Run one unit in preparation for the 2019 major overhaul

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This post was last edited by lovelife1997 on 2019-4-21 at 19:01. Department 1 is preparing for the 2019 excellence overhaul. To achieve the overall goals of a \"green overhaul\" and an \"excellent overhaul\" for this maintenance campaign in 2019, and to lay a solid foundation for the regular maintenance work that takes place every four years, Department 1 addresses the various challenges such as numerous technical improvements required, tight maintenance schedules, and high safety risks. By focusing on key areas, tackling difficult problems, and ensuring timely completion of tasks, it makes every effort to prepare thoroughly for this excellence overhaul. For key technical improvement projects such as atmospheric and vacuum distillation, hydrocracking to increase jet fuel production, and the renovation of heating furnaces, the department holds regular meetings dedicated to major overhauls, project coordination sessions, and maintenance planning meetings. Technical personnel continuously refine the start-up and shutdown plans, repeatedly examine and optimize the work packages for these major overhauls, and detail the schedules for these technical improvement projects. The deputy director in charge of the relevant operations personally supervised the process, discussed various options repeatedly, and finalized the appropriate plan. To ensure that the plan is more practical and feasible, starting in February, the department organized the “Share My Shutdown and Restart Experience” campaign, bringing together everyone’s ideas and efforts to support the major maintenance work. Implementing the suggestion put forward by Shift 4 to increase the frequency of backwashing before shutdown can **reduce the sediment in the electrodialysis tanks after shutdown, thereby decreasing the workload required for cleaning later on. The event gathered a total of 143 such practical insights and experience summaries, and after careful evaluation and screening by the department, 54 of them were ultimately adopted. Faced with the triple challenges of the end of the unit’s operational life, full-load operation, and the approaching summer production period, everyone in the department worked together to ensure the stable operation of the unit. Optimize the extraction ratio of the atmospheric and vacuum side streams, increase the yield of dissolved asphalt, and improve the properties of the feedstock for catalytic cracking ； Increase the hydrocracking reaction temperature, adjust the pressure and temperature in various columns, stabilize product quality, and improve the yield of aviation fuel ； Led by department heads, efforts are made to strengthen the management of natural gas intake stations, pressure regulation stations, and outlet stations; in particular, all issues related to the handover at the intake station are addressed promptly to ensure a smooth project handover ； The department’s model workers and skilled craftsmen’s innovation studios established task forces to carry out technical research on optimizing atmospheric and vacuum distillation units, ensuring stable operation of hydrocracking units, and increasing the yield of semi-asphalt from solvent extraction units, thereby ensuring smooth operation of these units throughout their operational life. While paying close attention to the operation of large-scale units such as the cyclic hydrogen compressors, greater oversight is being placed on the operation of equipment like the constant-pressure top compressors. In March, a team led by the deputy head of equipment management conducted inspections of the equipment prior to the onset of summer; 77 fans and 44 pipeline pumps were inspected, and backwashing was carried out on 34 water coolers. Conduct long-term tracking of materials, actively organize inspections of material spare parts and deliveries; ensure a 100% completion rate for material reporting, and carry out proper acceptance checks upon delivery. Strengthen on-site management of projects already under construction, assign dedicated personnel to handle them, and report any issues promptly. Strictly implement the work requirements of \"five strictures and five intensives\" as well as \"five non-softening approaches\" in terms of safety and environmental protection. In light of the increasing number of on-site construction tasks, special training sessions were organized on safety management for work permits, specifying the times and responsible personnel for handling various types of work permits, and emphasizing the requirements for enhanced management of such operations. Strengthen risk control at the work site, enhance supervision of work permits and safety measures for construction, recheck the accuracy of issued work permits on a daily basis, and report the inspection results on a weekly basis. We will further advance the \"Guardian + Team Leader + Task Manager + Safety Supervisor\" \"3+1\" work supervision model and the accountability mechanism, and continue to hold selections for \"Gold Guardian\"s and \"Outstanding Task Managers\" in order to establish a high-standard and strict on-site safety supervision system. A special meeting was held on major maintenance and technical improvement projects, with department leaders, heads of various professional teams, technical specialists, and shift supervisors in attendance. Reports were given on the progress of current maintenance and technical improvement projects within the department, as well as on various preparations and existing issues. The department’s leadership team made arrangements for the implementation of these maintenance tasks, ensuring that the projects proceed smoothly. The project leader meets with the design institute weekly to discuss the progress of the project, prepares weekly project reports, and goes to the design institute in person to follow up on key milestones and engage in face-to-face discussions. Assign dedicated personnel to optimize scheduling, strictly adhere to company requirements, refine the major maintenance work packages, have various departments adapt them according to actual conditions, and have the work teams carry out verification. From April 2 to 4, led by the department, a HAZOP analysis team was formed comprising members from design institutes, third-party companies, the mechanical, electrical, and instrumentation teams of the Operations Support Department, as well as technical personnel and crew operators from within the department itself. This team carried out HAZOP analyses and SIL grading for key technical improvement projects in advance. To gain as much time as possible for the major maintenance, the approach of \"simultaneous progress in reporting and design\" was boldly adopted. For the HAZOP and LOPA recommendations put forward, a third-party company prepared detailed HAZOP analysis reports, while the designers directly improved the design based on the meeting minutes, thereby simplifying the process and facilitating the major maintenance efficiently. The department formulates a specialized training plan for maintenance work, and carries out a series of specialized training sessions for each unit, to ensure that all staff are familiar with and proficient in the various operating procedures before the shutdown. Each operation team uses the night shift training time to conduct training on shutdown procedures, oil removal, chemical cleaning, and purging plans for major overhauls. Tabletop drills were conducted for emergency operation cards related to situations such as the shutdown of the cyclic hydrogen compressor and leaks and fires in the atmospheric and vacuum crude oil pumps. The department also organized a \"Find the Errors\" activity related to maintenance plans, collecting suggestions from team members for improvements to various maintenance plans; once these suggestions were approved, rewards were given for each one, thereby motivating everyone to participate actively in the major maintenance efforts.