The vast majority of activities related to operational readiness will be performed by the client’s team, whereas pre-commissioning and commissioning activities are normally prepared by a team of specialists. The same team of specialists will be responsible for performing pre-commissioning activities. To maximize learning and knowledge transfer, the client’s maintenance team should be involved in pre-commissioning activities as early as possible, together with the pre-commissioning team. For the same reasons, the client’s operations team, supported by the pre-commissioning team, should take charge of executing commissioning activities.
Meetings to define operational readiness activities
Defining operational readiness activities entails holding discussions with the client to address the various steps and the activities they involve. At the first meeting, BBA’s typical detailed operational readiness plan, which sets out the generic preparatory activities for a comparable project, will be presented and discussed. During the discussions, the typical plan will be adapted based on the specific needs of the project and the client.
In subsequent meetings, a preliminary schedule must be worked out. This will take into account the main milestones of the project along with operational readiness activities and subsequent steps until nominal production has been attained. Of course, a preliminary organizational structure illustrating the functional links between the project organization and the operational organization must also be established. It is also essential to appoint an operational readiness manager who will liaise between the two organizations to ensure that the schedule for operational readiness, pre-commissioning and commissioning is adhered to.
Requirements for human and material resources must also be discussed. Generally, the reports from earlier study phases will be a valuable source of information. However, if the determination of operational readiness activities takes place while the studies are being conducted, then it will require greater effort to determine the human and material resources needed.
The same goes for the budget needed to carry out the operational readiness plan. An appropriate preliminary budget must be developed, based on the human and material resources needed and on the operational readiness schedule. This budget must cover all activities until full production has been attained at the plant.
In the next blog post, we will look at the importance and benefits of the next step in the proposed plan: operational readiness controls. You can also listen to the Vlog on the same subject : Optimize production ramp-up through operational Readiness. In the meantime, if you have any question regarding operational readiness, contact our experts now.