Startup Organization

For a small, simple project the startup could be as easy as starting a pump. Obviously, one person could probably handle the startup efficiently. For a mega project, several hundred operators and engineers may be needed. For this description, let us assume that the project is for a first of a kind operation with 200 pieces of major equipment. Many of the functions will be there no matter what size project. For your project, the size and complexity will determine the total number of people required. The organization chart in Fig. 18.2 shows the startup team and the reporting relationship. 

Ideally, the Project Startup Manager should be the integrated team s Manufacturing Manager and has been through the design effort and thus is 

The Project Startup Manager should also be the unit supervisor after the project is completed. This also helps during startup. Quick fix solutions at the expense of better, permanent solutions will be minimized. The decision to release the project team will not be a premature one. 

Having gone through the design process, the Technical Manager will be intimately familiar with the design assumptions and why certain decisions were made. As mentioned before, this continuity of design into the startup phase is very important. 

RECOMMENDED SAFETY RULE NO ONE SHOULD BE ALLOWED TO WORK ON THE PLANT MORE THAN 16 CONTfNUOUS HOURS. THIS SHOULD BE RIGOROUSLY ENFORCED, ESPECIALLY FOR MANAGERS. TIRED MANAGERS MAKE BAD DECISIONS. 

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Cansolv A "flue-gas desulfurization process based on the selective absorption of sulfur dioxide in certain amine-based organic solvents. Developed by Union Carbide Corporation the first plant was planned for startup at Newburgh, IN, in 1994. See HS. 

At the initiation of the project in late June 1980, Bureau of Mines personnel were present to consult, assist, and advise. The Asarco Corpus Christi Plant Engineering Department organized and supervised the project at startup and assumed complete control after the departure of the Bureau of Mines personnel. The Bureau of Mines and The Sulphur Institute maintained periodic contact by telephone and visits throughout the work. 

A number of major chemical organizations have combined their PSM Management of Change element and their closely related PSM Pre-Startup Safety Review into the same procedure for simplicity. 

Install and operate. Provide a review team to listen to any concerns or problems during the shake-down phase of implementation. It is sometimes difficult to keep up with all of the signatures and the flow of approvals, the handling of the pre-startup requirements, and the training requirements. Many medium-to large-sized organizations are implementing electronic MOC approval systems. 

Fulks, B.D., Plamiing and Organizing for Less Troublesome Plant Startups, Chem Eng., 89,18,96,1982. 

It is important to get enough people involved to create an innovative momentum with internal and external press releases, town hall meetings where top managers state their commitment, special intranet pages, workshops with successful entrepreneurs from startups or non-competitive industries as guest speakers, attractive awards for the winners that get the whole organization talking, and internal hotlines. 

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