Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.

1. EPC Project Interdependency
and
Work Flow

2. Our Belief
Now Everyone Can Be Trained

3. Table Of Contents
Topic Page
Introduction to EPC Project Management 5
EPC Project Management work flow 13
Engineering Document Issuance Purpose 19
Engineering Work Flow 21
Procurement work flow 43
On Shore Project Schedule and Schedule dependency 46
Work Front Concept 48
Advance Work Packaging 52
Sample WBS 65
Piping Engineering as case study 73
Vessel Fabrication Work flow as case study 83
3

4. 4

5. Don’t be like this…
5

6. EPC Project Management
- Introduction
6

7. EPC Project Management
EPC stands for Engineering, Procurement, Construction and
is a prominent form of contracting agreement in the
construction industry.
The engineering and construction contractor will carry out
the detailed engineering design of the project, procure all
the equipment and materials necessary, and then construct
to deliver a functioning facility or asset to their clients.
Companies that deliver EPC Projects are commonly referred
to as EPC Contractors.
The EPC phase of the project is also known as the Execution
phase which normally follows what is know as a FEED or
Front End Engineering Design phase. The FEED is a basic
engineering design used as the basis for the EPC phase.
The FEED can be divided into separate packages covering
different portions of the project. The FEED packages are
used as the basis for bidding on when the client offers the
EPC work to the market.
Under an EPC contract, the contractor designs the
installation, procures the necessary materials and builds the
project, either directly or by of the work.
In some cases, the contractor carries the project risk for
schedule as well as budget in return for a fixed price,
called lump sum LSTK depending on the agreed scope of
work.
EPCM stands for Engineering, Procurement, Construction
Management. This type of contract is different to an EPC
Contract in that the Contractor is not directly involved in
the construction but is responsible for administering the
Construction Contracts.
EPCI stands for Engineering Procurement Construction
and Installation which is a common form of contracting
arrangement in the Offshore Construction Industry. As
opposed to an EPC contract, the offshore facility or vessel
that is constructed has to be transported and installed at
the project location.
EPIC stands for Engineering Procurement Installation
Commissioning is typically a Lump Sum Turn Key (LSTK)
type Contract integrating the responsibility going from the
conception to the final acceptance of one or more
elements of a production system. It can be awarded for
all, or part, of a field development.
7

8. EPC Project Organization
8

9. EPC Project Organization
9

10. Design Procurement
Manufacturing/
Fabrication
Shipment
Installation
Construction &
Erection
Inspection & FAT Hand-Over
10

11. Engineering in the Project
11

12. Engineering Discipline
12

13. EPC Project Management
- Work Flow
13

14. Engineering work flow concept is required to be fully understand
for someone who involved in the EPC Planning and Activity
Sequencing.
This concept is applied when the EPC level 4 schedule is
developed.
The process of engineering work to produce the required
deliverables depends on not only within the functional
discipline itself but also among the process, mechanical and
piping engineering functions.
Engineering in EPC project is the task of translating a set of
functional requirement into a full set of drawings and
specifications depicting every detail of a facility,
Engineering involves varieties of specialties, which include :
• Process
•Civil and Structure
•Mechanical
•Piping
•Electrical
•Instrumentation
•General Engineering
•Safety
Engineering Work Flow
There are many interdependencies between engineering
documents.
For instance piping routing drawings are issued after the process
diagram Is defined.
Most of the documents will usually issued several times, at
different stages to for review as well as to incorporate the
comments.
Typically a document is first issued for Internal Review (IFR) of the
other disciplines, then to client for comment (IFC), it will be
returned to be incorporated with the client comments and issue
for Approval (IFA), then for construction (IFC) and last once
everything is confirmed and will Approve for Construction (AFC)
14

15. The entire strategy is dependent on Engineering and
Procurement providing their deliverables to meet
Path of Construction.
Contractor mobilizes based on Engineering forecast
of IFC EWPs (Engineering Work Packages).
15

16. Engineering Work Flow
Engineering Disciplines
Activity Process
Civil and
Structure
Mechanical Piping Electrical Instrumentation
Diagrams
Geographical
Drawing
Architecture
Drawing
Calculations
Equipment or
material spec,
data sheet &
requisition
Site work spec
Engineering phase is very much concerned with documentation.
16

