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Engineering Pract ice

E C PRO JECTS

Claribinu the Role ol theLead Process.Engineer

The LPEcan makeor break a project depending onhowwell he or she clarifies the project scope and

produces thorough PFDsand P IDsJohn Lagace LeadProcessEngineer.com

Fr any capital-intensive andlabor-intensive engineering and

construction (E C) project, thelead process engineer (LPE) plays

a pivotal role. To maximize the successof these complex projects, companiesthat hir e E C companies should beaware of the role that the E C process engineering team plays in termsof helping to execute these projects.In a nutshell, the LPE is responsiblefor developing the project scope imdmanaging the process team's costsand schedule,

When the LPE does this properly,the scope of the project is well-developed, the schedule is reality-based,and successful project execution cansave a lot of time and money for the client. Conversely, when the LPE is notwell-trained, or is forced to accept apoorly developed project scope and aninadequate or incomplete schedule forthe front-end activities, the project canfalter and decisions will be made late,when the resulting rework imposes apenalty on both project costs and schedule. This article discusses the basics of

getting a project star ted successfully.The LPE's first task is to understand the project's starting point sothat he or she can estimate the hoursthat will be needed, build a schedule,and get the right team assembled toexecute the job.

The questions listed below shouldbe answered early in a project to avoidhigher costs and delays. Answers tothese questions provide the buildingblocks required for appropriate devel-

opment of project scope. Typical questions are as follows: Which technology will be used? What standards and specifications

will be used? What is the expected operating life

of the facility? Can parts of he facility be reused (i f

the project is a revamp)? an the process be simplified? Are existing utilities and infrastruc

ture adequate to support the newproject?

Are exotic alloys needed, and if so,

can lower-cost alternatives be usedinstead? What are the long lead items? Who are the client contacts to an

swer questions, make decisions andissue approvals?

These questions should be pursuedas soon as the prqject gets underway,irrespective of when the engineeringteam joins the project. For instance, aclient can engage an E C company totake on a specific engineering projectat any point from the initial concept

CHEMICAL ENGINEERING WWW.CHE.COM MARCH 2011

F e e d _ - - 1 ~In

_ _ _ ~ F e e dtoreactor

FIGUR 1 A simple block flow diagramIs needed at the start of any capital-Intensive E C p r o j ~ t

to the detailed design phase. No matter when the E C company joins theproject, the team members shouldseek solid answers to the questionslisted above before making any commitments on proposed schedule andbudget.

The role of the LPEThe major responsibilities of the LPEin any E C project include: Determining and documenting the

process scope of the facility Developing a process schedule

Developing a cost estimate that isappropriate to the scope Determining manpower require

ments to execute the process activities according to the scheduleand budget

Managing assigned personnel to execute the scope of work

Reporting progress to managers andowners, and articulating ongoingexpectations and oversight to theprocess team

Specifically, the LPE must:

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Plan the job Manage the schedule Manage the budget Manage client expectations Communicate with the project

manager, project engineer and department head

. Manage the process design Manage the piping and instrumentatio n diag rams (P&IDs) Manage the process engineering

team Manage interactions with the other

discipline leads involved in theprojectThe importance of planning andmaintaining schedule must be underscored - the LPE must make arealistic schedule and keep all participants on schedule. With so muchresponsibility, the LPE is often criticized by participants in other disciplines for being behin d schedule because those related disciplines relyon the LPE's work to begin their ownwork. f the LPE plans the job well,documents everything adequately

and executes according to the projectneeds, the negative comments won'tstick.

eveloping project scopeReference [1 provides sound g u i ~ance for developing a comprehensiveproject scope. Although it was writtenfor an owner company, the questionspresented there and the resourcesprovided for answering the questions

FIGURE 2 Shown here Is a simple process flow diagram.Ideally a PFD should be able to be sketched out on a single pageto summarize the key elements of the process or facility

have broad merit. In general, a goodproject scope includes: Details about throughput, chemistry

and the technologies selected New or revised plo t plans, pro

cess flow diagrams (PFDs; Figure2 and piping and instrumentation diagrams (P&lDs; Figure 3 toshow proposed project requirements(Note: Both PFDs and P&IDs arediscussed in detail below)

Colors can be used to indicate new,moved, modified, ret ired in place or

demolished equipment and pipingon the plot plan A preliminary equipment list with

estimated stzmg broken downby new, modified, moved and retiredequipment

A preliminary instrumentation list A preliminary tie-in list A list of required piping specifica

tions by service Definition of the role and respon

sibilities of your company versusthose of the other contractors andthe owner

Location where the engineeringwork will be done

Known milestones that must bemet and plans to meet them (Forinstance, what fixed dates, such asclient turnarounds, must be met?)

