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    Pipeline and Energy Plant Piping: Design and Technology
    Pipeline and Energy Plant Piping: Design and Technology
    Pipeline and Energy Plant Piping: Design and Technology
    Ebook806 pages9 hours

    Pipeline and Energy Plant Piping: Design and Technology

    By Sam Stuart

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    Pipeline and Energy Plant Piping: Design and Technology covers the proceedings of an international conference, “Pipeline and Energy Plant Piping – Fabrication in the 80’s. The book covers the total spectrum of technology relevant to pipeline fabrication, design, materials, welding process, inspection, defect acceptance, performance, and project management. The text also discusses other energy systems, such as nuclear, hydroelectric, oil, and gas transmission, to understand the technological demands of energy production and distribution. The text will be of great interest to professionals such as engineers whose line of work involves the management and regulation of piping systems.
    LanguageEnglish
    PublisherElsevier Science
    Release dateOct 22, 2013
    ISBN9781483145150
    Pipeline and Energy Plant Piping: Design and Technology
    Author

    Sam Stuart

    Dr. Sam Stuart is a physiotherapist and a research Fellow within the Balance Disorders Laboratory, OHSU. His work focuses on vision, cognition and gait in neurological disorders, examining how technology-based interventions influence these factors. He has published extensively in world leading clinical and engineering journals focusing on a broad range of activities such as real-world data analytics, algorithm development for wearable technology and provided expert opinion on technology for concussion assessment for robust player management. He is currently a guest editor for special issues (sports medicine and transcranial direct current stimulation for motor rehabilitation) within Physiological Measurement and Journal of NeuroEngineering and Rehabilitation, respectively.

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      Pipeline and Energy Plant Piping - Sam Stuart

      Canada

      Managing the Construction of the Alaska Highway Gas Pipeline Project

      R.B. Snyder,     Alberta Gas Trunk Line, Alaska Project Division Calgary, Alberta

      Publisher Summary

      The Alaska Highway Gas Pipeline has been described as the largest privately financed project ever undertaken. This chapter focuses on the management of the construction of this project. The total Alaska Highway Gas Pipeline project is broken down into four major segments, each handled by a separate project team formed with the expertise needed to handle the characteristics of the particular geographic portion with which they are involved. The sponsors of the Canadian portion of the Project, Alberta Gas Trunk Line, and Westcoast Transmission are large operating companies. A pipeline project like any other major project is comprised of a number of modules. Such modules can be worked on by individual design and construction teams. In the case of a pipeline, the modules are the compressor stations and pipeline spread sections. With construction spread over six years, a reasonable loading of the Canadian pipeline construction industry can be achieved. No more than five pipeline spreads are planned to be under way at one time. While the bulk of the compressor stations will be built over the same three-year period, the stations will be constructed by relatively small work groups located in several different jurisdictions.

      The Alaska Highway Gas Pipeline has been described as the largest privately financed project ever undertaken. The project is indeed large and currently quoted in the media as having a price tag of $21.7 billion. Such figures are unofficial and include the Prudhoe Bay gathering system and processing plant which have been designated by the U.S. Federal Energy Regulatory Commission as the responsibility of the North Slope producers. While large, the project is, however, basically a pipeline of a type common to the North American construction scene. It does have some unique technical aspects in the area of frost heave and pipe metallurgy, but by far the majority of the technical elements of the project embrace well established proven concepts.

      Again, while large, the project is not a single monolithic entity, the construction of which will demand superhuman efforts to keep it under control. The overall project breaks down nicely into readily manageable packages which a strong management team with well planned project procedures and responsive, timely information systems can control through to on time, on budget completion.

      The companies responsible for and actively directing the construction of the pipeline portions of this major gas transportation system are formed into four groups as shown in Table 1. Northwest Alaskan is sponsored by seven U.S. pipeline companies and Northern Border Pipeline by four U.S. and one Canadian pipeline company.

      TABLE 1

      The Alaska Highway Natural Gas Pipeline Project Sections

      Overall, then the total project is broken down into four major segments, each handled by a separate project team formed with the expertise needed to handle the characteristics of the particular geographic portion with which they are involved.

      The sponsors of the Canadian portion of the Project, Alberta Gas Trunk Line and Westcoast Transmission are large operating companies. At the end of 1979 these companies had combined assets of $4.2 billion (Canadian) and operated 13 129 km of natural gas transmission lines of up to 1 067 mm in diameter. The U.S. pipeline sponsors of the U.S. section, in 1978, the most recent data available, had assets of 18.8 billion U.S. dollars and together they operated 194 407 km of pipelines. All of the experience and capability of these companies is available to the project teams managing the Alaska Highway Pipeline Project.

