IBP1072_12 CAD AND CAE TOOLS FOR ENGINEERING MANAGEMENT Anisio Pamplona1, Marcelo Oliveira2, Sanderson Dias3, Siddarta

Nassif 4.

Copyright 2012, Instituto Brasileiro de Petrleo, Gs e Biocombustveis - IBP Este Trabalho Tcnico foi preparado para apresentao na Rio Oil & Gas Expo and Conference 2012, realizado no perodo de 17 a 20 de setembro de 2012, no Rio de Janeiro. Este Trabalho Tcnico foi selecionado para apresentao pelo Comit Tcnico do evento, seguindo as informaes contidas no trabalho completo submetido pelo(s) autor(es). Os organizadores no iro traduzir ou corrigir os textos recebidos. O material conforme, apresentado, no necessariamente reflete as opinies do Instituto Brasileiro de Petrleo, Gs e Biocombustveis, Scios e Representantes. de conhecimento e aprovao do(s) autor(es) que este Trabalho Tcnico seja publicado nos Anais da Rio Oil & Gas Expo and Conference 2012.

Abstract
This work was developed based on intelligent engineering tools applied in the management of enterprises. Was studied some ventures in Brazil. That the factors that serve to support the success of an enterprise are: tools, processes and people. People and processes are fundamental to the smooth running of activities, but the differential is generated by the tools and integration among them. That the points of interfaces between disciplines were weak points of a design and integration of the databases for inconsistencies and caused reduced gains in the design, construction and electromechanical assembly. The cases studied have invested time and energy on these points and obtained successful results. This work shows how engineering tools collaborate to detail and build the project on time, cost and scope. A producer of alumina in Brazil was surprised when the refinery designed using this toolset has successfully achieved 100% of production capacity in nine days of operation. This result was possible thanks to an excellent design team that established goals and used tools to minimize the inconsistencies resulting in a building with the proper operating conditions. Another excellent result for a Unit of Atmospheric and Vacuum Distillation has been built following the same principles, by highlighting the unique consortium of a great enterprise capable of meeting deadlines and targets.

1. Introduction
Brazil has been the focus of major investments which led to a warming of the engineering market. Large projects are being implemented and many others will be. Traditional companies are reinvented and resumed activities, new companies emerged and competition increased. KIM, 2009. BOOK IN A BLUE OCEAN STRATEGY defines the competitive market as a red ocean of a battle for the customer and the blue ocean as the environment they live in companies that can differentiate themselves and gain a unique space in the market. In this context is that the field of intelligent engineering tools to help companies stand out and brings real benefits and a potential differentiator for companies that dominate this power projects. The engineering tools have evolved significantly in recent years. This aid was crucial to the gains that the current market demands by both the client and the service provider. With the intelligence of engineering programs and the integration that you can do with them we can, automate the supply chain, improve the management of documents and their revisions, methods and standardize work processes, increase the integration of expertise in a project to improve flow information, anticipate inconsistencies, reduce design time, facilitate the verification field (As Built), minimize inconsistencies between disciplines at the end of the project, reduce project costs, reduce supply costs / management and electromechanical assembly. But using all these tools so that they operate within the same environment, with people of different cultures, organizational vision requires a differentiated and integrated. The process-driven companies has achieved a prominent role in the highly competitive market

______________________________ 1 MBA, Engenheiro Eletricista Promon Engenharia 2 Mestre, Engenheiro Qumico Promon Engenharia 3 Engenheiro Promon Engenharia 4 Engenheiro Promon Engenharia

Rio Oil & Gas Expo and Conference 2012 DI SORDI, to support the business run by a redesigned organizational structure and process-oriented, information technology is essential. In this context, it is also essential to operate on a new paradigm for systems architecture and in particular for the integration between them. SIBINELLI, Founded in 1960, a major Brazilian engineering company "P" has since accumulated almost five decades of experience in providing professional services and integration solutions for customers using the Project Management as a key competence. Throughout his vast experience, has established a system of its own management system called "P" Management (GSP), which considers the basic dimensions of people, processes and tools in an architecture focused on continuous improvement. Thus, the practices of project management have been steadily improved through the record of knowledge, dissemination of organizational learning and adoption of improved continuously. The practice of project management "P" are supported by a set of commercial and proprietary tools that cover all phases of the project. Among these tools are: Specific software for project management for the preparation of schedules and control, simulation, process mapping, definition and control of budget and other. Online tools and collaborative environments to collect, distribute, process and analyze information, facilitating communication activities. Specific tools for the process of project management, and indicators as tools to control events. Integration of tools with the company's enterprise systems. The existence of an additional tool between them and allowing the use of combinations adapted to each specific design depending on their size and characteristics is considered to be differential.

