Summary of Supervision Work for Public Utilities in Large-Scale Projects

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Summary of Work on the 1-million-ton/year Ethylene Project of Zhenhai Refining & Chemical Co., Ltd. Nanjing Yangtze River Engineering Supervision Co., Ltd. Zeng Zhaozhang

I. Tasks undertaken by our company in the construction of the ethylene project
Nanjing Yangtze River Engineering Supervision Co., Ltd. was responsible for the supervision work related to Package 10 of the 1-million-ton/year ethylene project of Zhenhai Refining & Chemical Co., Ltd. Section 10 consists of public works and auxiliary facilities, including 10 sub-items such as the atmospheric pressure tank area in the Western Chemical Area (45100), the road loading station for liquid chemical products in the Western Area (45500), the plant-wide process and heating external pipelines (45700), the environmental monitoring station (55100), the plant-wide information management system (65000), the telecommunications system (65001), the plant-wide external telecommunications lines (65002), the plant-wide flare system and flare gas recovery system (43000), the air separation unit (75000), and the air compression station (75100). For Package 10, except that the air separation and air compression components are managed under the EPC model, the EP+C management model is applied within the boundaries of the ground flares and elevated flares in the eastern area; for all other components, the E+P+C management model is utilized. There are a total of 27 contracting entities involved. (1) Scope of supervision work: Supervision throughout the entire process from the start of construction to the completion of the project within the scope of Bid Section 10 of the Zhenhai Refining & Chemicals 1 million tons per year ethylene project, that is, controlling the investment, construction timeline, project quality, and HSE management for this construction project ； Manage construction project contracts, assist the project owner in overseeing design, procurement, and construction during the project implementation phase, and coordinate the working relationships among relevant parties ； Submit complete supervision documents to the construction unit ； Provide assistance and support during the engineering warranty and completion acceptance phases, and participate in the final settlement of the project. (II) Contents of supervision work 1. Project quality control 1) Prepare the construction supervision plan and detailed supervision implementation rules for the project, with the main focus on quality control during the construction process; these plans also cover aspects such as on-site safety, civilized construction, cost management, schedule control, contract and information management, as well as coordination of construction activities, all of which are to be implemented after approval by the project owner ； 2) Entrusted by the construction unit, comprehensively manage the construction quality of the projects in this section, and exercise certain quality management powers authorized by the construction unit ； The supervisor establishes and improves its own quality management system and management procedures to carry out comprehensive quality management over the EPC (or C) contractor. 3) Assist the project owner in modifying, improving, managing, and implementing various procedural documents, management regulations, and inspection and testing plans. 4) Responsible for the management of engineering quality inspection, as well as for determining the locations and quantities of test sites for material sampling and non-destructive testing. These include: construction project testing, engineering material testing, and installation project testing. 5) Study the technical measures for ensuring project quality; review the quality assurance procedures and measures of the construction contractor; and urge the construction contractor to carry out construction in accordance with the construction drawings, technical standards, construction acceptance specifications and procedures, as well as quality assurance procedures, so as to ensure project quality. 6) Be responsible for the management of “welder qualification” as authorized by the project owner ； 7) Assist the construction unit in completing all preparatory work regarding engineering quality management prior to the commencement of site operations ； 8) Assist the project owner in preparing the overall project quality control plan ； 9) Assist the construction entity in reviewing and approving the contractor’s quality assurance system and related quality assurance documents; conduct periodic inspections to verify the operation of the quality assurance system and the implementation of said documents ； 10) Review the composition and qualifications of the project management team as reported by the contracting unit ； 11) Assist the project owner in reviewing the project (EPC) implementation plan submitted by the contractor, and providing necessary suggestions for improvement ； 12) Review the construction organization plan, construction scheme, and technical plan submitted by the contracting unit ； 13) Participate in the project construction briefing and organize the joint review of construction drawings; urge the design unit to conduct design briefings for the construction contractor ； 14) Prepare detailed supervision implementation rules for each discipline and special parts of individual projects. The main contents of the supervision implementation details should include the main quantities of work for the specific project, the characteristics of the project, the specific arrangements and measures for quality control, the target values and key points for quality control, as well as the arrangements for various tasks such as inspections, tests, verifications, on-site supervision, etc ； 15) Prepare various on-site inspection and testing plans for each specialty of the individual project, and organize their implementation on site ； 16) Review the quality and technical management systems of the contractor’s