Cha Firoozeh Copper Concentration Plant

Project Detail

The Cha Firoozeh Copper Concentration Plant boasts an impressive annual capacity of 101,000 tons and produces copper concentrate with a grade of 25%. This plant is a key asset in the regional mining and metallurgical sector, consistently meeting global standards for quality output. Leading the execution of this project is Tanavob-Apomorphy – Apomorphy Company, a distinguished Engineering, Procurement, and Construction (EPC) contractor known for its extensive expertise and ability to seamlessly integrate various project components, ensuring successful outcomes.

Highlights accomplished:

  • Concrete Work: 153,514 cubic meters
  • Structure Fabrication: 18,514 metric tons
  • Structure Installation: 31,413 metric tons
  • Equipment Installation: 52,352 metric tons
  • Welding: 1,367,304 inches
  • Cabling: 2,677,577 meters
  • Field Instrumentation: 12,890 sets.

 

Company Detail

Tanavob-Apomorphy, established in 1987, has emerged as a pioneering force in the industrial contracting landscape. With a rich history of executing numerous projects across diverse sectors such as power plants, oil, gas, petrochemicals, and mineral industries, Tanavob-Apomorphy stands as a beacon of excellence in project execution, ranging from engineering to commissioning.

Driven by a relentless pursuit of excellence, Tanavob-Apomorphy leverages the expertise of seasoned specialists, embodying the core values of specialization, unwavering commitment, and steadfast responsibility. This steadfast adherence to principles ensures the company’s agility and triumph in delivering industrial projects of paramount significance.

At the heart of Tanavob-Apomorhy’s success lies its unwavering dedication to client satisfaction. By fostering fruitful collaborations and exceeding client expectations at every stage of project implementation, Tanavob-Apomorphy has cultivated enduring partnerships. This client-centric approach not only garners acclaim but also fosters a sense of shared ownership among project stakeholders.

Through a seamless blend of expertise, commitment, and client-centricity, Tanavob-Apomorphy continues to set new benchmarks in industrial project management, ensuring the realization of all project objectives and fostering a culture of shared success.

 

Challenges

In the context of the Cha Firoozeh Copper Concentration Plant project, a collaborative effort involving Tanavob-Apomorphy Company as the main EPC contractor, unique challenges arose that were distinct from typical projects. Key among these challenges was the necessity of effectively integrating and facilitating communication among various stakeholders, including subcontractors, main EPC contractor, and the client.

Managing the interfaces between each entity proved to be crucial for ensuring smooth project progression. The project’s complex information flow, compounded by a hierarchical structure designed for the upward movement of data, added another layer of complexity. Data flowed from subcontractors to main EPC contractor, and finally to the client. This structure, coupled with each company’s maintenance of its data boundaries, heightened sensitivity around data privacy concerns. As a result, the project encountered primary challenges in ensuring seamless communication, maintaining data integrity, and addressing privacy concerns.

Given these conditions, the primary challenges encountered encompassed:

  • Scope Changes: Engineering projects typically manage a predictable level of scope change. However, in this scenario, the volume and frequency of changes were well above standard, each requiring a cascade of actions to accommodate new requirements. These continual adjustments led to a complex cycle of re-evaluations, redesigns, and re-approvals, straining the project management processes. The situation was further complicated by the diverse and sometimes conflicting expectations of various stakeholders, making consensus more difficult to achieve and implementing changes more cumbersome.
  • Data Migration: In this project, data migration has proven to be particularly challenging due to a combination of factors that include diverse data sources, conflicting data sets, and substandard archiving practices from previous systems. The differences in data formats and structures across these various sources have led to compatibility issues, while inconsistencies and discrepancies in the data have made it difficult to achieve a unified, accurate, and clean data repository. Additionally, poor archiving practices in earlier systems have resulted in incomplete data sets and unreliable historical data, further complicating the migration process.

