Leading Edge Practical Management Tools — The most practical and comprehensive checklists and training available today for plant shutdowns, turnarounds and outage. Facilitated by John McLay, participants spend 3 days of technical and practical training with the PMTP System to ensure successful and efficient plant shutdown, turnaround and outage management. Thank you for organizing such a wonderful training.
Branch Manager, Romniserv, Romania. Structured approach in problem solving with examples.Achieve the perfect turnaround
Best practice sharing on managing people issues in a turnaround project. Professional Engineer — Petronas. Sharing different turnaround strategies from different company backgrounds. Complex Shift Supervisor — Shell.
Shutdown Planner — Petron. Very systematic and detail illustration of the whole process of the turnaround. Plant Manager — MPI polyester industries. Access one of the top STO experts in the world. International facilitated power plant shutdowns, operations and outages. Find Out more. Very systematic and detail illustration of the whole process of the turnaround Plant Manager — MPI polyester industries.April 16th Ensuring workplace safety for employees, contractors, and visitors is the leading priority for a shutdown or turnaround.Action tv series
These can present numerous challenges for safety and involve workers carrying out many tasks which are not routine and may be being performed for the first time. Additionally, a significant number of contractors may be working on site that have never visited before and have little knowledge of the layout of equipment and processes. Challenging environments — No plant is ideal, and this is a major safety consideration during a shutdown or turnaround.
For example, tasks such as cleaning, repairs, and inspections must often be done in isolation and can involve confined spaces, climbing to certain distances, roof access, basement access, etc.
10 keys to Efficient Plant Shutdown and Turnaround
Shutdowns and turnarounds are expensive enough when they run smoothly. It is essential to keep safety in mind in order to perform an efficient operation, as well as keep workers safe. Those who skimp on safety are likely to see a negative ROI when factoring in items such as the number of injury incidents, medical costs, lost man hours, and even lawsuits. As a Supplier As an Employee Top Safety Considerations During a Shutdown or Turnaround April 16th Ensuring workplace safety for employees, contractors, and visitors is the leading priority for a shutdown or turnaround.
Exposure — Especially in the case of chemical plant shutdowns and turnaround, exposure to toxic chemicals is a serious safety consideration. These chemicals can include acidic ones, flammable gases and liquids, toxic fumes, airborne fibers, and other contaminants. Plants that use or may have certified hazardous materials such as asbestos, PCBs, lead, mercury, and catalyst handling should have the corresponding teams on hand to see to them. Equipment collapse — Shutdowns often happen because a piece of equipment has shown to be defective.
For example, a piece of equipment that has been leaking may have its structural integrity and can collapse in an attempt to move it. Electrical hazards — Similar to the above, a piece of defective equipment may pose a risk if it is electrically malfunctioning, which is why electrical equipment should be inspected and disconnected from a power source before work is done on it.My sophos
Collisions — During shutdowns, heavy machinery may be brought in to transport equipment. It is essential that this machinery be operated by qualified personnel and that they receive guidance from someone outside the vehicle when moving equipment that can obstruct their view. Proper storage — During a plant shutdown, all hazardous and dangerous materials should be properly stored and kept out of the work area.
Every air and gas cylinder should have its main valves closed when not being used. Cylinders should be securely stored with regulators removed and safety caps installed at the end of each shift.
Slip and falls — This is the accident most cited by OSHA in the workplace and is more likely to happen during a shutdown. Due to the haste and demanding schedule of the turnaround, workers are both more likely to spill slip hazards and be slower to identify or address them.Although every turnaround situation has its own ugly, smelly, and difficult issues that require their own unique and clever alternatives, there always are alternatives.
Here is a list of 10 core steps for turning around a struggling small business that is based on the book that I published titled Small Business Turnaroundby Marc Kramer:. They need to see where they fit in, how they can help, and how they can share suggestions based on their expertise that will help the company succeed.
Plans chronicle the good and the bad of the past and set a future vision.
Suck it up and find time! Turning around a business takes trainloads of both time and energy. But it also takes a plan! I have yet to hear of a business succeeding without a solid business plan. You must get the key people in the business together to have a no-holds-barred discussion on how to fix the company. People lose confidence in leaders who lack a plan and vision for their business. The key in this type of meeting is to be self-assured, open-minded, and flexible.
After listening to key executives in the business and discussing important aspects of your plan, revise the plans again before presenting them to the board of directors and employees. Have a company meeting, admit that there are things wrong with the business, and discuss how management plans to fix it. Provide employees with relevant parts of the business plan and ask for their input. For an established firm, this step demonstrates that careful consideration has been given to the development of the business.
You need to do this to build a real business team. Rumors of your imminent demise are swirling around the business community. Key customers are becoming nervous and some are even looking for new vendors.
