Plant Commissioning Process 1

Integrative Approach to the Plant Commissioning Process
Kris Lawry,1 and Dirk John Pons2

1 Department of Chemical and Process Engineering, University of Canterbury, Private Bag 4800, Christchurch 8020, New Zealand
2 Department of Mechanical Engineering, University of Canterbury, Private Bag 4800, Christchurch 8020, New Zealand
Correspondence should be addressed to Dirk John Pons; [email protected]
Received 20 September 2012; Revised 2 December 2012; Accepted 19 December 2012
Academic Editor: Xueqing Zhang
Copyright 2013 K. Lawry and D. J. Pons. is is an open access article distributed under the Creative Commons Attribution
License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is
properly
cited.
Commissioning is essential in plant-modi cation projects, yet tends to be ad hoc. e issue is not so much ignorance as lack
of systematic approaches. is paper presents a structured model wherein commissioning is systematically integrated with
risk
management, project management, and production engineering. ree strategies for commissioning emerge, identi ed as
direct,
advanced, and parallel. Direct commissioning is the traditional approach of stopping the plant to insert the new unit.
Advanced
commissioning is the commissioning of the new unit prior to installation. Parallel commissioning is the commissioning of
the
new unit in its operating position, while the old unit is still operational. Results are reported for two plant case studies,
showing
that advanced and parallel commissioning can signi cantly reduce risk. e model presents a novel and more structured
way of
thinking about commissioning, allowing for a more critical examination of how to approach a particular project.
1. Introduction
1.1. Background. Plant modi cations are an ongoing process
throughout the life of any process plant. Reasons for modi
cation include efforts to improve reliability, production
capacity, quality, or productivity. Seamless incorporation is
the key concern associated with the installation of any new
equipment in an operating plant due to the high cost of
process downtime. Several steps can be taken to minimise
the risk associated with the installation of new equipment
such as hazard and operability studies, project management,
development of redundancy plans, and commissioning of the
new equipment.
Of these, commissioning is an essential activity in
many plant-modi cation projects and has signi cant implications
for project success. Yet paradoxically it tends to
be approached in an ad hoc manner. It is o en included
in project plans, so it is not that people are ignorant of
commissioning. Rather, the problem is that there is a lack of
systematic approaches to commissioning, so it is frequently
le to tradespeople and plant operators to manage in whatever
way they see t. is is an undesirable situation since
it results in unpredictable outcomes. In some cases it can
even cause serious problems. An extreme example would be
the catastrophic failure of the Chernobyl nuclear power plant
(1986), which was caused by operators attempting an ad hoc
test of the efficacy of a modi ed emergency cooling system.
is paper presents a structured conceptual model for
the commissioning process, and two cases studies showing
application to operating plant.

2. Existing Models of Commissioning

2.1. Literature. Many authors have highlighted the value of
commissioning from a range of different perspectives but
they all agree that commissioning and the integration of a
new project is critical to the success of any project [110].
However commissioning is poorly de ned and is interpreted
ambiguously [6, 11], which leads to inefficient utilisation
within industry. In this paper commissioning is de ned as
the disciplined activity involving careful testing, calibration,
and proving of all systems, so ware, and networks within the
project boundary [5].
2.2. Current Models of Commissioning. Factors that are
known to affect the commissioning process include the
following.

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Integrative Approach to the Plant Commissioning Process

Kris Lawry,1 and Dirk John Pons2

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