Turnaround and Shutdown Planning

The industrial operations are losing over half a billion dollars of profits a year due to poor management of turnaround outputs and missed opportunities. The most of turnarounds lacked strategic focus and front-end planning. In addition, turnaround teams lacked leadership and were understaffed. The major negative factor is the growing gap between higher turnaround performance expectations and rapidly shrinking qualified resources to manage the turnarounds. As a result, the planning effort not only starts late, but it is also ineffective, and typically does not contribute in the turnaround success.

This course is designed to bridge the above mentioned gap. It will provide turnaround managers and engineers with enough knowledge and skills to understand the purpose of the turnaround, to properly plan and manage the turnaround, and to achieve exponential results of their turnaround project. The course will teach participants how to establish a systematic turnaround management processes and procedures that incorporate the best turnaround practices, planning techniques and execution strategies.

Turnaround results have a long-term effect on the facility’s operational reliability and it dictates the plant’s operational efficiency and business survival in the competitive global market. The turnaround performance can be dramatically improved if companies focus on key issues such as strategic planning, selection of qualified contractors, synergistic and innovative organizations, and tactical initiative to improve field productivity.

The course will cover the emerging industry trends, turnaround benchmarking and the challenges faced by plant executives to consistently achieve pacesetter results on plant shutdowns and turnarounds. We will teach you how to fairly balance your business, marketing and financial goals with your plant needs for mechanical integrity and operational reliability. We will show you how to focus on risk areas, early work scope definition, high-performance initiatives, the assignment of qualified staff and the best practice contracting strategy. Upon the completion of this course, you will have good knowledge to perform World-Class turnarounds.

Audience

This course is designed for:

Those involved in the plant shutdown and turnaround operations.
These includes maintenance and project staff such as beginner engineers, supervisors, planners, and foremen
Process engineers
Production engineers

Course objectives

Generally the purpose of this course is to:

Provide sound knowledge in shutdown & turnaround management process for Engineers, Supervisors and foremen.
Effective planning, scheduling, cost control, execution and control of shutdown work by utilizing flow chart techniques.

At end of the course the participant should be able to develop shutdown scope of work, Budget, Plans and control measures for the planning and execution of plant shutdown by covering the following subjects:

Introduction to Shutdowns and Turnarounds.
Shutdown/Turnaround preparation (SOW, budget, material and resources)
Plant shutdown and preparation for maintenance.
Preparation and Execution issues on Logistic, Infrastructure and Materials Management
Developing Shutdown and Turnaround Plans by the Critical Path Planning Method
Resource Management, Cost performance measures.
Performance management
Maximizing people resources
Safety, Quality and Risk Management
Overview of computerized tools, case studies

Course contents

Day-1

Pretest
Course Introduction and Fundamentals of Shutdowns:

Course Expectations
Course Outline
Shutdowns and Project Management – Unique Features

Structure of the Shutdown

Compiling and Defining the Scope of Work and Budget
Operations & Maintenance Inputs
Kickoff Meeting Agenda – Structured Group Interviews
Identifying Pre-Shutdown and Start-up Work
Validating the Work
Planning Lead Time – Planning Phase is Actually a Project on its Own
Project Work Hours and Shifts
Project Charter and Scope Control
Risks Assessment
Quality Control Requirements
Checklists and Action Item Lists

Day-2

Base-line Plan, with Budget Approval

Milestones and Constraints
Network and Dependencies
Gantt Charts – Master and Daily Schedules
Resource Planning
Cash Requirement and Flow Planning
Confirming the Shutdown Budget

Organizing the Shutting Down Meeting

Organizing the Shutdown Project Team–Selecting the Manager
Organizing Contracts and Procurement
Tracking Shutdown Materials
Coordinating Support Equipment
Organizing the Shutting Down Meeting
Organizing on Site Logistics
Organizing Contract work – Shifts, Labor and Technical Support
Organizing Tasks

Day-3

Organizing the Shutting Down Meeting

Documentation Needed and its Organization
Organizing the Store and Procurement Processes (Before and During)
Organizing Progress Feedback
Organizing Start-up and Handover Work Packages

Execution and Feedback

Feedback Methods and Documentation
Meetings ● Materials Management
Accounting – Time and Materials Systems for Feedback
Timeous Staging
Quality, Safety and Activity Completion
Class Tasks
Accounting – Time and Materials Systems for Feedback
Timeous Staging ● Tracking Shutdown Materials
Coordinating Support Equipment
Quality, Safety and Activity Completion

Day-4

Control of Shutdown

Methods of Control
Time Control from Feedback
Money Control from Feedback
Scope Change and Impact Control
Project Acceleration
Contractor Controls and Safety Control
Starting up and Handover
Schedules and Checklists
Completion Sign off Certificates
Payment Certificates (as Applicable)
Accounting Reports
Payment of Contractors

Day-5

Use of Computers and Software

Available Systems
Problems with Using Computer Systems
Spreadsheets
Procurement Systems – e.g. SAP
Shutdown Groups Workshop
Briefing and Group Selection
Shutdown Planning in Groups Per Briefing
Shutdown Planning in Groups Per Briefing
Shutdown Plan Presentation

Posttest

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