Process Control
and Instrumentation
Solve operator training
in a challenging refining industry
The oil refining and natural gas processing industries wit-
nessed the loss of approximately 350,000 jobs during the recent
crisis, according to a study by Houston, Texas-based Graves
& Co. Workforce reduction, the expected retirement of baby
boomers, personnel leaving the industry in search of better op-
portunities, and the lack of jobs for new graduates will create a
skills deficit once the industry begins growing again.
Employees that remain in the industry will be asked to cover,
temporarily or permanently, for those that are leaving. Quickly
and effectively training these employees will be critical to the suc-
cess of operating companies. Paradoxically, in times of crisis, train-
ing budgets are often one of the first expenditures to be reduced.
The advantages of using innovative simulators over tradition-
al methods to train operators and highlights of how they can be
used to maximize benefits by incorporating them into a struc-
tured training program are presented here, as are approaches to
prioritizing investments in simulation technology.
Rethinking traditional strategies. Traditional training pro-
grams combine theoretical training and on-the-job training
(OJT) programs. Theoretical training takes many forms, in-
cluding formal classroom, self-study with one-on-one sessions,
e-learning, etc. OJT consists of shadowing and mentoring ac-
tivities, and serves as reinforcement and practice of the concepts
and/or procedures covered during theoretical sessions.
In recent decades, control room training has effectively used
operator training simulators (OTSs) in putting new operators
into “real-world” situations. Realistic models represent the be-
havior of the plant and controls over a wide range of conditions,
from normal operations to emergency situations. Distributed
control system (DCS) screens are either replicated in a desktop
computer (emulated) or used on a DCS console that is dedicat-
ed to training. The resulting system is a realistic and safe environ-
ment for familiarizing the trainee with the operation of the unit
and for practicing standard operating procedures (SOPs).
Without question, effective training for field operators is just
as critical as console operator training. After all, field operators
are the control room operator’s “eyes and ears” to ensure secure
and efficient plant processes. However, field operator training
has often lagged behind, focusing mainly on shadowing and
J. ALAMO, SNC-Lavalin, Montreal,
Quebec, Canada; and M. ROSS,
Honeywell Process Solutions, London, UK
mentoring, which may be inappropriate for upsets and emergen-
cy conditions. These situations must be resolved quickly, leaving
no time for demonstrations or explanations.
Immersive training simulators (ITSs) can be used to supple-
ment OJT programs. These simulators provide a safe and im-
mersive environment to train field operators and maintenance
personnel. Trainees navigate a 3D replica of their plant. Facility
layout, equipment, instrumentation, piping, walkways, sound
and lighting are recreated to provide a sense of immersion and
seamless transposition to the real plant after training.
Traditionally, ITSs have not been used due to cost constraints.
An ITS typically costs the same as an OTS; however, advances in
CAD modeling, gaming technology and video card throughput
have resulted in significant cost reductions.
Accelerate and improve learning. Refineries and chemical
plants are densely populated with equipment carrying flamma-
ble components at high pressures and temperatures. Knowing
the exact location of equipment and determining the quickest
and safest routes are critical to managing and dissipating abnor-
mal situations. An ITS allows trainees to familiarize themselves
with the facilities, including hazardous and/or restrictive areas,
in a safe and comfortable environment. The ITS can significant-
ly speed up training for greenfield plants during construction.
It is also valuable for production platforms and other remote
facilities, where the costs of transportation and lodging for per-
sonnel are expensive.
Complex systems control the units. Operators must be able
to navigate through dozens of DCS graphics and monitor hun-
dreds of variables. Performing real-life scenarios safely in an OTS
will accelerate and improve trainees’ retention of alarm settings,
the location of variables in the graphics, control strategies and
process dynamics.
The simulators also allow trainees to make mistakes and re-
view the impacts of their actions with the instructor. This is a
critical part of learning that is impossible using OJT activities,
thereby providing a clear advantage over other types of training.
Reduce operator errors. Refinery operators must be capable
of executing many complex procedures. Missing procedural
Hydrocarbon Processing | JANUARY 2017 67
 Process Control and Instrumentation
steps, or changing the order of those steps, can damage equip-
ment and cause an unplanned shutdown, or even an accident.
