It has been a long time since I graduated with my engineering degrees, but I feel qualified to discuss them after many years in industry.
Last month, Hydrocarbon Processing hosted the International Refining and Petrochemical Conference (IRPC).
In late 1989, the Milwaukee Metropolitan Sewage District asked the author to present a three-day equipment maintenance course at one of its large effluent treatment facilities.
In asset performance management (APM), criticality assessment and failure mode and effects analysis (FMEA) are powerful tools that enable the identification of opportunities to minimize asset lifecycle costs during the development of equipment strategies.
According to Deloitte, the future success of most chemical companies relies on three areas: growth and innovation, performance and cost optimization, and sustainability and the circular economy.
“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness…”. Fortunately, this opening line from A Tale of Two Cities does not often present itself as an appropriate analogy to the oil and gas industry. Yet, here we are.
An article on “Remote training of personnel”1 is interesting and appropriate at this time of COVID-19. It outlines the difficulties in presenting remote training courses and suggests methods that can help.
I recently gave a presentation at the American Fuel and Petrochemical Manufacturers (AFPM) Women in Industry event, where I spoke to more than 100 attendees on leading during uncertain times.
Taking ownership of issues during a critical or troubling time is just as important as assuming responsibility during times of opportunity and benefit.
The following describes how an adequate implementation of alarm management is a fundamental part in process safety management (PSM).