PIP Overview

American Society for QualityDesign and Construction

DivisionSeptember 2005

PIPWorking in Harmony

Improving Capital & Maintenance Efficiency

Objectives

• Broaden understanding of PIP initiative.• Raise awareness of PIP “value

proposition”. • Advocate “knowledge management”

opportunity and quality of Practices.• Display current state of PIP Practices. • Validate PIP harmonization process and

applicability to other industry segments.

Process Industry Practices

A consortium of companies sharing the goal of reducing

plant costs through development and

implementation of common industry practices for

detailed design, construction, procurement, operation, and maintenance of manufacturing facilities.

Value Proposition• Owners

– Project costs reduced. Estimated 2-5% reduction in Total Installed Costs. Application to maintenance work also.

• Contractors– Visibility and working with clients.

• Owners and Contractors - Impact on internal standards effort and effective use of technical resources:– Reduced creation / maintenance costs– Capturing “knowledge & experience”– Higher quality & consistently current– Leveraging of scarce resources– Networking opportunities within industry

PIP - “a small seed”

• PIP indeed began in 1992 as “a small seed”, planted and nurtured in the minds of a few visionaries for our industry.

The Small Seed “Is A Ladder Really Just A Ladder?”

PIP Member Consortium

• Fifteen members established PIP in 1993.

• Self-funded under CII.• Now includes 37 U.S. process

industry companies:– 26 owners– 11 EPC contractors

• Represents a significant share of the industry.

PIP Members: Owners

3MAdv. Silicon Mat’ls.Aramco ServicesArkema Inc.BP CelaneseChevron Corp.CitgoConocoPhillips

CYTECDegussa Corp.DuPontEastman ChemicalFlint Hills ResourcesFMCGreat Lakes

ChemicalHoneywellHOVENSA L.L.C.

HuntsmanMonsantoPPGRohm and

HaasShell OilSolutiaSunocoUOP

PIP Members: Contractors

Aker KvaernerBE&KBechtelBurns & McDonnellChemtex InternationalFluor

JacobsKBRS&B E&CTechnipWorleyParsons Ltd.

PIP Membership Requirements(1 of 2)

• Annual dues payment • Active Steering Team participant• At least one active qualified participant

on a function team • More active participation encouraged

PIP Membership Requirements(2 of 2)

• Provide internal non-proprietary standards for harmonization of industry Practices

• Input for Practices revisions• Voluntarily adopt & implement Practices• Follow PIP business guidelines• Commitment to improvement of the

process

PIP VisionPIP Practices are:• the “universal language” in

the industry for engineering, procurement, and construction,

• widely recognized and available electronically,

• up to date, of high quality, and used essentially “as is”,

• voluntarily adopted and used by a majority.

WithPIP

INTRNL STDSINTRNL STDS

SOCIETYSOCIETYSTANDARDSSTANDARDS

INTERNALINTERNAL

STANDARDSSTANDARDSPIPPIP

SITE SPECIFICSITE SPECIFICSITE SPECIFICSITE SPECIFIC

BeforePIP

SOCIETYSOCIETYSTANDARDSSTANDARDS

Principles for Success(1 of 2)

•Participation is voluntary and open to all qualified.

•Funded & supported by participating companies.

•Develop recommended Practices based on existing company internal standards.

•Influence other organizations to adapt their standards to meet process industry needs.

•No duplication of work of others.•Work only with non-proprietary information.

Principles for Success(2 of 2)

•High level of participation.•Operate on “break-even” basis; small

staff.•Published Practices available for

purchase by any interested party.•Provide long-term support for updating.•Use streamlined, short cycle time,

technically sound process.

PIP Engineering Disciplines

• Civil, Structural, Architectural • Coatings, Insulation, and Refractory • Electrical• Machinery• P&ID• Piping• Process Control and Analyzers• Vessels (Includes shell & tube exchangers and

tanks)• Work Processes (Internal to PIP)

Organization

FUNCTION TEAM LEADERS (FUNCTION TEAM LEADERS & SPONSORS)

PIP STEERING TEAM

EXECUTIVE COMMITTEE

FTS1 FTSn

FTLn

TASK TEAMS

TASK TEAMS

CSA

FTL1

TASK TEAMS

ELECTRICAL

FTL2

TASK TEAMS

CIR

FTL3

TASK TEAMS

MACHINERY

FTL4

TASK TEAMS

PIPING

FTL5

TASK TEAMS

P & I D

FTL6

TASK TEAMS

VESSEL

FTL7

TASK TEAMS

PROC CTL

FTL8

STANDING COMMITTEES

LEGAL

MARKETING

WORK PROCESSES

FTS2

STRATEGIC PLANNING

GLOBALIZATION

Practices by Discipline

40432031

6179

2130

6369

219234

2033

7 80

50

100

150

200

250

CSA CIR ELEC MACH PC PIPE VESS WPT

Published 451Planned 527

Num

ber

of P

ract

ices

Members’ Reported Successes(1 of 2)

• More than 30 percent reduction in costs for maintaining internal company standards.

• Reduced valve inventory by 10 percent using PIP Practices.

• PIP Piping Practices save up to 1.6 percent of total installed cost and 2 weeks on schedule.

Members’ Reported Successes(2 of 2)

• Reduced piping group work hours by 25% on typical project.

• Saving $250,000 per year on annual maintenance of internal specifications.

• Reduced specification development and set-up time by 5-10%.

• Substantial reduction in hours required to develop/maintain valve data sheets.

