![]() Nazaré, in Advances in Fire Retardant Materials, 2008 First Attack Fire Suit 46 A preliminary expenditure request might be required to place orders for these items. Long-term delivery items need to be included in the milestone schedule as these items could well delay the start of the turnaround if allowed to slip. A sample milestone schedule is shown in Box 3.7. Tracking planned versus actual progress will identify problem areas so that timeous corrective action can be taken. The responsibility for getting commitment and support from other stakeholders is a core team concern. This document then becomes the basis for process audits. It should be formalized and maintained by the core team leader (turnaround project manager). For example, “start of phase 1.” The milestone schedule helps to establish priorities to support the planning effort. Milestones are events that don't occupy time. Thus the core team needs to establish a milestone schedule for the specific turnaround, which then becomes a “schedule of commitment” for all stakeholders. Timely input from all sections of the entire manufacturing operation is required for a successful turnaround, although many of those from whom input is required are not part of the team, and have other more immediate problems to solve. Turnarounds vary in complexity, cost, and manpower requirements. Robert Bruce Hey, in Turnaround Management for the Oil, Gas, and Process Industries, 2019 3.10.3 Setting milestones Such shortages should be temporary as the trained labor required either moves to areas where jobs exist or is trained locally to meet job needs. The greatly reduced work force needed for operation compared to construction and the need for different types of skills for at least part of the work force will create difficult social problems in some areas.Īs with construction personnel, however, the total manpower with the required skills should be available nationally, although local shortages could occur in sparsely populated regions. While some of the same skills will be needed during operation as were required for construction-electricians, carpenters, pipefitters, mechanics, etc.-for maintenance, another set of skills will also be required-operators, controlmen, foremen, etc. For example, in the study which estimated that 3000 employees would be needed during the peak of the construction phase it was estimated that only 800–900 would be required to operate the plant. The number of operating personnel required at a coal conversion plant will be much fewer than during most of the construction period. Although a new synthetic fuels industry should create no long-term problem with respect to these skills, there could be an initial period in which there would be shortage until engineers and others could be trained in the special skills needed for the new technologies. This would include mining, metallurgical, mechanical, electrical and chemical engineers, and draftsmen. In addition to construction and equipment producing personnel, a large number of other types of personnel will be required. However, such shortages can be expected to be temporary. However, local shortages of employees with certain skills could occur, particularly if a number of plants were to be constructed in a sparsely populated region. For example, one study (Hudson Institute, 1977a) has shown that even for the skill (boiler makers) in shortest supply in 1994 that the demand, under conditions of maximum synthetic fuels growth, would require only 6.1% of the total number of boiler makers available. No national shortages of these kinds of skills should occur if synthetic fuel development occurs in an orderly fashion. In addition, shop fabrication of the equipment needed will require a large number of machinists and steel and foundry workers. Construction skills required on site are pipe fitters, electricians, carpenters, iron workers, boiler makers, and welders. The maximum number of construction workers required for a 250 million cubic foot per day high-Btu gasification plant has been estimated in one study to be 3000. Estimates of manpower requirements during the construction phase will vary from year to year, building up to a peak about 60% of the way through construction. In evaluating manpower requirements a distinction must be made between the construction and the operation phases. Harry Perry, in Advances in Energy Systems and Technology, VolC Manpower Requirements and Availability
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