Practical Shutdown and Turnaround Management for Engineers and Managers

Introduction

Planning and managing shutdowns, turnarounds and outages in the process plant environment is a complex and demanding function. If turnarounds are not properly planned, managed and controlled, companies run the risks of serious budget overruns, costly schedule delays and negative impacts on customers. In this program you will learn:

• How to develop a Shutdown/Turnaround strategy
• Management of all stages of the shutdown process
• Develop the management plan, work plans, resource plans, and budget
• How to management related issues such as risk and safety

Learn to take control and not let equipment problems risk your production schedule. Don’t be afraid to schedule shutdowns and turnarounds - it’s a good preventive measure. There are many benefits of well planned and executed shutdowns and turnarounds; more proactive maintenance less reactive or emergency maintenance. Expertly plan your shutdowns and turnarounds, managing and controlling the risks of serious budget overturns and costly schedule delays while maintaining the quality of the work being performed.

Objectives

By the end of this course delegates will be able to:

• To enhance the company’s turnaround management capabilities, and to ensure a team approach in the planning and execution of plant shutdowns and turnarounds
• Provide a comprehensive understanding of effective turnaround management techniques and implementation
• Create awareness of planning methods and an integrated organizational approach in the execution of successful turnarounds
• Incorporate latest developments in turnaround planning and management techniques and emerging industry trends
• Develop an action plan to improve their own turnaround management techniques
• Have a much clearer understanding of their own and every other team members role in ensuring a successful turnaround
• Develop key risk-based project management principals and clearly define the role of Quality Control in shutdown or turnaround management
• Clearly define, develop and control the scope of a shutdown or turnaround
• Effectively plan your shutdown utilizing flowcharting techniques and Gantt charts to map out shutdown activities, i.e. define milestones, predecessors and successor relationships
• Apply critical path to ensure your shutdown runs on time and on budget managing the major shutdown variables, constraints and risks during the implementation phase
• Manage your suppliers and contractors effectively
• Learn performance measurement and how to track your shutdown success

Training Methodology

The training methodology is interactive with group exercises and is suitable for all employees involved in functions management. The pace and level of the training workshop is customized to the understanding of the delegates. Ongoing back-up and support is available after the training on request to the supplier, and the training course is also available for in-house presentation as well as for “Competency Transfer”.

Who Should Attend?

The Course would undoubtedly be of immense value and interest to:

• Shutdown or turnaround professionals and engineers
• Planning/scheduling and cost control staff
• Construction superintendents and supervisors
• Operations shutdown/outage coordinators
• Project engineers and contract administrators
• Participation from inspection, materials, safety and maintenance engineering is also encouraged

Course Outline

Day 1: The Role of Maintenance Shutdowns and Turnarounds in World-class Organisations

• How shutdowns and turnarounds can contribute to the business
• Key success factors
• The three critical paths of shutdowns and turnarounds
• The difference between shutdowns and turnarounds and projects
• Shutdown and turnaround return on investment
• Shutdown and turnaround management self-assessment
• The shutdown and turnaround phases
• Reasons for shutdowns and turnarounds
• Success Factors

Day 2: Shutdown/Turnaround Preparation

• Risk management
• Justification requirements
• Communications to stakeholders
• Shutdown roles and organization
• RASCI matrix for shutdown
• Preparation critical success factors
• Identify routine PM to be included in the scope
• Identify routine condition-based tasks to be performed prior to shutdown and turnaround
• Identify function testing to be performed at the conclusion of shutdown and turnaround

Day 3: Shutdown/Turnaround Preparation continued

• Apply CBM and degradation analysis to create scope visibility
• Apply notification process to manage to create scope visibility
• Apply risk-based task selection methods to priorities and challenge scope
• Review, approve, communicate and freeze the scope
• The critical outcomes of planning
• The 5 Ms of maintenance work quality
• Job analysis and scoping
• Estimating
• Risk and contingency planning
• The use of planning templates
• Work breakdown structure

Day 4: Shutdown and Turnaround Schedule

• Terms and concepts of scheduling
• Network display methods
• Apply CPM
• Identify resource constraints
• Resource requirements based on CPM
• Resource smoothing
• Resource balancing
• Optimized resource profile
• Shutdown and turnaround budgets
• Assign Shutdown Work - In-house and Contractors
• Types of contractors
• Types of contracts and criteria for selection
• Risks associated with the use of contractors
• Benefits of using contractors on shutdowns
• Staying in control of the contractor

Day 5: Shutdown and Turnaround, Execution Control and Review

• The shutdown package
• Shutdown quality control
• Shift schedules
• Preparing equipment for the shutdown
• Daily schedules
• Dealing with emergent and additional Work
• Control data
• Status accounting
• Control the Shutdown
• S-curves
• Earned-value
• Shutdown performance indicators
• Shutdown and turnaround review meeting agenda
• Why shutdowns fail
• Problems in shutdowns and their origins
• Start-up and commissioning
• Shutdown close-out reporting and review
• Shutdown closing out report
• Shutdown closing out the review
• Overview of the computerized tool

 Assign Shutdown Work - In-house and Contractors

• Types of contractors
• Types of contracts and criteria for selection
• Risks associated with the use of contractors
• Benefits of using contractors on shutdowns
• Staying in control of the contractor