EFFICIENCY = SAFETY + PRODUCTION + QUALITY
Chapter 1
Chapter one describes the scheduled plant shutdown and defines the required corporate commitment. Corporations are encouraged to include a plant turnaround philosophy in their business plan, which supports a plant turnaround management process and provides consistency from turnaround to turnaround. Plant shutdowns are expensive and represent a major loss of production time, this chapter review the reviews long-term maintenance strategies to define the proper frequency.
Chapter 2 This key chapter details the five critical phases to be developed by the plant turnaround team: strategic planning, detail planning, organization, execution and closeout. These detailed phases are paramount for a successful plant turnaround. Every scheduled outage, regardless of the duration or size of the work scope, requires these five phases. All production facilities, regardless how small will eventually shutdown for repair of equipment assets and piping systems.
This chapter introduces the master mile stone and master execution schedule development process as dynamic working documents.
Chapter 3This chapter is the strategic and detailed planning of the work list, the work list formal cut-off date, and work package. Explained is the hierarchy of maintenance work divided into task and task activities. Each activity requires four specific items to proceed successfully: management help, manpower, machinery and material (4 M’s). Appendix A, provides a comprehensive list of information and documentation that can be included in the work package.
Chapter 4Work scope support systems are detailed in this chapter. All executed plant shutdown maintenance activities require support systems. A plan for each system: operations, quality assurance and inspection; procurement; health, safety and environment; security; communication, facilities management administration is extensively detailed in this chapter. Appendix B provides over 200 examples when developing the support plans. How the support plans tie into the master execution schedule is explained in detail.
Chapter 5How to maximize a contractor’s abilities is presented through a comprehensive contractor plan. To complete turnaround work scope will require offsite, onsite and service contractors. The chapter reviews different types of contracts, contractor classifications, mobilizing and demobilizing the contractor and the work force to and from the worksite. It explains the contractors site needs, so the site can prepare and includes these needs in the detailed planning phase.
Chapter 6Organization is the third phase of the plant turnaround procedure. This chapter explains how the maintenance and support plan activities are brought together in the master execution schedule. This allows for resource leveling and critical path assessment. It explains how to use this phase as a trial run for initial implementation of the developed support plans and mobilization of resources.
Chapter 7Minimize costs and reduce production outage time through proper execution is detailed in this chapter. Improper execution phase planning is responsible for under utilization of many cost and schedule impact bearing activities before, during and after the plant shutdown. Numerous examples are provided, which the turnaround team can use as a brainstorming. They cover the pre shutdown, operations plant shutdown and start up, and post shutdown activities.
Chapter 8Who is responsible and what are the areas of responsibility are addressed in this chapter. There will always be nine areas of responsibility, however the size of the plant outage will set the size of the turnaround team. The role and responsibility is detailed for each area, such as engineering, maintenance, quality assurance, operations and procurement. For large or long type outages several other optional areas are explored such as utilizing key contractors, senior management and consultants.
Chapter 9Efficiency, safety, productivity are all related to “wrench time”. This chapter discusses transition points and general efficiency losses inherent in shift routine and poor momentum. It identifies causes and provides suggestions on how to overcome the man-hour losses. Understanding and identifying these potential losses can be compensated for or eliminated in the initial planning stage which provides considerable cost savings and plant shutdown time reduction.
Chapter 10Similar problems occur from industry to industry and plant to plant. This chapter describes common problems and their subsequent solutions. Small problems create chaos and confusion thereby increasing costs and lost production days.
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