      The Canadian portion of the project, estimated to cost $8.4 billion (Canadian) in escalated dollars is similarly divided into five manageable sized sections. As well the project will be constructed in phases, an early prebuild phase to provide an early cash flow through the transportation of surplus Canadian gas available for export and a later mainline phase when the balance of the pipeline to carry Alaska Gas will be constructed. The combined phases will span six years with the complete project in service in late 1985.

      A pipeline project like any other major project is comprized of a number of modules. Such modules can be worked on by individual design and construction teams. In the case of a pipeline the modules are the compressor stations and pipeline spread sections. For practical, detailed planning and construction management purposes each of these can be addressed individually. Our project will require 21 compressor stations to be in place by 1985. See Table 2.

      TABLE 2

      Compressor Stations

      Plans for construction of the pipe portion of the line call for the Canadian sections to be built in 36 sections or spreads. See Table 3. In Canada, therefore, the Alaska Highway Pipeline will be constructed of 57 modules, each of a size and scope common to the construction industry in North America.

      TABLE 3

      Spread Allocation

      With construction spread over six years a reasonable loading of the Canadian pipeline construction industry can be achieved. No more than five pipeline spreads are planned to be under way at one time. While the bulk of the compressor stations will be built over the same three year period, the stations will be constructed by relatively small work groups located in several different jurisdictions. This construction plan has been carefully tailored to fit the Canadian construction scene, to maximize the use of Canadian workers and contractors, and to reflect the trades availabilities as they actually are in Western Canada.

      The first step then, in managing this major pipeline project, has been to recognize its natural geographical components and construction modules, to focus planning on them and to structure the required management organization and systems around them.

      The second step was to select and develop the organization and systems required to effectively manage the project. Because of the large dollar figures involved in the project, because its construction spans six years in a period of inflation and high cost of money, because of the high public profile of the project and because it will be constructed under a unique regulatory framework, practical and timely information, accounting and scheduling systems perhaps not used previously on pipeline projects, will be required.

      Information will be required on two levels: a detailed level for the day to day control of project activities by the construction management team, and at a summary level for the executive management of the project, for financing purposes and for regulatory reporting. All information must be captured and processed into usable report form in a timely manner, if it is to be put to effective use to meet the company’s objectives.

      Detailed planning for the project has been underway since July, 1977 when the National Energy Board approved the Company’s application to construct on the Alaska Highway route. Currently a team of 350 people based in Calgary is continuing with the work needed for the Prebuild phase with actual construction planned to start this summer. This work force is divided about equally between Foothills (Yukon) and the Alaska Project Division, who are handling the design and construction management of the Prebuild sections in Alberta and Saskatchewan. The smaller southeastern B.C. section is being designed and managed by Alberta Natural Gas.

      In preparation for the Prebuild phase, systems development at the summary or project overview level is being carried forward by the Foothills (Yukon) parent company team. At the detailed level, the needed systems have been selected and implemented by the Alaska Project Division of Alberta Gas Trunk Line. Close cooperation by the two teams has ensured that all necessary data can readily be supplied at the system interfaces.

      Where possible existing software packages have been selected and purchased to minimize systems development costs and lead time. The purchased packages are installed and brought on line by the combined efforts of the systems staff of Alberta Gas Trunk Line and Foothills (Yukon). To date all computer hardware requirements of the project are being met by the Alberta Gas Trunk Line Amhdahl V 5 installation located in Calgary.

      Although the subdivision of the project by section and module makes good sense from a practical management viewpoint, such an approach brings with it a need for close coordination. Close control of the numerous component activities and approvals is most important. A computer based scheduling system has been installed to assist in the control of the many items that need to be tracked and to provide the quick reporting turn around demanded by the project team.

      To facilitate construction of the project and ensure that maximum benefits for Canadians are secured, the Canadian government passed the Northern Pipeline Act and established the Northern Pipeline Agency. The Agency administers the Act and the more detailed Terms and Conditions established thereunder. As well, the project is under the watchful eye of the National Energy Board and special senate and House of Commons subcommittees. This unique regulatory structure requires a more extensive number of approvals, a more detailed level of documentation, and a more elaborate system of reporting than previously required for an energy project in Canada. The companies have established their regulatory affairs and project control functions accordingly to meet these requirements.

      Two elements of the regulatory framework existing for the project impose more extensive than normal data gathering and reporting requirements on the project. These are, first, the more extensive advance regulatory review and approval authority given to the Northern Pipeline Agency which in turn requires a level of documentation far greater than usual for a pipeline project. Secondly, the Incentive Rate of Return scheme under which the project is being constructed, will lead to exceptionally thorough review of all project costs. Good management, therefore, demands that extensive documentation be assembled during construction in preparation for that review.

