       Look to the future. Take a little time to document the best practices and ideas that work for you during the project. Whether this is a formal task for everyone on the project, or just your own notes to help you to continuously improve, investing a little time now will make your contributions to all future projects more valuable and efficient.

** With Inputs from HR-Manager, CGC Converse Technologies Pvt Ltd

Mini Oil Refineries in Indonesia

JAKARTA (converse-technologies.com) – The Indonesian government is planning to build mini oil refineries in 8 clusters as a move to reduce costs, according to Director for Oil and Gas at the Energy and Mineral Resources Ministry (ESDM) Agus Cahyono Adi.

The mini refinery plants will be built at Cluster I North Sumatera, Cluster II Selat Panjang Malaka, Cluster III Riau, Cluster IV Jambi, Cluster V South Sumatera, Cluster VI South Kalimantan, Cluster VII North Kalimantan (Kaltara) and Cluster VIII Maluku.

The construction of the mini refinery plants will be tendered to private sectors. He said the mini refineries will be built near the marginal oil fields. At present, the production sharing contractors (PSCs) develop marginal oil fields at high costs as the production from these fields are relatively low. The costs to produce oil from these marginal fields are covered through cost recovery scheme, therefore if the costs are reduced it also helps the government in reducing expenditures.

The mini oil refinery plants will have capacity to produce or process 10,000 barrels of oil per day.

He said in Cluster I, the mini refinery will be built near Rantau and Pangkalan Susu blocks; in Cluster II Selat Panjang Malaka, mini refinery will be built near Emo Malacca Strait and Petroselat blocks; in Cluster III Riau, mini refinery will built near Tonga, Siak, Pendalian, Langgak, West area blocks.

In Cluster IV Jambi, mini refinery plant will be built near Palmerah, Mengoepeh Lemang and Karang Agung blocks; in Cluster V South Sumatera, a mini refinery will be built near Merangin III and Ariodamar blocks; in Cluster VI South Kalimantan, a mini refinery will be built around Tanjung block; in Cluster VII North Kalimantan, a mini refinery will be built near Bunyu Sembakung, Mamburungun and Pamusian Juwata blocks; while in Cluster VIII Maluku, a mini refinery will be built near Oseil and Bula blocks.

He said companies that have the capacity to build oil refineries are Pertamina, TPPI and TWU. However, other companies may take part in the tender. (*)

News Received from www.rambuenergy.com

Four oil producers agree to freeze output at January levels: Qatar Energy Minister

CGC Converse Technologies Pvt Ltd

DOHA: Top global oil exporters including Russia and Saudi Arabia agreed on Tuesday to freeze output to tackle a global glut but said the deal was contingent on other producers, with Iran absent from the meeting and planning to ramp up shipments. 

The Saudi, Russian, Qatari and Venezuelan oil ministers visited Doha for a previously undisclosed meeting - their highest-level discussion in months on joint action to help prices recover from their lowest in more than a decade. 

Read more at:
http://economictimes.indiatimes.com/articleshow/51008734.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst

As-Built with 3D Laser Scanning Adding Value to Engineering Revamp Work

As Built from Laser Scanning of Site/Plant

Introduction

As Engineering firms move from the historically time-consuming and inaccurate manual entertainment of as-built documentation for the adoption of as-built laser beam documentation, the revamp landscape is beginning to dramatically change. CGC Converse clients have significantly improved the profitability and risk user profile of commercial revamp (“Brownfield”) projects. According to our rich industry experience, CGC Converse has performed a specific analysis of the key revamp challenges faced by Executive companies and the numerous value as-built laser documentation can offer for cost, schedule, quality and safety, bringing them in-line with grassroots jobs.

Key Challenge Faced by Engineering Firms for Revamp Work

With the adoption of 3D CAD tools and new work processes, the processing industries have liked year-over-year quality and efficiency improvements on capital tasks. In particular, grassroots (“Greenfield”) projects have become substantially less risky with more predictable costs and routine. Quality has even developed to the point where Owner/Operator organizations have come to expect near absolutely no design errors.