on-site project management organization, and urge and supervise the contractor to strictly comply with the project contract, design documents, as well as engineering technical standards and specifications ； 17) Regularly hold regular engineering supervision meetings and ad-hoc meetings on project quality, and ensure proper coordination on site ； 18) Assist the project owner in organizing comprehensive inspections of work quality ； 19) Testing and acceptance of on-site equipment, materials, components, and key parts, including the review and acceptance of quality certification documents such as original vouchers, quality certificates, and test reports. Participate in the witnessed sampling and submission of test samples for inspection. Inspect the quality of the equipment, materials, components, and major parts used in the project, and carry out necessary tests and monitoring. When required, follow the instructions of the project owner to go to the manufacturing plants for inspection and to supervise the quality control processes during equipment production, ensuring that the supplied materials meet the quality requirements of the project; defective items are not allowed to be used in the construction work ； 20) Lead the investigation into engineering quality accidents ； Right to impose quality penalties and right to recommend suspension of work ； 21) Review design changes and engineering consultations, provide opinions on significant design modifications and changes, and ensure quality control ； 22) Verify the quality of the work completed by the contractor in accordance with the requirements of the project owner, to serve as a basis for payment ； 23) Assist the construction entity in handling claims and contract disputes related to this project, and provide recommendations for resolution ； 24) Regularly submit weekly and monthly supervision reports, as well as other special work reports and periodic summaries to the project owner ； 25) Assist the project owner in preparing the overall project quality report ； 26) Urge the contracting unit to organize technical documentation on time and review the completion documentation ； 27) Responsible for supervising and reviewing the contracting unit’s classification of sub-items, sub-projects, and whole projects ； 28) Responsible for organizing the inspection and evaluation of the quality of various construction components ； 29) Assist the project owner in organizing the project handover ； 30) Assist the construction unit in completing the integrated commissioning and feed commissioning of the equipment, and provide reliable commissioning and startup services ； 31) Assist the project owner in organizing the completion inspection of the project, and prepare a quality report for the completion inspection ； 32) Be responsible for organizing and handing over to the project owner the supervision documents related to this project. 2. HSE Management 1) Supervise and inspect the implementation of various HSE management systems in project construction, with the authority to impose penalties, make recommendations, and suggest suspending work ； 2) Review the contractor’s construction organization plan and key safety technical plans, and inspect and supervise the various construction safety protection measures implemented by the contractor ； 3) Participate in the analysis, investigation, and handling of major HSE incidents; participate in the analysis and investigation of minor incidents ； 4) Supervise the contracting unit to implement HSE management regulations ； 5) Inspect and supervise the HSE management practices of the contracting unit during the construction process; if any issues are found, require the contracting unit to take corrective actions to ensure compliance with HSE requirements ； 6) Establish and improve the HSE management system and regulations for supervision, and conduct comprehensive HSE management over EPC contractors and C contractors ； 7) Responsible for overseeing the establishment of a sound HSE management system by the contracting party, and monitoring the signing of HSE commitment letters between the contracting party and the project owner ； 8) Responsible for assisting the project owner in verifying the HSE training provided to the EPC contractor and the C contractor prior to their arrival at the site; individuals who have not received such HSE training or passed the corresponding examinations are not allowed to enter the construction site ； 9) The project owner is responsible for holding HSE meetings on a regular and ad-hoc basis; the supervisor shall address HSE issues at the site promptly, properly manage the relationship between quality and HSE, and implement an HSE veto system ； 10) During the project implementation, the supervisor shall conduct inspections and supervision of HSE. If any HSE hazards or inadequate HSE measures are identified, the EPC contractor and the C contractor shall be required to make immediate corrections ； 11) Examine whether the fire prevention and safety warning signs at the sites of the EPC contractor and Contractor C comply with relevant regulations ； 12) Review the monthly HSE reports submitted by the EPC contractor and the C contractor on a monthly basis, prepare risk analysis reports, and submit them to the project owner ； 13) Assist the project owner in organizing regular and irregular HSE inspections ； 14) Verify and inspect the safety and integrity of the construction equipment used by the contracting unit. 3. Management of technical documents and handover documents 1) Formulate regulations for the management of handover documents and supervise their implementation by the contracting party ； 2) Prepare monthly quality reports or comprehensive monthly reports on construction supervision, and report to the construction entity regularly ； 3) The supervising EPC contractor and the C contractor shall, in accordance with relevant regulations as well as standards and specifications, organize the construction workers to fill in original records promptly and carefully during the construction process, and prepare the handover documents for each specialty as required, ensuring that the technical handover documents are prepared in tandem with the progress of the project ； 4) All original records, handover technical documents, and related materials shall be retained by the EPC contractor and Contractor C in accordance with the document management regulations, with the supervisor conducting random inspections at any time ； 5) During the construction process, inspect and guide the contracting unit to promptly organize and submit the handover documents ； 6) The construction records of concealed works shall be confirmed by the EPC contractor and Contractor C, in conjunction with the project owner, supervision agency, and other relevant parties, during the construction process ； 7) Supervise and inspect the contracting unit in organizing and handing over the completion technical documents. 