Gas plant improves C3 recovery

with Lean Six Sigma approach

12/05/2011

Kamarul A. Amminudin
Thenyan S. Enezi
Mustafa A. Jubran
Ali T. Hajji
Abdulkareem S. Enizi
Zaid F. Bedoukhi
Saudi Aramco
Khurais
Based on a presentation to 19th Annual Technical Conference of
the GCC Chapter of the Gas Processors Association, May 4, 2011,
Kuwait.
Saudi Aramco's Khurais central processing plant has improved propane recovery
from its gas train following performance analysis that relied on Lean Six Sigma
tools. The Khurais producing department adopted the methodology, traditionally
employed as a process-improvement tool throughout such non-process engineering
activities as inventory management, transportation, and marketing, to address
lower propane content in Khurais NGLs.

The methodology strictly follows the framework "define, measure, analyze, improve,
and control" (DMAIC; see accompanying explanation, p. 106). The department
defined the problem through statistical analysis of the current performance and

quantification of the propane losses. The process also involved a brainstorming

session to identify the potential root cause of the problem (box above).
Based on this approach, we gathered information and analyzed it to verify the root
cause, identified as poor chilling performance in the gas train. We then shifted focus
to improve the chiller's performance from minimizing the process stream's pressure
drop across the chillers to maximizing propane refrigeration performance. The team
then implemented these findings through a series of performance tests, which
successfully confirmed that propane recovery can be maximized to meet the target.
Since the test was successfully completed in January 2011, followed then by
ongoing monitoring, the train has sustained optimum performance to date by
consistently producing a much higher NGL yield.

Khurais processing
Saudi Aramco in June 2009 commissioned the Khurais central processing plant,
which lies about midway between Riyadh and Dhahran (Fig. 1). It was to produce
1.2 million b/d of Arabian Light crude oil together with associated gas and
condensate from three major fields: Khurais, Abu Jiffan, and Mazalij. It also can
supply water for field injection from a seawater treatment plant.

Fig. 2 shows the process flow of Khurais central processing, which includes the
Khurais gas train. Crude oil from the fields is first processed in the oil train, which
produces stabilized crude from a series of separation systems: the high-pressure
production trap (HPPT), low-pressure production trap (LPPT), and the stabilizer. Onspecification stabilized crude is then sent to the terminals for export.

The natural gas separated by the oil train is then compressed by a compression
train before being sent to the Khurais gas train, which further separates it through
dehydration, refrigeration, and stripping to meet a hydrocarbon dewpoint
requirement. The sour-gas product from the gas train is then sent via pipeline to
another gas plant for sweetening.
The condensate recovered from the gas train stripper is sent to another
fractionation plant for further processing. In addition, supporting these processes is
a utility system to provide steam and other utilities; power is supplied from an
external source, however.

Lean Six Sigma

The Lean Six Sigma approach selected to carry out the process improvement
initiative enables us to find the root cause of the problem systematically. Our goal is
to ensure that the problem we are going to solve should prevent us from repeating
the same problem and that the solution at hand should allow us to work towards
continuous improvement.
It is common to see the Lean Six Sigma methodology applied in such nonprocessengineering activities as inventory management, supply-chain optimization, and
transportation. Chemical manufacturing companies have adopted Lean Six Sigma in
many ways in their process improvement initiatives, especially when dealing with
poor yield or wide variation in yield; long cycle times; and process
instrumentation/controls performance.1
In a nutshell, the Lean Six Sigma approach embodies both the statistical and
process tools to provide for optimization and improvement. It relies heavily on facts
(data) and treats data variation as undesirable.
To address a specific process improvement initiative at the Khurais gas train, we
used the Lean Six Sigma methodology to improve propane recovery from NGL

products. The driving force for such an initiative is primarily the impact of product
losses on the hydrocarbon chain throughout the company, especially in NGL
products. In addition, operational concerns due to high liquid buildup in the gas
export line following the loss of C3 product to the gas export line during the winter
months made this initiative critically important.

Lean Six Sigma methodology strictly follows define, measure, analyze, improve, and
control (DMAIC) phases. The project starts with problem definition, which breaks
down into problem statement, project objective, and project benefits. In Lean Six
Sigma methodology, understanding the problems that lead to poor performance
requires a specific tool within the define phase. This involves using the supply-inputprocess-output-customer (SIPOC) table (above) and the process mapping diagram
to gain full insight into the problem at hand.
In our case, use of the SIPOC table provides a "birds-eye view" of the process
affecting the issue. This is then followed by use of a process mapping tool, a typical
process flow diagram to understand in greater detail the movement of C 3 in the
Khurais gas train. This in turn enables the team to define the problem better.
To quantify the problem, we initiated data gathering on the performance of
C3 recovery. Based on data gathering for a given period, a statistical toolProcess
Capability Analysiswas used on the poor C 3-recovery performance from the NGL
products. It was confirmed statistically that for most of the time, the C 3 purity in the
NGL products does not meet the minimum requirement of 35 vol %. Therefore, the
team formulated the project objective to focus on improving the C 3 product purity to
a minimum target of 35 vol % from the then-current 25 vol %.
Finding the root cause of the problem is the next step. This is achieved by use of the
following Lean Six Sigma tools: a "fishbone" diagram, cause-and-effect matrix, and
failure mode and effect analysis (FMEA).
The fishbone diagram, which enables the team to explore the causes, is conducted
in a brainstorming session among team members. The cause-and-effect matrix
prioritizes the causes or identifies which elements contribute most to cause
problem. This involves use of rankings on all elements identified as the potential of
causing the problem.
Next, the FMEA, used to detail the causes, includes finding the potential failure
mode, identifying the impact of this failure on the customer, identifying the
potential causes of this failure, and recognizing the current control mechanism to
mitigate the failure.
Each element in this FMEA analysis was rated according to FMEA rating guidelines,
and the analysis was carried out in a brainstorming session. Detailed deliberation of
the FMEA analysis led to the conclusion that poor chilling performance had been the
root cause of the problem.

