Turnaround Assessment

Turnaround Assessment

What are a plant's turnaround goals?

  • A safely executed turnaround
  • No environmental incidents
  • The work is completed on schedule
  • The work is completed within budget
  • A quality work effort
  • Long term equipment reliability

Then why do approximately 80% of executed turnarounds fail to deliver one or more of these elements that organizations define as a successful outcome?

Here are a few answers

  • The effort is “oil to oil” NOT “blinds to blinds”
  • Conflict between daily work tasks and long-term strategic efforts
  • The job of turnaround manager is not a part-time job
  • Understanding complexity with limited experience
  • Failure to learn from past mistakes
  • Lack of inter-departmental involvement (Operations, Inspection, Maintenance, Safety, etc.)
  • Capital and maintenance must be a singular event

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A STATEMENT HEARD AMONG TURNAROUND PROFESSIONALS

"For a turnaround you get to pick two of the three: on budget, on schedule or quality workmanship."

This statement, while believed by many, is false!

You can have all three plus job safety, an environmentally sound effort and an outcome that will deliver long term plant reliability!

The question is how?

The answer is a series of comprehensive turnaround assessments coupled with innovative mobile technology and leadership focused action to close all gaps pre-turnaround.

The Turnaround Assessment Cycle

T-24

Initial Effort

  • Stake holder identification and role assignment
  • Description of the assessment process
  • Gathering site specific information
  • Upcoming turnaround information and available details
  • Historical information – past turnarounds
  • Status of steering and core team formation
  • Status of documentation development

Initial Effort (Execution time T-24 months) – This assessment is conducted at the very beginning of turnaround planning.  It is designed to assure that a team has been assembled and there are work assignments made to develop documentation that will direct the remaining effort prior to and during execution.  The assessment is also designed to assure that the team understands what is required to assemble the turnaround work scope.

T-18 to t-14

Planning

Focus on documentation and scope development.

  • All topics / sub topics are being developed
  • Responsible person and due dates identified
  • Consulted personnel identified

Scope

  • Status of scope input and risk ranking efforts

Planning (T-18-T-14) – The assessment as this point in time deals with the development and completion of the detailed documentation which will support the following two stages. This assessment is also checking the development of the turnaround work scope assuring that work items are properly vetted for inclusion.

T-11 to t-9

Application

Deeper focus is on documentation and scope development

Documentation

  • All topics and related details are developed
  • Responsible person and due date
  • Consulted personnel involved

Scope

  • Scope freeze implement extra work request process
  • Status of scope and risk ranking efforts. The development should have significantly progressed

Application (T-11-T-9) – At this level, the assessment addresses the status of the preparation activity associated with the categories and subcategories within the developed documentation. Once again there is a detailed check on the status of the work scope which should be almost to the point of “scope freeze.”

T-4 to t-2

Pre-execution

  • All topics and related details are complete or nearing completion
  • Gaps have identified recovery efforts underway
  • Scope has been frozen and extra work process is in place
  • Pre-turnaround work has started

Pre-Execution (T-4 through T-2) – This is the final and last assessment before actual execution of the work. In this assessment all the details need to be in place or completed within a short period of time. Significant gaps identified here have the potential if not corrected to have a negative impact on the execution effort.

T-1

Post Audit

Detailed review of:

  • Safety
  • Environmental
  • Scope
  • Schedule
  • Equipment issues
  • Cost
  • Quality
  • What went well
  • Opportunities for improvement

Post Execution (Within a month of completion) – Following a turnaround it is imperative to conduct a lessons learned review by a third party. This effort is designed to identify things that went well so that they can be repeated at the next turnaround. It is also designed to identify opportunities for improvement so that these issues can be corrected the next time. Internal efforts of this sort can suffer due to individual or group bias and should be avoided. Without a post execution review there will be no value added to future turnarounds since the information will be lost.

Why Use PK Technology

The most comprehensive digital turnaround assessment tool available

Flexible approach to the assessment process

  • Internal peer review without support
  • Internal peer review with third party facilitator
  • Third-party industry experts to facilitate and provide input / opinion

Turnaround Assessment Topics

  • General Logistics
  • Strategy
  • Outage Preparation
  • Staffing
  • Safety
  • Security and Transportation
  • Industrial Hygiene
  • Environmental
  • Process Safety Management
  • Contracts and Contractors
  • Outages and Their Capital Projects
  • Cost Control
  • Inspection
  • Procurement of Material
  • Materials Management
  • Shops Repairs
  • Communication Including Radios
  • Information Technology
  • Training
  • Documentation
  • Operations (also called Production)
  • Scope Related Logistics
  • Outage Planning
  • Outage Preparation
  • Staging
  • Transition
  • Execution – Effectiveness and Efficiency
    Support
  • Meetings
  • Testing, Final Inspection and Approval
  • Housekeeping
  • Post Outage
  • Miscellaneous Logistical
  • Components
  • Forms
  • Other Miscellaneous Items