Chompunuch Liamprawat

• Lead the below role and responsibility to identify opportunities to improve business process flows and productivity. goals and targets in areas of process reliability and technology to meet with quality assurance, limited lab testing service competency, facility, equipment quality to finally ensure an integrated a operational excellence roadmap key issues and tasks related to technology, lab testing, to ensure effectiveness, efficiency, quality, and target accomplishment

• Manage by data analysis to develop a roadmap for a process technology, and operating quality assurance and quality control system that to ensure the base of process engineer competency and knowledge embedded in the process technology within more efficiencies operation and linkage to coordinate across the supply chain

- The solutions for both process sites and identified and priorities equipment bad actor improvement phase was analyzed and developed in a master plan (collaboration with GC technical, GC innovation and GGC team) with investment and timeline and included in the company operation strategic master plan for Short/Medium/Long term

• Directed technological improvements, reducing waste and business bottlenecks; waste reduction, waste to higher value added product

• Hired and managed employees and clarified roles, responsibilities and expectations of staff to maximize productivity while training staff on best practices and protocols by organization assessment

- Reorganization of QAQC was developed to fit in GGC organization with the defined job description and competency in team member. QAQC gap is analyzed and identified with external consultant

- Revisit and reorganize QAQC team for an effective team to provide the Quality control to fit in existing GGC organization.

- Lead to plan and execute a cpcpk tool and intermediate quality assurance to proactively guarantee each process unit before running down to product tank

- Identify product quality gap and deep down product quality complain/issues analysis to tackle to close root cause with right actions in both lab site, process site

- Develop the people moral in working place with Empathy with data analysis and survey to define workload breakdown to scope and JD scope

• Increased company growth through collaboration with sales and marketing departments ie. increase world sale/market competitiveness /dynamic change with product quality improvement: FAOH and RGL spec

- Develop the technical assessment scope in FAOH technology with Technology licensor to lay down technical understanding and suitable operating condition range

- Lead to establish Feed/Product spec verification standard for a supply chain and customer's needs

- Lead to identify an operational and product quality risk is defined to represent what prioritized action under unreliability operation plant in both process sites under high risk impacts with mitigation ( quick win/ long term solutions) under root cause analysis: quality root cause in FAOH product

• Formulated and executed strategic initiatives to improve product operational excellence strategy ( next 5 and 10 years) and KPI for all operation parts (operation, maintenance, process technology, lab, quality assurance, logistic, project management) and provided methods/timeline for reaching each milestones and align with cooperate strategy since year 2020

• Set own founded performance- and merit-based evaluation system to be as additional assess staff performance for fairness and transparency ranking and evaluation

Rayong

• To be head of project manager to drive Professional Competency Development Competency (PCDC), professional competency development center which is one of PTTES business units
• Established a strategic element to frame the PCDC project as the new S-curve for company business model
• Head to lead team to develop the business canvas of PCDC
• Head to develop the roadmap of PCDC in the PTTES business plan
• Head to develop the project financial model
• Head to develop PCDC project risk assessment
• Develop PCDC element in a strategic form
• To coordinate with specialist to develop Competency development the PR/CSR competency development framework , journey of development in each level/ competency guideline
• To coordinate the competency assessment of PR/CSR personal effectiveness and how to develop the individual development plan

• Acting as the technical consultant with the additional of technical knowledge training development to serve the clients’ need per company Individual Development Plan (IDP)
• Be the astonish feedback with highest score as an instructor of “Introduction to petroleum and petrochemical business: PTT group business value chain provided” for nontechnical and operator curriculum
• Lead to develop a technical training price policy as the standard company commercial price
• Established the framework of technical training academy, strategy, timeline and action plan
• Lead to develop a tailor made technical training course program to meet customer’s requirement
• Lead the program to explore the customer’s requirement to forecast the technical training in each disciplines: process engineering/process control engineering, instrument, reliability/corrosion, process safety
• Established the PTTES partnership management system/procedure
• Lead the project to develop career ladder of project engineering company
• Project coordinator in a project team to provide the technical assessment service supporting the due diligence study in order to perform a high level evaluation of the existing assets in further JV consideration of aboard mega investment project
• Establish a customer networking database to support the technical knowledge training academy project
• Lead the benchmarking training to develop the understanding and skill for customers
• Established Partner selection procedure from beginning to the end of process
• Lead the workshop for PTTES technical training team to understand in the direction and way forward to drive to enhance technical competency for customers in PTT group
• Co-lead the operation training academy project for PTT group- preliminary study, microeconomic study
• Lead in financial model study for centralized operator training academy project for PTT
• Develop the strategy of Knowledge excellence team to improve 5 main elements to be the technical training center
• Develop the energy checklist for company to service the clients for a preliminary process improvement projects
• Lead to develop the system/guideline of company training services and technical conference