A summary of engineering standards, specifications and tools thatmust be used

Description of all deliverables andactivities, in as much detail as possible (here you should attempt tolist them individually, based onwhat you know). Such information will provide a basis for sound

schedule development and a greatfoundation for requesting additional time and budget once moreis known. Table 1 provides a usefulli st to follow

Studies that must be carried out,with individual schedules and costestimate s for each

Plans for plant walk-throughs andplant data required, and the anticipated number of trips and hoursthat will be required

The information gathered as a resultof this effort will provide a solid basis

for your developing the project schedule and time budget.

KEY FOR FIGURES 2 AND 3

Al

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150-lb pipe spec carbonsteel6QO-Ib pipe spec carbonsteelEmergency shutdownFlow element

Flow totolizer indicatorFlow transmitter

FV Flow-controlvalveHV Hand valve, motorizedL Level elementU Local level indicatorUC Level-indicator controller

T Level TransmitterLV Levelc9ntrolvalveP Pressure element

PI Local pressure indicatorPT Pressure transmitterPV Pressure-control valveRO Restriction orificeT Temperature elementTl Local temperature indicatorTT Temperature transmitter

Note 1: Notations such as [8 -C1-PR-1] are line numl;>ers that show line size, pipespecification, process service and line numberNote 2: Small squares with letters inside of the tank are the tank nozzle designations, which reference the equipment specification sheet

FIGURE 3 In a process and Instrumentation diagram specific details of theprocess are captured to support the design and procurement process

CHEMICAL ENGINEERING WWW.CHE.COM MARCH 2011 4 5


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f y ~ ; t : ; ~ ; ~ 1 ; ; ; ;: . ,,;,,.,, ,;;.::;:_,,.:A,:,> \ J i , , . ~ \ ~ ~ ~ 9 ; ~ ~ ~ - ~ 0 R J ( ~ ~ ~ O , O Y f N .1 ~ ; Project Process activity Pro jec t , PrQcess activityil phase phase

Planning Pre-kickoff meeting organzatlon Process flowdiagram (PFD)development

PFD list Kickoff meeting agenda Development ~ Kickoff meeting travel planning Modification Kickoff meeting internal review Conference notes RevJew with client Action-Item 11 1 from kickoff meeting becomes

.f - - - - - - + - . . t : h e ~ ~ p l r o j o : . ~ . : e : : . = c t : : . . . : : a : : : : c t : i o : : . : n - i . : . . : : . : t e : o : . m . : . . : l i s t : : . : t L - )l Heat & mate-

Issue PFDs H&MB development from simulation results

Scopedevelopment

Initial written scope rial balance H&MB modification Internal scope review (H&MB) devei- H&MB review internal

Client scope review opment H&MB review wHh client Issue for approval lssueH&MB Issue to disciplines Metallurgy Metallurgical diagram or guide

Plot plan input Plot plan development Squad check Client review

studies Ust of studies St1,1dy deliverables list Study estimate Study schedule Piping and study execution P&ID list Client. review and approval of study instrumenta-

+ - = - - - - - t - ~ = - = - - = - : = , . ; .= . = : : = : - : : = : . . = ~ = - - - : - - : = - = - : - - 1tion diagram P ID development to Issue for

Client Comments (IFCC) levelData Basis for engineering design document (BEDD) (P&ID) devei-coliectlon Develop list of required data and documents opment

P ID Modification

Obtain required data and documents from cli- P&ID squad check IFCC P&ID review wHh client (IFCC)

ent or other resources Receive and log data and documents

Update P IDs Squad chec < Issue for Approval (IFA)

Set up transmittal log of receipts and sends orproject controls

P&ID review wHh client (IFA) Update P IDs

Meetings Weekly meeting note preparation Squad check Issue for Design (IFD) Weekly schedule update P ID review wHh client Weekly budget update Update P IDs Weekly update of project variances from plan

and any change notices Squad check Issue for Construction (IFC) P ID review with client (IFC)

Weekly update of required data and documents Update P IDsProcess simulation

Process simulation list Process simulati ons

VIP meeting 1

Process simuHion client review and approval

Value-improvement process(VIP) reviews

VIP meeting 2

Simulation design cases

,.

