南充煉油廠催化裂化裝置經(jīng)濟(jì)運行管理研究
本文關(guān)鍵詞: 催化裂化 經(jīng)濟(jì)運行 管理 出處:《中國石油大學(xué)(華東)》2013年碩士論文 論文類型:學(xué)位論文
【摘要】:在煉油行業(yè),催化裂化裝置是一直是煉油廠的核心效益裝置,其創(chuàng)造的效益基本占到煉油廠的30~50%,因此催化裝置運行狀況對整個煉油行業(yè)影響巨大。本文以南充煉油廠催化裝置為基礎(chǔ),深入分析了成本管理和運行管理對催化裝置運行效益的影響。目前南充煉油廠催化裝置能耗為75~80kg標(biāo)油/噸原料,由于規(guī)模小,列股份公司催化裝置能耗倒數(shù)第3位。中石油100萬噸以下催化裝置能耗水平主要集中在60~75kg標(biāo)油/噸原料范圍,領(lǐng)先水平為61.75kg標(biāo)油/噸原料,而國際上大型催化裝置能耗水平主要集中在50~65kg標(biāo)油/噸原料,中石油大連石化2#催化裝置能耗已降至45kg標(biāo)油/噸原料。南充煉油廠催化裝置與國內(nèi)、國際領(lǐng)先水平均存在較大差距。 在成本管理上,主要通過加強(qiáng)細(xì)節(jié)管理,從人員、設(shè)備、技術(shù)多方面入手,降低化工原材料消耗,減少單位成本用電量和蒸汽用量來實現(xiàn)。運行管理上主要通過摸索實現(xiàn)裝置長周期運行的管理措施,長周期運行是提高裝置運行效益的最佳方案,目前中石油普遍推廣“三年一修”,部分先進(jìn)煉油廠已經(jīng)把目標(biāo)定在了“五年一修”。此外在原料管理、催化劑管理、人力資源管理等方面討論了提高催化裝置運行效益的具體措施。部分措施運用到生產(chǎn)實際中取得了較好的效果,同時也發(fā)現(xiàn)了實際運行管理中存在的一些問題,有待進(jìn)一步改進(jìn)。努力縮小南充煉油廠催化裝置與國內(nèi)其他煉油廠催化裝置的差距。 通過以上管理措施的實施,取得了較好的效果,充分證明了通過優(yōu)化成本管理、優(yōu)化運行管理實現(xiàn)提升裝置經(jīng)濟(jì)運行效益的適宜性。
[Abstract]:In the refining industry, FCC unit has been the core benefit unit of the refinery, and the benefits generated by the unit basically account for 30% 50% of the refinery. Therefore, the operation status of the catalytic unit has a great impact on the whole refining industry. This paper is based on the catalytic unit of Nanchong Refinery. The effect of cost management and operation management on the operation benefit of the catalytic unit is analyzed in depth. At present, the energy consumption of the catalytic unit in Nanchong Refinery is 7580 kg of standard oil / ton feedstock, due to its small scale. The energy consumption of catalytic units under 1 million tons of CNPC is mainly concentrated in the range of 60,75kg standard oil / ton feedstock. The leading level is 61.75 kg standard oil / ton feedstock, while the energy consumption level of large scale catalytic unit in the world is mainly concentrated in 50,65kg standard oil / ton raw material. The energy consumption of CNPC Dalian Petrochemical Catalytic Unit has been reduced to 45kg standard oil / ton feedstock. There is a big gap between the catalytic unit of Nanchong Refinery and domestic and international leading level. In cost management, mainly through strengthening the detail management, from the personnel, equipment, technology and other aspects to reduce the consumption of chemical raw materials. To reduce the unit cost, electricity consumption and steam consumption, the operation management is mainly through exploring the management measures to realize the long period operation of the device, long period operation is the best scheme to improve the operation efficiency of the unit. At present, PetroChina is widely popularizing "triennialization", and some advanced refineries have set the goal of "repairing every five years". In addition, in feedstock management, catalyst management. Human resource management and other aspects discussed the specific measures to improve the operational efficiency of the catalytic unit. Some of the measures applied to the actual production achieved good results, but also found some problems in the actual operation and management. Further improvement is needed. The gap between the catalytic unit of Nanchong Refinery and other domestic refineries is reduced. Through the implementation of the above management measures, good results have been obtained, which fully proves the appropriateness of optimizing the cost management and optimizing the operation management to realize the economic operation benefit of the equipment.
【學(xué)位授予單位】:中國石油大學(xué)(華東)
【學(xué)位級別】:碩士
【學(xué)位授予年份】:2013
【分類號】:TE96;F406.7
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