Solutions

The complexities faced throughout the Cha Firoozeh Copper Concentration Plant project underscored the need for strategic and forward-thinking solutions, particularly in enhancing collaboration, communication, and integration among diverse stakeholders. In response, our team turned to the robust capabilities of the system, recognizing its potential to provide structured and efficient solutions. Here’s how Rhyton’s innovative features empowered us to overcome the challenges encountered in procurement and document management:

  • Strengthened Client Communication Channels: Established more robust communication channels with the client to ensure clear and ongoing dialogue about the project’s progress and any prospective changes. This included regular update meetings, detailed reports, and a designated point of contact to handle inquiries and gather feedback.
  • Enhanced Change Control Mechanisms: Developed a stronger change control system within the project’s governance structure to manage scope changes more efficiently. This had to include a formal process for submitting, evaluating, and approving changes that clearly defined who was responsible for each step, what documentation was required, and how impacts were assessed.
  • Advanced Data Auditing and Cleansing: Conduct a thorough audit of all existing data sources to assess the quality, structure, and integrity of the data. This step was crucial for identifying discrepancies, redundancies, and gaps. And Implementing a comprehensive data cleansing process to correct or remove inaccuracies, duplicate entries, and incomplete data. Utilized automated tools where possible to streamline this process and ensure consistency.
  • Incremental Migration Strategy: Adopt a phased approach to data migration, transferring data in manageable increments. This allows for the isolation and resolution of issues as they arise, without impacting the entire dataset. After each phase, performed rigorous testing and validation to ensure data integrity and functionality within the new system. This iterative process helped to refine the migration strategy and reduce errors in subsequent phases.
  • Stakeholder Communication and Management: Kept all stakeholders informed of the migration process through regular updates and progress reports. This ensured transparency and allowed for timely feedback that might necessitate adjustments in the strategy. Then Conducted change management sessions to prepare users for the new system, focusing on training and support to ease the transition.

Azar Oil Field Development

“Rhyton approach included continually providing us with an excellent solution which offers more customization, flexibility and ease of use than most off the shelf Software currently available in the marketplace.”

Asnaf, Chief Information Officer, SAED Co.

Project Detail

SAED incorporated in 2012 for development of Azar Oil Field.

The giant Azar oil field is located in Anaran exploration block in Iran/Iraq border that based on comprehensive geological studies, contains 2.44 billion barrels of light oil in place.

First production from the field was achieved in March 2017 and early production of 30,000 Barrels of Oil Per Day (BOPD) was achieved in April, 2017.

The development plant involves drilling of 18 wells at the depth of 4.700 meters and the field expected to produce 65,000 barrels of oil per day upon achieving full production.

A 63 km-long, 6 in-diameter pipeline was built from the production facility to connect to the main oil transport pipeline.

A further 130 km-long, 16 in-diameter pipeline was constructed to transport sour gas to the production facility.

The project includes basic and detailed engineering, procurement of equipment and materials, and construction.

Over 10 construction and drilling sub-contractors were active in this project.

 

Challenges

The development of the Azar oil field introduces a complex set of IT and document management challenges that are critical to address for the successful management and operation of the field. These challenges arise from the unique and demanding environment of the oil field, characterized by its distinct geological formations and the harsh operational conditions.

  • Low Bandwidth and Unstable Internet Access: The location suffers from low bandwidth and unstable internet connections. This connectivity issue hampers the ability of project managers, engineers, and contractors to access, update, and share critical documents in real-time. The problem is exacerbated by the large size of construction plans and documents, which require significant bandwidth to upload and download. Additionally, inconsistent internet access leads to delays in project timelines, increased risk of errors due to outdated information, and challenges in real-time collaboration.
  • Data Complexity: The geological uniqueness of the Azar oil field results in vast amounts of diverse data that must be accurately captured, processed, and stored. The system must be capable of handling large volumes of data, ranging from seismic data to drilling reports, ensuring high data integrity and accessibility.
  • Operational Intricacies: Due to the operational complexities and the need for precise execution in such challenging conditions, the system must provide seamless integration and real-time data access to various stakeholders. This integration is crucial for coordination and decision-making across different operational phases, from exploration to production.