17. From Sequential To Concurrent Execution
Engineering Procurement Construction
Engineering
Procurement
Construction
17

18. Project Execution
The Past: sequential execution
The Present: concurrent execution
18

19. EPC Project Management
- Engineering Document Issue Purposes
19

20. Issuing Purpose
FYI For Your Information
IAB Issued For As-Built
ICR Issued For Construction Record
IFA Issued For Approval
IFB Issued For Bid
IFC Issued For Construction
IFD Issued For Design
IFE Issued For Estimate
IFH Issued For Hazop
IFP Issued For Purchase
IFR Issued For Review
IFS Issued For Squad Check
IFU Issued For Use
IFV Issued For Void
RLM Red Line Mark-up
RTS Return To Supplier
SFR Supplier Issued For Review
SFS Supplier Issued For Squad Check
AFC Approved for Construction
20

21. EPC Project Management
- Engineering Work Flow
21

22. Engineering Workflow
22Source : Herve Baron Oil & Gas Engineering Guide
slideshare

23. Engineering Workflow
23Source : Herve Baron Oil & Gas Engineering Guide
slideshare

24. Engineering Document Review Cycle
Step Review cycle
Rule of credit
Increment% Cumulative%
1 Study and design preparation 5% 5%
2 Issue for review (IFR) 10% 15%
3 Issue for approval (IFA) 20% 35%
4 Issue for construction (IFC) 30% 65%
5 Approved for construction 35% 100%
24

25. Engineering Document Review Cycle
IFR IFA IFC
P&ID
REVIEW
HAZOP
PIPING MTO
& PO
25

26. Document Control
Engineering
Client
Vendor
Documents
submitted
to client
Approval/
Comments
Documents
submission Comments
•Client Review cycle. (IFR,IFA,IFC,AFC)
•Client Review duration
•Engineering submission cut-off
•Maintain internal and external baseline
•Vendor information criticality for client
doc approval
•Vendor duration to incorporate the
comments
•Vendor delivery estimation
26

27. Vendor Data
Engineering is the integrator of the Plant equipment, and is highly dependent on vendor data
27

28. Engineering Work Flow – Process Design
Process Design
PFDs
H&M balance
P&IDs
Process data sheet
Equipmentspecification
Vendor drawings
Rotating
Pressure vessels
Heat exchangers
Fired equipment
Packages etc.
Layout
Civil
Electrical
Piping
Instrumentation
28

29. Piping Engineering Flow
PFD
Process
equipment
list
Piping
isometric
drawing IFC
Stress
ok ?
29

30. 3D
Modeling
(General)
1st Model
review
2nd model
review
3rd model
review
3DModel
30

31. 3D
Modeling
(Skid
Project)
1st Model
review (30%)
2nd model
review(60%)
3rd model
review(90%)
3DModel
IFA pipe support dwg
IFA pipe GA dwg
IFA piping plan dwg
IFA structural GA
IFA tubing routing
layout
IFI pipe ISO
IFA Instrumentcable
routing layout
IFA instrument cable
trench &tray layout
IFA Instrument
location
IFA Skid Tie-in report
IFA General
structuraldeflection
& stress analysis
report
IFA Structural GA
dwg
IFC Instrument
locationdwg
IFC pipe GA dwg
Piping Materials
P&IDs1st issue
Plot plan
IFD P&IDs
E&Imain cable
routing
First equipment
vendor dwg
IFC piping ISO
Final piping MTO
31

32. Skid 3D Modelling – Interdependency
30% PDMS
30% model review
Update PDMS model 30%
Issue close out report
Report review by EPCC
contractor
60% PDMS
60% model review
Update PDMS model 60%
Issue close out report
90% PDMS
90% model review
Update PDMS model 90%
Issue close out 90% report
Report review by EPC
contractor
Receivefinal comment from
EPC contractor
Successor for 60% PDMS (issue close out report)
IFI for piping ISO
IFI [Piping Isometric]
IFA cable routing layout
IFA instrumentationlocation
IFA pipe support drawing
IFA piping GA drawing
IFA piping plan drawing
IFA structural GA drawing
Successor for 90% PDMS (issue close out report)
EPC contractorreview piping GA
EPC contractorreview piping plan
EPCcontractorreview pipe support
EPC contractorreview structural GA
32

