Process Commissioning: how to get it right – part 2
You’re in the middle of commissioning and starting-up your new process. You have everything in place. You’re clear about what needs to be done and your plans are rock-solid. But what happens when something goes wrong? What kinds of things can go wrong? What can you do about them?
This is the second of two articles to help you get Process Commissioning and Start-up (PCS) right. The first article defines the subject and gives you some tips about what you need to have in place before and during PCS. If you haven’t read it, you can find it here.
In this article, I’m going to give you insights on when your careful preparations and highly-skilled team encounter the real world. Yes, I’m going to talk about what can go wrong.
The kinds of things that can go wrong (and what you can do about them).
“To expect the unexpected shows a thoroughly modern intellect.”
― Oscar Wilde
Real-life examples
Whether it’s just one piece of equipment or a whole new process, you’re going to need to be good at Process Commissioning and Start-up; and to be good, you need to be able to adapt to unforeseen circumstances.
Because take it from me, you are pretty much guaranteed to have something unforeseen happening.
Below are just a few of the issues I have encountered on various commissioning projects over the years, together with some tips for dealing with similar situations if they happen to you.
Construction or Installation is not finished when you need to start
In pretty much all my commissioning experience, some construction and installation work will be going on when pre-commissioning starts. This exposes everyone to significant risk. Carefully made plans can become invalid from day one.
Try to anticipate this as much as possible and involve the construction and installation teams in the planning phase. Plan the first commissioning and start-up activities on items that are more certain to be delivered on time.
Take special care with safety considerations during simultaneous working. Use Permit-to-work systems and LOTO combined with training and information for commissioning people who may not have experience of working in “construction” environments.
Avoid simultaneous working by phasing commissioning work and construction work at different times of the day.
“Can we sell this product or not?”
Imagine there’s an urgent need to ship product made during commissioning to a key customer. The product has passed all quality checks, apart from the taste. The R&D team indicates it is close but does not meet the target set during product development. Do you release it or not? How do you quickly get to a clear and robust decision?
Even with good product approval procedures in place, the chances are you will have a similar question at some stage. Sometimes it’s not clear who has the authority to decide and what information they will need to make those calls.
You can anticipate this by formalising the decision-making framework in the planning phase. Don’t wait until the pressure is on and bad decisions risk being made.
You can’t cover all eventualities, but you can set up a decision process that can catch many questions not covered in the protocols.
Insufficient waste disposal capacity
You will probably make some waste product. While it’s not the objective of commissioning and start-up, it’s likely that your waste disposal system will have a higher than normal load at this time. Take care that your waste disposal capacity is high enough to manage these increased demands. Otherwise, you may need to restrict commissioning or even stop it altogether.
Do not neglect waste treatment in your planning. Estimate what amounts and types of waste you could generate and check whether you are able to manage this.
You may need to organise temporary waste disposal, or agree temporary permits to exceed limits for a short period.
Required approvals are not obtained
When you need regulatory approval for a new process your start-up depends on the availability and expert judgement of 3rd parties. When you don’t obtain them, your whole project can be blocked.
As with any project, you need to take care of the regulatory needs from an early stage. Work with the regulators (or certifying bodies) well in advance in the project – preferably during the design phase.
Work with people who have experience of the regulatory / certification process. These can be internal or external and this may even be one of the criteria you use to select suppliers.
Strained 3rd party relationships
Relationships can come under strain under the high pressure of commissioning and start-up. When those relationships are between two different companies, the stakes can be high for all concerned. Even with the best of intentions, there can be moments when the objectives of the two companies are not aligned.
The basis of the relationship is the contract, so ensure this is clear. Choose your suppliers carefully – is it worth saving money by using a lower-priced supplier who offers less support than their competitor?
Most good suppliers will be more like partners and will be willing to “go the extra mile” to help you deliver the project. You should be a good partner too. Keep professional relationships on site.
In the spirit of jointly finding solutions, do not hesitate to escalate the discussion in both organisations. The solution may need a discussion between more senior managers in both head offices.
Unforeseen technical problems
You can’t plan for everything. But you can try… Something will go wrong. It may be an equipment breakdown or it may simply be that the process does not deliver what you want it to.
A classic risk management approach is a good start. Anticipate breakdowns that are relatively probable and could have a big impact on delivery. Ensure you know the availability of spares from your suppliers. Order long lead-time spare parts for key equipment if your supplies do not tend to have them in stock.
If your process just doesn’t deliver what you expect it to, Have a group of experts already on-hand to help with troubleshooting and creative problem solving. Set this group up in the planning phase, so they are ready to respond when you send out the alert.
Fatigue and bad decision-making
It’s likely that at some points, the commissioning team will be tired. Workload and intellectual demands will be high. Combine that with pressure and a strong motivation to deliver and it can lead to bad decision making. This can expose the team and project to risks, inhibit creative problem solving and colour the judgement of the project leader.
Build a supportive team spirit before commissioning starts. Take care of the wellbeing of the team once the work does start. Ensure there is time to check in with the fatigue levels in the team on a regular basis. Manage the fatigue before it manages the team.
Arrange for experienced managers to support the team from a distance. Their role is to provide objective advice to the team and build and an objective view of how the project is progressing. They should be close enough to the team to know what is happening, but not too close that they lose objectivity.
To sum up…
If you’ve read both parts of this two-part article, you should have an appreciation of Process Commissioning and Start-up. Not all new products require new processes, but if your new product does, you’ll need to be good at this. It’s one of the key business processes in innovation.
Of course, it’s easier to implement one new piece of equipment than a whole new process, but the same principles apply, but you can apply them in a lighter way.
If I have to sum it all up, make sure you have a clear and detailed process design and you use it as a basis for everything that follows (equipment choices, trial plans, product validation protocols etc…). Spend time selecting your suppliers, they should be more like partners if the project is important. Take time too, in planning and preparation, but don’t be surprised when things go wrong and be prepared to adapt.
Above all take care of the commissioning team. It’s an intense period of long hours and demanding work, but one which is hugely rewarding when the product rolls off the line!