 

Solutions

To address these challenges, Rhyton developed a multi-pronged solution for their system that includes the following considerations:

  • Local Caching and Synchronization: Rhyton is enhanced with a feature that allows local caching of documents on users’ devices. This means that users can access and work on documents offline. The system synchronizes changes with the central server once a stable internet connection is available, ensuring all updates are captured and merged appropriately without data loss.
  • Document Compression and Optimization: The system incorporates advanced algorithms to compress documents and optimize them for low-bandwidth scenarios. This reduces the size of files being uploaded and downloaded, making the system more responsive and reducing the time required to access critical documents.
  • Incremental Sync: Instead of requiring a full file sync every time documents are updated; Rhyton employs incremental sync techniques. This method only syncs documents that have changed, minimizing data transfer and making efficient use of available bandwidth.
  • Quality of Service (QoS) Configuration: The EDMS includes settings for Quality of Service adjustments, allowing data transmission to be prioritized based on the network’s condition and the critical nature of the data. This ensures that essential documents are synced first during periods of limited connectivity.
  • Mobile Optimization: Recognizing the frequent use of mobile devices on construction sites, the system is optimized for mobile use, featuring a responsive design and mobile-friendly document management tools. This allows users to efficiently work from smartphones and tablets, even under suboptimal network conditions.
  • Midnight Backup: The system is configured to automatically initiate backups and synchronization of documents and data during the late-night hours, typically starting at midnight. This timing is chosen because it coincides with the lowest levels of network activity, thus maximizing available bandwidth and reducing the impact on daytime operational efficiency.
  • Training and Support: Rhyton provides comprehensive training for all users on how to effectively use the new system features, particularly focusing on offline capabilities and synchronization practices. Regular support and updates ensure that users are able to handle the technical aspects of document management under challenging conditions.

 

 

 

Sub-Systems

  • Engineering Document Management System
  • Construction Engineering Management
  • Material Resources Management

 

South Pars/North Dome Gas Field Development Project – Phase 14

Project Specification

South Pars/North Dome gas field is the world’s largest gas field that is located on the joint borderline between Iran and Qatar, the gas reserves of this huge gas field comprise about 8% of the total gas reserves of the world.

14th development phase of South Pars Gas Field is one of the most complex phases of this huge gas field with plan to 2 BSCFPD Production Capacity.

This phase offshore part includes:

  • 21 wells including drilling of 15 new wells plus 6 wells in SPD2 platform, phase 1
  • 4 Offshore platforms including 2 main platforms and 2 satellite platforms.
  • Two 32” pipes to transfer gas from the main platforms to the onshore processing unit, 260km in total with two 4.5” pipelines for MEG injection
  • Two 18” infield pipelines to transfer gas from the satellite platforms to the main platforms inlet, totaling 12km.

In addition, the offshore process unit to process the following products:

  • 50 MSCMPD of refined gas
  • 1100000 tons per year of liquefied gas
  • 77000 barrels per day of gas condensates
  • 1000000 Tons per year of Ethane gas to feed the petrochemical plants
  • 400000000 Tons per day Sulfur as a by-product of gas sweetening process

Engaged Parties

  • POGC (Project Owner)
  • GL (TPA)
  • IDRO (Consortium Leader)
  • IPMI (EPC Contractor – Consortium Member)
  • MAPNA (EPC Contractor – Consortium Member)
  • PAYANDAN (EPC Contractor – Consortium Member)
  • MSA (Equipment Manufacturing Party – Consortium Member)
  • ISOICO (Offshore EPC Contractor – Consortium Member)
  • IOEC (Offshore EPC Contractor – Consortium Member)
  • NIDC (Drilling Contractor – Consortium Member)

 

 

Project Goals

  • System Integration: Establish a comprehensive system that seamlessly integrates every phase of the EPC project, from initiation to handover.
  • Stakeholder Integration: Facilitate collaboration among all project stakeholders, including the client, third-party administrators, the consortium leader, EPC contractors, subcontractors, and suppliers.
  • Interface Management: Implement effective management of interfaces to ensure clear communication and coordination across various project segments.
  • Centralized Data Hub: Develop a unified platform that serves as the single source of truth for all project information, ensuring consistency and accuracy in data across all levels.
  • Project Governance Enhancement: Improve project governance by digitizing project processes and incorporating integrated approval workflows for all involved parties.

 

 

 

Challenges

The project encountered unique challenges distinct from those of typical projects. The primary issues stemmed from the necessity of effectively integrating and facilitating communication among various stakeholders, alongside managing the interfaces between each entity.

The project’s complex information flow was further complicated by a hierarchical structure designed for the upward movement of data—from subcontractors to main EPC contractors, then to the consortium leader, and finally to the client. This structure, combined with the fact that each company maintained its own data boundaries, heightened the sensitivity around data privacy concerns.