33. Skid 3D Modelling – Piping GA as example
30% PDMS
30% model review
Update PDMS model 30%
Issue close out report
Report review by EPCC
contractor
60% PDMS
60% model review
Update PDMS model 60%
Issue close out report
90% PDMS
90% model review
Update PDMS model 90%
Issue close out 90% report
Report review by EPC
contractor
Receivefinal comment from
EPC contractor
Prepareand Submit IFA Rev.A [Piping GA Drawings]
EPC Contractor Review [Piping GA Drawings]
IncorporateComments & Submit IFC Rev.0 [Piping GA
Drawings]
33

34. Engineering Work Flow-Process, Mech and Piping
34

35. Engineering Work Flow –C&S, Mech and Piping
35

36. Engineering Work Flow – E&I
36

37. Engineering Work Flow – Instrumentation
•Instrument Index
•Instrument Data sheet
•Instrument Hookup Diagram
•Instrument Loop Diagram
•Instrument I/O List
•Instrument Layout Diagram
•Cause & Effect Diagram
•Cable Schedule Diagram
•Project Interconnection Diagram
37

38. Engineering Work Flow – Instrumentation
I/O List is a contains list of instrumentation which serve as an input or output of control system. Hence the tag number thatphysically
has a cable which connects to the control system appears on I/O list.
Instrument index is a document containing list of instrument devices within a plant. Instrument index shall include tag number of all
physical instruments
Reference Drawing
P&ID, HMB
Instrument Index
Reference Document
Cause & Effect
I/O Count will determines the required capacity of a system
38

39. Engineering Work Flow – Instrumentation
Instrument Data Sheet is a document containing specification and information of an instrument device. It specifies general information
of instrument such as tag number identification, service description, location (line number/equipment number), P&ID number or
drawing number reference, process data (if applicable), calibrated range (if applicable), material, performance details (such as accuracy,
linearity – if applicable), hazardous certification (for electrical device), accessories required, etc. The details of information in data sheet
may differ among each types of instrument such as transmitter, switch, gauge, control valve
Instrument Data
Sheet
Reference Drawing
P&ID, HMB,
Reference Document
Instrument specification,
piping specification,
calculation, vendor
catalogue
Once the data sheet completed, it is attached to requisition which to be sent to vendors. Vendors will offer their quotation with various model and
manufacturer among the offers.
Having been considered its technical and commercial aspects, the instrument is purchased. Following the purchase order, vendor will submit
supporting document and drawing. Based on vendor data, instrument data sheet may be updated to accommodate details to make the data sheet
“as-built”.
39

40. Engineering Work Flow – Instrumentation
Hook-up drawing is a detailed drawing showing mounting and connection of instrument to process lines and corresponding list of
required material.
Hook-up drawing also gives information the requirement of bulk material for each installation. It also details its specification (size, type
and material) and the quantity.
There are two types of hook-up drawing:
1. Process Hook-Up
This hook-up drawing contains typical installations for instrument which connects to the process
1. Pneumatic Hook-Up
Hookup Drawing
Reference Drawing
P&ID, Installation Detail
Specification, Piping
Specification
40

41. Engineering Work Flow – Instrumentation
Instrument Layout is also known as instrument location plan. This drawing shows the exact position of each instruments with reference
to plant layout.
The point indication of instrument position and its mounting stand where instrument to be mounted and process tap
location.
Often the tap location and the instrument is separated quite distant. In some project, it is not mandatory to show the
process tap location
Instrument Layout
Reference Drawing
P&ID, Piping
Plan,piping GA and
ISO
41

42. Engineering Work Flow – Instrumentation
Cable Schedule is a document containing list of instrument cables to install, cable type, length, origin, destination and route.
Reference Drawing
Instrument Cable Layout,
Interconnection block
diagram
Cable Schedule
Reference Document
Instrument Index / I/O
List
42

