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Icmappg
Icmappg
Icmappg
Summary
Control engineers are having more and more influence on how refinery processes
are operated by designing, building, and installing advanced control systems
utilizing digital computers. New control systems will be installed which improve
plant profitability providing that (1) the process control engineer clearly understands the problem to be solved and (2) operating management understands what to
expect from the new control system.
In the last two years, Chevron has developed a formal technique for insuring that
this communication occurs without misunderstanding. We call it Control Objectives Analysis.
The thesis behind Control Objectives Analysis is that it is always possible for a
group representing operations, process engineering, and control engineering to
define and agree on a list of concise, precise, true-all-of-the-time statements
which define the operating objectives of a process. These objectives are met by
manipulating the valves of the plant. This list of Control Objectives serves as the
basis for the control system design, serves as a yardstick for measuring the success
of a new control project, and provides a consistent basis for monitoring ongoing
performance.
Contents
Page
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Chevron Corporation
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June 1989
Appendix G
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G8.0 Conclusions
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G9.0 Credits
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G1.0
Appendix G
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1.
The game is almost always won. Participants come away with a major feeling
of accomplishment. There are no individual losers.
2.
3.
The analysis is an intense exercise in group dynamics. Its best to limit sessions
to half a day.
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Chevron Corporation
1.
2.
A new control system is not designed. This happens most frequently when a
Player suggests an objective such as adjust the reflux to hold the tower temper-
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June 1989
Appendix G
ature at some target. Linking the reflux and the temperature together in a
single statement implies a loop configuration.
3.
Computers are not mentioned. The Analysis session should not become a
forum for the discussion of computer control.
The Moderator of a Game should carefully review these Rules with the Players
before the Game begins. We have noted that Players will begin correcting themselves and each other when a Rule is broken.
G4.0
The Moderator must be able to determine when an objective meets the concise,
precise, true-all-of-the-time criteria.
2.
The Moderator must develop the skill to extract from the Players their knowledge of the process.
We have found that the Moderator works best at a blackboard with chalk and eraser.
Each objective proposed by a Player undergoes many revisions before it meets all
three requirements, is consistent with all of the other objectives, and is approved by
all Players.
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G5.3
Appendix G
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Chevron Corporation
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June 1989
Appendix G
G7.1
Type II:
Type III:
The group should reorganize the list of objectives and force each into one of these
categories.
Here are the types of understanding which can come out of this exercise:
G7.2
1.
Those objectives which we have no control over which are fixed by the requirements of the process are identified. These are the Type I objectives.
2.
The targets management should be issuing are identified by the Type II statements. This may lead to a re-evaluation of the methods of target setting.
3.
The Type III objectives are those which point toward engineering and
economic studies.
G8.0
Conclusions
This simple technique has worked successfully for Chevron again and again.
The Company is aggressively moving to implement advanced control projects
based on this concept.
Additionally, operating management has recognized a tool to clarify thinking and
motivate operators in plants not scheduled yet for computer control projects.
Control engineering as a discipline has increased its influence on company operations.
G9.0
Credits
The Control Objectives Analysis technique evolved through the efforts of a
number of individuals. Jim Bronfenbrenner and John Westmoreland of Chevron
Research, in particular, developed many of the techniques described in this paper.
June 1989
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Chevron Corporation