Commissioning and start-up



Many times, during project planning, commissioning and start-up activities underway are not considered, are considered as an independent at the end of the construction stage or do not have the time needed to complete successfully the process by compressing the schedule to cover delays in construction.

Challenges to face during the execution of the commissioning can be varied and can lead to extensions of time unnecessary if it is not considered as a fundamental part of the project.

Often, the commissioning team is formed in the later stages of the construction. The team that is integrated lately has to deal with many sources of information scattered, dispersed teams with many contractors involved, incomplete or non-existent information, etc.

The early integration of the commissioning team, allows to build a solid foundation for the process. The information to be used must be built from engineering. Integration between information systems is an essential part, aligning the different sources of information as well as planning and definition of commissioning systems and subsystems. Existing information must be "re-used". Thus, there will be a smooth transition between construction, pre-commissioning, commissioning and start-up.

 

 

Commissioning and Start-up Activities


Proper planning will allow the team to carry out the activities without major inconveniences. Primary activities that should be performed during the commissioning and start-up include mainly:

• Monitoring of indicators that are involved or may be affected by the project, these can be related to quality, safety, equipment failure, efficiency, and others that are considered relevant.
• Delivery of documentation by the management team to persons or department that will be in charge of the operation or routine coexistence with the result of the project. Transfer of knowledge or skills that are not taken previously, electrical and architectural drawings, manuals of equipment, specific procedures, permissions, test sheets and any other type of legal or technical documentation.
• Safe Project Delivery. It should be given a high relevance to safety. The project should not be handed over with some risk that may cause an accident. Project facilities and equipment should be assessed to prevent potential accidents or material or human lost.
• From planning, verification checklists must be established to ensure that all activities are aligned with the project master schedule and should incorporated as part of the commissioning plan.
• Commissioning software. The use of a reliable commissioning software will allow a safe and smooth process, which in addition to keeping information in a centralized location and maintain history for lessons learned, will facilitate the Operation Readiness.

In case of occurring failures or deficiencies during the commissioning, the management team must participate in the analysis to establish possible causes that are affecting and also to provide resources to fix any issue until the project is delivered and handed over to operations.

 

 

Commissioning Process Final Stage



At the end, when the project is already "Commissioned", it is important to review and get the lessons learned and good practices that can be applied to upcoming projects.

A good commissioning and start-up reflects commitment and responsibility and also strengthens the bonds of trust, facilitating the work of the project leadership with the remaining staff and departments for continuous improvement and have a “real teamwork”.