Inform your customers about your situation and tell them how you plan to correct it. Be reassuring, but not deceitful.
Sometimes word travels faster than your ability to thoughtfully alert the appropriate people. You need to develop a prepared statement outlining the problems and how you plan to deal with them.
You will receive plenty of concerned telephone calls. Respond quickly and thoughtfully to all of them. Tax authorities will usually work with you. Regardless, know your rights regarding your status and your business taxes …. Give them the bad news followed by your plan of action.
Appear confident and reassuring. It is vital that you work with your bank when times are tough. Figure out which employees you can let go without damaging your business and which you are better off saving money on for now. Nobody likes to let people go, but for the business to survive you want to keep only people who are bringing in, making, or servicing sales.
Maybe you can hire some back later when times are better. Or maybe some you just cut their hours for now and hope to increase later. But especially with employees, make your first cut deep! You want to avoid having multiple rounds of cutbacks—that becomes psychological torture, as all employees will then fear they are likely going to lose their jobs sooner or later. Start-a-Business is a complete program for starting your own business.March 29th Please call us at or e-mail us.
Planning — It is no surprise that having a detailed, well-thought out plan is the first step to a successful plant turnaround. The plan should include clear items for when the shutdown will begin and end, what equipment will be removed, what equipment will be repaired, what equipment will be replaced, what maintenance and inspections will be performed, etc. The partner should also review, understand, and approve of the turnaround plan. Assignment — Once the plan is in place, it is time to assign details on who is responsible for what and establish their time frame.
This includes for both onsite and offsite personnel. This also includes appointing a turnaround manager to oversee the entire process and turnaround sub-managers where necessary to oversee certain aspects of the turnaround. Purchase — If your turnaround needs certain materials, tools, etc. These should be ordered in advance and anticipate any demanding times in the industry.
Removal — Once all materials are acquired and all are familiar with their roles, it is important to begin the shutdown by removing any assets that will not be needed for the turnaround, may interfere with the turnaround, or are being replaced. Inspection — It is important to inspect ALL equipment not easily accessible or that plays a critical role during the inspection process in order to gauge what needs maintenance or repairs, as well as what is working to industry regulations.
This is due to the fact that if an issue arises, it can be addressed as soon as possible. Quality Assurance and Quality Check — Once all the work is completed or in a staggering manner, all equipment that was worked on or returned after being removed should be inspected and tested again to ensure it is working as it is supposed to and that the work was successful. This may include implementing an advanced tagging system. Restart — The shutdown ends when the operation, asset, unit, or plant is restored to normal or improved performance levels and has been confirmed by any regulatory agencies.
Tagged with: turnarounds.Yet, too many Turnarounds are doomed from getting the best possible performance. Check out the 10 tips to perform successful plant turnarounds:. A well thought out plan is critical to a successful plant turnaround.
The plan should include information on what maintenance and inspections will be performed, what equipment will be repaired, removed or replaced, how to make use of the previous data, who will be involved, scope, budget, tools required. In the global economic situation, many organizations are trying to pare down their operational and capital costs. As a result, tod A lot of pa With the world now completely reliant on oil and gas, planned break in production are a necessary part of the refining process.
During shutdowns and turnarounds, plants are out of production. Therefore, all work has to be executed in the shortest time possib Check out the 10 tips to perform successful plant turnarounds: 1 Planning the turnaround A well thought out plan is critical to a successful plant turnaround.
This includes agreement on methods, reporting formats, and breakdown structures.Civil 3d feature line to 2d polyline
Modern database software and cloud solutions provide a good basis for this. Integration also makes sure that you do not throw things across the fence instead prepare and plan the work together and clearly capture the responsibilities. During the preparation and execution phase, lots of data is gathered and processed in order to plan and control the turnaround.
While planners, estimators, work package planners, supervisors, etc. To make sure that the data gives valuable feedback, key performance indicators like CPI and SPI provide management a quantitative measure of performance. They act as early warning indicators: exactly what you need to make timely decisions.
A well-prepared plan is half the work. Start early and keep track of the planning progress. The expected amount of work is linked to the number of scope items. This gives the means to control work package planning progress. It is all about being critical when approving scope. People from different departments can bring in scope even nearby plants.
Some scope can perhaps also be performed outside the turnaround. Challenge the new scope and filter out the nice-to-have. There are times where every turnaround faces some unexpected failures and what we can do is make some room in the schedule for this kind of challenges. Try to consider these risks during the planning phase of the turnaround.
Also, with the help of experienced consultants, these problems can be avoided during turnarounds. Avoid managing and optimizing the budget of each phase separately and always use a total budget approach and choose the most economical way of running your assets. This might mean that more expensive capital investment is favored over a cheaper one, if it happens then the downtime and production losses during its lifetime are optimized.