ConstructabiiHy

Attend constructabliHy review meeting 1 Attend constructabiiHy review meeting 2

*Note:,The order f t h ~j ~ m y ~and you may add or delete iteJ;ns as o u ~ .'1,'hegoal is to diwelap a comprehensive checklist to guide your projects.

eveloping project hoursEach activity and deliverable in acomplex E C project takes time to accomplish. Factors that influence the

time required for each activity includethe work complexity, the prior workexperience of the team, the overallteam capabilities, and whetherthe deliverable requires new documentationor modification of existing ones.

Process engineers are notorious forinsisting that they cannot estimatetime for their creativity. This is notcorrect. A trained LPE can estimatethe time required for everything fromsimula tion modeling to P ID completion. The estimate may not be precise,but will provide the means to recon

cile changes and ask for additionaltime later, if required. The goal is todocument the preliminary assumptions and have the client and projectmanager accept your basis and yourproposed schedule and time estimate.

LPEs should use a reasonable,consistent basis for estimating thenumber of hours required per document and per activity (Discussion oftechniques for carrying out such an estimation is beyond the scope of this

article). Table 1 provides a list of activities that are commonly requiredfor complex E C projects.

Scheduling your projectYour company scheduler can sit down

. with you once you have assembledyour deliverable documents and havedeveloped reasonable hour estimatesand help you put together a schedulethat shows your activities linked tothose of other disciplines on the project. For maximum utility, have thescheduler put together the schedule intwo forms:1. Based on client dates, indicating

milestones that must be met. This isthe most aggressive schedule.

2. Based on the maximum-sized teamyou can reasonably expect on theproject. This is the achievable schedule.

The estimate developed using the actual team size defines whether themilestones can be met, or wheth er adjustments are required. If the schedule cannot be met, this is the time tofind out so that appropriate cqrrective measures can be taken. This caninclude adding team members, re-

4 6 CHEMICAL ENGINEERING WWW.CHE.COM MARCH2011

ducing the scope, or relaxing certainmilestones.

PF s with H MBAs noted earlier, the PFD is a majordocument that is produced and managed by the LPE as part of any capital-intensive E C project, and itrepresents the first step in virtuallyall chemical process and petroleumrefinery projects.

Process engineers routinely com-municate complex ideas using illustrations. The PFD provides an easymeans to convey a complex process design to other people following the natural flow of feeds and raw materialsthrough the equipment and process.

There is no de facto standard forguiding the development of a PFD.Every E C company has an internalstandard of sorts, but it is always subject to a client's own wishes and standards. The discussion that follows isdistilled from 35 years of professionalexperience. Several useful referencesare also presented (although nonewere consulted, studied, paraphrasedor quoted during the development ofthis article).

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PSM/HAZOP preliminary PSM/HAZOP final Ust of action Items MOC process set up MOC process activities

Environmental

Equipment technical bid evaluation Process sign-off for purchase order While this Is

not always practiced, It Is Important for highlyengineered equipment such as towers. com-

Environmental review of process Fugitive-emissions estimate Flare-emissions estimate Pump-seal requirements per leak detection

Obtain line list from Piping Dept. or develop onefrom the P IDs

Size primary linesand

repair,LDAR,requirements)

Size minor lines Wastewater considerations Update process information on line list Solid-waste considerations Internal review of line list Waste stream alternate disposition Update line list line list Is owned by the piping

dept.) study reportformat

style These formats are best saved as companystyles and developed only once)

Writing

Equipment sizing calculations Assembly

Equlpmentslzlng flies Tri:Jnsmlttal hard copy and electronic)

Equipment sizing calculation, Internal review Equipment sizing, Client review Sized equipment llit