Studies have shown that at least 40% of abnormal situations are
caused by human error; 29% of these human errors are caused
by procedures not being followed.1
The old adage, “Practice makes perfect,” is very appropriate
for training operators. Operators cannot learn complex proce-
dures without practicing, and they must frequently perform
these procedures to keep them fresh in their minds. This may
be difficult to achieve, since “starting up” a real unit or complex
equipment does not happen often. With simulation, trainees can
practice until they feel comfortable, and they can do so without
monopolizing the time of the instructors or senior operators.
Another major cause of human error is stress, which can be
reduced by practicing realistic scenarios. Immersing an opera-
tor or an emergency response team in a simulated emergency
will improve their responses without impacting operations. For
example, the Maersk’s Ngujima-Yin floating production, storage
and offloading (FPSO) fire was handled competently by the
crew. Given the highly flammable substances and high density
of equipment and piping in an FPSO, this accident could have
had catastrophic consequences had emergency response and
firefighting teams performed inadequately.
TABLE 1. Typical ITS and OTS training exercises
ITS OTS
Location of equipment Normal operating values
Identification of emergency equipment Process dynamics
Line tracing Control loops
Location of field instrumentation Production changes
Rounds Startup
Lock-out and tag-out Shutdown
Equipment isolation Emergency shutdown
Oil and grease sampling Abnormal situations
Start and stop motor equipment
Sampling procedures
Emergency response
FIG. 1. Typical training path for control room and field operators.
68 JANUARY 2017 | HydrocarbonProcessing.com
Improve competency assessment and development.
ITSs and OTSs are critical tools in identifying the develop-
ment baseline and plan. Simulation exercises can be used to
evaluate the proficiency of each operator against the com-
petency model of their particular job profile. The results of
simulation exercises can be transferred to a competency man-
agement system (CMS), and new exercises can be created to
train personnel on potential upsets that are not included in
the curriculum, or recent situations experienced in the plant
or throughout the industry.
The simulators also have sophisticated built-in evaluation
tools, such as trainee performance tables, which measure the
time that trainees operate outside a defined range for critical
variables. These tools can not only be used to evaluate one or
more competencies, but also to improve the operator’s ability
to maintain the process within a recommended operating range.
Improve teamwork and communication. ITSs and OTSs
can be linked to recreate the actual working environment of field
and control room operators. The field operator is immersed in
the virtual plant environment, and the control room operator is
in front of the replica of the DCS console. When the two simu-
lators are connected, actions, process variables and equipment
status are transferred between the two applications.
For example, when the field operator starts a pump by press-
ing a button in the ITS, the start signal is sent to the OTS. The
simulator verifies that the permissive allows the pump to start,
actually starts the pump and calculates the outlet pressure and
flow. The operator will hear the pump motor starting, and see
the pressure rise and the flow increase in the local indicators.
Being able to communicate effectively is a crucial compo-
nent of plant operations, particularly during abnormal situa-
tions. Executing joint training exercises with field and control
room operators on the simulators allows trainees to build their
teamwork and communication skills, while increasing the fidel-
ity of the simulated environment.
AN INTEGRATED APPROACH
Simulators are extremely useful and efficient training tools,
but they can be used even more effectively within a structured
training program containing a mix of the-
ory, practice and OJT. A typical path for
such a training program is shown in FIG. 1.
Theory. Chemistry, processes and con-
trols are foundations of the knowledge re-
quired for operators to perform their jobs.
Theoretical elements are shown in the
white boxes in FIG. 1. Simulation exercises
can be used to reinforce and apply these
concepts. For example, requiring trainees
to manually control and maintain several
related processes at their desired values
will reinforce knowledge of process dy-
namics and improve their ability to con-
centrate and monitor multiple variables.
Practice. ITSs and OTSs are used at dif-
ferent stages of the training program—

in the beginning to introduce and reinforce concepts, and at
the end to practice complex procedures and manage emer-
gency situations. Practice elements are shown in blue and green
(FIG. 1). A few examples of practice exercises are listed in TABLE 1.
Transition to the job. OJT activities reinforce acquired
knowledge, allowing trainees to gradually master the skills re-
quired and demonstrate the ability to perform specific roles.
Because simulation is used prior to OJT activities, trainees will
have performed tasks in either the ITS or the OTS, which ac-
celerates the transition to the job.
