Pertamina Energy Management System (EMS)

PT PERTAMINA (PERSERO)
DIREKTORAT PENGOLAHAN
Pertamina
Energy Management System
(EMS)
Dhani Prasetyawan
January 30, 2014
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of Pertamina is strictly prohibited
Energy Efficiency transformation for an oil refining company
Scope of EMS
▪
▪
▪
We are a National Oil
Company in south east
Asia with a refining
capacity of 1 MBD i.e.,
~1% of global refining
capacity
Performance
▪
▪
▪
Identify EE initiatives to reach best-in-class performance
Implement 3 operational improvement initiatives as Value Accelerators
Set up implementation for 2 Capex Initiatives
Process
For a refinery, energy
cost forms ~60% of
operating cost, hence
the opportunity for EE
is immense
▪
▪
▪
Set up Energy
Management System
(EMS)
Improve equipment readiness to support
energy efficiency
Identify and cascade energy KPIs and
KAIs from GM to Operators
Implement performance monitoring and
dialogues system
People
▪
▪
▪
Build capability to sustain program
Codify technical and non-technical aspects of project in ‘EMS Brick’
Set up frontline engagement system
PERTAMINA
| 1
1
EMS has achieved impact across all 3 areas of the transformation
framework (for 2 Refinery units)
Performance
135
19
Process
Million USD in
energy saving
opportunity
identified
Million USD saved
through initiatives
implemented
121
KPIs cascaded to
all functions
14
Areas where
performance
meetings are held
13%
Improvement in
Equipment
readiness
People
22
EMS Bootcamp modules delivered
48
Key stakeholders trained
of energy best practices (EMS
>1000 Pages
brick) codified
2
PERTAMINA
|
2
The end-to-end Energy Management System
Energy monitoring
EII
KPI and KAI
cascading
Performance
monitoring
Equipment
readiness
Competency toolbox
Performance
Process
People
Best practices
Operations
Infrastructure
Common
Process
Stage-gate
Utilities equipunits
system
ment
EE capex
projects
New development
Design
considera- EE checklist
tions
PERTAMINA
|
Before and after of EMS program
Before
After
Overall
▪
Different energy practices
across all sites
▪
Standardized energy management
system across all sites
Performance
▪
Year and year incremental
improvement target
▪
4 year target to reach top
quartile performance
▪
Distributed initiatives not clearly
linked to meet target
▪
Consolidated initiatives to meet
target
▪
Energy KPIs for selected
functions only e.g., production,
engineering
▪
Energy KPIs for all energy
related functions incl.
maintenance, procurement
▪
Energy discussed only in
selected meeting e.g.,
hydrocarbon meeting
▪
Energy discussed in all crucial
meetings e.g., operations
meeting, reliability meeting
▪
No specific training on energy
efficiency
▪
Comprehensive capability
building toolkit incl. 22 modules
▪
Only 1 unit level energy
competition
▪
3 different energy competitions
at individual and group levels
Process
People
PERTAMINA
|
However, there are some challenges that we faced in rolling out EMS
Issue
How it was addressed
Adherence to
new processes
and procedures
▪
▪
▪
▪
Communication cascade about the program and what
each member is required to do
Coaching through 3 bootcamps to ensure employees feel
confident that they can implement change
Role modeling by senior management to get involved in
project
Formal mechanisms such as KPIs
Ownership in
senior
management
▪
In monthly steering committee meetings refinery General
Managers presented the progress of EMS in their
refineries, which put them under pressure to show
progress
Roll out to
other refineries
▪
Pull forward program – training sessions conducted by
change agents of the pilot sites for change agents from
other sites
PERTAMINA
| 5
PERFORMANCE: OPPORTUNITY IDENTIFICATION
We identified initiatives to take us to EII Quartile 1
Energy consumption
Solomon EII index
Current EII
111.2
6.1
Savings opportunity
12.3
1.9
Area 3
Area 4
Potential EII
2.1
0.1
0.7
88.0
x.x
Minor capex2
x.x
Heavy capex3
