Coking.Com Conferences use RSI Simulators for their Training. RSI Simcon, a world leader in providing Refinery Operator Training Simulators, Refinery Operators Training, and Dynamic Engineering Simulations, participated in Coking.Com’s FCC, Sulfur, and Coking conferences in League City and Galveston, Texas this April. Three (3) different RSI Simcon Dynamic Training Simulators were available for use by refinery trainees as well as conference attendees during the 2-week event.
RSI Simcon’s Simulators are used by all major oil and refining companies to improve operator performance in normal, startup, shutdown and emergency operations of their plants. RSI Simcon provides a full range of simulators from affordable Generic Training Simulators to High-Fidelity Simulators that look and respond exactly like your unit and are also used for engineering applications.
RSI Simcon Training Simulators allowed attendees to the Coking.Com conferences to get a “hands-on” approached to operating the SRU, FCC, and Coker units. RSI’s Simulator Systems were used to demonstrate dynamic plant responses including coke drum switching, hydrocarbons in the sulfur unit feed, foaming in the amine contactor and other challenging operating scenarios.
RSI Simcon Delayed Coker Simulator, as all RSI Simcon simulators, can be customize to look exactly like your control system and DCS operating displays to maximize training realism. The various pictures of the Coker Simulator show you the simulator and some screen displays. The dynamic process models are developed using the same design and controls information used to build the actual plant.
RSI’s Simulators allows the Instructor to introduce upset conditions, fail equipment and instruments, in addition to measuring student performance and documenting the training session results
If you missed this hands-on experience at the conferences RSI Simcon can organize Web demos of these simulators. Please contact Dave Pathe at
david.pathe@rsisimcon.com
Choosing an airline
Most of the Operation Managers had flown in from various parts of the world and so I asked them to think back a few weeks to when they were making their travel plans to attend the conference. I asked them if, while making their travel plans, they based their choice of airlines on the competencies of the pilots. How important was pilot training in choosing an airline? Of course these questions didn’t enter into any part of their decision, or mine. And the reason it does not, is because the public assumes a high degree of competency among pilots within any given company and across companies within the airline industry. The flying public has acquired an innate assurance that all is well on the flight deck. It is not necessary to factor-in pilot competency into the decision and so we are free to move on to the next matter at hand like price or schedule.
I then asked these managers to think back a little longer this time to when they were a process engineer or an operations superintendent on a unit that was coming out of a turn-around. At some point near the end of the multi-day start up procedure, after all the vessels were purged of air and equipment brought up to temperature, they approached the critical phase of introducing oil feed for the first time. I then put another question to them. “When you jumped a few pages ahead in the procedure and recognized that you would be introducing feed sometime late in tomorrow’s day shift, did you turn to your shift supervisor and ask, who’s going to be on the board tomorrow?” Everyone chuckled. They were all familiar with the question. They had asked it dozens of times. I knew they had, because I had been the supervisor to whom that question was always put. I had asked it hundreds of times myself.
What comes next is a quick check of the operator’s work schedule. If the person scheduled for tomorrow’s day shift is someone who the supervisors trust, it is not necessary to process it any further and those working the unit startup are free to move on to the next matter at hand. Although, if the person on tomorrow’s schedule doesn’t have a very good track record of managing even normal day-to-day operations the supervisors wouldn’t trust the person with the responsibilities of a critical step in the procedure and would schedule an extra person on the console to “help” with the startup. Why?
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Author George Dzyacky is Director of Training Services for RSI Simcon. Before joining RSI in 2009 George retired from BP after 30 in refinery operations. George often says he spent the first 20 years IN operations and the last 10 TRAINING operators in one form or another.
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