Linear Programs & Business Interruption - · PDF fileRefinery Production Planning ... –...
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Linear Programs & Business Interruption
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Agenda
• Introduction to KBC• Typical Planning Processes & Plans• Tools used to Support Processes• What is a Linear Program• Some Linear Program Problems• Application in Business Interruption• Examples• Summary
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Mark Anderson
• World Wide Vice President KBC Planning Services
– 25 years of international oil industry experience
– 20 years of refinery planning experience.
• Planning– KBC Process Technology Limited, UK– Star Petroleum Refining Company Ltd, Thailand– Caltex Oil Corporation, Dallas, Texas, USA– Caltex Oil South Africa Limited, South Africa
• Process Engineering– Caltex UK, London Office, UK– Caltex Oil South Africa Limited, South Africa– California Texas Oil Corporation, Malaysia– Bahrain Petroleum Co. BSC (closed), Bahrain
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KBC Evolution
1979KBC founded as independent consulting company, specialised in energy improvement in refineries
1983 First yield & energy study applied to petrochemicals (ethylene plant)
1986 Development of Petrofine simulation software leads to first refinery-wide Yield & Energy Survey
1993 Y&E Survey develops into comprehensive Profit Improvement Program (PIP)
1995 On-site Implementation Services takes KBC profit improvement deliverable to a new dimension
1996 Development of new business area in Reliability, Availability & Maintenance
1997 KBC goes public - listed as plc on London Stock Exchange
2000KBC forms an exclusive alliance with Clockwork Solutionsutilising asset management technology
2000
2002
Core skills and competencies extrapolated into Planning, Petrochemicals, Gas Processing and Energy Industries2000
KBC extends its operations to include a comprehensive Risk Management Program with the acquisition of Risk Solutions
KBC Office LocationsKBC extend into Oil and Gas market analysis with PEL acquisitionand enhance Energy services with Linnhoff March acquisition
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Global Track Record
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Typical Planning ProcessesFe
edba
ck P
roce
sses
Supply PlanSupply PlanCrude and Feedstock Purchases,Intermediate & Component
Purchases, Inventory Management & Targeting, Product Exchange Management & Targeting, Risk Management,
Contracts, Forecasting – demand and pricing
Operating Plan
Look Ahead Schedule
Operating Plan
Process Unit Schedule
Refinery Production Planning (Product Mix & Process Strategies), Inventory Planning, Distribution Planning,
Chartering, Contracts
Schedule of Oil Movements & Blends
InventoriesInventories SchedulesProcess Unit Schedules, feedstock or intermediate product
or component arrival schedules
Detailed Blend Recipes, Marine Terminal Scheduling, Pipeline Scheduling
Process TargetsTargetsOperating Targets, Qualities, Flows, Process System Line
ups, Blending Line-ups
OperationsOperations Physical Operations, Demurrage, Loss Control, Unit Operations Control, Blending Control
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Planning Tools Architecture
Schedule of Oil Movements, Blends etc
Supply Plan
Operating Plan
Targets
Operations
Process Unit Schedules
Scheduling& Blending
Models
LP VectorGeneration
Process Simulation
Models
Process
& LabData
LP Model
PerformanceMonitoring
DataReconciliation
Scheduling ModelUpdate
Annual Plan
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What is Linear Programming?
• Mathematical technique to determine the optimum use of resources
– raw materials & plant and its flexibilities
• obtain a particular objective – minimum cost or maximum profit
• while satisfying constraints– product productions, product qualities, unit
constraints etc
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LP Example
• Suppose two products, X and Y are to be made, subject to the following limits:
1. Blend Stock Availability X + Y < 502. Maximum Additive 0.1X + 0.2Y < 83. Grade Split Y < X + 20
• Anticipated revenues for the two products are X = $4.50 / BBL and Y = $6.50 / BBL.
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Graphical Solution
Graph of Constraints
0
10
20
30
40
50
0 10 20 30 40 50 60 70Product X
Prod
uct Y
Blendstock Availability Maximum Additive Grade Split
Feasible Region
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Graphical Solution
Graph of Profit
0
10
20
30
40
50
0 10 20 30 40 50 60 70Product X
Prod
uct Y
$300 Profit $250 Profit $200 Profit
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Graphical Solution
Graph of Profit
0
10
20
30
40
50
0 10 20 30 40 50 60 70Product X
Prod
uct Y
Blendstock Availability MaxAdditive Grade Split $285 Profit
Optimum
Mathematical pathtaken to reach solution
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Graphical verses Computer Solution
• A graphical solution works for small models
– addition of one product would create a three dimensional graph
– two additional products would make a graphical solution impossible
• Refining & Petrochemical plants contain many different feedstocks, products & constraints
• Hence, the need for a computer solution for LP
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Some LP Problems
Profit
Variables
Local Optimum
initialize LP run at this point
Profit
Variables
Stability orConvergenceProblems
Examine solutions at both points
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Elements of Refinery LP Model
LP System
Process Units
StreamsProductsFeeds
Product Blends
Crude Assays
Operating CostsProcess Yields
Stream Qualities
Product Specifications
Operating Constraints
Volume ConstraintsPricing
LP Solver
MarketCase Data
Model DataRefinery
Model Structure
System provider
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Example of Reformer LP – Structure and Data
Data
Data
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LP Usage
LP INPUT LP DATABASE LP OUTPUT
Feed Options
Prices
Fixed Products
Planned Inventory Changes
Unit availability
Special Blend Specs
Crude Assays
Process Sub-Models
Standard Blend Specs
Routing options
Cost Data
Gross Margin
Net Margin
Optimum OperationFeed Rate & Type
ProductionsBlend recipes
Inventory changesUnit capacity usedColumn cut points
Unit severitiesStream routings
Variable Data • Regular updates
Fixed Data• Quarterly update
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Application of LP’s in Business Interruption
• Medium/long term verses short term interruptions
• For medium/long term interruptions – week +– plan for condition of plant prior to business interruption verses – plan for condition of plant after the business interruption
• For short term interruptions – days– No new “plan” created– Situation managed within inventory constraints without loss overall
crude throughput
• Assess refining facilities impact in steady state– start-up and shutdown time periods
• External issues for example – selling cargoes of crude due to insufficient storage capacity – importing / sourcing product to meet domestic or export commitment
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Does LP Match Plant ? Backcasting
• What is Backcasting?