Rayong

• Acting as a consult providing the engineering advices to the company with the scope of work as following
• LP Model Development/Review the model
• Process Performance Improvement
• Providing general consultancy service which is arisen the value to customers

• Established the Data room for IPO process
• Initiated to present the company business analysis to find out the root causes and solutions to management team
• Initiated in how to compare the business among the competitors in business analysis
• Initiated Drafted the 69-1, 56-1 and MD&A and allocate the responsibility to related team members in organization including Financing/Accounting, supply planning etc
• Involved in the IPO process; valuation and documentation, capital restructuring, due diligence, document drafting; offering circular, Thai prospectus for promptly submitting a filing document to SET and SEC involving in the IPO team including FA and LA
• Established the Investor relation organization with the staff requirements to fit in all activities after IPO
• Initiated a Regulation Fair Disclosure paper and system mapping to related company spokespersons
• Established presentations, press releases, and other communication material for earnings releases, industry events, and presentations to analysts, brokers and investors
• This is the package of communication/presentation/report under investor relation responsibility
• Initiated the consensus report of company to pre-distribute to any brokers for their further consensus published
• Initiated a feedback report to management regarding the investment community's perception of the company
• Initiated the Financial/ Economic meeting in order to summarize the overview of macroeconomic and financial for management
• Established the schedule of organize conferences, road shows, earnings conference calls and investor meetings including budget set up per annum
• Established the valuation model under many calculation method; DCF, FCFF, FCFE, DDM, RI, P/E ratio
• Established the website under the Investor relation portion in the company website
• Initiated and developed and monitored performance metrics for the investor relations function
• Cross learning in Supply Planning as the business analyst to provide the daily margin, product price and crude forecast

• Core representative in Reforming Unit

- Monitoring, Optimizing and troubleshooting in Naphtha and Continuous Catalytic Reforming in, and proceeding a Management of Change (MOC) package preparation to sustain any reliability and safety of a process operation, Check drawing & documentation after finishing project or any changes in process, being MOC owner and executer to complete the assigned MOC package

- Coordinated work with operation, asset engineers, construction group and reliability engineer to get through the project timeline

- Focal point of Jet Merox project in 2008

- Focal point of NHTU/PLF/ CCR unloading/loading catalyst in Turnaround November 2008

- Assigned to revise operation unit under HAZOP process per the standard cycle, the project and Field work request before the project construction and process execution with Engineering team

Achievement:

• Be reforming focal point to review the best practice of NHTU and CCR Platformer
• Studied to select the proper NHTU catalyst based on the technical and economic justification
• Follow-up catalyst vendors for projects, from getting quotation through to delivery, testing and startup
• Reviewed the CCR procedure how to improve reliability and profitability of the reformer catalyst and the regeneration process while facing the low coke accumulation
• Lead a process study to install the standard sour water sampling point in the hydroprocessing unit in order to monitor the unit equipment’s’ reliability in how efficient to keep ammonium chloride and sulfide salt under control
• Lead a process study to install the closed drain line to flare gas system
• This is to improve the flexibility and reliability of the recycle gas compressor system to deliver H2 to users’ unit such as the sensitive H2 control in Hydrotreating unit
• Lead a process study to install the flame arrestor in the vent gas line to the Platformer furnace under the safety concern of backfire from furnace to H2 source
• Lead a process study to review the possibility to back pressure to higher-pressure loop of the NHTU reactor to water injection low pressure loop whether the safety protection is more required
• Lead a process study the ceramic coating on PLF furnaces in the energy of fuel reduction consideration
• Lead a process study the PLF convection zone online cleaning, the benefit of online cleaning is 600 $K/yr of energy saving cost, PLF loading increment, 40 C environment temperature reduction and lower imported H2
• Lead a process study the debutanizer off gas recovery to minimize the imported Hydrogen to Hydrotreating unit and Clean fuel project

Note that all projects are complied with international code and standard, Chevron specifications, and best practices

• Jet Merox Process engineer commissioning in 2009
• Reviewed Hazop of this project with the engineering company
• Reviewed the process condition and practice for operation as the operation basic activity
• Reviewed all material and chemical to be applied in Jet Merox unit
• Accomplished starting up JMU and set the monitoring system to operate and control JMU unit
• Succeed to troubleshoot the problem in JMU operation

(RRC site)

• Core representative in the reliability improvement team in the Utility Area

- Troubleshooter in Utility Area; water treatment, steam production, electricity production, fuel system in 2005-, Production Unit South focal point for Energy team in, Proceeding a Management of Change (MOC) package preparation to sustain any reliability and safety of a process operation, Check drawing & documentation after finishing project or any changes in process, being MOC owner and executer to complete the assigned MOC packages