Front EndLoading FEL)p ~ k g eformat

Style Writing Tables Figures Metallurgical considerations

Equipment data sheets, e v l s i o nA (this is theprocess dept. information Issued to the mechanical dept. for Its Input)

Assembly Internal review Revision

Equipment Engineering Design Summary (EDS)explains the sources of dafa used and assump

tions behind the equipment sizing) Equipment dafa sheets, Revision A client re

view)

style Writing TablesFigures

Equipment data sheets, Rev. B

Front endengineeringdevelopmentFEED) pack

age format Assembly Transmittal to the mechanical dept. for Its input

to data sheets Internal review Revision

Update for vendor comments and clarifications Transmittal hard copy and electronic) Process review of the mechanical dept. EDS, Rev. Archiving Archive listD, for inquiry and purchase order Archive procedures

In general, a PFD shows the follow-ing details: All process piping including major

bypass or recirculation lines

Flow direction A preliminary line size based

on heat and material balance(H&MB) conditions

Interconnecting lines to other units Major equipment and item

numbers Pr imary control instrumentsBy comparison, PFDs typically donot show: Pipe specifications or line numbers Piping or mechanical specialty items Process control instrumentation be

yond the primary element and re

lated control valve Minor process lines Vents and drains, double

blocks and bleeds Process safety valves (PSVs) Other piping and process details of a

minor natu re 'In general, PFDs typically follow thisfamiliar format: Streams enter at the top left of the

first page and streams leave on theright side of each sheet

Archiving

All equipment components are represented in sequence and connectedby lines representing the piping

Major utilities are indicated in

terms of where they are used inthe process

Lines are called streams and eachone carries a unique number forreference. A diamond shape is typically used

The stream numbers correspond tothe stream summary in the H&MBin conjunction with the PFD

Ao H MB usually accompairies aPFD giving the str eam composition,flowrate, physical properties andthermodynamic properties

Each equipment item on the PFD

has a unique equipment item number, and a corresponding equipmentblock summarizing such parame tersas dimensions, capacity, horsepower,material of construction, designpressure and design temperature

The equipment symbols i ~ n t i f ythepiece of equipment within reasonand are typically understood by allprocess engineers

The PFD has a revision number anddate to indicate its curr ent status

Normal, mmrmum and maximum stream values are given fordefined cases

Each H MB repre sents a case,

whether it is normal operation,start-of-run conditions, end-ofrun conditions, or a particularproduct run

Most, but not all of these characteristics are usually found on a PFD. Atypical PFD is shown in Figure 2 withall of these attributes.

eveloping the PFPFDs can be developed using paperand a pencil, or they can be developedusing a process simulator. All majorsimulators have PFD screens where

the simulation is pieced together in aPFD format. How a PFD is developedisn't critical, but using a simulatorcan save the engineering team a lotof time.

A PFD is used to quickly understand a process, so it makes sense tominimize the sheets required to define the process. As a first pass, try touse a single sheet to show the entireprocess. Fifteen to twenty equipmentitems can occupy a single sheet. How-

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ngineering Pract ice

ever, a complex tower with furnace,,pump-arounds and a preheat andcooling train may be easier to understand if broken down onto. a fewsheets. Try it and see. There is nosingle answer.

I find it easy to use Microsoft Excelor Visio to develop a quick PFD. I dothis whe ther a simulation will be usedor not. t provides ,a useful templatefor piecing the process together.

Developing the H&MB is a criticalaspect of PFD development. Some engineers may argue that the H&MB isseparat e from the PFD, but I believethat a PFD without an H&MB is anincomplete document and oflittle utility for further process development.

The H&MB must enable the pro

cess engineer to design the equipmentand piping indicated. As such, it mustgo beyond the normal compositions,flows, temperatures and pressures,and provide useful information for ex-treme conditions that may be possible.To develop a H&MB, map out the possible scenarios to be considered, suchas the following: Normal case Startup case Shutdown case Startup run case End run case

Product A, B through cases Runaway caseA typical H&MB is shown on the PFD(Figure2). TheHMBtypicallyislocatedon the PFD or as a table following thePFD drawings.

