Get to know the PCM Comissionamento commissioning model
GUARANTEE OF QUALITY AND PERFORMANCE
The model employed by PCM Comissionamento was introduced in 2001 by the company, NorskHydro in the project to expand Alunorte, today one of the world’s largest alumina refineries. Based on the Z-CR-007 standard, MC&C methodology from Norsok Standard, it was published in Norway in 1993.
PCM Comissionamento, through its partner Marco Vaz, oversaw the development and implementation of the model in Vale, one the biggest miners in the world, which standardized the application of the commissioning model in all its projects in 2009.
CONCEPT
Before the model, commissioning was the responsibility of the equipment suppliers themselves, the project-management company, or the assembly company. whereby, for the most part, they did not demonstrate an interest or responsibility for integration with other suppliers and designers. Indirectly, they came to benefit from integration flaws, which provided them with greater slack in covering their own delays. Unfortunately, these flaws were only detected during commissioning, already near startup.
Commissioning was practiced for years by professionals from the field of projects and industrial enterprise constructions, who ended up becoming accustomed to delays viewing them as something normal and to be expected.
The MC&C commissioning model aims to oversee the conclusion of all works, using specific software that organizes and controls the whole delivery process for assembly and construction, resulting in a smooth, safe, transparent and quality transition to the client’s operation.
Ensure that installation is carried out as designed and specified by Engineering.
Ensure that installations are totally tested and in perfect working order before delivery.
Dynamic implementation (speed up conclusion of works) to meet the start-up date.
OBJECTIVE
The main goal of the MC&C commissioning implementation model, followed by PCM Comissionamento, is to:
Ensure that all commissioning stage activities are carried out with personal and equipment safety in mind, up to the scheduled start-up date guaranteeing operational reliability in the ramp-up.
Ensure that the MC&C commissioning model, along with specific software, organizes and controls the whole delivery process for assembly and construction, resulting in a smooth, safe, transparent and quality transition to the client’s operation.
Provide Project Managers with the means to act in a timely manner to make decisions in order to resolve occasional delays and critical scenarios in construction and assembly, and stay on track for the enterprise’s start-up date.
DECISIONS ALWAYS BASED ON ANALYSIS
Click on the icons and find out more about the stages of the commissioning model followed by PCM Comissionamento.
Stage 1 • COMMISSIONING PLANNING
Commissioning Plan
Strategies to create groups and contracts for commissioning;
Definition of commissioning packages;
Timetable for commissioning packages;
Organizational chart and histogram.
Execution: Detailing of implementation
Demarcation of Commissioning Packages;
– Cross-referencing of engineering/supplier documents and preparation of commissioning field work scope;
Drafting of package commissioning procedures;
Scheduling, follow-up and control of activities involving mechanical completion, pre-commissioning and commissioning.
Stage 2 • MECHANICAL COMPLETION
1- Cross-referencing of engineering/supplier documents and preparation of procedures required for Mechanical Completion:
Mitigate or eliminate existence of errors or discrepancies between technical information and data when cross-referencing engineering and supplier documents, in preparation for the verification and testing of procedures required for mechanical completion.
Schedule and prepare tagged items for verification and testing procedures from mechanical completion stages in the computerized commissioning management system.
2- Preparation of mechanical completion work scope:
In this stage, 100% of the tagged and untagged items (objects) from all disciplines must be validated by the Commissioning company, through the mechanical completion checklist, gathering and classifying the matters awaiting correction by the assembler, before the move from construction to commissioning.
3- Execution of mechanical completion procedures:
All tagged items and objects from the project installations should be inspected and validated using verification and test registration procedures, signed by different professionals (03 signatures).
4- Confirmation of assembly quality
Through testing procedures and static verification of installation construction, as per enterprise specifications, norms and designs.
5- Management of assembly conclusion progress and pending matters:
Delivery of protocol procedures and pending matters are updated in the software, allowing for the issuance of management reports and trend curves.
The management follow-up indexes that best represent the end of the enterprise are those covering mechanical completion, as per PR-G-305:
Delivery of mechanical completion protocols;
Transfer certificates handing off commissioning packages from Construction to Commissioning;
Pending matters graph.
Stage 3 • PRE-COMMISSIONING
Pre-commissioning tests are performed by energizing the tagged items and definitive components from the project, which include: communications and configurations of the control system, control loops, interlocking, uncoupled electrical motors and hydraulic units or lubrication.
Stage 4 • COMMISSIONING
Commissioning testing is performed by subsystems (commissioning package) defined as:
TESTS WITHOUT LOAD: tests of integrated commissioning subsystems involving equipment, instruments and components without any type of load (product).
TESTS WITH LOAD: tests of integrated commissioning subsystems with load present (product).
Stage 5 • ASSISTED OPERATION
Professionals working as part of the client’s local team in order to carry out a certain activity and at the same time enable the transfer of know-how to the client’s team in relation to products and solutions provided by Hedwey, in order to minimize risk in the implantation of new technologies while creating the conditions for the transfer of the technology involved until the local teams can retake activities with their own team.