- Coordinated work with operation, asset engineers, construction group and reliability engineer to get through the project timeline

- Assigned to revise operation unit under HAZOP process per the standard cycle, the project and Field work request before the project construction and process execution with Engineering team

Achievement:

• Lead team to identify PUS utility plant constraints during the 2005 water quality and supply crisis:
• Recommended to change demineralizer anion resin (full vessel) to handle high conductivity water, this is to prevent a PUS S/D from shortage of boiler feed water supply due to low service cycle of demineralizer plant
• After changed demin resin, demin cycle length did increase and PUS had ample boiler feed water
• Recommended to change treatment program on clarifier in order to handle high turbidity of water from Industrial Estate Authority of Thailand
• Set up utility spreadsheet water blending to optimize quality and quantity of imported water
• Core representative in the team to improve plant reliability in utility area
• There were many maintenance jobs required to improve Utility Area reliability
• The problem was divided into 3 main groups: Demin, Steam and Electricity
• Detailed solutions were classified for each group . All problems for Utility area improvement were verified in simple way using a “Mind Map”
• The priority of work for improvement was listed out in sequence and defined to set up budget ahead and next steps
• Lead process engineering activity on Panel 4 area during Turn around period 2005
• This area is included Hydrogen Manufacturing Unit (HMU) and Pressure Swing Absorption (PSAH) unit, which are not in own direct responsibility
• These activities are: be a Process engineer focal point for PSAH adsorbent changed out (2.0 M$) by coordinating with all execution team and loading specialist, control adsorbent loading quality and PLC tuning during start up period
• Support to be a process engineer on Hydrogen Manufacturing Unit (HMU) and PSA equipment inspection in Turnaround period

• Alliance Refining Company Limited is a Chevron (, )/Thai Operating Alliance

- Had the responsibility to progress medium to long term projects in Amine Unit, Sulfur Recovery Unit, SCOT and Energy improvement in, Proceeding a Management of Change (MOC) package preparation to sustain any reliability and safety of a process operation, Check drawing & documentation after finishing project or any changes in process, being MOC owner and executer to complete the assigned MOC packages

- Be the focal points of the Energy team in ARC to determine Energy Gap for improvement in 2004

- Organized the Shell Global Solution team consultant visit in 2003 &2005

- Coordinated work with operation, asset engineers, construction group, reliability engineer and production process engineer to get through the project timeline

- Assigned to revise operation unit under HAZOP of the project and Field work requests before the project construction and process execution with Engineering team

Achievement:

• Lead the process engineering study to install on N2 heater on the Production Unit South (PUS) Sulfur run-down line
• This project helped the PUS during startup period by preventing Sulfur run-down line plug
• This project benefited for PUS by 440 K$/ 10 days
• Lead a process study to install the Fat filter on PUS amine unit
• The Fat Amine filter helped to remove sludge in amine system and then helped to improve lean/rich heat exchanger performance
• The benefits were around 218 K$/yr
• Be a core team member of Energy Blitz team to save the energy cost in ARC
• Participated to set up new Energy Master Sheet for ARC, and continue to be the focal point to generate energy balance data
• Lead root cause study of high heat stable salt and high level lifting of amine in spent tank in Amine Unit
• Recommended to dispose the spent amine instead of reclaiming which saved 100 KU$
• Lead steam saving project in Amine Unit by increasing strength of Amine from 25% to 35%
• Higher strength of Amine resulted in reduced circulation rate which lead to reduced stripping steam consumption
• Total benefit was 200 K$/yr
• Lead process study to install steam tracing on the refinery fuel gas line to an individual furnace during natural gas curtailment period in order to increase safety and reliability of plant
• Lead process study to prevent the failure of Sour Area if running with Refinery Fuel Gas (RFG) in Natural Gas (NG) curtailment 2005, ARC
• The study recommended not to replace NG with RFG in order to prevent plant sustainability including of the fluctuation in process, catalyst performance and plant economic
• Lead standard sampling station study in the Hydrotreating area for upgrading the permanent standard sampling point of sour water and caustic circulating loop
• Lead process study to install the Flare Gas Recovery system for recovering the flare gas back to RFG system
• This would reduce the amount of NG import of 11 t/d at equivalent heating value, the benefit around 496 K$/yr NG saving.

• Accomplished two interesting projects; Optimization of Mixed Xylene Production by using PRO II simulation program, Gas Oil Flash Point Management with test run data collection in respective units in plant
• Both projects are beneficial and good strategies in practical way for company.

• Practiced work in Quality production and problem definition
• As well as recommended solutions in the cement production.

• Student Exchange
• Be the exchange student by the conference judgment of Arunothai School to Oceanside, California, USA for two and half months
• To exchange the Thai culture and tradition as well as practice English Skill especially speaking and listening.