CASE STUDY
No. 6 Fuel Oil Conversion
Project Overview
A leading plastics manufacturer consolidated its global R&D, Technology Development and Specialty Materials resources in a central location. The Client converted and expanded existing office space into a state-of-the-art plastic research and extrusion facility. Construction of the production plant enabled them to bring new, cutting edge plastic solutions to market.
The project included replacement of an existing underground No. 6 oil tank with a new two million gallon, steam-heated, API 650 above ground tank with secondary containment, barge loading/unloading upgrades, eight pumps and piping to supply six end users (boilers and power generation equipment), integrated controls, and a foam fire suppression system. IPD provided construction management, regulatory compliance, and commissioning services.
CHALLENGE
Regulatory and schedule pressures presented significant challenges for this project. With such a large tank, the DEC classified the power plant as a major oil storage facility (MOSF). The site is located on the East River, which means the US Coast Guard is a stakeholder in the loading/unloading of fuel from barges. The extremely demanding regulatory environment in NYC requires permits, approvals, tests and inspections from the Department of Buildings and the FDNY. Emission/air permits, SPDES permits and SPCC plans required updates. In addition, contractual commitments required the site to have No. 4 oil available by a specific date, which left no room in the schedule for delays.
SOLUTION
IPD deployed a cross-functional team of engineers, project managers and commissioning experts to the site for five months. The objectives were to facilitate and expedite design and construction activities, coordinate and execute an integrated compliance and regulatory approval plan, and commission all equipment and systems (fuel oil and fire protection).
RESULT
The integrated team of Client, construction and IPD personnel worked closely in an open, honest and collaborative way. An "all-hands-on-deck" mentality drove a sense of urgency, and the shared sense of commitment created trust among team members. The system was approved by all AHJs and the tank was filled with oil on time.
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