Emerging Industry Trends for Shutdowns and Turnarounds

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Operations Turnaround Leadership and Integrated
Turnaround Planning
A. Bobby Singh, President Project Assurance,
Houston, Texas
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Presentation Focus

• Importance of Operations Turnaround Leadership
• Recent Case Studies
• Common Operations Pitfalls
• Work Scope Development and Management
• Integrated Turnaround Plans
• Operations Turnaround Excellence - Solutions

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What is World-Class?Clues and SignsWhen a
Company is NOT Managing World-Class Turnarounds
Achieving World-Class Turnarounds
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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• Contractor Alignment and Team Building Sessions
  are conducted after the turnaround completion.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• Turnaround scheduling staff are frustrated due to
  the planning softwares limitation to schedule
  only 1,000,000 activities.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• When operations adds more work scope in the first
  week of the turnaround than what they identified
  in 12 months before the turnaround.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• Expedited and long-lead materials are found under
  contractors trailers after the turnaround
  completion.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• Sole criteria for selecting qualified contractors
  is the number of their memberships to golf clubs,
  burlesque bars and invitations to hunting and
  fishing trips.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• Planning, Inspection and Safety staff are laid
  off to save turnaround costs and improve
  bottom-line profits.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• WBS, MOC, PSSR and HAZOP are perceived as the new
  Cable TV Channels on the information
  super-highway.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• Companys turnaround vision, goals and KPIs are
  written by professional speech writers.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• Progress status, schedule updates and cost
  forecasts are performed by local psychics,
  astrologers and tarot card readers.

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TOP TEN LISTWhen a Company is NOT Managing
World-Class Turnarounds
Achieving World-Class Turnarounds
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• When a Turnaround Manager says that he has not
  read Bobby Singhs latest book
• World-Class Turnaround Management.

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Recent Turnaround Results Operations
Performance

• Units shutdown and turnover took 18 days vs a
  plan for 10 days
• Shutdown Sequence of units changed during
  turnaround
• Different groups had separate blind lists for
  same work
• Inexperienced operators needed directions during
  shutdown
• Two chemical cleaning contractors with
  conflicting plans
• Operations shift schedule different than the
  maintenance

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Turnaround Capability Assessment Disturbing
Results

• 35-40 work scope growth after freeze date
• Budget and work scope conflicts
• LOTO conflicts and excessive permit delays
• Shutdown and start-up timelines not fully defined
• Operations had limited resources to support
  planning
• Departments working in silos with conflicting
  agendas

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Operations Pitfalls

• Poor communication between different departments
• Operations inability to assign qualified staff
• LOTO requirement are more complex during
  implementation
• Constantly changing blind lists
• Shortage of experienced operators
• Operations not fully accountable for the
  turnaround budget

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Operations Pitfalls

• Working from different turnaround work lists
• Operations planning group working in isolation
• Operations execution group not familiar with
  shutdown plans
• Shutdown sequence not synchronized with critical
  path
• Operations activities not included in turnaround
  schedule
• Operations shutdown plans not resource optimized
• Operations plans are invariably optimistic

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In 3 out of 4 turnarounds the turnarounds teams
did not have sufficient operations staff to
plan the turnaround.
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We have met the enemy and the Enemy is us.
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Turnaround Work Scope

• Establish a Work Scope Leadership Team to develop
  work scope. Assign an Executive Sponsor
• Each work scope request should be critically
  reviewed, prioritized and work details fully
  defined
• Turnaround work scope (80 ) should be
  identified at least 15-18 months before the
  turnaround
• Develop contingency plans for potential work
  scope additions based on equipment history and
  inspections
• Inspection recommendations and work scope growth
  should be critically reviewed before approval for
  execution

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Success of a turnaround is directly proportional
to the early and active participation by
operations dedicated and qualified staff to
support the turnaround planning process.
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Operations Turnaround Excellence Solutions
Turnaround Team Leadership should be shared by a
senior operations person from the plant
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Operations Turnaround Excellence Solutions

• Get full time, dedicated, experienced and senior
  operations staff to lead the operations
  turnaround planning effort
• Get staffing commitment from plant management
• Clearly establish the job responsibilities of all
  key operations positions and ensure right staff
  is assigned

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Operations Turnaround Excellence Solutions
Improve team communication by locating the Area
Turnaround Teams and all participating
departments and their staff in the same work area.
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Operations Turnaround Excellence Solutions
Training of operators in the operations shutdown
and start-up plans should be spread over 2-3
months prior to the turnaround.
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Operations Turnaround Excellence Solutions
Facilitate several Turnaround Dry Runs so that
all participants can demonstrate their full
understanding of execution plans and resource
requirements for the safe and planned shutdown
and start-up of units.
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Operations Turnaround Excellence Solutions

Assign Operations Manager as an Executive Sponsor
to guide all activities related to operations
planning and execution
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Integrated Turnaround Plans Solutions
Establish shutdown and start-up sequence by
units, operating systems and sub systems which
fully supports the turnaround critical path.
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Integrated Turnaround Plans Solutions

• Jointly develop integrated turnaround schedule
  with all operations shutdown and start-up
  activities
• Decide the level of activities and sequence early
• Do not expect operations to be P-6 experts

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Integrated Turnaround Plans Solutions
Unit clearing / decontamination execution plans
and their field requirements are clearly
established at least 6-9 months before the
turnaround.
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Integrated Turnaround Plans Solutions
Complete turnaround plans / schedules that
includes operations activities at least 3 months
prior to the start of the turnaround. Share
Optimize Rehearse and Implement
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