In the measure phase, all data were collected to verify the findings from the FMEA.
Appropriate statistical tools, such as mean, variance, average, and standard
deviation, were employed to analyze the data. In addition, a "five-why" analysis and
hypothesis testing was used to verify the root cause. The accompanying box (p.
102) shows an example of a "five-why" analysis to illustrate the cause of lower
C3 composition from a poor chilling performance, which is due to accumulation of
solid particles in the chiller tube.
The team analysis, then, found that the causes of the lower C 3 products in NGL
were:
Accumulation of solid particles that result in a significant pressure drop in
the chiller tubes.
Poor performance of propane refrigeration.
The focus then is on eliminating these causes through implementing the solution
strategy.

Lean Six Sigmaa definition

"Lean" manufacturing refers to a production process that expedites throughput
of goods. The concepts started in the automotive industry, and the focus began
and remains one of speed, gained by elimination of waste.
"Six Sigma" has its roots in the semiconductor industry (Motorola) and focuses
on quality, maintaining consistent quality by controlling deviations.

Lean manufacturing

Anything that adds no value to a product in the course of its manufacture is

waste. The measure in Lean is the value-added component: Will the buyer pay
for the function? Defining what the buyer actually pays for is key to identifying
waste.
Another area of waste elimination in Lean is reducing time spent in queue. How
much time does a product "wait" along the production line for value to be added
to it? Actually tightening a bolt adds value; a pile of bolts waiting to be tightened
is waste.
The Lean process identifies six types of waste:
1. Transportation: movement of goods that has no value. Moving goods
from one step in the process to the next is necessary; moving them into a
holding area to wait is wasteful.
2. Inventory: components that are merely waiting for value to be added.
3. Motion: unnecessary movement of either people or equipment. Taking 10
steps to accomplish what five will do.
4. Over production: producing more than is needed, either in parts or
products.
5. Over processing: more work done to add value than results warrant.
6. Defects: time wasted in inspecting for and correcting them.

Six Sigma

The last type of wastecontrolling defectsis at the heart of the Six Sigma
approach. This manufacturing process documents and monitors deviations.
Controlling variations in Six Sigma manufacturing consists of five steps, the first
letter of each make up DMAIC.

1. Define goals and processes.

2. Measure product capabilities, process capabilities, and risks.
3. Analyze to determine cause-and-effect relationships.
4. Improve the process, based on the first three steps.
5. Control the process to exclude variations that exceed acceptable
standards, so that every product is of consistent quality and defect-free.
Based on an explanation by Ann Deiterich, a contributor to eHow
(www.eHow.com).

Improvement

Following the recommendations of the Lean Six Sigma assessment on the low
C3 recovery in NGL products, an implementation plan was carried out, the "Improve"
phase of the Lean Six Sigma methodology.
First, the team wanted to confirm that the higher pressure drop in the chiller was
caused by solid-particle accumulation. The opportunity came during turnaround and
inspection of the Khurais gas train. An inspection of the chiller tubes' condition
confirmed blockage in the tubes, and a sample of solid particles was collected for
laboratory analysis. That analysis indicated the presence of iron-based materials,
which originated from corrosion in the system.
The inspection team then removed these solid particles and returned the chiller to
service. Improvement in the performance was noticeable but not sustainable. The
team then focused on improving the propane refrigeration system itself, where the
team implemented recommendations to improve the propane circulation rate and
pressure setting of the propane refrigeration system.

After the plant performance test of almost a month from the end of December 2010
to the end of January 2011, a large increase in C 3 purity of the NGL products was
noted (Fig. 3). It also demonstrated that the composition of C 3even exceeded the
minimum target of 35 vol %.

Similarly, as shown in Fig. 4, NGL yield from the Khurais gas train increased notably,
corresponding to an increase in C3 purity. The yield had increased from around 16%
recovery (average) initially to almost 27% recovery (average) after the
improvement.
Implementation of the recommendations from the Lean Six Sigma methodology had
successfully resulted in the following actual findings from the test:
NGL yield increases by 70%.
An increase in C3 composition in NGL to 35-40 vol % from 25 vol %.
Relatively leaner sour-gas export, which minimizes liquid condensation in the
gas pipeline.

Sustaining performance

Following this success, the team embarked on the "Control" phase in the Lean Six
Sigma methodology. Its objective was to sustain the optimum performance of the
Khurais gas train by continuous monitoring.
In fact, the team believes that to sustain optimum performance is the most
challenging aspect in the process improvement initiative. But a concerted effort to
sustain performance together with a better understanding of the process has made
process monitoring with the existing process control system run smoothly. The train
has achieved a stable optimum performance.
As for the long term, the team is considering installing an advanced process control
system to carry out the process optimization on line. The team is working with the
APC vendor to evaluate installing such a system.

The Khurais gas train has been able to sustain optimum performance, while
continuously producing much higher NGL yield for the company.
Some lessons learned from this initiative are:
Problem solving requires a very good understanding of the issues.
The Lean Six Sigma methodology addresses issues in a systematic way
through use of actual data supported by sound technical analysis.
Efforts should be made to avoid looking at problems in silos.
All achievements came without incurring additional cost to the organization.
(Lean Six Sigma is carried out in-house without reliance on external
consultants.)

Acknowledgment

The authors thank Saudi Aramco for permission to publish this article.

Reference

1. Liebermann, G., "Apply Six Sigma for Process Improvement and Problem
Solving," Chemical Engineering Progress, March 2011, pp. 53-60.