43. EPC Project Management
- Procurement Work Flow
43

44. Procurement Work Flow
Inquiry
issued to
bidders
Tender
Evaluation
and client
approval
Purchasing
request
created
Purchasing
order
placed
Received
Key vendor
drawings
Approved
key vendor
drawings
Fabrication
FAT or Final
inspection
finished
Ex-work
Deliveryat
site
General procurement work flow and how rule of credit being assigned to each step.
44

45. Procurement Work Flow
Procurement progress calculation excel sheets are available for download in ignite.com
Progress tracking sheet for procurement work flow
45

46. Typical On-Shore Project Schedule and
Dependencies
46

47. TypicalLevel1–On-ShoreProjectSchedule
47

48. Work front Concept
48

49. Work Front
Engineering progress is commonly measured by assigning a weight, usually the required number of required manhours, to each
task/deliverable. Once the task is performed/ the deliverable is issued, the corresponding manhours are earned.
The earned progress divided by the total number of manhours gives the % progress.
As each engineering task/deliverable is scheduled at certain dates, it is possible to anticipate the progress that should beearned at a
given date. It is the planned progress.
At regular period, usually on a monthly basis, the actual progress of each activity/deliverable is measured against the planned progress.
An actual progress less than the planned progress might show a lack of resources and a need for increased mobilization to getback on
plan, following a (re-)forecast progress curve.
Although such progress measure is commonly used, it could be deceiving. It indeed reflects rather well the progress of engineering on
its own but not how well is engineering supporting the Project schedule.
Let’s consider that engineering must issue 2 material requisitions, an urgent one for a Long Lead Item and another one which is
required later on. Engineering will earn progress whatever requisition it issues, even if putting the Project in delay by issuing the non
urgent requisition first.
One sees that the above measure of progress alone is insufficient. It must be complemented by monitoring that important Milestones
are met.
These Milestones are first of all, the ones associated with the issue of the Requisition for the equipment. Long lead items have
naturally to be purchased early. All equipment and packages also need to be purchased as early as their technical definition allows.
Indeed, engineering development is highly dependent on information from vendors. The sooner the purchase orders are placed the
sooner the vendor information will be available.
Next come the Milestones associated with Bulk Material Procurement to support construction, such as the Piping MTO and the
Structural Steel MTO (for an off-shore Project).
49

50. Work Front
Then come the Milestones associated with Construction. These are the IFC Plot Plan, a pre-requisite to start any site work, and the IFC
P&IDs, a pre-requisite to the issue of Piping isometrics. The 50% IFC Piping isometric milestone comes next, which typically falls half way
through the Project, as ensuing works, such as pre-fab and erection have a rather incompressible duration, due to site constraints
(capacity of pre-fab shop, space constraints for erection limiting the progress).
Even if engineering deliveries are in sequence, the above engineering progress measure might still be deceiving, as it will only reflect
the amount of engineering work completed and not the workfront made available to construction.
Let’s consider for instance that two foundations are to be cast. The first one is a very large foundation and the second one a small one.
Issuing the drawing of either the large or small foundation will earn engineering the same progress, although it will open quite a
different workfront to Construction.
One sees the necessity to measure the issued Workfront.
In the case of foundations, for instance, this will be done by monitoring the cumulative quantity of concrete (m3) of all issued IFC
foundation drawings.
Producing an S curve, such as the one shown in next slide, showing both planned and actually issued quantities will give a true picture of
how well engineering is supporting civil works.
One will similarly monitor, for an On-Shore project, the cumulative quantity of steel (tons) of issued IFC Structural drawings.
The cumulative tons (or dia inch) of IFC issued Piping isometrics will show the available piping workfront.
Such progress curves, showing the actual versus planned available workfronts are instrumental to monitor engineering progress, identify
shortage and take corrective actions (increase mobilisation).
It is not perfect however and can still be deceiving, in case of out-of-sequence issues: engineering may have issued drawings
representing significant quantities, but that does not generate construction workfront as such works can not be performed at this time
(due to lack of access or pre-requisite for another work to be completed before, for instance).
50

