06. Subsystem Flow and Commissioning
Commissioning is often the final critical phase of industrial projects, and applying structured commissioning subprocesses can significantly compress schedules. Below we present well-documented global projects (2005–2025) from various industries, illustrating 2%–8% (or more) project time savings achieved through specific commissioning strategies. Each case outlines the project, the structured commissioning subprocess applied, implementation details, time savings, and key outcomes. A comparison table is provided at the end.
LNG Megaproject – Yamal LNG (Russia) – Progressive Completion Alignment
Project Overview: Yamal LNG is a greenfield liquefied natural gas project in the Russian Arctic (Novatek/TotalEnergies). It comprised three process trains constructed in a remote, harsh environment.
Commissioning Subprocess: Progressive Completion Alignment. The project employed a modular execution strategy with multi-tiered commissioning sequencing – modules were pre-fabricated and pre-commissioned offsite, then integrated progressively on site. This phased systems completion approach meant commissioning activities for Train 2 and 3 overlapped with Train 1 operations.
Implementation: Early in the project, the start-up sequence was defined and integrated into the master schedule, aligning subsystem completions with the commissioning of each LNG train. A dedicated system readiness gatekeeper team ensured each module met predefined ready-for-startup criteria before shipment and final hook-up. This structured approach allowed simultaneous construction and commissioning on different trains.
Time Savings and Outcomes: Yamal LNG’s method led to exceptional schedule gains. The second and third LNG trains were completed 6 months and 12 months ahead of schedule, respectively . In a typical 5-year megaproject timeline, this represents roughly 10–20% time savings. The facility reached full capacity well ahead of plan without major delays, demonstrating how progressive, well-aligned commissioning can accelerate delivery . Lessons learned highlight the value of early startup definition and modular tie-ins under a frigid climate, where lost time would have been very costly.
Offshore Gas Project – Ichthys LNG (Australia) – Multi-Tiered Sequencing & Planning
Project Overview: The Ichthys LNG Project (Inpex/Total, Australia) is a large greenfield LNG development with offshore facilities (wellhead platform, FPSO) and onshore gas liquefaction trains.
Commissioning Subprocess: Multi-tiered Commissioning Sequencing with early planning. The project broke down commissioning into tiers – from subsystem checks offshore to integrated onshore/offshore start-up alignment. Early in front-end engineering, a comprehensive commissioning management system was put in place to track mechanical completion, pre-commissioning, commissioning, and start-up activities across disciplines.
Implementation: Ichthys formed an integrated commissioning and start-up team during design, embodying an early start-up definition process. They coordinated handovers in stages (subsea systems → FPSO → pipelines → onshore plant) to allow staggered commissioning. Digital completions tracking (smart check sheets) and schedule buffers for subsystems were used to absorb delays without affecting overall start-up. This structured approach enforced a “ready when needed” rule – a gatekeeper verified that each system met all readiness criteria before the next phase commenced.
Time Savings and Outcomes: The structured approach yielded tangible results. The commissioning/start-up team reportedly saved over 36,000 man-hours in the CSU phase (worth ~$2 million), helping avoid schedule overruns . This equated to finishing the LNG start-up faster than traditional methods – on the order of a few percent of the multi-year project schedule saved. Ichthys achieved first LNG in 2018 with a smooth ramp-up, attributing success to early commissioning involvement and meticulous sequence planning. A key lesson was that front-loaded commissioning planning and multi-tier sequencing (offshore and onshore in parallel) can eliminate rework and compress overall duration .
Greenfield Refinery – STAR Project (Turkey) – System Readiness Gatekeeper via ORA
Project Overview: The SOCAR “STAR” Refinery in Turkey (200,000+ bbl/day) was a greenfield oil refinery project completed in 2018. It involved 11 major process units and was the first new refinery in the region in decades.
Commissioning Subprocess: System Readiness Gatekeeper. The project implemented a robust Operational Readiness & Assurance (ORA) program – essentially a gatekeeping process to ensure each system, and the operations team, were 100% ready prior to start-up. This entailed early operations planning, training, and simulations as an integral subprocess of commissioning.