Compare Actual Performance Against Planned and Best Possible Performance
Leading To
Improvements in Performance Knowledge and Tools
Improved Decision Making
Which Will
Reduce the Gap Between Actual and Best Possible Performance
Increased Profits
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Backcasting ? Other Names.
Performance ReviewPerformance Review
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Backcasting Methodology
1. Compare Refinery Plan with Actual - Volumes and $/bbl– Supply Plan– Refinery Plan– Actual Performance
2. Explain the Deviations, using LP Cases & Spreadsheet analysis – Crude Mix– Domestic Production– Prices– Unit Utilization– Giveaway– Unit Yields vs. LP– Other (Fuel, Slop, Unexplained)
3. Investigate, Action and Follow Up any New Areas of Opportunity– Refinery Working Team
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Backcasting Summary Sheet Example
Plan vs. Actual Vol Exp $/bblRefinery Plan (New LP) 105.5% +3.50Actual (Plan Prices) 105.6% +3.26Actual vs. Refinery Plan (New LP & Plan Prices) ==> - 0.24
Deviations 1. Crude Mix Similar to Plan +0.062. Product Lifting & Inventory - 0.203. Unit Utilization +0.034 Product Giveaway -0.05 5. Actual Yields Different to LP -0.08 **
Total -0.24Detailed Backcast Results and more detailed breakdowns will support this
summary. Clear Backcast Action Plans are then developed and progressed to: Improve : 1. Plan Inputs 2. Plan 3. Planning Tools 4. Implementation
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Impact of Visbreaker shutdown
Light Ends Fuel Gas LPG
ButaneLt Naphtha
Gasoline
Hvy Naphtha Hydrotreater& Reformer
Kerosene Hydrotreater Jet Fuel/Stove OilFCC Gasoline
Crude Alkylate
Gas Oil Hydrotreater Diesel/Heating Oil
Atmospheric Resid
Vac Gas Oil VGO HDTFCC/Hydrocracker
Alkylation Light Cycle Oil
SlurryVac Resid
Visbreaker Fuel Oil
KeroGas OilLCO Cutter
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Visbreaker Shutdown
• Linear Program Modifications
– Route Vacuum Residue to Fuel Oil– No diesel recycle to the hydrotreater– No naphtha recycle to the hydrotreater/reformer– No gas production– No utility consumptions or productions
• Relatively straight forward modifications required
• With this unit shutdown there are probably no external issues to be considered
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Impact of VGO HDS/FCCU/Alky shutdown
Light Ends Fuel Gas LPG
ButaneLt Naphtha
Gasoline
Hvy Naphtha Hydrotreater& Reformer
Kerosene Hydrotreater Jet Fuel/Stove OilFCC Gasoline
Crude Alkylate
Gas Oil Hydrotreater Diesel/Heating Oil
Atmospheric Resid
Vac Gas Oil VGO HDTFCC/Hydrocracker
Alkylation Light Cycle Oil
SlurryVac Resid
Visbreaker Fuel Oil
KeroGas OilLCO Cutter
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VGO HDS/FCCU/Alky Shutdown
• Linear Program Modifications examples– Route Vacuum Gas Oil to Sales– Route Vacuum Gas Oil to Fuel Oil Blending – more Sales– Remove Slurry from Fuel Oil Pool– Remove FCCU/Alky Plant Products from gasoline blending– Add opportunities to import gasoline components– Remove LCGO recycle to DHT– No gas production– No utilities production or consumption– Imports to meet supplies of gasoline/LPG etc– Crude feed reduction to manage VGO/fuel Oil inventories
• Less straight forward modifications required – but certainly feasible
• With this unit shutdown there are probably external issues to be considered
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Summary
• LP’s widely used in refining industry to support planning processes
• LP’s are not without problems– Aware of the pitfalls
• LP’s can match refinery operations– Best Practice LP Model Structure & Data
• Can be used in Business Interruption analysis– Need to consider all options
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Questions ?