Old K says every week – Talking about things in the petrochemical design industry. Post 53: Key points on how clients can participate in project design management

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It was discovered that the 53rd post written earlier had not been sent; it is being posted now. In his weekly series \"Talking about Things in the Petrochemical Design Industry\", Post 53 focuses on how clients can participate in project design management. To carry out a design project successfully, the design institute plays a key role, but the participation and oversight of the client are also essential. The design management personnel assigned by Party A need to have a certain understanding of the design procedures and content. The following is a phase-by-phase introduction: I. Feasibility study phase: During this phase, the client’s main responsibility is to provide the design institute with relevant information in a timely manner. The key information includes 1) the availability of raw materials and auxiliary materials; 2) the supply of public utilities and the supporting conditions outside the site; 3) a map showing the location of the construction site ； 4. General layout plan of the construction site; 5. Meteorological, hydrological, and geological data of the construction site ； 6. Overview of the project owner. II. Key points for Party A’s participation in design management during the engineering design phase: 1. Design schedule planning and control 1) Upon signing the design contract, the design schedule plan becomes one of the technical attachments to the contract. Its content primarily consists of plans for key milestones. This plan must adhere to objective laws; it is crucial not to be overly ambitious. If one is too hasty, it will lead to counterproductive results during implementation; efforts may seem to be doubled but with half the effect. Ultimately, this can delay the project schedule, compromise design quality, and even result in significant rework. You can refer to my EPC schedule template. 2) Examine the manufacturing cycle of long-cycle equipment to determine the critical path of the project schedule. Determine the submission and procurement dates for the purchase orders of long-cycle equipment based on the total project duration, to avoid disrupting construction. 3) Design, procurement, and construction proceed in parallel; although some projects involve only a design contract, the overall schedule must take design, procurement, and construction into account. The bidding time for the construction contractor also needs to be taken into account. 4) Determine in the technical annex of the contract the method for the design institute to submit weekly or monthly reports, as well as the various key review meetings. During implementation, if there are any deviations in progress, the design institute is required to come up with solutions promptly. 5) The Party A’s procurement plan must meet the requirements of the design schedule, and manufacturer equipment information should be submitted to the design institute in a timely manner ； 2. Design quality control: 1) Design work should be carried out in a steady and methodical manner, step by step. Special attention should be paid to the determination of various technical solutions related to the manufacturing process; these need to be thoroughly studied to avoid the need for rework in the future. 2) If Party A possesses strong technical capabilities and extensive experience, it can play a greater role in determining the technical solutions; if Party A’s technical strength is limited, it is recommended to hire industry experts to assist with technical management. 3) Sufficient time should be allocated for the process design of the project; it is recommended to set aside a specific period for this purpose. If the process work is done thoroughly, there won’t be any major problems even if extra hours are worked later on. 4) Special attention must be paid to the PID diagram, equipment calculation and selection options, and equipment layout plan. 5) For other specialized plans, the technical personnel of Party A should participate appropriately. 3. Management of design document transfer 1) Specify in the technical annex to the contract the methods for transferring design documents, signing requirements, numbering rules, etc. Document management should be organized. 2) Party A and the design institute each have one official document transmission channel for external communications; records should be kept promptly and managed in a tabular format. If possible, assign dedicated personnel for document management. Tip: You can enter “Lao K’s Weekly Thoughts – Insights into the Petrochemical Design Industry” in the website’s search engine to view previous posts