INTRODUCTION FOR PLANT SHUTDOWN, TURNAROUND AND OUTAGES:- PROBLEMS IDENTIFICATION AND SOLUTIONS FOR INDUSTRY
Turnaround is intended to encompass all types of industrial projects for existing process plants including I&Ts (Inspection & Testing), shutdowns, emergency outages, debottlenecking projects, revamps, catalyst regeneration, etc. where an operating plant must be shut down until the work is completed and then restarted – thus “turning around” the unit/plant. Turnaround project planning and scheduling is an important function that has a direct and dramatic impact on maintenance costs and bottom line profitability of a process plant. Maintenance costs are the result of the expenditure of manpower, equipment and materials. Turnarounds are complex projects that have a substantial impact on business performance. It is imperative that Turnarounds are effectively planned and executed, especially in process industries. Turnarounds are more than merely technical events carried out by the maintenance function. They are an integral part of any company’s business strategy.
This highly complex, hazardous and, at times, technically difficult undertaking that affects so many companies and engages so many people at all levels of the company, is one critical activity within the life-cycle of a plant. Compared with the wealth of information available on general maintenance subjects, much of what does exist seems to be built around planning and scheduling and tend to ignore the business approach to Turnarounds.
COURSE DETAILS
- Language: Bahasa Malaysia / English
- Length of Course:- 2 Days
- Teaching Aid / Equipment Used:- Lap-Top, white screen, flip charts and a white board;
- Objectives of the Course
- To provide an overall theoretical perspective of the Turnaround Management System.
- To demonstrate in detail the application of the theory with case studies and worksheets specifically for the organization and execution phases.
- To demonstrate the practical applications presented in a Turnaround Management System checklist format.
- To determine by practical exercises the participant’s knowledge.
- To demonstrate on how to move the detailed planning from the office to field execution.
- Course Description
- Participants should gain an overall appreciation of the applicable standards and working practices for:
- Justifying and executing a strategic and structured plant turnaround plan
- Creating a Turnaround and Shutdown contracting model that ensures continuous commitment to project goals and timelines
- Implementing key strategies to ensure safety, quality and reliability throughout the shutdown
- Acquiring best practices in plant management and execution techniques during a Turnaround and Shutdown to drive high performance and achieve optimal productivity
- Learning Outcomes
On successful completion of this course, the participant should be able to:-
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- Acquire the critical elements of plant Turnaround Management within the Turnaround Model of Excellence
- Assess and engage models to effectively manage Turnaround contractors
- Strategize to drive quality and ensure reliability during the turnaround process
- Apply practical coordination strategies to ensure effective logistical planning and to ensure reliability post shutdown
- Learn to apply safe system of works that aligns appropriately with the risk profile of turnarounds
- Learn to ensure effective measures to benchmark progress, performance and overall productivity
- Training Methodology
- The latest educational methods and strategies will be utilized.
- The course will be designed to maximize delegate participation.
- Questions and answers are encouraged throughout and at the daily wrap-up sessions. This gives participants the opportunity to discuss with others and the presenter their specific problems and appropriate solutions.
- The course shall be conducted through lectures, case studies, group discussions and exercises to reinforce participant’s learning.
WHO SHOULD ATTEND
Manufacturing, Process, Design, Safety, Production and Facility Maintenance Staff
COURSE FORMAT
The course consists of formal content presentation interspersed with content quiz sessions. The presenter’s style involves intensive participant participation.
COURSE CONTENT
DAY 1
Forecasting Safety: Planning for Accident Free Shutdowns
- Barricades and Movement
- Emergency and Temporary Equipment
- Power Generation and Supply
- Regulatory Concerns
- Waste Disposal
- Scheduling
- Heavy Equipment
Practical Management for Plant Turnarounds
- Plant Turnaround Philosophy
- Plant Turnaround Management Process
- Plant Shutdown:- Long Term Strategy
Shutdowns & Turnarounds from the Contractor’s Perspective
- How to Help Contractors Provide the Best Service Possible
- Contact Information
- Roles & Responsibilities
- Site Orientation
- QA/QC Expectations
- Disposal Rules
- Safety Rules
- Contractors and Front End Loading
- Contracting Options – Owner or Contractor Responsibility?
- Assessing Contractor Capability to Minimize Cost & Schedule Risks
- Additional Ways to Minimize Risks with Contractors
- Getting a Contractor’s Best Workers (and best effort)
Selling Planning, Coordination, and Scheduling to Management and Operations
- Selling Management
- Work Sampling
- Symptoms of Ineffective Job Planning
- Convey the many Benefits that Accrue to each stakeholder
- Emphasize the Maintenance Deliverables
DAY 2
Turnaround Project Planning Primer
- The Turnaround Organization
- Information Requirements
- Sources of Information
- The Turnaround Work List
- Turnaround Work Order
- Work Order Organization
- Work Order Tasks
- Defining Activities
- Estimating Activity Durations and Resources
- Estimating Repair Work
- Planning Extra Work
- Productivity
- Contractor Bids
- Critical Path Scheduling
- Shutdown Schedule (Operations)
- Pre-Turnaround Scheduling (Maintenance)
- Refining the Schedule
- Daily Project Scheduling
- Lap Books
- Measuring and Reporting Progress
- Field Observations
- Anticipating and Satisfying Information Needs
- Turnaround Final Report
Turnaround Project Management Primer
- Justification for Managing Turnarounds
- Turnaround Management
- Communication, Feedback, Morale
- Cooperation vs. Competition, Incentives
- Goals and Objectives, Best Compromise of Time, Cost, Quality and Safety
- Turnaround Scope: Development of the Turnaround Work List
- Estimating, Budget & Preliminary Manpower Planning
- Planning & Scheduling
- Critical Path Method
- Daily Scheduling
- Critical Mass
- Progress Reporting
- Productivity
- Interpreting a Gantt Chart
- Critical and Near Critical Activities
- Evaluating & Setting Priorities
- Manpower Scheduling
- Balancing Manpower (Levelling)
- Overtime, Premium Time, Time/Cost Trade-offs
- Optimum Manpower Utilization
- Measuring Performance
- Permanent Records
- Interpreting the Turnaround Progress Reports
- Normal Rate of Progress
- Effect of Schedule Acceleration or Extension
- Productivity (Earned Value) Analysis
- Using Productivity (Earned Value) Analysis
- Impact of Extra (Added) Work to the Turnaround Scope
- Conducting Daily Turnaround Progress Meetings
- Overall Communication Flow
- Information Needs at Various Levels in the Turnaround Organization
Manage Shutdowns, Turnarounds and Outages
- Important Differences between Turnarounds and EPC Projects
- Project Scope Management
- Project Time Management
- Project Cost Management
- Project Quality Management
- Project Human Resource Management
- Project Communications Management
- Project Risk Management
Q&A Session
End of Course
