After a successful hydraulic boiler test, newly replaced boiler heat-reduction and reducing valve, and self-control equipment installation and commissioning, in the early morning of April 22 in Turkey, the BANDIRMA Boric Acid Factory restarted and ran into operation smoothly.
So we finished the equipment upgrading 7 days earlier, which could creat direct economic benefit worth several million USDs.
Part of the BANDIRMA Project had come to an end. According to the user’s requirements, the newly built boiler pile line should be integrated into the available vapor system so as to supply steam to the steam turbine for power generation. The modification works need to dismantle the high pressure valve at the boiler outlet, the high-pressure steam cylinder and the mesolow pipeline, then to replace the heat-reduction and reducing valve along the steam turbine. We also need to change the desalted water pipeline into the pipeline supplied by the new boiler and connected by the desalted water circulatory system pipeline. In the mean time, we need to finish the alteration and installation of the coal belt for both new and old boilers, realizing the unified operation control. The owner shall stop the operation for modification works which was huge but with tight schedule.
Since it had been operated for 30 years, the whole drawing could not be offered, which caused great obstruction for the Chinese technicians. They had to estimate according to the available drawings, then to confirm, design and correct again and again by working overtime up to 2 or 3 am to ensure the accuracy.
Due to the cultural difference between two sides to the equipment control principles, the low automation degree of the former ones and the high automation degree of our upgrading equipments, Chinese technicians have to carry out the analysis to the product, explain the control logic, signal feedback, control doctrine and operation and operation method in each step. And finally we got the user’s trust due to our patient and dedicated work.
During the reconstruction, to save time, we worked over time and industriously, simplified related steps, prepared well, tested again and again, and arranged each technical detail to each specific team and engineer.
Finally we made it 7 days ahead of schedule.
After the restart of the boiler, we worked over time with the owner's operation crews. Each time when the user’s operation team shifted, CHMC’s engineers would help them get familiar with the procedures and the equipments.
The reconstruction and the restart were archived due to great efforts contributed by each employee in site from CHMC.
We shortened the stop-production time through our efforts, created several millions of economic benefit for the owner and received high praise from them.