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The design, detailed engineering and installation of one revamp took just
four-and-a-half months
I
n 2003, Navajo Refining Company revamped ess, project, mechanical and operating personnel
its FCCU to increase capacity from 18–25 with a vested interest in the successful outcome.
Mbpd. During the previous turnaround, the Other time-consuming activities such as the
reactor-regenerator section had been modified to approval of drawings were done in one or two
meet the 25.Mbpd feed rate, but downstream days versus weeks by an appropriate working-
equipment had not been upgraded. There were level team. Avoiding bureaucratic project
only four-and-a-half months from engineering execution processes eliminates waste, unneces-
kick-off to unit start-up. Everything had to be sary costs and scheduling delays.
done on a fast track. Consequently, identifying Developing a complete scope of work was key
modified or new long lead-time items quickly, to preparing a good estimate and controlling
such as compressor rotor modifications or costs. Fast-track revamps are challenging,
vessels, was a priority. Normal linear engineer- because engineering activities need to be priori-
ing practices prior to issuing bids could not be tised around long lead-time equipment, and
followed. These included finalised simulations, standard engineering practices often have to be
heat and material balances, and equipment spec- ignored as not being necessary. Major equipment
ification. In spite of the challenges, the unit must be specified in sufficient detail to get an
started up on schedule. The unit has been able accurate quote, but details that are not needed
to exceed its design feed rate, and increase gaso- can wait until after the critical activities are
line and LCO product recovery. Payout was less complete. For example, when buying a new
than six months. vessel, process nozzle sizes can be estimated
based on preliminary simulations and finalised
Fast-track execution after the vessel manufacturer has been selected
It is not unusual in today’s business climate for and plate ordered. While there is risk of cost
revamp projects to take two to three years to escalation if a process nozzle changes from, say,
engineer and construct. But with a dedicated 8–10in, waiting until everything is finalised will
project team and experienced revamp group, it is at best ensure a premium is paid for the steel
possible to complete fast-track work on schedule plate or, at worse, the schedule cannot be met.
and within budget. When this project was In many instances, standard engineering prac-
executed, refinery margins were tight and capital tices dictate the equipment specification
was scarce. Hence, the decision to invest was development time, not truly practical require-
made as near as possible to the upcoming ments that ensure equipment deliveries are met,
turnaround. costs are contained and ultimately the unit oper-
However, fast track does not mean wasting ates properly.
money. The proper execution of fast-track Since the schedule was short, sufficient process
revamps avoids the excessive engineering costs simulations and equipment modelling were done
associated with studying options that are not to assess the major system limits such as the wet
practical. In this case, options that did not make gas compressor, condenser system, main column
sense were eliminated by discussions with proc- and feed hydraulics. In parallel, field pressure
Wet gas
compressor
Table 1
Polytropic
3TAGE
Where,
MW Molecular weight
n Compression coefficient
Zavg Average compressibility
P1 Suction pressure, psia
)NLET VOLUME )#&-
T1 Suction temperature, °R
P2 Discharge pressure, psia
Figure 2 Six-stage wet gas compressor curve
In this instance, raising the receiver
pressure from 3–10 psig and lowering
the temperature to 105°F decreased the
amount of wet gas produced to around
11 200 ICFM, which was within the
existing compressor’s volumetric capac-
ity. Although pulling a heavy naphtha
3TAGE cut from the main fractionator decreased
4OTAL BRAKE (P
the liquid loading to the gas plant, the
net effect was to increase the molecular
weight of the gas inlet to the compres-
sor. Therefore, while raising the
compressor inlet pressure and lowering
the temperature decreased the inlet flow
rate, the reduced volume reduction due
)NLET VOLUME )#&-
to a higher mol weight gas also raised
the compressor discharge pressure, since
Figure 3 Five-stage wet gas compressor curve it develops a fixed polytropic head. The
calculated discharge pressure (P2 in
ability of the compressor to move a given mass Equation 1) from the existing six stages of
of gas. Operating changes that raise gas density compression was well above 350 psig over much
decrease the inlet volume for a given mass of the stable flow rate, which exceeded the maxi-
flow rate. In this case, raising the suction pres- mum allowable working pressure (MAWP) of the
sure from 3–10 psig was essential to stay major equipment in the gas plant. Moreover, the
within the stable operating range of the compressor shaft horsepower would have been
compressor. The existing compressor had a 20% above 5000 HP, requiring replacement of the
operating range between surge and stonewall existing 4400 HP motor. However, replacing a
flow rates prior to the revamp. Navajo’s six- motor is very costly, and often requires new
stage compressor performance curve is shown transformers and motor control centre
in Figure 2. equipment.
Once the compressor suction pressure was Navajo’s design compressor discharge pressure
established to stay within the stable volumetric was 210 psig. The gas plant operating pressure
flow range, the discharge pressure generated should be maintained as close to the equipment’s
by the six-stage compressor was calculated MAWP as possible, because it maximises propyl-
from the polytropic head equation shown ene recovery and minimises fuel gas production.
below: The gas plant operating pressure could be met
Overhead
receiver
Hp Polytropic head
SHP Shaft horsepower
m Mass flow rate of gas Figure 4 Compressor controls
np Polytropic efficiency
1.02 includes 2% gear losses