4. On-site project management and coordination 1) Assist the project owner in carrying out project management, design, procurement, and construction management coordination at the construction site ； 2) Review the contractor’s general construction layout plan, and supervise and inspect the contractor’s on-site arrangements ； 3) Inspect the on-site markings put up by the contracting unit, including markings for underground cables and pipelines, operating procedures for equipment, material markings, signboards at the construction site entrance, markings for various management regulations, and markings for wells and ditches, etc ； 4) Supervise and inspect the cleanliness, tidiness, and order at the construction site of the contracting unit ； 5) Coordination with quality supervision agencies and third-party testing institutions ； 6) Coordinate the relationships among civil construction, installation, and other specialized contracting units. 5. Project schedule management and coordination 1) Macro-level monitoring of the key schedule control points on the critical path ； 2) Summarize the progress of the entire project ； 3) Submit a progress report to the project owner on a monthly basis ； 4) Conduct a macro analysis of the progress implementation and put forward suggestions ； 5) Coordinate matters related to the construction interface and construction activities between the EPC contractor and the C contractor within the scope of the supervision project. 6. Project contracts, cost management, and coordination 1) Conduct macro-level monitoring of the total project costs based on the various design components. By establishing cost limits, track the expenditure on the project throughout its entire lifecycle, including the amount contracted, approved changes, estimated expenditures, and the total amount expected by the end of the project. Additionally, compare these figures with the established control benchmarks to determine any savings, thereby enabling the project owner to have an accurate overview at any stage of the project’s execution ； 2) Submit a cost report to the construction unit on a monthly basis. In particular, any significant cost changes or expenses exceeding the budget limits should be closely monitored and controlled, with timely reports provided to the construction unit ； 3) Establish monthly statistical tables for the completed project volume and workload by design sub-items; compare and analyze the actual completed volume against the planned volume, formulate adjustment measures, and regularly submit statistical reports on the completion of project costs to the construction entity ； 4) Review the material budget submitted by the contracting unit to ensure that it receives the materials as required by regulations ； 5) After the project is accepted upon completion, urge the contracting party to promptly settle the project accounts in accordance with the contract and the construction entity’s management regulations. Review the data and original documents related to project measurements based on the calculation rules stipulated in the contract. Verify and confirm the scope of work performed by the contracting party in the settlement statement, ensuring that all documentation for project settlement meets the required standards ； 6) After the completion acceptance of the project, supervise the contracting unit to fulfill its warranty obligations, and assist the project owner with the final settlement and other matters related to the completion acceptance ； 7) Assist the project owner in signing contract documents ； 8) Collect contract documents and establish contract archives; study and analyze contract contents; conduct macro-level monitoring of construction contracts; oversee the execution of engineering contracts; and mediate any contractual disputes between the contracting entity and the contractor ； 9) Establish key points for contract management, track the critical aspects of contracts, provide monthly reports on contract implementation, conduct risk analysis on these critical aspects, issue timely risk warnings, and suggest appropriate measures and other recommendations ； 10) Assist the project owner in reviewing and handling contract changes to ensure that any changes to the project are based on factual circumstances ； 11) Establish a ledger for contract changes, and submit a report on contract changes to the project owner on a monthly basis ； 12) Review the payments for the project in accordance with the management regulations of the project owner and the payment terms stipulated in the project contract ； 13) Assist the project owner in handling claim-related matters, and provide evidence for relevant litigation and non-litigation cases ； 14) After the project is handed over for acceptance, urge the contracting unit to prepare a list of fixed assets to be transferred in a timely manner in accordance with the contract and the management regulations of the project owner, and assist the project owner in carrying out the transfer of fixed assets ； 15) Cooperate with the project owner to carry out the audit of the engineering project. II. Main experiences and insights