These scenarios are required toidentify materials of construction,extreme design conditions for equipment, stress conditions for piping andsafety scenarios for PSV sizing. Fromthese cases, the worst-case coincidentconditions can be identified that drivethe design. Following the principles inthis

article will give youthe

knowledgerequired to quickly develop a PFD.

The workhors e P ID

The P&ID is a ubiquitous documentin all E&C projects, although the acronym is defined in several ways. Somedefine P&ID as the process and instrumentation diagram, others defineit as the piping and instrumentationdiagram, and the word drawing canbe substituted for diagram. At the end

of the day, the P&ID is a pivotal document for any E&C project.

There is ongoing debate overwhether a P&ID or a PFD is the bestdocument to use, and in general, the

particular phase ofthe

project . willdictate which is best. Both PFDs andP&IDs are required, each serving aparticular need at a parti cular time.

n general, a P&ID is more involvedthan a PFD and represents a moremature level of project development- therefore it will be more costly todevelop. A PFD, with its attendantheat and material balance (H&MB),provides the relevant details aboutprocess flows and compositions to support economic decisions made in theear ly front-end loading (FEL) phases.

The P&ID provides a summaty ofevery plant component in sequentialorder. t contains the information andreferences necessary to define every engineered piping item, equipment itemor specialty item on the P&ID drawing.Ref 2 provides an excellent summaryon how to develop P&IDs. Because it isso complete, this document has becomewidely used and is considered the goldstandard for P&ID development.

As shown in Table 2, the projectphases are designed to limit the capital commitment until a decision is

made to proceed with or to cancel aproject. The initial phases (Phases 1and 2, called FEL 1 and FEL 2 in thetable) are driven by process engineersbecause these are development stageswhere the question ''what if? is useful. n the first two phases, creativebrainstorming is used to get all of theideas out on the table.

.Jn Phase 3 (FEL 3), considerationof options is complete and the projectmust close in on a final solution andnail down the scope to minimize future rework. At this point, other disci

plines, such as piping, mechanical andinstrument and electrical have inputto the P&IDs to better define theirdiscipline scope of work. The LPE'srole must change from development ofscope to maintaining the integrity ofthe approved scope.

Each subsequent phase of an E&Cproject commits more capital, so com-prehensive information must be gathered as inexpensively as possible. Thisis the key to using P&IDs most effec-

8 CHEMICAL ENGINEERING WWW CHE COM MARCH 2011

tively. Once the process has been defined in the P&ID, it is time to fill inthe details required to make it workable in practice, and to identify allcomponents that must be purchased.

Unlike PFDs, the P&ID also hasa legal basis. Specifically, OSHA1910.119(e)(6) requires updating andrevalidation of process hazard analysis (PHA). Up-to-date P&IDs are are-quirement of a PHA.

P&IDs are continually upgraded,with more details added, as a projectproceeds. Each issue is worth somediscussion with key stakeholders. Theissue should always contain all of thedetails known and available, but eachissue should have at least a minimumlevel of detail for it to have value at

that point.As noted, Table 2 defines the P&IDrevision name at each project phase.The various issues are explainedbelow.

The first issue is usually calledIssue for Comment or Issue for In

formation. t generally reflects the information that is known to the processengineer, with only minimal input fromother disciplines. Input from other dis-ciplines will come later, after the clienthas approved the basic process conceptthat is illus trated by the P&IDs.

Once the client comments are incorporated, further detail is added toprovide all major information to theP&ID. These will be signed off by theclient and are typically called Issuedfor Approval PIDs .

This is the formal template for thefinal process push. Process hydraulics calculations are used to size lines,pumps and valves. Much more detai l isnow available, and this set ofP&IDs isready for process to issue to the otherdisciplines for detai led engineering tobegin. They are called Issue for De-

sign P&IDs (IFD).P&IDs developed for the IFD con-tain all ofthe information possible thatdoes not require detailed engineeringinput, such as actual t ie point details,and vendor-supplied equipment details because the equipment is definedbut not yet ordered. Piping runs arenot yet determined, so decisions related to pumps and control valves arenot final. Vendor information on mostequipment is not yet known either.


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PFD preliminary P&ID P&IDs Issued for P&IDas builtconstruction

Engineers Process Process Process engineers, All disciplinesInvolved engineers engineers Some input by Piping.

