Hydrocarbon Processing - October 2021 - 68

Engineering and Construction
tion time frame and allowed staff resources to avoid an undesirable
peak. Additionally, on Project A, UOS&Ds took a back seat
to production concerns and were not addressed upon receipt.
Not only did the project lose the opportunity to have the component
supplier correct the cause of the UOS&Ds, but Project
A was caught off guard late in the project when the scope of the
issue came to light. For spool components, particularly when
it is a supplier's market, UOS&Ds can easily approach 5% or
more. This not only significantly impacted individual spool
constructability on Project A (where only a single insignificant
component will block release to the floor), but it left the project
team unaware of a significant unsourced scope, thus cutting into
contingencies and delaying construction.
In contrast, Project B immediately addressed UOS&D data
that was fed directly back into the project materials management
system via integration. This allowed Project B to actively
correct the UOS&Ds as they occurred and to avoid surprises
late in the pipe spool fabrication program.
Finally, and of no small significance, the integration on Project
B fostered high levels of communication and cooperation
that were not evident on Project A. This mitigated any acrimony
that could have occurred in the collaboration effort between
an EPC contractor and a significant supplier if communication
had not been good and expectations had not been met.
Takeaway. In the first example, a seemingly minor and wellintended,
but misinformed, change had a disastrous impact
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on construction. Downstream impacts like this example occur
routinely when projects do not have a cross-functional
materials-related team in place to watch for these minor transgressions.
Unfortunately, when this type of team is not present,
these transgressions are often swept under the proverbial
rug and accepted as the cost of doing business. However, these
transgressions will not occur if the EPC organization implements
an optimal approach to materials management.
In the second example, utilizing a cross-functional materials-related
team (as opposed to a silo-based procurement
team) to manage complex cross-functional activities significantly
enhanced project execution.
Part 2 will review how barriers created in a document-centric
execution are transitioning to a data-centric execution and
will also discuss how implementing an optimal materials management
effort, along with a cross-functional materials-related
work process, can lead the transition to data-centric execution
and significantly enhance productivity.
STEPHEN WYSS is a Materials Manager at Bechtel Corporation.
He has more than 45 yr of experience executing capital projects
for oil, gas, chemicals, power, metals, mining, rail and hazardous
nuclear processes. Over the course of his career, Dr. Wyss has
worked as a design engineer, field engineer, project engineer,
software consultant and materials manager in both design and
in construction at logistically challenged sites on five continents.
He is a registered Mechanical Engineer in Texas and California, and, in addition to
Bechtel, has previously worked for Intergraph, Black & Veatch and CF Braun.
Dr. Wyss earned a BA degree in architecture from the University of California
at Berkeley and holds a J.D. degree from Loyola Law School in Los Angeles.
68 OCTOBER 2021 | HydrocarbonProcessing.com

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Hydrocarbon Processing - October 2021

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