      A further division of the responsibility for managing the project is in the acquisition of the more important material and equipment components. The purchase of the major material items required for the Canadian sections is being handled on a centralized basis by Foothills (Yukon). The major items of material and equipment, or designated items as referred to by the Agency, must be obtained in conformance with a set of guidelines that stress the importance of Canadian content and maximizing the long term industrial benefits to Canada that can flow from such purchases.

      On April 29, 1980, Foothills (Yukon) announced that negotiations with The Steel Company of Canada and Interprovincial Steel and Pipe Corporation Ltd. had been concluded for the line pipe needed for construction for the Canadian sections.

      The total requirements amount to 1.4 million tonnes of pipe ranging in size from 914 mm to 1 422 mm in diameter. The total value of contracts now being signed, including transportation charges, over the life of the project, is estimated to be approximately $2 billion Canadian. Commitments for the Turbo-machinery and large diameter valves and fittings for prebuild have also been announced.

      Through the above comments, I have attempted to portray our business as usual approach to managing the project. Our sponsor companies have many years of experience in building pipelines in Western Canada and under northern Alberta and B.C. conditions. With the modifications needed to meet the unique control aspects of the project, it is our intention to apply this business as usual experience to this project which we expect to be under construction very shortly.

      Piping for Power and Other Industries in a Developing Country — India

      N. Chandrasekaran,     Piping Division, Bharat Heavy Electricals Limited, 32 Nungambakkam High Road, Madras-600 034, India.

      ABSTRACT

      Developing countries have certain unique problems. One of the major concerns is to accelerate the pace of development. In this context, the experience of the Indian Piping Industry is presented. In order to provide a perspective on the prevailing environment, the resource picture on India and key industry profiles have been given. These provide the backdrop for the developments in the piping industry. The process of development, identified through five major stages of capability-build up is described. The implications of this process of development and the projected growth plans in the various industry segments, for the future of piping industry in India are discussed. The paper concludes the discussion by highlighting certain qualitative features that will mark the future trends.

      1 INTRODUCTION

      1.1. Piping constitutes the artery for an industrial infrastructure. The unique features of the Piping Industry in a developing economy are discussed in the succeeding paragraphs. The problems faced by a typical developing country, the alternative approaches to development, the opportunities unique to a developing country and the implications are briefly presented to define the frame work of development. Derived from this picture is a scenario for the piping industry.

      2 INDIA - A PERSPECTIVE

      2.1. India with a per capita GNP of US$ 176 per year, offers an interesting case study on economic development. Despite a vastly rich cultural and economic heritage, India suffered a discontinuity in evolution for a period of nearly 500 years starting from the 16th Century. During the last hundred years of this period, India was a British colony. The British rulers saw India as a source of raw materials, a dumping ground for finished product and a source of unskilled and cheap labour. There were no significant efforts to develop agriculture, industry or education.

      2.2. India became an independent country in 1947. In the post-independence era, the nationalist Government approached the problem of development through five-year plans. The first five year plan (1951-56) laid emphasis on agriculture and attempted to provide subsistence levels of food input for the entire population. Recognising the need for parallel efforts in Industrial development, the subsequent five-year plans diverted substantial resources towards building an industrial base. India made a conscious effort to build a capital goods industry that could sustain the growth process. Core sectors such as energy, transportation, steel, etc. were given due priority with the objective of establishing a stable infrastructure that could pave way for all round development.

      2.3. India - Resource Profile. India with a total area of 3.3 million square kilometres and a population of over 600 million is one of the largest and most populous countries in the world. India’s resource position in a few key areas is summarised in Table 1.

      TABLE 1

      2.4. Thus it can be seen that in terms of total output of prime products, India ranks among the top few countries in the world. However, considering the vastness of the country and the large population, it can be realised that the standard of living is considerably low. The gap between what prevails today and what needs to be achieved is large. A positive aspect of this scenario is the opportunity it affords for growth and expansion. India has one of the largest pools of Scientists, Engineers and Technicians in the world. It has an industrial base to undertake further growth schemes. Consistent with the capability for resource generation, plans are formulated to fill the gaps. The highlights of such growth plans in the key industrial sectors are outlined in the succeeding sections. The implications of these growth plans for Piping Industry are discussed in a later section.

      3 TECHNOLOGY OPTIONS

      3.1. One of the important issues confronting a developing country is the choice of technology. India has recognised the need for introduction of new technology to rapidly build up the industrial infrastructure. As an illustration, while one can discuss in detail several alternatives to meet the demand for energy the basic solution still consists of the use of energy related processes and technology developed elsewhere in the world. Adaptation of the technology, thus imported, to the Indian conditions has been accomplished to varying levels of success. Similarly no fundamental changes are, perhaps, possible in respect of steel-making, oil exploration or power transmission.