Savings
$mn/yr
Capex
2.06
0.274
2.014
0.244
1.814
0.14
0.57
0.14
0.55
11.54
45.61
▪ Reduce steam leaks
U.9
0.20
1.45
▪ Increase coil inlet temperature
F1.1
▪ Reduce excess O2 level in furnaces
F1.3
0.46
1.83
0.22
0.85
▪ Reduce radiation loss from furnaces
F1.4
0.23
0.90
▪ Install air pre heaters
F1.8
0.40
1.60
n/a
7.42
▪ Increase coil inlet temperature
F2.2
▪ Reduce spillback on platformer compressors
F2.3
0.98
3.87
0.10
0.60
▪ Reduce excess O2 level in furnaces
F2.4
0.51
2.02
▪ Reduce radiation loss from furnaces
F2.5
0.51
2.03
▪ Install air pre heaters
F2.9
0.62
2.44
▪ Reduce excess O2 level in furnaces in unit I
L.1.1
▪ Reduce excess O2 level in furnaces in unit II
L.2.1
0.03
0.13
0.08
0.32
▪ Reduce excess O2 level in furnaces
P.1
0.34
1.36
▪ Reduce radiation loss from furnaces
P.2
0.34
1.36
17.1
77.0
performance4
▪ Reduce O2 level of boilers
U.7
▪ Reduce
F2.1
Area 2
Day to day operation
0.28
▪ Replace STGs with Cogeneration
U.8
Utilities
Area 1
▪ Reduce let down of MP to LP steam
U.1
▪ Maximize steam turbine inlet temperature4
U.2
▪ Improve STG condenser
U.3
▪ Install air pre heaters
U.4
Initiatives
already
identified
EII
reduction
Top initiatives quantified
x.x
Total
flaring1
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Negligible
Negligible
0.5
0.5
Negligible
50-100
Negligible
0.15
Negligible
0.1
1
Negligible
0.15
TBD
Negligible
0.1
0.5
Negligible
Negligible
Negligible
0.1
1 Does not have EII impact but has potential to reduce energy cost 2 Does not require procurement and investment decision 3 Long lead times
4 Impact is not counted in the long term EII and cost reduction because of future CoG replacement
PERTAMINA
| 6
6
PERFORMANCE: VALUE ACCELERATOR
Before implementation
Selected operational levers from were implemented in the
plant as proof of concept
Implementation start
date
Operational parameters
3.8
4.1
3.0
336
332
335
70
335
301
83.7
W1 A
W2 A
B
W1 A
W2 A
7.8
7.9
8.3
305
301
302
7.0
B
W1 A
W2 A
4.4
012F-101
3.2
3.0
B
W1 A
W2 A
383
380
379
82.9
82.1
W1 A
83.9
80.0
80.1
B
W1 A
393
361
3.5
3.4
N/A N/A N/A
Jan Feb Mar Apr Total
W2 A
315
282
4.0
B
70
86.0
3.0
B
025F- 101A
and B
Operational impact
Fuel consumption
reduction, BSRF
Furnace efficiency2, %
82.3
5 Apr
2013
Baseline1
Calculated furnace efficiency
Stack temp/BWT , oC
3.6
85F-201
3 Apr
2013
Target
Operational parameters and impact tracking
O2 level, %
1Apr
2013
After implementation
80.6
79.6
80.4
W2 A
80.7
5
81.5
5
79.7
79.2
N/A N/A N/A
B
W1 A
W2 A
B
W1 A
W2 A
1 Baseline period is from Jan – Dec 2012, with abnormal data removed
B
W1 A
W2 A
Jan Feb Mar Apr Total
More than USD 0.2 million/year of projected
annualized impact from the 3 fired heaters
PERTAMINA
| 7
PERFORMANCE: CAPEX INITIATIVE
We engaged an engineering firm to provide expertise for Capex Initiatives
Snapshot of Compabloc PFS report
Highlights of report
Root cause
analysis
Investment
package
Impact
analysis
Business
case
Action plan
and project
tracking
template
▪
Loss in CIT due to fouling in HEX
E110/E111
▪
Welded plate HEX (e.g.,
combabloc) 2 parallel sets
▪
▪
Project cost = $4.7mn
$21mn/yr from debottlenecking of
CDU
$4.3mn/yr from reduced energy
consumption due to higher CIT
▪
▪
▪
1 yr counting only energy impact
3 months including process impact
▪
Estimated 1 years of project
duration
▪
However, significant increase
possible due to approval and
contracting process
PERTAMINA
| 8
PROCESS: KPI AND KAI CASCADING
We set up a KPI based system to track normalized energy efficiency for
each refinery…
Energy KPI breakdown by EE areas
Utilities
TSRF/ton steam
6.6
6.0
-8%
5.8
6.0
EII achievements
24%
Reasons for change
▪
High EII due
to blackout
▪
108
96
93
91
-5%
Lower coke
production in RCC
due to low MCRT
Catalyst problem in
PLF
Ton steam/MW
6.4
6.1
Area 1
%TSRF/ton feed
11.8
9.6
Area 2
%TSRF/ton feed
6.65
6.12
Baseline
Jan
Reasons for change
▪ Efficiency increase due
to increase in share of
fuel gas
% of total
energy cons.