51. Work Front
Construction work-front planning and forecasting processes allow Materials to gather construction work package requirements and
material situation throughout the supply chain with appropriate feedback into the EP process 51

52. Advanced Work Packaging
52

53. Work Face Planning
Path of
Construction
EWP CWP
FIWPs
500 – 1000mhrs
Construction drives Engineering & Procurement
EWPs(Engineering Work Packages) are Engineering deliverables
CWPs (Construction Work Packages)& FIWPs (Field Installation Work Packages) are Construction deliverables
System turn-over drives Construction
53

54. Work Face Planning
EWPs (Engineering
Work Packages) set
the precedence for
Construction work.
Using the P&IDs (for item count) and Piping Layout Drawings (for lengths) a preliminary list for piping material requirement generated
which known as piping MTO (piping material takeoffs)
The GA drawing used for pipe erection while the piping ISO are used for pipe prefabrication.
54

55. Planned Path in Construction Work
Engineering Work Package (EWP)
Procurement Package (PP)
Supplier Equipment / material
Construction Work Package (CWP)
9 weeks lag
Work commences
Equipment / Material arrives prior
to work commencingPurchase Order to supplier
Engineering’s Bill of Material
55

56. Planned Path in Construction Work
Engineering Work Package (EWP)
Procurement Package (PP)
Supplier Equipment / material
Construction Work Package (CWP)
9 weeks lag
Work commences
Equipment / Material arrives prior
to work commencingPurchase Order to supplier
Engineering’s Bill of Material
Forecasting to meet scheduled IFC
Contractor resource mobilized
1 2
56

57. Constrained Path of Construction
Engineering Work Package (EWP)
Procurement Package (PP)
Supplier Equipment / material
Construction Work Package (CWP)
9 weeks lag
Work commences
Equipment / Material arrives prior
to work commencingPurchase Order to supplier
Contractor resource mobilized2
Vendor Data needed to complete
EW deliveredlate or incomplete
Lag gets squeezed CWP starts late
57

58. Constrained Path of Construction
Engineering Work Package (EWP)
Procurement Package (PP)
Supplier Equipment / material
Construction Work Package (CWP)
Work commences
Purchase Order to supplier
Contractor resource mobilized2
How do we improve this interface?
58

59. Constrained Path of Construction
Engineering Work Package (EWP) Construction Work Package (CWP)
Work commences
Delay in Engineering will cause lag gets squeezed CWP
starts late
Model Review causes late changes
MTO can’t be created
No IFC or AFC status for P&IDs
Specification is not complete
Client or EPC take longer time for document review and caused delay
How are these mitigated /
eliminated?
It is important to knows
the work sequence in order
to plan for Construction
Work Package.
59

60. Engineering Work Package Progress
Ex : Piping Work Package.
2 P&IDs
3 Requisitions
4 Specifications.
1 3D modelling development
5 Pipe Stress analysis
6 Calculations
60

61. Forecasting Scenario
Ex : Piping Work Package.
Next Weekly Forecast - EWP slips one week
EWP is forecast to meet scheduled IFC
Next Weekly Forecast - EWP slips another week
Contractor plans resource mobilization
Contractor tries to mitigate
Delay in Construction work and recovery needed
Delay in Engineering Work
Package approval in return cause
delay in construction work.
61

62. Potential Work Flow and Rule of Credit for Piping
Step Work Flow Increment % Cumulative %
1 EWP ID’d and mapped to CWP 5% 5%
2 Initial scope identified (line numbers) 15% 20%
3 Preliminary equipment data received 5% 25%
4 Initial routing of lines established 20% 45%
5 Initial bulk material (BOM) to supply chain 10% 55%
6 Piping studies rec’d for critical lines: 5% 60%
7 Final vendor data received 10% 70%
8 Final routings completed 5% 75%
9 P&IDs and LDT issued IFC 5% 80%
10 Stress analysis for large bore completed 5% 85%
11 BOM completed 5% 90%
12 EWP c/w all drawings/specs issued IFC 5% 95%
13 EWP accepted by Construction AFC 5% 100%
62