Analysis of existing data such as budget and cost reports from previous turnarounds helps in estimating cost, scope. If better local data, regarding this ratio, exists then it should be used. In this digital age it is all about data and getting systems connected.
This makes of a more efficient, consistent and more accurate data management. All phases of a turnaround can be managed by modern software tools, like scheduling, estimating and progress control. Get to know other experts and deepen or broaden your knowledge about this exciting field. The digital era of today brings many technologies through which we can manage turnarounds and shutdowns more efficiently. We now have access to software solutions to manage all phases of a turnaround from scope managementwork planningestimatingcontract managementtenderingschedulingchange managementcost control to benchmarking.Does the mere word make you shudder?
They present a unique set of challenges, and the stakes are high. Shutdowns are expensive to begin with, and schedule overruns can cost millions of dollars per day. You can increase your chances of staying on schedule and on budget by understanding common challenges associated with turnarounds and taking proactive steps to address those challenges.
The ultimate goal is to return equipment — and all of its components — to like-new condition to ensure it continues to operate at peak performance. In the past, it was normal in many industries to perform a turnaround on a yearly basis. Now, thanks to advances in equipment reliability and maintenance programs, turnarounds happen less often. For example, in the oil and gas and refining industries, many companies are moving to an every 3-toyear schedule.
In chemical processing, the cycle can be as long as 10 years. Turnarounds also take varying amounts of time, typically between 10 days and 2 months, depending on the industry, the plant, and the interval between shutoffs.
Shutting down a plant to essentially disassemble, service, and rebuild the equipment is a considerable process. Here are some of the big challenges companies commonly encounter. We mentioned above that turnarounds are being done less frequently now than they used to be. While this keeps production lines up and running for longer periods of time, it also introduces a new challenge: a lack of experience. Andrew Sloley wrote in Chemical Processing :.
It was routine 50 years ago for facilities to shut down annually or even more often for scheduled maintenance. Today, however, an increasing emphasis on reliability, including more condition monitoring and predictive maintenance, means plants frequently run for 4 to 10 years before having to shut down. So, when a turnaround arrives, it may be the first one for much of the staff.
Planning is critical to turnaround success. Once you do, you may find control valves that have unexpectedly corroded or pressure transmitters that have failed due to excess vibration. Scope creep almost always results in time creep, so tackling that problem goes a long way to solving this one. Budget creep is a big and, needless to say, expensive problem.
Careful planning can help you avoid, or at least minimize, all of the challenges above.The major challenges in this activity lie with completing the activities and restore the Reliability and Integrity of the facility within the defined premises of duration as per the Corporate Business Plan.
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Turnaround entails an extensive seamless planning, resource mobilization and optimization to make it successful in this resourced scarce environment.
Typically the planning takes 12 to 18 months for an execution ranging around 2 to 4 weeks hence the whole lifecycle should be considered as a project from its inception to realization.
Turnarounds, shutdowns and outages TSOs are high-profile, complex and time sensitive projects. With millions of dollars on the line each day in lost revenue and labor costs, it is critical that the TSOs be completed on schedule. Simply use a barcode scanner to find, start and update any activity within the schedule in two fast scans. Shift reports are delivered on time, allowing management to make informed decisions based on timely insight into the current health of the TSO. Less experienced, less expensive resources can take on the job of updating tasks, while experienced schedulers are freed to analyze and act on the latest data.
As a result, issues are avoided or mitigated before ballooning in to larger more expensive problems and the TSO remains on schedule. Join our free webinar and see how easy TAPS is! Actual Mainframe System inputted hours. Actual Shift Hours and Mainframe Sys. Inputted Hrs. After above Lists and group assigned finished.Webi if inlist
With above line items we can find the best starting date and find the longest duration to fit for item 2, 3, 4, 5 or 6 as the duration. But add 5 days time more for Operation as regular size, and add 8 days more for Operation if there is Catalyst require for reduction process before going on service. The team should be under the control of a Turnaround Planning Leader and should consist of the following:.
A fully integrated plan is essential for efficient Turnaround Control. This means a detailed Operations Shutdown and Start-up plan, linked to detail Mechanical and project plans to form one cohesive network including Pre-work, of-spec product to on-spec duration and work that can be completed outside of the Turnaround window. The Plan when complete and reviewed should drive the work using task criticality, rather than monitor progress, the plan should be pro-active not reactive.
Search this site:. Login or register to post comments. We have published extensive by Bernard Ertl - 22 Jun - List of services required during a typical Turnaround by Muhammad Niaz - 14 Oct - Dear Mufiz, Your posts are on my tracking list and I found your posts extremely helpful.
I wonder if you can post list of services required during a typical petro-chemical turnaround. I will greatly appreciate your help. SL NO. Actual Work done during outage. Actual Cost.
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