1. The concept of “a strong supervisory role with a minimal involvement from the owner” proposed by the owner of the Zhenhai Ethylene Project, along with the three measures of “delegation of authority, support, and evaluation” implemented, have not only created a favorable working environment for supervisors but also placed certain pressures on them. As a result, all supervision firms are facing severe tests and challenges. During the project construction process, our company’s supervision department turned pressure into motivation, implementing full-staff, comprehensive, and end-to-end control over the supervision tasks assigned to it. By organizing carefully and coordinating actively, it fulfilled its role as a supervisor to the fullest extent, serving truly as an assistant and advisor to the client. All projects were delivered in accordance with standards and were put into use successfully on the first attempt. This approach helped to improve the professional skills of the supervision staff. Facts have proven that this advanced project management model is successful, and the measures adopted are effective. 2. To ensure the safe, high-quality, efficient, and high-standard completion of the ethylene project, the company assigns senior management to oversee operations on site, provides a sufficient number of experienced supervisors, and forms a project management team to guarantee that the necessary resources are available to meet the project’s requirements. All supervision staff are called upon to adopt the meticulous and conscientious work style of the staff at the Zhenhai Ethylene Project Management Department, to enhance their awareness of providing supervision services. They should adhere to the principle of \"serving the client, ensuring the client’s peace of mind, and satisfying the client’s expectations,\" and strive to ensure proper control over safety, quality, schedule, and costs. It is important to fully understand the client’s requirements and aspirations, to address the client’s concerns promptly and to think as the client does. By working together as one team with a common goal, and upholding the spirit of \"addressing minor issues right away and not ignoring major ones,\" they can carry out all supervision tasks with a high sense of responsibility. The Supervision Department promptly responded to the call of the Ethylene Project Management Office, dedicating itself wholeheartedly to activities such as the “100-Day Labor Competition”, “Final Battle on January 28”, and “Final Battle on March 28”. By embodying the spirit of working “5 days a week plus weekends” and “day and night”, it sparked a wave of intensive efforts, pooling all company resources to ensure the accelerated progress of the ethylene project construction. 3. Engineering and production work in close coordination to ensure seamless integration, and the AB-angle management has achieved the desired results. Regarding the issues raised by production staff during the project construction process or in the phase of three inspections and four determinations, the supervisor ensures that these are addressed one by one in accordance with the requirements of the \"four determinations\". The corrective actions taken and the results of those actions are communicated promptly to the operations department, thereby achieving closed-loop management. Complete the final tasks after completion, strengthen coordination with the production department, provide proactive support, make early arrangements and take action promptly to ensure that the project is put into use successfully on the first attempt. 4. The effectiveness of construction organization and coordination is key to determining whether the project can achieve its intended goals. The construction management and coordination for Section 10 present significant challenges; our supervision department joined the special task groups focused on air separation, process external pipelines, and flares, and worked actively to strengthen construction organization and coordination while emphasizing a structured work plan. To address the overlapping tasks during on-site construction, the construction schedule was optimized. Work was organized following the principle of working first on underground elements and then on those above ground, starting with civil works before moving on to utility pipelines, followed by steel structures, equipment, and pipelines. This approach was taken to prevent delays in construction due to disputes. In the case of the East Zone torch project, the difficulty and length of time required for constructing the deep foundations for the torch tower, along with the fact that the piled soil occupied the space needed for the foundations of equipment and pipelines, made it impossible to carry out work on those elements around the tower. During regular meetings, the supervisor clarified the approach to be taken, urging the civil engineering and installation teams to work together. Once the foundations for the tower were completed, priority should be given to constructing the foundations for equipment and pipelines, with the utility pipelines having to give way. The civil engineering team was also asked to allocate more resources to shorten the duration of civil work, thereby reducing the pressure on the installation process. While holding regular supervision meetings, special meetings should be convened as appropriate to coordinate and resolve various issues that arise during the project implementation process. To address the delay in the process outer tube project, the subsequent work schedule was optimized; daily meetings were held to assign tasks and check progress for that day. Pipelines for utility materials such as instrument air, plant air, low-pressure nitrogen, high-pressure nitrogen, high-pressure steam, ultra-high-pressure steam, and low-pressure deionized water were given priority for construction and were put into use sequentially, so as to supply materials to downstream users in a timely manner and ensure that the project did not hold back the ethylene project. In the later stages of the project, in line with the China Communications Construction goals and the requirements for commissioning, a list of issues related to the \"three inspections and four determinations\" was posted on the wall; daily checks were conducted on the progress of resolving these issues, thereby advancing the project’s completion process and laying a solid foundation for its commissioning – with positive results achieved. 