2. Literature Review
The Project Management Institute PMI, one of the largest organizations of professional project management in the world, offers a concise and comprehensive definition: Project is a temporary endeavor made gradually to create a unique product or service. Because they are temporary, the projects are required to have defined start and end, differing from continuing operations. This characteristic does not necessarily indicate that they are short or long, but only that they started, evolve and ultimately are finalized. Sibinelli, Patricia, P Business & Technology Review (pg 19; 2010) The Project Management Institute PMI presents a definition of project management more concerned with their practical application. This definition is related to the application of knowledge, skills, tools and techniques for the activities to be undertaken to meet the needs and expectations in order to seek a balance between the competing demands of scope, schedule, cost, risk, quality and other areas applicable knowledge. Importantly, the project management is also based on many of the principles of general management, involving, well, negotiation, problem solving, policy, communication, leadership and organizational studies. Besides the organizational aspect, it is important to emphasize the role of processes. In the past, the focus of project management was allocating competent staff to ensure success. Although this approach is needed, the current thinking says that procedures, processes, policies and more formalized tools are vital for planning and management. The solutions to the demands imposed by rapidly changing and complex technologies need to be, somehow, complex or adaptable to changing conditions. In response to the demands, new forms of management that have adopted the system model or process. The construction of a large project involving many disciplines of engineering, management, accounting and other sciences. The good result of the grouping of all these chairs in the drafting of a project depends on a good ability to administer and manage people, time, scope and cost. The contribution of each discipline is fundamental to the project and these depend on people, processes and tools. Figure 1 shows a simplified schematic of the issues that drive a project and get very complex when they are treated together within the same enterprise. When this set of actions is developed in a joint venture between two or more companies increases the need for using tools that integrate information and reduce inconsistencies.

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PROJECT

TOOLS

PROCESS

PEOPLE

CAD CAE Comissioning Management Other

Disciplines Softwares People Integretion Other

Communication Motivation Challenges Treining Outros

Figure 1. Simplified picture of the main points of success of an enterprise. In Figure 1, where column tools have been major changes occurred in the last decade. The evolution of computing and engineering programs have brought numerous opportunities for improvements. The tools have become "smart."

3. Intelligence Software
All disciplines and people involved in the project use some kind of tool to assist in the project stages. Recently, a computer tool capable of facilitating tasks and avoid deviations in the work done. An important step for an intelligent engineering that is to group all the information in one database. The disciplines can work and develop the project in parallel on the same bank. The "intelligence" is related to the fact that objects and symbols of a flowchart or engineering P & ID carry relevant technical information and always accessible to users in the form of a database. This information is easily traceable and through searches and queries you can prepare all kinds of technical reports. DI SORDI, pg 89. The traditional method of integrating a software through an interface is already recognized as inefficient environments for collaborative business processes. It is quite obvious that integrations of this type are quite fragile and unstable. Modeling a Process Flow Diagram (Process Flow Diagram - PFD) or a Piping and Instrumentation Diagram (Pipe and Instrumentation Diagram - P & ID) is the starting point of intelligent tools. The construction of these documents depends on a library of smart symbols previously drawn up which, in a standardized and structured in categories of technical elements such as pumps, valves, tanks and others, allow the designer, usually junior process engineer, model the installation of quickly and consistently. After modeling the PFD and / or P & ID's you can enter the technical data of each pipe, valve, instrument, pump, tank, filter and other equipment belonging to the project. Technical information can also be loaded in batches by imports spreadsheets. Thus each group of elements all have their charge once inserted. This information can be tracked and navigated in a manner that is easy to edit. The spread of the data becomes visible automatically in real time for all subjects. Once modeled on the PFD and P & ID's information can be exported to the 3D modeling programs while maintaining the necessary interfaces and correlations of the project. This model allows transcription of a three dimensional view of the project and reduce the inconsistencies that previously went unnoticed. The same traceability and filtering can be applied to 3D models. These effects achieved in the project will be seen and counted their gains in the stage of procurement, construction and assembly operation.

4. Engineering Integration
Using a software engineering project for most subjects and a single band of data is possible to integrate large volumes of information and easy control and visualization. Engineering won a lot with the tools and integrated smart because you can see inconsistencies before they become real physical problems. With this integration, all information processing techniques, instrumentation, electrical, mechanical and piping can be modeled and controlled using the same database. After modeling for the engineering, the flowcharts are automatically imported into the 3D modeling software, avoiding errors in the time of transfer of information and resulting in a higher quality final product. 3

Rio Oil & Gas Expo and Conference 2012 Figure 2 shows the integration of project-generated content and inserted these intelligent tools that will migrate to a central data manager to apply a visual effect 4D: three physical dimensions and time, being able to monitor the construction and assembly, or even earlier stages as receipts materials and equipment, and commissioning tests or other. This effect allows to filter technical data on the timeline recording steps occurring or pending in the project. It also allows an accurate assessment during assembly to avoid unforeseen mistakes or unsuccessful installations.