Focus on critical areas. Even if benefits are clear, and the cost
of developing simulators has decreased over time, purchasing
a simulator is a non-negligible investment. As shown in FIG. 2,
companies can prioritize their investment along three variables:
unit risk, human capital and training benefit/cost ratio:
• Unit risk measures a process’ criticality and complexity.
The classifications shown in each quadrant of FIG. 2 are
debatable—each plant should define its own criteria.
Criticality may measure the impact of a unit shutdown
on the rest of the plant, while complexity may be based
on the sensitivity of the unit to exceed its operating range
due to operator actions or upset conditions.
• Human capital represents the capacity of an individual
or group of individuals to produce value. Views on
how to measure this capacity abound. From an
organizational perspective, these may include years
of experience, employee turnover, motivational index,
workforce competence, etc. Literature summarizes
different indicators for the measurement of human
capital.2 From a practical point of view, it is not the
value given to each unit that is important, but the
relative value of that unit compared to other units.
• Training benefits/cost ratio measures an investment’s
attractiveness and is represented in FIG. 2 by the size of
the bubble depicting the training project. Large bubbles
represent low-hanging fruit, and bubble size should
clarify selection of projects within a category (e.g.,
within the high-risk category). Measuring the benefits
of training is not simple, but it is vital when determining
the allocation of funds and resources. Again, at this level
of analysis, the focus should be on the relative benefits
of the training project portfolio. Among the different
units, where will the investment in training offer the
most benefits? Which unit is suffering the most from
operational errors? It is important to evaluate whether
training alone will supply the benefits, or whether
other investments in updating SOPs or instrumentation
are also required. Once projects are selected, a more
detailed analysis can be performed. A detailed report
on the ROI of a training program at Indian Oil Corp.
has been published.3
Allocating first funds to units in the high-priority quadrant is
recommended. These scored low in human capital and high in
risk dimension. Funds should then go to units with either low
human capital or high risk. Investments in units with high human
capital and low risk must be evaluated, as compliance factors that
require training investments in these units are possible.
Process Control and Instrumentation
5
H 2 3
Human Low Medium
capital
3 1
L
Medium High 4
L H
Unit risk
H Medium High Risk 1
Unit
criticality
L Low Risk Medium
L H
Unit complexity
FIG. 2. Suggested approach to prioritizing simulation investments.
Petroleum refineries can use new simulation technologies to
improve training of new and existing employees into operator
positions. Knowledgeable and well-trained operators make bet-
ter decisions, resulting in more stable and profitable operations,
longer-lasting equipment and, most importantly, fewer accidents
and lower environment impact.
LITERATURE CITED
1
Bullemer, P. T. and J. R. Hajdukiewicz, “A study of effective procedural prac-
tices in refining and chemical operations,” Proceedings of the Human Factors and
Ergonomics Society’s 48th Annual Meeting, New Orleans, Louisiana, September
20–24, 2004.
2
Lim, L. L. K., C. C. A. Chan and P. Dallimore, “Perceptions of human capital mea-
sures: From corporate executives and investors,” Journal of Business and Psychology,
Vol. 25, Iss. 4, pp. 673–688, December 2010.
3
Subramanian, K. S., V. Sinha and P. D. Gupta, “A study on return on investment of
training programme in a government enterprise in India,” Vikalpa, The Journal for
Decision Makers, Vol. 37, No. 1, January–March 2012.
JOSE ALAMO is the General Manager of SNC-Lavalin’s Global
Training and Simulation (GTS) business, where he leads the
strategic direction and overall operations. Over a 20-yr career
in the operator training industry, Mr. Alamo has developed
and managed the delivery of process simulators and industrial
training programs, and has led the development and launch
of new products. He earned BS and MS degrees in chemical
engineering from École Polytechnique of Montreal, Quebec, and an MBA from
Queen’s University in Kingston, Ontario.
DR. MARTIN ROSS joined the Honeywell Process Solutions
marketing team in 2012 after spending nearly 20 years in
Honeywell’s simulation projects and after-market services
organization, where he was responsible for leading the delivery of
major operator training simulation projects and service activities
for customers in Europe, the Middle East and Africa (EMEA).
Dr. Ross was educated at the Imperial College in London, UK,
where he earned a BS degree and a PhD in chemical engineering. He is a member
of the UK Institution of Chemical Engineers and is Six Sigma Green Belt Certified.
Hydrocarbon Processing | JANUARY 2017 69