5. Strengthen supervision, implement responsibilities, and ensure strict safety standards in project construction. Adhere to the people-oriented safety management philosophy, firmly establish the principle that safety at the construction site is of top priority, and ensure the goal of zero accidents and zero pollution in project construction. The supervisor holds regular HSE weekly meetings, organizes weekly inspections, and carries out themed activities such as “I Want Safety.” Great emphasis is placed on the safety management of the on-site working environment; it is checked whether all safety measures have been properly implemented. For key processes such as large-scale lifting operations and critical areas, on-site supervision is carried out to ensure stable and safe production. Such as implementing safety measures for the commissioning of air separation units with one drive unit serving two compressors and for cold box cooling operations, as well as formulating safety protocols including safety briefings, ensuring proper lighting, and requiring access to the cold box via permits for working in confined spaces ； Furthermore, strict control is exercised over pipeline pressure testing; together with the Engineering Management Department, the contracting units, the Quality Control Department, the HSE Department, and the Olefins Department are involved in formulating plans for the pressure testing of pipelines within the cryogenic tanks of air separation units as well as of the flare pipes used in process operations, to ensure that these plans are reasonable, feasible, and safe ； For example, together with the relevant departments of the owner and the construction units, inspect the isolation measures, valves, blind flanges, color coding, and warning signs in place before the operation of the process external pipelines, and ensure that safety measures are implemented. The supervision department adopts a bold management approach, being willing to speak out, take action, and get things done; it focuses on practical implementation, retraining those who violate regulations and imposing penalties on them, while dismissing those who refuse to change their behavior despite repeated warnings. In response to the collapse of the deep foundation pit for the torch tower foundation in the North District, our supervision team took immediate action by organizing the evacuation of personnel on site and arranging for the construction contractor to unload the material from the pit slopes. This prevented further deterioration of the situation and any casualties. We also promptly brought together the project design team, the experts in deep foundation design, relevant parties from the owner’s side, and other specialists to analyze the incident and develop a scientific and reasonable remedial plan, thereby allowing civil engineering work to continue smoothly. This incident served as a drill for my supervision department to handle emergencies, improving its ability to respond to such situations. 6. Strengthen systems and standardize procedures to ensure the quality of engineering construction. Supervisors must firmly uphold the principle that quality comes first – today’s project quality determines tomorrow’s production safety. Strict adherence to procedural rules and construction protocols is essential; work must be carried out in accordance with standards and procedures, without any fraud. Effective control over project quality is achieved through methods such as inspections, witness monitoring, on-site supervision, and parallel testing. Strictly enforce the A, B, and C level quality control measures, ensuring proper review of plans, strict control over the arrival of equipment and materials, and proper verification of each construction step. Implement a strict admission system for personnel performing special tasks, and carry out on-site supervision for critical operations such as large-scale concrete pouring and welding of chromium-molybdenum steel. Pay close attention to inspections and tests such as pipeline pressure testing, individual unit trials, electrical tests, and instrument calibration, in order to ensure the highest standards of construction quality and guarantee that the project is operational from the first attempt, with stable, reliable, and optimal performance. III. Existing Problems and Lessons 1. The contractual relationships at the air separation plant are complex. In this project, SNEC is responsible for the overall EPC work, Zhejiang Zhonglian handles the civil construction, and Sinochem Third Construction is in charge of the installation work. Meanwhile, Hangyang is responsible for the EP of key process equipment such as the three units, cryogenic tanks, and low-temperature storage tanks. The turbines are supplied by Hangqi, while compressors, boosters, and inter-stage pipelines are supplied by ATLAS; Hangyang is then responsible for their assembly. This results in numerous interfaces between design and procurement processes, weakening EPC management. During the project implementation, there were many issues related to design and supply quality, such as problems with the design and supply of inter-stage pipelines, issues with the supply of sound insulation covers, and problems with instrument calibration. Additionally, ATLAS provided poor on-site service, and there was frequent shirking of responsibility when problems arose, which made coordination difficult, slowed down problem resolution, and reduced work efficiency. The situation was very unfavorable, affecting the progress of the project. Later, the project management team assessed the situation and, on August 4, 2009, organized relevant parties to form six working groups: a task force for the air separation unit, a group responsible for the installation of mechanical pipelines at the unit level, a group for the installation of the unit’s oil system, a group for the installation of equipment pipelines inside the plant, an electrical and instrumentation team, a foreign affairs coordination team, and a group for the installation of equipment pipelines outside the plant. These working groups held daily meetings as well as task-solving meetings in the evenings, in order to clarify responsibilities, determine who was accountable for various issues, and address them one by one in accordance with the required standards, thereby turning around the unfavorable situation. 