Feb
Mar
Area 3
%TSRF/ton feed
317.6
316.8
Baseline
Jan
6.3
12.8
6.5
11.4
6.51
+2%
▪
STG B & E operating in
extraction mode to
satisfy increase in MPS
demand
▪
While lower MCRT reduces
TSRF/ton feed, it also
reduces the standard energy,
35%
thereby increasing EII
▪
TSRF/ton feed has reduced,
but due to catalyst problem in
21%
PLF, the std energy has
reduced, thereby increasing EII
-4%
2%
5.83
422.8
317.1
Feb
0%
20%
Mar
PERTAMINA
| 9
PROCESS: EQUIPMENT READINESS
100%
90%-100%
>90%
>75%
Equipment readiness was tracked on a weekly basis and action
taken for low readiness areas
Boilers
Firing
Combustion
air supply
100
100
Furnaces
Low readiness units
100
Air
registers
95
FDF /
IDF
Sootblowing
Temperature
indicator
100
100
Sootblowing
73
83
Drafting
100
83
Stack
damper
Flow and
pressure
measuring
100
95
Draft
gauge
Others
100
100
Total
99
96
Readiness
▪
▪
▪
▪
11-F-101
12-F-101
13-F-101
81
80
80
11-F-101
50
▪
▪
▪
▪
▪
▪
▪
▪
52B-101A
52B-101B
52B-101C
52B-101D
52B-101E
52B-101F
15B-101
60
60
90
90
70
67
48
14F-101
75
▪
▪
▪
▪
▪
▪
▪
▪
15B-101
31F-101
31F-102
31F-103
32F-101
32F-102
32F-103
32F-104
50
67
67
67
0
0
0
0
PERTAMINA
| 10
PROCESS: KPI AND KAI CASCADING
… which was cascaded down to every related position of the organization
Recommendations
▪
EII
▪
EII
▪
EII in Production I area
▪
TSRF/feed1
RPO manager
▪
None
Turnaround
manager
▪
% completion of energy-related initiatives recommended for TA
MPS manager
▪
Equipment & accessories readiness for energy-related equipment2
ME manager
▪
Lead time in energy-related repair/replacement work
▪
▪
Service level of accessories/equipment/ service/catalyst for EE-critical
equipment2
% of EE-related program improvement based on Master Plan
▪
EII improvement gained from supporting programs based on EII roadmap; EII
▪
EII improvement gained from supporting programs based on EII roadmap
General Manager
Senior Manager
Production I
manager
Production II
manager
Procurement
manager
Reliability
manager
Eng & Dev
manager
OPI manager
1 Only for units of which EII cannot be calculated 2 Details to be added in equipment readiness addendum
PERTAMINA
| 11
11
PROCESS: PERFORMANCE MONITORING
We created performance dashboards to ensure effective performance
dialogues…
Overview of Area
Overview of Area
Area A
Area B
Area C
Each production area can
leverage electronic
dashboard as a tool to
track energy-related KPI
performance
PERTAMINA
| 12
PROCESS: PERFORMANCE MONITORING
Departmentspecific
… which were conducted at every level of the refinery
Cross-functional
Optional,
as-needed basis
Performance monitoring/problem solving meetings
Performance dialogue
Shift
Monthly
General
Manager
Daily
Issues
escalated
Operation
meeting
3
4
Weekly
Alignment
Meeting
(WAM)
Reliability
meeting
Hydrocarbon
meeting
Performance
dialogue
Performance
dialogue
Performance
dialogue
1
Shift supervisors
Main KPIs
tracked
2
Daily
Alignment
Meeting
(DAM)
Senior
Supervisors
Operators
& panelman
5
Issues
escalated
Manager
Section
head
Weekly
Shifthandover
▪
Operating ▪
windows
e.g., O2
level, stack
temperature
Performance
dialogue
Directions
and KPIs
cascaded
Refinery ▪
fuel usage
(TSRF/feed)
for each
area
Refinery
fuel
usage for
all areas
▪
%
Equipment
readiness
▪
▪
▪
EII
▪ Individual KPIs and
Overall refinery KAIs