63. What Makes Forecasting is a Challenge
Challenges
EWP process has many steps to get to IFC
The rules of credit (if they exist) are either not known or not utilized.
EWP development held back by outside influence
(e.g., Systems, Vendor Data or Owner Decisions)
Construction mobilizes resources based on forecast completions of EWP IFC
Engineering forced to release partial EWPs or releases EWPs out of sequence or
EWPs with HOLDS
EWP releases continue to slip but construction is now mobilized
63

64. Engineering Work Package and Construction Work Package
CWP
Scope of Work
IFC drwgs Eng.Specs&Stds
Equipment/Materials
Vendor info
Quality Instructions
Regulatory
approvals/permits
Turnover Documents
Schedule (Level 5)
Engineering
Long Leads RAS dates
Material Mgmt Expediting
Transportation Special
Requirements
Procurement
HSE/Safety
Manpower req.
Level 4 Schedule
QA/QC
Construction Tools/Equip
Heavy Lift Plans
Scaffold
Waste Mgmt
Interfaces/Coordination
Construction
64

65. Sample WBS
65

66. WBS Structure
66

67. WBS Structure
67

68. Sample WBS for Electrical Construction
68

69. Sample Pipeline Construction Project WBS for Refinery/Chemical Plant
69

70. Sample Pipeline Construction Project WBS for Refinery/Chemical Plant
Sample WBS for piping construction project for a refinery or chemical plant may be organized as the following.
It is worth to be organized by location wise (i.e. platform and pipe rack, platform and equipment around piping) prior to “Phase” WBS.
Timely completion of piping construction is not only depending on timely receiving of engineering drawings and materials from Owner/EPC
contractor but timely availability of the infrastructure should also be addressed. Sometime it refers to work front availability.
Developing WBS is mainly depending on the project scope. It should be defined according to the project specific as every project is different,
for instance, “Demolishing” WBS may also be added under “Phase” level priority to “Installation” WBS if your project scope involved a
considerable amount of piping demolishing scope. “Above Ground” and “Under Ground” WBS can be left in case no underground piping work
is
included in the project.
(1) Level 1: Plant Unit, e.g. Utility Unit, Ethylene Theatre Unit, etc.
(2) Level 2: Area within a Unit, for instance, Area ABC, Area XYZ. Area demarcation is marked for a group of process piping on above
ground and underground.
(3) Level 3: Height. This is to segregate pipe work on the above ground and underground.
(4) Level 4: Location where pipeline is run, for instance, piping on and around pipe rack, equipment and equipment platform.
(5) Level 5: Phase, e.g. Fabrication, Installation (field erection, NDT) and pre-commissioning (hydro testing, air flushing, chemical cleaning
etc.)
Note :
“Common” WBS name refers to common location where interconnecting piping is running between the pipe rack and equipment
or equipment platform. Having a clear definition of what is and what is not meant by “Common” is important
70

71. Sample Fuel Tank WBS
ExternalFloating Roof Tank
0
Foundation work
1.0
Field erection works
2.0
Tank Bottom
2.1
Shell side
2.2
Roof works
2.3
Tank accessories
installation
2.4
Fire fighting
works
2.5
Bottom plates
installation
2.1.1
Final coating
2.1.2
Shell plates
installation
2.2.1
Nozzles and man
ways installation
2.2.2
Final Coating
2.2.3
Center deck plate
installation
2.3.1
Drainagepiping
2.3.2
Final Coating
2.3.3
Internal
Appurtenances
2.4.1
External
accessories
2.4.2
Foam piping
installation
2.5.1
Final coating
2.5.2
71