2. Choose the EP contractor carefully. For the East Zone torch, SEI is responsible for the overall design. Taiwan Kaihong is in charge of the EPC work for the ground-based torch and those within the elevated torch area above ground level. However, Taiwan Kaihong’s design depth is insufficient; in particular, for the electrical and instrumentation aspects, only schematic diagrams are provided, without design specifications, equipment lists, or material lists, which makes it impossible to meet the construction requirements. There are also many omissions in the design. The winches used for the elevated torch have not been put into use yet due to unfeasible design solutions, and the supply schedule for materials fails to meet the needs of on-site construction. Issues related to design and quality of supplies were not addressed in a timely manner. During the installation phase, no design representatives were assigned to the site to provide support, and the work related to instrument configuration and debugging was carried out in a very reactive manner. The supervisor invested a great deal of effort in coordinating efforts to resolve Kaihong’s problems, including holding special meetings and discussions, as well as sending letters urging Kaihong’s headquarters to resolve these issues within a set time frame. 3. Utility works should be carried out as early as possible. For example, in the case of the process external pipe project, the first set of pile production lists was received on May 6, 2008, and the pile location maps were not ready until April 12, 2009. The late start of the work placed significant pressure on the civil engineering and installation tasks. 4. The construction units fail to provide adequate management of their subcontractors; some of these units have insufficient management staff, and there is a tendency to substitute supervision with mere contracting. Although the supervisors take various measures to ensure that the construction units’ management systems function properly, even resorting to withholding approval for payment related to project progress, little improvement is seen. Sometimes, due to pressures related to project progress and quality, the supervisors are forced to step in and act as project coordinators, technicians, and quality inspectors, so that the work can continue. 5. Due to the large scale of project management, the substantial amount of coordination required, and the difficulties involved in supervision, and considering the extensive nature of the construction work, supervisors sometimes do not have a sufficient understanding of the site; as a result, some quality issues or violations in construction cannot be detected in a timely manner. There are numerous project meetings, which keep the director, the director’s representative, and even the professional supervision engineer busy with meetings and coordination all day long, leaving them unable to handle daily tasks and on-site matters in a timely manner. IV. Recommendations for the future development of large-scale projects 1. Project contract model: The contract award strategy should take full account of consistency in project management; the supervision contract packages, EPC contract packages, and construction contract packages should correspond one-to-one with the respective management scopes of project management, thereby reducing management interfaces. Regarding the division of supervision contract packages, the installations should be combined with related systems and utility services; it is not advisable to assign all utility services to one or two supervision companies. Where possible, construction contracts should adopt a combined contracting approach for civil engineering and installation work, to be managed uniformly by the installation contractor. The division of responsibilities and the layout of the contractual interfaces are straightforward and clear, which prevents different construction units from working on separate sections and leads to difficulties in coordinating their activities. This reduces the number of communication channels needed, improves work efficiency, and ensures that the construction schedule is fulfilled successfully. The contract settlement model varies depending on the characteristics of the facilities and utility systems: for the facilities, a fixed price per unit combined with a lump-sum contracting approach can be used, while for the utility systems, a fixed unit price with settlement based on the actual volume of work is adopted. 2. Design review: During the basic design review phase, engineering and production personnel carefully study and review the basic design documents, and submit their feedback. During the detailed design phase, production staff are organized to go to the design institute for coordination regarding the detailed design. While implementing the feedback from the preliminary design review, the detailed design is optimized from the perspective of the end users. The focus of design quality management is shifted forward, with efforts made to resolve any design issues before the detailed design drawings are finalized, thereby ensuring that the design is sound and optimized and guaranteeing project quality from the very beginning. Given the lessons from previous projects, priority is given to the progress of the plant’s thermal piping network. In the initial design of the system pipeline network, various devices and sub-projects submit various boundary data to the thermal pipeline network. The system pipeline network project adopts a rapid-follow-up strategy to ensure that the project is completed and put into use 3–6 months ahead of the devices. 