Process Discipline

Tubulao e Suprimentos

Eletrical Discipline

Construction Discipline

Single database at 4D (three physical dimensions plus time)

Instrumentation Discipline

Mecanical Discipline

Construction and Electromechanical assembly (Commissioning)

Figure 2. Graphical representation of the integration in a database

The process control software through the integration occurs from the 3D model generated by the engineering and the inclusion of the time dimension occurs through control codes assigned to each step of the project. When a device, pipe, valve, tank vessels, heat exchangers and others are purchased, delivered, installed, commissioned, tested and approved it receives a specific code that identifies the relative phase in which it is. This result can be seen through different colors for each of the steps given in the computer model of the integration software. Figure 3 show software is able to integrate an object with all stages of the process facilitating the visualization and manipulation of interconnected information. Thus we see a centralization of information in each specific area, creating relationships between them and adding to the information field activities (construction and assembly) have a central project information can facilitate all areas in existing intersections.

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Figure 3: Software for integration

5. Results
Among the gains measured, can be highlighted: Reduction of inconsistencies due to the customization of the multidisciplinary flow of information between technical disciplines involved in engineering design. The customization of the data stream can be performed before or during a project built without loss of information. Processes automatic alerts of new reviews / emissions original team for supplies Complete management of all documentation, creating uniqueness in the repository of manufacturer's documentation and design data. Dramatically reducing paper use, and possible to implement an Electronic Documentation Manager - "GED green" where the entire emission stream is managed by the tool. Indexing all the texts of documents, facilitating the search terms in the minutes of internal documentation, suppliers, technical documentation. Analysis predecesso document for planning through the reference documentation for each document. Asset Management of a portfolio of projects. Materials Management, ensuring uniqueness of coding and descriptions. Control quantitative. Standardization of all engineering documentation, including data sheet, drawings, reports, technical opinions. This will ensure the full equality of papers prepared for any designer. Agility in the Development of technical documents and issuance of "As Purchased" Automating the process of generating the list of lines, lists of equipment and instruments, line diagrams. Guarantee technical standards. At the end of each project, the database will be replenished with all the technical documentation generated in the project and issued "As purchased." Thus man hours spent on other projects would be reduced. Integration with the 3D model. Improvements in project communication. High productivity in developing data sheet in large projects. High degree of design reuse, extreme speed printing units in the development of twins. Automatic generation of reports of inconsistency. Information design (engineering, procurement and construction and assembly) integrated in one place. Head of project information with the field information Easy viewing of the item from various perspectives of the project Reducing the impact of failures of multidisciplinary activities 5

Rio Oil & Gas Expo and Conference 2012 Gain for construction and assembly required on the projected vs. actual For the end user is expected to gain a distinct, since their project was carried out on time, in scope and can monitor the project through an integrated and practical automation tools. You will receive an automated documentation with information that intersect and intelligent systems engineering. It is estimated that these gains will be realized by reducing the ramp time adjustment to 100% initial production capacity of the plant and facilities for training and monitoring and recording of future modifications of the plant throughout its life. The project engineering is a new frontier with respect to how to treat it in a safe, quick and accessible to all of the project. Supervisors, coordinators and managers have tools that provide a broader, multidisciplinary and integrated enterprise. The engineering tools are empowered to act in aid of the operation and maintenance of the unit relying on the information entered in the design phase and constant updates. The practical results are tied to a set of tools to drive the development of the most beneficial way possible. To seek success in delivering a project on time, cost and within the scope hired you must practice faithfully the planning, management, human resources and 4D modeling. Applying these tools in the right way you can achieve results like: 1. Ramp-up of an alumina refinery at 100% in just nine (9) days of assisted operation. This result implies that gains in the customer's production days. The good response of the unit to start due to excellent engineering, construction and assembly performed on the project and generated a low number of inconsistencies. (show numbers) 2. The engineering, procurement and construction of a Unit of Atmospheric and Vacuum Distillation - UDAV an oil refinery with a processing capacity of 150,000 barrels per year on time, cost and scope. Highlighting between competitors and showing the strength of the applied methodology. (NUMBERS). 3. Income in advance: the experience gained in previous projects, projection and allowed the use of the database already formed resulting gain hours of administration and preparation of templates, as well as reducing learning curves. Already having two more projects in this same methodology is being applied.

6. Acknowledgements
I thank all the directors and managers who contributed to the construction of this work and allowed the exchange of detailed designs and tools. Professionals in the systems team "P" who contributed to knowledge and information essential to this text. As project manager, Cleber Barros, who contributes by encouraging and motivating as well as contributing extensively with important information and experiences. Director Rodney Faria contributed by supporting and motivating the work from the beginning. Director Moises Falco and Franco Ferraro for supporting the thesis and encourage participants. As manager of the engineering systems of the "P" for contributing to knowledge and technical support in the construction of the text. Workers friends, which as a whole contributed to the construction of this text. Family members who supported and understood that it was necessary to devote time and energy to this work.

7. References
KIM, W. Chan e MAUBORGNE, Rene. The Blue Ocean Strategy, How to create new markets and make the competition irrelevant, 1 Ed. p. 5, 2009. DE SORDI, J. OSVALDO. Business Process Management, an approach of modern management, 2 Ed., p. 89, 2008. SIBINELLI, Patrcia, ARANTES, Edinir, ANSELMO, Jefferson, SENISE, Lgia. P Business & Technology Review. 2010.