Plan to Participate in aWorkshop or Site Tour

September 24: Site Tour - Edmonton Waste Management Centre, presented by Enerkem Inc.

With its unique collection of innovative waste processing facilities, the Edmonton Waste Management Centre (EWMC) has been called “the ultimate waste theme park.” Owned and operated by the City of Edmonton, the EWMC focuses on diverting waste from landfill and plays an integral role in Edmonton’s sustainable approach to waste management.

On this tour, you’ll visit several facilities and learn how Edmonton handles garbage, recycling, organics and E-waste. The tour will end with a visit to the Enerkem Alberta Biofuels facility, the first commercial scale plant in the world to produce cellulosic ethanol from non-recyclable and non-compostable household waste.  The tour will conclude at the Advanced Energy Research Facility which was established as a collaboration between Alberta Innovates, City of Edmonton, and Enerkem to support development and scale-up of new chemical and energy technologies.

Preliminary itinerary:

8:00: Delegates meet at NAIT to travel by coach

8:15: Coach departs NAIT

8:45 – 9:15: Delegates travel to EWMC via coach bus

9:15 – 9:35: Welcome & introduction in admin theatre

9:35 – 10:15: Travel to & visit IPTF

10:15 – 10:45: Site tour including ADF, ECF, MRF, GEEP, Landfill, C&D

10:45 – 11:15: Visit Enerkem Alberta Biofuels Facility

11:15 – 11:30: Visit the Advanced Energy Research Facility (AERF)

September 24: Workshop - Lessons Learned from a Commissioning Contractor – Creating Cost And Schedule Efficiencies for Your Next Project

Key Discussion Topics

  1. Early Planning and Integration of CSU Scopes

It is evident that one of the keys to a successful project is the early planning of the Commissioning and Start-Up activities; however, early integration of a Commissioning team in the early planning phases is often overlooked. OTS has proven time and again the benefits of this planning. Some of the benefits of early CSU planning will be addressed in this section.

  1. Early Involvement of Operations

Another key lesson learned from previous OTS projects was the lack of involvement of the Operations team early in the project.  This results in gaps during handover and subsequent changes by the Operations team during final walk downs. As a result of these learnings, we develop a strategy to get involved early in all projects to secure involvement from the Operations and RFO groups. We will cover this topic in detail throughout this section.

  1. Early Interface with Vendors

Early engagement with Vendors is key to defining their work scope as well as the resources they will need to complete their work. A clear definition of their work scope ensures schedule accuracy and resource availability at the time of their mobilization. Highlights of our continually evolving process will be covered during this section.

  1. Mobilization of CSU Resources During Execution

For past projects, OTS mobilizes CSU execution resources based on a system turnover strategy rather than the construction schedule.  We have found that once on site and ramped up, turnover delays have caused a lack of work front for our resources which results in expended unproductive hours. OTS now mobilizes discipline coordinators in advance of CSU technicians to facilitate turnover and provide critical surveillance of the Construction status. This ensures technicians are mobilized at the correct time and are immediately productive when they arrive at the site which creates commercial savings for the project.

  1. Punches and Deficiency Management

For previous projects, OTS utilized our Completions Management Software to manage punches and deficiencies which ensured that punches were completed prior to system start-ups. In some cases, the weekly distribution of punch lists became disorganized as multiple parties may try to work on the same punch. OTS has since modified our strategy to issue individual punch list tickets for every punch item with barcodes, room for proper notes, and signatures for who completed punches as well as final verification. Punches are also able to be completed and closed electronically if the responsible punch list closer has access to the Completions Management System. This creates better tracking of all punches and automates the process within the Completions Management System.

  1. Project Lifecycle Software – Completions Management

OTS employs Intergraph Smart® Completions Commissioning Management System in the Definition, Development and Execution phases of each of our projects to ensure a successful transition from Construction to Commissioning and then on to Operations. Intergraph Smart® Completions is part of a larger suite of software and if integrated early, “smart digital assets” can begin at the engineering and design phase and be carried through Construction, Commissioning and Operations.

  1. Specific Project/Industry Lessons Learned

Over the past 14 years, OTS has developed a database of project and industry-specific lessons learned. In this section, we will highlight the changes we have implemented to our Definition, Development and Execution phases based on each experience. We will share specific lessons while maintaining the confidentiality of our clients by referring to each as “Project A” or “Client A”.

Confirmed Keynote Speakers

  1. Ken Yurkiw, CSU Manager – Suncor Energy Services
  2. Tarik Haroon, Global Director Commissioning – Hatch
  3. Glenn Boyko, Global Business Development – Integraph Smart Completions
  4. Steve MacDougall, Vice President of Projects – OTS