Given these conditions, the primary challenges encountered included:

  • Number of EPC Consortium Parties and Integration Needs: The 14th Development Phase of South Pars involved multiple parties forming a consortium to undertake the project. Each party likely brought its own expertise, resources, and possibly even objectives to the table. Integrating the efforts, aligning goals, and ensuring smooth collaboration among these parties would have been a significant challenge. This integration would involve coordinating activities, managing communication channels, and resolving any conflicts or differences in approach or priorities.
  • Complexity of Interfaces Between Parties: With multiple parties involved, each contributing to different aspects of the project, the interfaces between them would have been complex. This complexity could arise from differences in technical standards, data formats, communication protocols, and project management methodologies. Ensuring seamless interaction and interoperability between these interfaces would have required careful planning, standardization, and possibly the development of custom solutions or middleware.
  • Deep Relationship Between This Phase and Other Phases of South Pars Development: The 14th Development Phase of South Pars is just one part of a larger development effort. The success and smooth execution of this phase would have been crucially linked to the progress and outcomes of other phases. Dependencies could exist in terms of resource availability, infrastructure development, regulatory approvals, and market dynamics. Coordinating activities across different phases while maintaining alignment with overall project objectives would have posed a significant challenge.
  • Implementing All Modules in Eight Companies with Completely Different Cultures: The involvement of eight companies, each with its own organizational culture, work practices, and management styles, adds another layer of complexity to the project. Integrating these diverse cultures and ensuring alignment towards common project goals would have required effective leadership, communication, and cultural sensitivity. Overcoming differences in decision-making processes, communication norms, and work ethics would have been essential for fostering collaboration and achieving project success.
  • Huge Scale of Data Storage and Transfer: Given the massive scale of the South Pars project, which involves extensive exploration, drilling, production, and distribution activities, the volume of data generated would be enormous. Managing this data effectively, including storage, retrieval, analysis, and transfer, presents a significant challenge. This challenge is compounded by the need to ensure data security, integrity, and accessibility across multiple locations and parties involved in the project. Implementing robust data management systems, leveraging advanced technologies such as cloud computing and big data analytics, and adhering to industry best practices would have been essential to address this challenge effectively.

 

 

 

Solutions

The challenges encountered in this project necessitated a strategic and innovative approach, focusing on enhancing collaboration, communication, and integration among the various stakeholders involved.

Leveraging the capabilities of the Rhyton EPC Management System provided a structured and effective solution to address these challenges. Here’s how the Rhyton system facilitated overcoming the outlined issues:

  • Unified Project Management Platform: Utilize Rhyton EPC management system, to facilitate seamless collaboration among consortium parties. Through Rhyton, stakeholders can access real-time project data, enabling transparency and alignment towards common objectives. This approach Facilitates seamless integration of different teams by providing a common platform for project tracking, reporting, and communication. This reduces misunderstandings and aligns goals across the board.
  • Simplified Interfaces: Rhyton simplifies interfaces between parties by providing standardized data formats and interoperability capabilities. Customizable dashboards and reporting tools ensure smooth communication and collaboration across diverse systems. To achieve this we used a middleware software that could seamlessly integrate different IT systems, data formats, and communication protocols used by various parties ensuring compatibility and interoperability between different systems, reducing the risk of data silos and enhancing the flow of information across the project.
  • Holistic Project Management: Rhyton offers a holistic view of the entire project lifecycle, enabling stakeholders to track dependencies and optimize resource allocation across different phases. Its comprehensive features enhance alignment with overall project objectives.
  • Cultural Bridging: Rhyton bridges cultural differences among consortium parties by providing multilingual support and customizable user roles. Training and support resources promote a shared understanding of project goals and processes.
  • Scalable Data Management: Rhyton addresses the challenge of data storage and transfer at scale through its robust infrastructure and advanced data management capabilities. Cloud technology ensures secure storage and accessibility of project data, while analytics tools enable data-driven decision-making.

Through the implementation of the Rhyton EPC Management System, the project team effectively navigated the unique challenges of this mega project. The strategic use of Rhyton’s innovative technologies and collaborative features underscored the importance of structured planning and collaborative effort in achieving project success.

 

Sub-Systems

  • Engineering Documents Management System
  • Purchasing Engineering
  • Construction Engineering
  • Purchasing Management
  • Field Material Control
  • Construction Management
  • Weld and NDT Management
  • Work Order and Work Permit Management
  • Pre-commissioning
  • Archiving