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Objectives

• By the end of this seminar delegates will be able to:
  • To enhance the company’s Shutdown management capabilities, and to ensure a team approach in the planning and execution of plant shutdowns and turnarounds .
  • Provide a comprehensive understanding of effective turnaround management techniques and implementation
  • Create awareness of planning methods and an integrated organisational approach in the execution of successful Shutdowns .
  • Incorporate latest developments in Shutdown planning and management techniques and emerging industry trends
  • Develop an action plan to improve their own Shutdown management techniques
  • Have a much clearer understanding of their own and every other team members role in ensuring a successful Shutdown .

The Delegates

• Shutdown or turnaround professionals and coordinators
• Planning/scheduling and cost control staff
• Construction superintendents and supervisors
• Operations shutdown/outage coordinators
• Project engineers and contract administrators
• Participation from inspection, materials, safety and maintenance engineering is also encouraged

Contents

• The Role of Maintenance Shutdowns and Turnarounds in World-class Organisations :
  • How shutdowns and turnarounds can contribute to the business
  • Key success factors
  • The three critical paths of shutdowns and turnarounds
  • The difference between shutdowns and turnarounds and projects
  • Shutdown and turnaround return on investment
  • Shutdown and turnaround management self-assessment
  • The shutdown and turnaround phases
  • Reasons for shutdowns and turnarounds
  • Success Factors
• Shutdown/Turnaround Preparation
  • Risk management
  • Justification requirements
  • Communications to stakeholders
  • Shutdown roles and organisation
  • RASCI matrix for shutdown
  • Preparation critical success factors
  • Identify routine PM to be included in scope
  • Identify routine condition based tasks to be performed prior to shutdown and turnaround
  • Identify function testing to be performed at conclusion of shutdown and turnaround
• Shutdown/Turnaround Preparation continued
  • Apply CBM and degradation analysis to create scope visibility
  • Apply notification process to manage create scope visibility
  • Apply risk-based task selection methods to prioritise and challenge scope
  • Review, approve, communicate and freeze the scope
  • The critical outcomes of planning
  • The 5 Ms of maintenance work quality
  • Job analysis and scoping
  • Estimating
  • Risk and contingency planning
  • The use of planning templates
  • Work breakdown structure
• Shutdown and Turnaround Schedule :
  • Terms and concepts of scheduling
  • Network display methods
  • Apply CPM
  • Identify resource constraints
  • Resource requirements based on CPM
  • Resource smoothing
  • Resource balancing
  • Optimised resource profile
  • Shutdown and turnaround budgets
  • Assign Shutdown Work – In-house and Contractors
  • Types of contractors
  • Types of contracts and criteria for selection
  • Risks associated with the use of contractors
  • Benefits of using contractors on shutdowns
  • Staying in control of the contractor
• Shutdown and Turnaround, Execution Control and Review :
  • The shutdown package
  • Shutdown quality control
  • Shift schedules
  • Preparing equipment for the shutdown
  • Daily schedules
  • Dealing with emergent and additional Work
  • Control data
  • Status accounting
  • Control the Shutdown
  • S-curves
  • Earned-value
  • Shutdown performance indicators
  • Shutdown and turnaround review meeting agenda
  • Why shutdowns fail
  • Problems in shutdowns and their origins
  • Start-up and commissioning
  • Shutdown close-out reporting and review
  • Shutdown closing out report
  • Shutdown closing out review
  • Overview of computerised tools
  • Conclusion

The Discount

10% in case of Three P. (or more)