Implementation: The refinery team recognized that flawless start-up was critical. Six months before start-up, they deployed high-fidelity Operator Training Simulators (OTS) for all units . Engineers and operators used the OTS to simulate start-ups, test control logic, and practice procedures in advance. All discovered issues (e.g. DCS sequence flaws, ESD interlock misconfigurations) were logged and resolved before live commissioning . This ORA “gatekeeper” approach meant that no system could go live until people, procedures, and equipment were verified ready via simulation trials, training hours logged, and a formal readiness checklist.
Time Savings and Outcomes: By debugging control logic and training staff pre-startup, the project averted “weeks of delays” that a typical commissioning might have encountered . In fact, the refinery started up on-time (day 1) with no unexpected downtime, reaching steady production immediately . Avoiding even a few weeks’ delay on a multi-year project is in the 2–5% schedule savings range, not to mention the protected revenue from meeting the startup date. Moreover, operators had 1,000+ hours on simulators, leading to a flawless startup with day-one productivity at target rates . The lesson is that a rigorous readiness gate (through ORA simulators and training) ensures a smooth commissioning – preventing the common extended troubleshooting period that can add months.
Brownfield Refinery Upgrade (Thailand) – Temporary Tie-In Strategy for Zero Downtime
Project Overview: A major refining & petrochemical complex in Thailand undertook a brownfield Distributed Control System (DCS) replacement in the mid-2010s. This upgrade affected an operating refinery and aromatics plant, so commissioning the new control system without prolonging shutdown was mission-critical.
Commissioning Subprocess: Temporary Tie-In Strategy coupled with ORA practices. The team planned a seamless cutover by running the new DCS in parallel (virtually) and strategically timing physical tie-ins during a brief turnaround window. Essentially, they treated the legacy and new control systems as subsystems and executed a buffered, multi-step switchover.
Implementation: Well ahead of the cutover, a vendor-supplied “virtual plant” simulator of the new DCS was installed . Operators were trained on the new interface in this simulator environment, while engineers practiced and refined the cutover sequence on the digital twin. This preparation acted as a buffer: it isolated the commissioning of the new system from real operations until ready. During the actual tie-in, the old DCS was replaced in a tightly scripted procedure aligning with a scheduled plant outage. The system readiness gatekeeper concept was evident – the new DCS was not brought online until simulation proved it could run the plant flawlessly.
Time Savings and Outcomes: The result was a “flawless cutover” with zero unplanned downtime . By using a temporary simulation tie-in strategy, the refinery avoided the typical gradual, trial-and-error commissioning period. There were no production losses during the changeover and no need for extended ramp-up. In terms of project time, this meant the upgrade was completed within the planned short shutdown, saving perhaps 1–2 months of what could have been extra downtime (a substantial ~5% schedule saving for a revamp project). The case demonstrates that even in brownfield scenarios, a temporary tie-in via simulation and careful sequencing can deliver a seamless startup . The key takeaway was the value of investing in realistic training and cutover rehearsals to eliminate surprises.
Pharmaceutical Filling Line (USA) – Early Start-Up Definition & Risk Mitigation
Project Overview: A top-tier pharmaceutical company installed a new sterile filling line in an existing manufacturing facility (early 2020s). Speed to market was crucial, so the project team aimed to commission and qualify the line as efficiently as possible while meeting stringent FDA validation requirements.
Commissioning Subprocess: Early Start-Up Definition and collaborative planning. The project followed an aggressive Commissioning, Qualification, and Validation (CQV) approach, where commissioning planning began at design and incorporated a progressive completion alignment with qualification stages. An early risk assessment was done to define start-up requirements up front.
Implementation: The team performed a comprehensive risk assessment during design to map out potential commissioning hurdles (equipment integration, utility tie-ins, validation tests). They adopted a progressive turnover strategy: installation and commissioning of subcomponents (isolators, filling machine, conveyors, etc.) were completed incrementally and signed off to the validation team in waves. Cross-functional collaboration was key – engineering, quality, and operations met weekly from early construction to align on readiness. This early definition of startup needs led to developing detailed testing protocols and contingency plans well in advance. For example, simulation of filling cycles and dry-runs with water were done to fine-tune SOPs before actual product fill. Essentially, the commissioning phase had subsystem execution buffers in the schedule – time allocated for re-testing and issue resolution – identified in advance through risk analysis.
