of all project work, personnel were brought in from Singapore, India, and the Philippines. And as each milestone was cleared, the various teams engaged in this project were given opportunity to celebrate their interim achievements, building morale and promoting a friendly and healthy rivalry.The proactive identification and effective resolution of challenges and problems allowed project managers to maintain tight control over the project as a whole so that any new problems could be nipped in the bud. As a result, the execution of this project went very smoothly, and the Rabigh I facilities commenced operations on schedule in April 2009.Yokogawa was highly praised by the customer for its work on Rabigh I, and was once again selected to serve as the MAC for the phase II project (Petro Rabigh II), a feasibility study for which was started in 2009. The Petro Rabigh II project involves the construction of a complex that will produce high added value petrochemical products. While much of Yokogawa’s work for Rabigh I was carried out in Singapore, Yokogawa has committed to executing all the work for the Petro Rabigh II project in the Kingdom of Saudi Arabia and to hire local personnel, including technical staff, for this undertaking. This commitment is consistent with a Yokogawa principle that emphasizes the local development of human resources wherever it operates and is in alignment with a program of the Saudi Arabian government that seeks to promote the development of a knowledge-based economy.The total investment in Petro Rabigh II is approximately $8 billion.2 Five plant contractors from Saudi Arabia, Italy, and South Korea will install a total of nine EPC packages, and Yokogawa has been tasked with overseeing all instrumentation related aspects of the project as MAC. For this project, Yokogawa has been asked to meet a 50% localization target for all procurement and manufacturing, and for Saudi nationals to make up at least 20% of its workforce.Globally Recognized Technology and QualityYokogawa’s StrengthsWithin Yokogawa, eight project managers and more than 150 technical staff were engaged in the project. The project director carefully examined the contractual requirements and the customer’s requests, projected what issues would need to be addressed, and prepared possible countermeasures based on the fundamental idea of “Think Ahead, Be Prepared.” The eight project managers signed agreements with the project director committing themselves to the achievement of specific project goals. As a result, the tasks that fell within Yokogawa’s areas of responsibility proceeded so smoothly that the customer commended Yokogawa by proclaiming, “You’re always on schedule.”To ensure on-time delivery of 1,150 cabinets for the production control system that was at the heart of operations at the Rabigh complex, Yokogawa gave its production subsidiary advance notice of this order so that it could allocate sufficient production capacity. The company set up operations on three floors in two office buildings in Singapore, and linked them by running a fiber optic cable between the buildings. These were just a few of the innovative practices that were firsts for Yokogawa in this project. To ensure smooth and timely execution Petro Rabigh II –The Challenge of Providing Local ContentA team building bowling event for Rabigh I projectPetro Rabigh II factory acceptance test at Yokogawa Saudi Arabia2The expansion of an existing ethane cracker and construction of a new aromatics complex will enable an additional 30 million standard cubic feet of ethane to be processed daily. That and the approximately 3 million tons of naphtha produced annually will serve as the main feedstocks for the production of a variety of high value-added petrochemical products.Think Ahead, Be Prepared26
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