      3.2. Accepting this basic premise, the technology policy has been evolved so as to provide for import of technology as appropriate. Specifically in the case of Power Equipment Industry, inputs have been made available from world leaders in the respective areas of technology. Today, India can offer power equipment matching international standards of technology at competitive prices. India’s competence in a number of other high technology areas has been enhanced by this policy of technology import and adaptation.

      3.3. The technology policy and the Five Year Plans have helped India emerge as a leader among the developing countries. Thus, India sharing its knowhow with other developing countries has become a reality. As already outlined, the efforts required to improve the standards of living to the minimum acceptable levels, still remain high. Nevertheless, an environment that supports such a development exists today in India.

      4 KEY INDUSTRY PROFILES

      4.1 Energy

      4.1.1 Coal

      India has coal reserves estimated at 10.7 billion tonnes which represents the fifth largest reserve in the world. At the current level of production, these identified reserves are expected to last a hundred years. The availability of these coal reserves is the basis for India’s plans for steel production, power generation, transportation (Rail) and fertilizer production.

      A country such as USA has a third of India’s population, but produces six times the quantum of coal produced in India. Considering that India has the fifth largest coal reserve in the world and keeping in view the fact that the growth potential for coal-based industries is very high, it can be seen that there is major scope for increased activity in the Indian coal industry. Consistent with the growth in the user industry segments and with overall resource availability, a 7% annual growth rate over the next ten years appears feasible.

      4.1.2 Petroleum Products

      India consumes annual 25.6 million tonnes of petroleum products, with nearly 40% of the supplies coming from the Indian wells. The identified reserves of oil in India are of the order of 2.9 billion barrels, which at current levels of usage will last another thirty years. However, it must be borne in mind that off-shore and on-shore surveys for oil have made only a modest beginning and actual reserves could be much larger. Oil exploration being highly capital intensive is progressing on a selective basis. Refining capacity is being added consistent with ensured availability of crude - either from the Indian wells or abroad.

      4.1.3 Power

      The total installed capacity in 1947 was as low as 1400 MW. The per capita power consumption was 18 KWhrs/person/year. Through a series of planned efforts, the installed capacity has been raised to 26,000 MW and the per capita consumption has gone up to 160 KWhrs per year. Despite the 11% growth registered during the past three decades, the per capita consumption is less than a tenth of the world average and less than a fortieth of the consumption levels of the developed countries. Such is the need and scope for increased activity in this area.

      This measure of growth in the power sector has been made possible by establishing an indigenous base for design and manufacture of power plant equipment. The state owned Bharat Heavy Electricals Limited, India, with an annual turnover nearing US$ 1 billion is one of the largest suppliers of power plant equipment in the world. As records indicate, the last nation to enter the power club was Japan in the early forties. The next country to achieve self-reliance in Power equipment is India - after a gap of three decades. The annual power additions in India in the last five years have been of the order of 2000 MW. This rate is expected to be doubled in the next 5 to 10 years.

      4.2 Fertilizers

      4.2.1. Indian economy is very heavily reliant on agriculture. Nearly 50% of the national income is contributed by the agriculture sector. Thus the overall economic development is highly sensitive to performance on the agriculture front.

      4.2.2. Bearing this in mind, the Government of India has been attempting to provide the required inputs to this sector. Some of the important features of the program are rural electrification, energisation of agricultural pump sets, mechanisation of farming methods etc. In addition, provision of the right type of fertilizer at a price that the farmer can afford to pay, has been attempted.

      4.2.3. India produces annually 2.9 million tonnes of fertilizers and ranks as the eighth largest producer in the world. However, in relation to the arable land and volume of grains produced, this is grossly inadequate. India additionally imports 1.5 million tonnes of fertilizer every year. Even with this level of consumption, the needs will be far from being fully met. The average consumption of fertilizers in India is 25 Kg/hectare. This figure is as high as 400-600 Kg/hectare in the developed countries.

      To meet this gap, the Government of India plans to add one fertilizer plant every year (900 T − 1350 T of Ammonia per day). These plants will be mostly coal-based. In addition, depending on the success of oil exploration efforts, oil based or gas based fertilizer projects are likely to be added.

      4.3 Steel

      The steel industry in India is of comparatively recent origin. The annual output of steel is of the order of 9 million tonnes as against 120-140 million tonnes produced by countries such as Japan, USA, USSR, etc. Indian output of steel is only 1% of the world output. Thus per capita consumption is far below the world average.

      4.3.1. In view of the fact that India has fairly large reserves of iron ore and that India is one of the major exporters of iron ore, there exists a significant potential for raising the capacity for steel production. A minimum growth rate of 10% per annum has to be maintained to keep pace with overall industrialisation. This would imply adding approximately 3 million tonnes/year of steel processing capacity over a five year

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