Time Savings and Outcomes: By planning the start-up early and thoroughly, the company was able to “cut start-up times dramatically” for the new line . Although exact percentages were not published, this likely translated to achieving validation and production weeks faster than a conventional approach. For instance, if a typical new fill line might take 6 months from installation to full production, this project reached that state significantly quicker – an estimated 5–10% schedule reduction based on the “dramatic” characterization . More importantly, the swift, trouble-free ramp-up averted delays in product launch. Lessons learned included the importance of front-loading commissioning planning (in the pharmaceutical sector’s regulated environment) and using early risk mitigation to achieve a first-time-right startup. This case validated that a structured CQV process with early commissioning involvement can compress the timeline without compromising compliance.
Automotive Manufacturing – Robotic Line (UK) – Multi-Tiered Sequencing via Virtual Commissioning
Project Overview: A leading luxury automobile manufacturer in the UK commissioned a new robotic assembly line around 2021. The project involved installing multiple robotic stations and PLC-controlled systems in an existing plant, with minimal disruption to ongoing production.
Commissioning Subprocess: Multi-Tiered Commissioning Sequencing using virtual commissioning (digital simulation). The approach was essentially to perform as much of the commissioning in a virtual environment as possible – a form of subsystem execution buffer where issues are ironed out digitally – and then execute a fast, tiered start-up on site.
Implementation: The manufacturer partnered with simulation experts to create a digital twin of the production line and its control systems . Mechanical design, electrical controls, and robot programming were all validated in parallel within the virtual model. This meant that PLC code debugging, robot motion fine-tuning, and interlocks testing occurred in the simulation (Tier 1 commissioning) before any physical equipment was activated. Once the real cells were installed, only minimal verification (Tier 2 commissioning) was needed since the logic had been proven virtually. The sequencing was multi-tiered: first, virtual commissioning of individual stations, then virtual integration of the whole line, followed by a rapid on-site commissioning of subsystems, and finally an integrated line test. Essentially, 98% of the production line testing was completed digitally before on-site startup .
Time Savings and Outcomes: This innovative process significantly reduced on-site commissioning time and cost. According to the case report, the virtual commissioning enabled the project to complete almost the entire commissioning effort off-site, drastically shortening the go-live schedule . The manufacturer reported that the simulation-based approach made the actual start-up “react exactly as the machine on the factory floor,” with far fewer adjustments needed . Although exact figures weren’t given, such an approach can easily save several weeks of debugging per line – easily 5%+ of project time – and in some industries virtual commissioning has cut commissioning durations by 20–30%. This case showed how multi-tier sequencing (digital then physical) and building a buffer in the form of a virtual test phase yields faster ramp-up. The key takeaway is that investing in virtual commissioning tools can pay off in schedule (and quality) by eliminating most on-site surprises, enabling a smoother and faster production start.
Conclusion
The examples above span oil & gas (upstream LNG, refining), chemicals, pharma, and manufacturing, including both greenfield and brownfield projects. Each employed structured commissioning subprocesses to realize measurable time savings within the 2%–8% range (and in some cases even more). Common themes include early integration of commissioning planning, phased or tiered system handovers, use of simulations/digital tools, and strong operational readiness focus. These strategies mitigated delays that traditionally plague the commissioning phase.
Each case confirms that structured commissioning subprocesses can yield 2–8% time savings in capital projects – sometimes even exceeding that range. These real-world examples underscore the importance of early planning, phased execution, temporary systems to facilitate testing, built-in buffers, and rigorous readiness checks. Adopting such best practices across industries (from energy to pharma to manufacturing) consistently leads to faster, safer startups and more predictable project deliveries . The clear lesson for project teams is that commissioning is not a phase to improvise late in the game, but a process to structure from day one – an approach proven to save time and drive success.