P&ID Owned by Owned by Owned by project Owned by proj- Owned by theprocess dept . proce$5 dept. or piping dept. ect or piping client

Project% Project% Project% Project% Project% Project% Project%complete complete =0.5 complete = 1.5 complete =5.0 complete = 10 complete = 25 complete=Major Planning Planning Planning Executing ExecutingactivitiesCapital Capital com- Capital com Capital commitmentcommitted mltment very mitment very small

These holds will be filled in whenthe project staffs up for detailedengineering.

tody of the P&IDS moves fromprocess to the project engineer orpiping coordinator after t he PSM stage.

ripherals, while other P&IDs are morecluttered, showing, for instance tento twelve equipment items. Betweenthese two extremes is a wide array ofP&ID formats. As noted earlier, Ref.2 provides realistic guidelines for de

veloping P&IDs with an appropriateamount of detail.

The P&IDs now are ready for process safety management (PSM) review. Some companies call these 'ssuefor Hazop. Updat ing the P&IDswith the PSM items will producethe Issue for Design 2 or Hazop setof P&IDs for use during detailedengineering.

While there is some debate on thispoint, my recommendation is that process engineers should remain ownersof the P&ID for optimal Managementof Change (MOC) results.

In many E&C organizations, cus-

The amount of information contained in a given P&ID differs for different client companies. Some P&IDsshow a single equipment item and pe-

Several items can help to makeP&IDs more manageable. For instance,every P&ID is made up of multipledrawing layers, each with a purpose.

Resistant to corrosionMaag gear pumps In chemistry

While bearing in mind the particularapplication, the selection of differentmaterials allows for complete protection against corrosion. The design ofthe shafts is based on many years ofexperience with high temperaturesand pressure conditions. Increasedefficiency and dosing precision allowMaag gear pumps to operate moreaccurately. Decisively longer operating lives are being achieved compared to with similar produc ts

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Engineering Pract ice

These typically appear as differentcolors on a CAD computer screen, butprint as black so that they appear tobe a single layer.

The drawing can also include a hid

den CAD design intent layer" thatdoes not pririt. This hidden layer canbe used to explain the process intent ofthe P&ID and clarify any non-obviousdesign details. By way of example, Ionce designed a forced-feed reboiler. Aparticular butterfly valve (where thereboiler line entered the column bottom) was deleted during detailed engineering to save money. The intentwas to delay vaporization until afterthe valve, to prevent fouling of the re-

References1. Lagace, J.;Project scope: The foundation of suc

cess, Chem. Eng. February 2006, pp. 36--39.2. Piping and Instrumentation Diagra m Docu

mentation Criteria, PIP PICOOl, Process Industry Practices, April 2008.

3. The Engineers Tool Box - The Process FlowDiagram PFD), a schematic illustration oftbesystem; accessed at http://www.engineeringtoolbox.com/pfd-process-flow-diagram-d__465.html

boiler. When the design concept did notwork during startup, I was called bythe client and I explained the processnecessity of the butterfly valve. A hidden CAD layer could have been used to

convey the importance and intendeduse of the valve to the start up team.I am a firm believer in the LPE ap

proving all additions to P&IDs afterthe IFD issue, in order to control andcentralize all revisions. Establishingthe LPE as the central gatekeeperfor all changes will ensure that consistency is maintained for all marksmade, and will prevent potentiallyconflicting and inappropriate designchanges from being implemented by

4. Informit, 1.2 Process Flow Diagram (PFD);accessed at http://www.informit.com/articles/article.aspx?p=1314637&seqNum=2&rll=l

5. Piping Designers.Com - Process FlowDiagram (PFD); accessed at http://www.pipingdesigners.com/PFDS.htm

6. Webtools- Process Diagrams; accessed athttp://webtools.delmarlearni lscom/samplechapters/1418030678_chl2.pdt:

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other project participants. t also provides an audit trail to document whomade what mark and for what reason.

A log book should also accompanythe P&IDs to capture who made a

change to the drawing, and to describewhen and why it was made. Before thePSM stage, t he log book is a simple logbook. After the Hazop stage, this document becomes the MOC log.

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lpe pfd p&id che-mar11

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