3. Monitoring and sharing of equipment and material status information: A device database is established at the beginning of a project, with all attribute and status information entered into it. As the project progresses, ledgers for electrical equipment, steel structure materials, pipe and valve fittings, as well as ledgers for instrumentation and materials are created. Status information such as the date of request for equipment and materials, the date of price inquiry, the date of contract signing, the contract delivery date, the estimated delivery date, and the actual delivery date is entered in a timely manner, along with quantitative information including the total design quantity, the quantity purchased, the quantity shipped out, the quantity received, the quantity inspected, and the quantity that meets quality standards. On this basis, all information regarding the status of equipment and materials is provided to the parties involved in the project, and inquiries from all parties are accepted at any time, thereby ensuring transparency and sharing of information, as well as monitoring and advancing the procurement process. 4. Project implementation 1) Implement the general construction layout and proceed with road construction as soon as possible. At the beginning of the detailed design phase, the overall layout of the project is determined first, with priority given to the design of roads throughout the facility. The completion of road construction facilitates the implementation of underground works, ensures a rational overall construction layout, guarantees smooth transportation of equipment and materials, promotes installation work, and maintains orderly and civilized construction practices. 2) Prioritize the implementation of supporting systems and utility facilities. Utility facilities should be installed first to ensure that the construction is completed 3–6 months ahead of the plant’s operation, thereby providing water, electricity, gas, and air in a timely manner and creating the conditions necessary for subsequent tasks such as individual unit testing, pipeline purging, and cleaning. For projects such as the plant-wide thermal piping network, progress on them should be a key focus of management. During the initial design phase of the system piping network, various devices and sub-projects shall submit all relevant boundary data to the thermal piping network team; the system piping network project should adopt a rapid-follow-up strategy to produce drawings and commence construction as early as possible. 3) Underground first, then above ground, carried out in a systematic manner. Affected by factors such as project timelines, the organization of above-ground and below-ground works is often unreasonable; the foundation work is not completed, roads and vertical elements have not been built, yet the installation of steel structures begins, resulting in unnecessary overlaps that are detrimental to quality, safety, and orderly construction on site. Project construction must comply with the requirements of the network plan: underground pipes and other components should be installed basically before the steel structure is put in place, and all underground work should be completed before pipeline installation begins. This approach enables \"soil-free construction,\" ensures cleanliness inside the pipelines as well as high installation quality, and avoids a range of problems that arise from simultaneous construction activities involving underground pipes, embedded components, foundations, structures, equipment, and pipelines. The vertical installation of the device can be carried out in two stages: the first stage takes place before the equipment is installed, and the second stage is completed before delivery, which effectively prevents any damage to the vertical alignment during installation and ensures a proper vertical condition at the time of delivery. 4) Scientific organization of pipeline construction: Pipeline construction is a key and challenging aspect of project development, accounting for 40-50% of the total construction workload. It is characterized by complex material compositions, numerous processing steps, a large amount of welding work, involvement of multiple specialized fields, and a long construction period. Pipeline construction management should be carried out in accordance with the overall management requirements and objectives of \"strict inspection, material procurement for meal preparation, soil-free prefabrication, installation, timely follow-up of installation documents, and pressure testing as soon as the piping construction is completed\". 5. Quality management adopts a system of using model projects as a guide and requiring inspection of the first units produced. Model projects are used to improve the quality of construction; strict evaluation standards and procedures for such projects are established, with all parties involved in the project participating in their assessment. Efforts are made to increase awareness, and awards are given to the outstanding units and individuals identified. For processes with high repeatability, first-piece inspection is implemented to establish a physical standard and prevent starting at a low level. Furthermore, for repetitive types of work, a mandatory inspection of the first piece is carried out on the workers; for example, for newly hired welders, 100% RT is performed on the first weld they perform in order to assess their welding skills. 6. A \"zero-tolerance\" policy is implemented in HSE management. This policy is enforced strictly to prevent the use of penalties as a substitute for proper management; once any rules are violated, the relevant responsible units and individuals will be dealt with without hesitation, and they will be dismissed immediately.