72. Sample Fuel Tank WBS
72

73. Piping Discipline
( Piping Fabrication, Tie-in and Commissioning )
73

74. Piping Tie-in Process
Normally, piping tie-in installation scope is involved in revamp project only. The progress tracking system for tie-in work includes Tie-in
Tracker Sheet and Progress tracking sheet.
Tie-in numbers against the Isometric drawings and work packages are listed in the tracker sheet. The tie-in type (Bolt-up, cut and
weld, hot tap, cold tap and threaded are typical tie-in types in process industry), project area or system name and installed dates are
also included in the tracker sheet.
To develop Progress Tracking Sheet for overall Isometric drawings, the following work steps and weight factor percentages areutilized.
1. Preparation ( Scaffold erection if required/remove insulation if required) -20%
2. Tie-in work (Bolt up/cut & weld/hot tap/cold tap/threaded) -70%
3. Inspection (Sign QC document, example : flange make up check list) -10%
The Progress Tracking System for Pipeline Erection Work
Developing procedure of progress tracking system for pipeline erection work is the same as piping fabrication work except work steps
and weight factor percentages. To do that, replace the following work steps and weight factor percentages with the existing ones and
rearrange the formulae.
1. Material at Erection area - 5%
2. Piping Laying -20%
3. Preparation(align/tack weld) -20%
4. Full Welding Execution - 40%
5. Non Destructive Examination - 5%
6. Pipe Support Erection -15%
7. Final Inspection - 5%
74

75. Commissioning Test package and Tie-In
System
Commisionning
Piping Fabrication
Piping Tie-In
Piping Test Package
75

76. Piping Tie-in Work Sequence
General piping tie-in work flow and how rule of credit being assigned to each step.
Weld map
drawing
preparation
Withdrew
material
Welding
preparation
Spool
assemble and
tack weld
Welding NDT
Surface
preparation
and coating
Final
inspection
Deliveryat
site
76

77. Piping Hydrotest Work Sequence
Preparation Done Testing Reinstated Clear Punch list
General hydrotest work flow and how rule of credit being assigned to each step.
77

78. Commissioning Test package and Tie-In
Test Package for Pre- CommissioningTie-In List
78

79. Piping Tie-In
79

80. Special Pipe Support Drawing
80

81. Piping Pre-Fab Drawing
81

82. Piping ISO Drawing
82

83. Vessel Fabrication
83

84. Vessel Fabrication Work Flow
Exchanger Vessel
Fit Up (Pre-
Fabrication)
Exchanger Vessel
Weld Out
(Assembly)
Tubesheet Fit Up
/ Weld Out
Testing (NDE,
Hydro
Painting Ex-work
84

85. Vessel Fabrication Work Flow
Shell Side Fabrication
· Plate marking/cutting/ beveling and inspection
· Shell plate rolling work
· Longitudinalsteel (LS) fit-up and inspection
· LS welding and inspection (NDE)
· Circumferencesteel (CS) fit-up and inspection
· CS welding and inspection (NDE)
Inlet and outlet nozzles fabrication
· Pipe marking/cutting / beveling and inspection
· Fit-up and welding of flanges and pipes
· Inspection for nozzles to flange joints (NDE)
Nozzle Attachmentsto Dished Head
· Marking of nozzle location on dished head
· Cutting/opening/ beveling and inspection
· Fit-up and tack weld nozzle to dished head
· Inspection for tack welding (if required)
· Full weld - nozzle assembly with dished head
· Inspection for nozzle to dished head welds (NDE)
Nozzles and other accessoriesto Shell
· Marking of nozzles location
· Cutting/opening/ beveling and Inspection
· Fit-up and tack weld nozzle assembly to shell/inspection
· Full weld - nozzle assembly with shell
· Inspection for nozzle to shell side welds (NDE)
· Fit up and welding for instrument attachments
· Fit up and welding for lifting lugs
Dished head Installation
· Fit up and tack weld/Inspection – Dished head to shell
· Full circumference welding
· Inspection for full welds (NDE)
Inspection(Hydro-testing)
· Hydrostatic testing
· Draining/dryingand final inspection
Blastingand Painting
· Blasting/Inspection
· Primer/Finalcoating/Inspection
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86. Vessel Fabrication Case Study
86

87. Vessel Fabrication Process
87

88. Plate Cutting
88

89. Plate Rolling
89

90. Longitudinal Seam Welding
90

91. Longitudinal Seam Welding
91

92. Can to Can Fit-up
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93. Can to Can Fit-up
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94. Can to Can Fit-up
94

95. Tack Weld
95

96. Weld Inside Circumference of Can
96

97. Weld Outside Circumference of Can
97

98. Weld Outside Circumference of Can
98

99. NDT
99

101. The End
101