organization knew it was time to go beyond stopgap repairs. ;e drums were
“very unreliable, and they were impacting re;nery economics,” says Greg Roos,
PMP, the project’s engineering manager. (He’s now a downstream manager of
internal audits and assessments at Chevron in San Ramon, California, USA.)
Replacement was the only way forward, so the organization green-lighted a
US$150 million project to produce, ship and install new drums. But replacing
the massive equipment came with massive obstacles. ;e project team needed
to deliver the drums on a compressed schedule—while keeping safety top of
mind. And it had to move the drums, each the size of a three-story apartment building, through a densely populated urban area without destroying the
“We’re one of the biggest
suppliers in this area, so it’s
very important for us to
meet our commitments to
all of our customers.”
—R.J. Cardello, Chevron, El Segundo, California, USA
From left, Rick Miller,
Greg Roos, PMP, and
R.J. Cardello
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