fuel usage
EE initiative
progress
PERTAMINA
| 13
PEOPLE: ACADEMY
3 bootcamps were conducted to upskill employees
Bootcamp 1:
“Basics of EMS”
Performance
Process
People
Bootcamp 2:
“Leading change”
Bootcamp 3:
“Sustaining impact”
Energy value
chain
EMS-PF1
Theoretical
limit
EMS-PF2
Energy loss
framework
EMS-PF3
EII
EMS-PF4
EMS brick
architecture
EMS-PR1
Equipment
readiness II
Equipment
readiness I
EMS-PR2
KPI & KAI
cascading
EMS-PR3
EMS-PR6
Transformation
design &
implementation roadmap
Performance
monitoring
EMS-PR4
Load curve
Pinch analysis
EMS-PF5
EMS-PF6
EMS-PR5
Cost curve
EMS-PF8
Energy
and product quality
EMS-PF9
Rotating equipment
analysis
EMS-PF7
Equipment readiness EMS-PR8
III
Capex stage
gate system
EMS-PR7
Frontline
engagement
EMS-PE1
Skill
assessment system
EMS-PE3
Stakeholder
ownership
EMS-PE2
Continuous
improvement
EMS-PE4
Innovative learning
mechanisms
EMS-PE5
PERTAMINA
| 14
PEOPLE: FRONTLINE ENGAGEMENT
Energy related competitions were conducted to keep frontline motivated
120+ ideas have been
submitted
10 different areas involved in
the competition, from manager to
operator level
Reduce ammonium
salt deposit in NHT
unit by injecting wash
water to inlet 31-E-104
We have selected winners
for best ideas based on
impact and creativity
Next step is to add
ideas into initiatives
roadmap
Best Ideas:
1. Manager – Production 1
2. Operator - RCC
3. Junior Engineer - Process
Engineering
Actions:
▪
Insert realistic
ideas into
roadmap for
future
implementation
Increase vacuum
condition in STG to
reduce steam
consumption
PERTAMINA
| 15
PEOPLE: PIVOTAL POSITION
30+ pivotal positions across seven functions have been coached to drive
change and ensure EMS sustainability
30+
pivotal position from
GM to managers and section
heads have been identified and
coached in Wave 1
People
“Pivotal positions” is an initiative under
“People” to …
▪
Drive positive change to improve EE
mindset
▪
Lead key initiatives to drive
implementation and realize impact
▪
Provide guidance and inputs to shape
EMS brick codification
▪
Enable sustainability by acting as EMS
role models for the rest
7 different functions are
involved to drive change and
ensure EMS sustainability
~300 coaching
sessions (formal and
informal) have been
conducted in the last 8
months
PERTAMINA
| 16
PEOPLE: EMS BRICK
A comprehensive guidebook on energy efficiency was created to codify all
related information
Topic
Snapshots of EMS bricks
Chapter 1: Overview
Chapter 2: Content
2.1 Energy monitoring
2.1.1 EII baseline
2.1.2 KPI/KAI cascading
2.1.3 Performance management
2.1.4 Equipment readiness
2.2 Competency toolbox
2.3 Best practice
2.3.1 Operations
2.3.1.1 Process units
2.3.1.1.1 Columns
2.3.1.1.2 Furnaces
2.3.1.2 Utilities
2.3.1.2.1 Steam system
2.3.1.2.2 Power system
2.3.1.2.3 Cooling system
2.3.1.2.4 Fuel management
2.3.1.2.5 Hydrogen management
2.3.1.3 Common equipment
2.3.1.3.1 Heat exchangers
2.3.1.3.2 Compressors
2.3.1.3.3 Pumps and motors
2.3.1.3.4 Tanks
2.3.2 Infrastructure
2.3.2.1 Stage-gate system
2.3.2.2 EE capex projects
Chapter 3: Knowledge and capability building
Chapter 4: Audit and compliance
PERTAMINA
| 17
17
EMS activities documentary ...................
PERTAMINA
|
EMS activities documentary ...................
PERTAMINA
|
PERTAMINA
| 20