The
Planning and Scheduling departments of refineries are responsible for
putting together weekly, monthly, quarterly, and/or annual production
plans. They do this with input from other department in the
plant-operations, process engineering, maintenance, long term capital
projects and turnarounds, trading (typically not at site), finance,
etc. The goal is to create a plan that captures maximum profit given
market prices, unit and logistics constraints, planned and unplanned
maintenance outages, etc.
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LP
Models
The
production plan is put together by the refiner planner using the site
LP model which is a linear equation based model that determines the
optimal mode of operating by simultaneously solving thousands of
equations.
As
we saw in previous posts, at refinery consists of multiple process
units. Imagine trying to model a complex chemical process using a
series of equations. Consider a simple naphtha hydrotreater. Naphtha
hydrotreaters remove sulfur, nitrogen, metals and other contaminants
from naphtha (think gasoline) boiling range material in order to send
it to a downstream reformer or isomerization unit for octane
improvement or directly to the gasoline blending pool. There are
certain specifications that are important to these downstream units
and blend pool so we’d definitely want to have equations to carry
these properties across the unit in the simulation. Reformers will
require details like % aromatics, naphthenes, and paraffins. The
gasoline pool will require octane, sulfur, density, etc. We’ll
need to represent how these properties change across our naphtha
hydrotreating unit. And of course we’ll want to know the resulting
yields of the unit-how much fuel gas, LPG, Light Naphtha, and/or
Heavy Naphtha will be generated in this unit.
For
the simple case of determining NHT yields our equation might be
constructed something like this:
Feed:
100%
Untreated Naphtha + 5% Hydrogen (hydrogen is used in the conversion
of sulfur and nitrogen to H2S and ammonia)
Product:
3%
Hydrogen + 1% Fuel Gas + 3% LPG + 48% Light Naphtha + 50% Heavy
Naphtha
So
if X = the volume of Untreated Naphtha fed to the unit our equation
would be:
1
X + .05X = .03X + .01X + .03X + .48X + .5X
We
might also have another equation representing the sulfur removal
across the unit. If the unit can removed 95% sulfur and we wanted to
calculate the sulfur of the final product, where the sulfur content
of the feed = Y we’d could create another equation to do this:
Y
= % sulfur in the feed
X=
Volume Untreated Naphtha
Sulfur
in the feed = XY
Sulfur
in the product = .95XY
If
the planner told the LP that Sulfur product spec had to equal 5ppm as
a constraint-the LP would manipulate other upstream units and/or
crude slate through other equations in the model to achieve this
product quality. Imagine the LP doing this for the thousands of
equations required to simulate the refinery all in a matter of
seconds and deriving the optimal combination of crudes, products,
unit capacities, etc to maximize margin. As you can see the LP is a
powerful tool.
Putting
together a Plan
Turnarounds
are refinery maintenance outages planned years in advance typically
5-10 years. All refineries have long term turnaround plans. These
include catalyst changes, new and revamp unit projects, maintenance
work that requires oil out of the unit. These are incredibly capital
intensive projects (in the millions) and require years of planning to
execute in a timely, cost competitive manner. Keep in mind every day
the refinery or a unit is down is a day the refiner isn’t making
money while still incurring base operating costs like staffing.
As
a result, turnaround and routine maintenance downtimes are the first
input to the annual business planning processes of publicly traded
companies that must provide profit forecasts to share holders as well
as being input to monthly and weekly plans. These downtimes
determine the unit capacity constraints input to the refinery LP.
Once
the maintenance plan is landed, the planning department will work
with trading to determine the potential crude slate based on market
price, availability, and the processing capability of the refinery.
Some refineries have long term contracts on crudes and so their
slates will not vary but for “merchant” refiners that regularly
process different crudes, trading will provide an available crude
slate for the refinery to evaluate for purchase.
Recall
from previous posts all refineries have different configurations,
crude processing, and product production capabilities. These
constraints in addition to market price and availability will
determine the crude slate. A refiner without residual bottoms
processing capability (and not in the asphalt business) will not be
able to profitably upgrade heavier crudes e.g. in the 10-20 API range
with a large residue/bottoms yield. The result would be a
significant amount of marine fuel oil production which in recent
years has been selling far below crude price and will become
particularly unprofitable with the upcoming IMO specs (2020
environmental regulations imposed on ships that burn fuel oil).
However, refiners with Coking and Residual FCC’s or Hydrocrackers
can often profitably process this material. Other constraints are
limited light ends processing capability for heavy sour refiners not
configured to process the dilbit added to oil sands Canadian crudes,
light West Texas and North Dakota Tight Oils, and high TAN crudes
which are highly acidic and corrode the overhead systems of crude
units.
In
addition to crude slate, refinery configuration and constraints, and
maintenance outages, the final input to the production plan is the
product slate. Typically refiners generally make the same products
but the product planners will work with trading to understand product
demand for specialty higher value gasoline blends and exports to
other countries.
Once
unit constraints and the crude and product slate are determined the
planner will input these to the LP and create a first pass plan.
Planning is an iterative process so the plan is then reviewed
internally in the planning department as well as with other site and
above site stakeholders for both plan acceptance and credibility.
Refining is an around the clock business and the oil and oil products
markets are constantly changes. The planning department must
continually respond to both market movements and unplanned refinery
outages to ensure margin is continually optimized.