Implementation Resource Center

• Member’s addenda

• Systems examples

• Success stories• Tools• Metrics• Lessons Learned

(www.pip.org/members/irc/index.html)

Members’ Adoption and Implementation Data

• Adopted• Plan to adopt• Undecided• Adoption not planned

• Implemented(84% “as is”)

51%12%19%17%

25%

Individual Practices

Data Collection Existing company standards

Data Analysis Define similarities, differences

Model Development Align similarities and harmonize

Model Test Industry “experts”

Model Application PIP Industry Practice

PIP Harmonization Process

PIP Mem

ber Co. CPIP M

ember Co. C

Engineering StandardsEngineering Standards

PIP Mem

ber Co. BPIP M

ember Co. B

Engineering StandardsEngineering Standards PIP Practices

PIP Practices

PIP Mem

ber Co. APIP M

ember Co. A

Engineering StandardsEngineering Standards

Member Companies Harmonizing

AdoptingProcess Industry

Engineering –Procurement –

Construction Process

Harmonization Potential

• Promote use of PIP as core for harmonizing EPC industry practices.

• Key adjunct to “knowledge management” strategy with loss of technical resources.

• Continue providing input to industry on standards and code development.

• Guide technology development and application.

• Help globalization of EPC industry practices.

PIP Impact: Industry “Voice”

• Actively interfaced with other industry groups (e.g. Hydraulic Institute, Steel Plate Fabricators Association, Material Technology Institute, National Insulation Association, etc.).

• Successfully petitioned International Building Code (IBC) for code exceptions on industrial equipment platforms.

PIP Impact:Collaborative and Joint Efforts

(1 of 2)

• API (American Petroleum Institute)– Machinery Installation (API RP 686)– Welding (API RP 582)– DCS Process Instrumentation & Control (API RP 554)– Other Standards Revisions

• ASME (American Society of Mechanical Engineers) – Pump Data Sheets (ASME B 73.1)– Granular Storage Bins & Tanks

• FIATECH (Fully Integrated & Automated Technologies)– AEX-XML Project for data sheets– Global Valve Cross-Reference eCatalog

PIP Impact:Collaborative and Joint Efforts

(2 of 2)

• ISA (Instrumentation Systems & Automation Society)– P&IDs (Piping & Instrumentation Diagram)– Safety Instrumented Systems Guidelines

• IEEE (The Institute of Electrical & Electronic Engineers)– Motor Data Sheets (IEEE 841)

• NIA (National Insulation Association)– Insulation Practices for National training

session

Globalization As A Priority

• Lack of globalization is seen as impediment to adoption.

• Most major projects now international and trend will continue.

• Globalization is a trend for all business sectors.

Global Distribution of PIP Practices

AustraliaBrazilCanadaFranceGermanyGreat

BritainIndonesia

ItalyJapanKoreaSaudi

ArabiaSpainTrinidadUAE

Purpose of Globalization Committee

• Develop strategies and action plans to enable use of PIPs outside U.S.

• Frame issues for presentation to Steering Team.

• Result should be phased action plan.• Committee reports to Steering Team

and will monitor, provide information regarding globalization progress.

Subscription Program

• Annual electronic subscription (PDF files and Electronic Entry Data Sheets from PIP web site)

• Potential subscribers:– Owners and contractors

unable to commit resources to participate

– Suppliers and vendors• Cost - All Practices $30K per

year (currently discounted from $33K):

- or by discipline ($500 - $6K )

PIP Subscribers

Agrium*Ambitech EngineeringArrington CompaniesCanadian Natural Resources

Limited (CNRL)CarbolineCoffeyville Resource Refining & Marketing LLC* Emerson Process ManagementGE EnergyGE Silicones-OSI Specialties*Invista*

Kraton Polymers*Petroleum Company of Trinidad &

Tobago*Phoenix Park Gas Processors Ltd.*Saudi Basic Industries (SABIC)*Saudi International Petro-chemical

Co. (SIPCHEM)*Sherwin WilliamsSouthern Company*Stone & Webster Ltd.*The Williams Companies*WMC Resources Ltd.

Licensing Program• Available to related e-

commerce providers, systems developers, and value-added resellers.

• Allows including PIP Practices and derivatives in licensee’s product.

• Significant P&ID application• Educational institutions

PIP Licensees

ASMEAspen TechnologyAvevaBentley SystemsConestoga CollegeIEEEIntergraph

ISANational Insulation

AssociationSt. Paul Technical CollegeUniversidad Nacional

Autonoma de Mexico University of South Dakota

PIP Successes

• “Case for Change” development• Published over 450 PIP Practices• Collaboration with Standards

Development Organizations (SDO) • Membership, Subscription, and License

growth • PIP is heard as an “industry voice”• Enabling global application of Practices

Practices DistributionCopyright:

•“Process Industry Practices, Construction Industry Institute, The University of Texas at Austin”

Distribution:•Member companies as benefit of membership

•Unlimited right to copy for members and subscribers

•Electronic to members and subscribers•Paper copies to non-members

Value Proposition for PIP• Reduced Costs for:

– Projects and Maintenance– Maintaining internal standards– Commodity equipment procurement– Detail design and construction hours

• Reduced inventories of valves and piping materials

• Improved “Knowledge Management” & Quality:– Fewer spec conflicts and code inconsistencies– Alignment with industry “Best Practices”– Widespread understanding of common specs

Driving Greater Capital and Maintenance Efficiency

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