Unfortunately, these measurable improvements have not easily transferred to industrial revamp benefit due to many reasons, including inaccurate and unfinished information on physical dimensions and location of steaming and equipment (the “as-built documentation” for the facility), frequent site visits for manual measurements and construction interferences and high remodel rates due to incorrect or missing measurements. The particular following four challenges were identified as the key hurdles in avoiding processing companies from achieving world-class performance.

Challenge 1:  Delivering on Tightening Project Budgets

Job managers are being pushed to control costs as a method to improve capital project success. However, they have also come to expect certain incremental costs on maintenance and modification projects which have to be covered, whether they are budgeted or not. Recreating as-built paperwork is one such object that needs to be completed early in the project to ensure that accurate and reliable information is available for design, fabrication and building. This is an important step in the design process as all succeeding steps derive from this information. Manual measurement processes are time-consuming, expensive and problem prone, which drives up costs and adds pressure to the project routine.

Another cost is the need for field fit-up welds to compensate for inaccurate and unfinished as-built documentation. This limits the amount of manufacture work which can be accomplished before the turnaround and boosts the amount of field routing that must be completed during the turnaround.

There are additional cost savings which can be gained by optimizing the engineer and design processes. However, self-confidence in the as-built documents and inability to effectively share this info across geographically diverse team limits ability to take benefit of some of the non- traditional approaches to reduce engineering costs.

Challenge 2: Meeting the Turnaround Schedule

Provided the inherent obstacles associated with field construction, engineering companies face a considerable risk from turnaround holds off. Lost production can cost a typical processing plant $500, 000 per day or even more, thus the fines for missing the plan can also significantly hurt a project’s profitability. Inaccurate and incomplete as-built documents used for designs significantly enhances the risk of field rework for a lot of reasons, such as as-built documentation that assumes all equipment and structures are orthogonal, pipes is always round and columns that are usually plumb, which is rarely the case in the real world. In addition, many installed components – such as small-bore piping, conduit, wire trays, ductwork and arrangement – are often not documented at all. These difficulties add not only cost, but also time to projects in the form of rework, field trips and re-design.

Challenge 3: Achieving Quality Expectations

Regardless of quality improvement initiatives, it is not uncommon for maintenance and modification rework rates to run as high as 5 to 10 percent of any project’s total installed cost (TIC). There is substantial pressure to bring this quality metric down, but the not enough accurate as-built documentation and resulting rework or interferences cause constructability issues that keep this rate high.

Challenge 4: Protecting Safety in Hazardous Conditions

The inherent safety hazards of working at the plant site increase because of this of having to send crews to the field for prolonged periods to gather as-built documentation. Energetic plant hazards include material exposure, having more staff in the plant for manual data collection and having to measure structures in cramped work environments.

Many believe that any activity that drives up the time spent in the field as a percent of the total task time is bound to negatively impact recordable. Traveling the risk factor even higher is the reality that the majority of Engineering firms and running companies are self-insured. Given the high cost of both medical and liability issues, companies are always looking for ways to improve safety.

Value and Specific Benefits of Laser As-Built

As identified the key sources of value as-built laser documentation for the processing industries fall into four main categories:  cost, schedule, quality and safety.  The table below lists these main sources of value and the specific benefits clients receive that provide the value. 

Category	Specific Benefit
Reduced Costs	Reduced field trips by 75% Reduced fit-up welds by 50% Increased the amount of offshore design by 25%
Optimized Schedules	Reduced as-built documentation collection time by 80% Reduced new design modeling time by 30%
Increased Quality	Lowered rework rates by 1% Increased shop fabrication by 10% Created better pipe routing plans to save one day
Improved Safety	Fewer personnel in the plant collecting data and less exposed to hazardous       conditions

Diwali Comes Early for CGC - Converse Team

The management is extremely delighted to note the hard work of the RASGAS ENTIRE TEAM, the production staff, QC Leads, Team Lead, Project Manager and our Head Office Team’s support to bring about this excellent performance for the Part I.

On behalf of CGC, we applaud you on your fine contribution to the company’s success in the last quarter. The management looks forward to a similar stellar performance from you for this project.

Thanks for being exemplary team.

Best Wishes and Continued Success to entire CGC Family

CGC - Converse Technologies