Course Overview

The planning, preparation and execution of a turnaround is a complex undertaking that demands an
effective strategy, a high degree of control and great attention to detail. It also requires a profound
understanding of the critical elements that go to make up a turnaround and the drivers and constraints
that shape the event. This requires involvement of every level of the company from senior management
who set the framework for the event through to the craft personnel who perform the actual work.
The shutting down and start-up phases of a turnaround are critical to the success or failure of the event
and as such must be planned and prepared in as much detail as the mechanical phase.
There comes a point in each area of the turnaround at which most tasks have been completed and the
systems may be handed back to operations for start-up. This is a critical transition phase and if not
properly controlled, time, money and effort can be wasted. Although it may seem to the casual observer
that the start-up of the plant is simply the reverse of shutdown, there are some significant elements
which differentiate the two events:
There are many tests pressure tests, system tests, loop checks and trip and alarm tests which have to
be carried out during the start-up.
The start-up comes when most people have been working long hours and are tired, tired people make
mistakes.
Unlike the shutdown when the plant is being cooled down and de-pressurized and fluids are being
extracted during the start-up the plant is being heated and pressurized and fluids are being introduced
increasing the hazards.
There is a possibility that, on shutdown, critical path time lost may be recovered. On start-up however
such time lost cannot be recovered, it simply extends the duration.
There may have been thousands of individual activities performed on the plant equipment, any one of
them may have been incorrectly performed and cause a fault to emerge during the start-up.
An isolation plate inadvertently left in position during the start-up can have consequences ranging from
frustrating to catastrophic.
Depending upon the type of plant, the start-up process can last anything from a few hours to many
days. Whatever the length of time, the handover must be done effectively. The operations team must
control the start-up in the same way as the shutdown and engineering work.
The basic principles of the methodology are:
There are only two types of work on a turnaround, routine and unexpected. If the routine is under
control, there is time to deal with the unexpected but if the routine becomes unexpected the
unexpected may become catastrophic.
Duration:
5 Days
Benefits of attending
Mastering the entire A - Z process of Shutdowns and Turnarounds
Designing and implementing high impact, effective and efficient Planning and Scheduling approaches
Managing technical difficulties when faced with a Scope Change Control
Adhering to a Master Milestone Schedule to allow monitoring of progress
Overcoming limitation of qualified manpower and resources issues efficiently
 Identifying the next turnaround manager to successfully prepare for upcoming turnaround process
Examining advanced technical report writing style & skills
Maximizing work performed in minimum time and cost
Recognizing proper Execution strategies to prevent any negative influence on levels of productivity
Lengthening the run time between outages and reducing its frequency
Addressing the importance of Critical Path Method as a well-defined planning and scheduling phase

Training methodology
Managing shutdowns, turnarounds and outages is a hands-on, stimulating learning experience. This course will be
highly interactive, with opportunities to advance your opinions and ideas. Participation is encouraged in a
supportive environment.

To ensure the concepts introduced during the course are understood, they will be reinforced through a mix of
learning methods, including lecture style presentation, open discussion, case studies, simulations and group work.

Who should attend

Directors, Vice Presidents, Senior Managers, Chief Coordinators Superintendents, Senior Supervisors, Project
Managers, Chief Engineers, Senior Engineers, Engineers, Maintenance Managers, Reliability Managers, Head
Administrators, Operations Manager, and Planners of:
Shutdown or Turnaround
Planning/Scheduling
Cost Control
Construction
Operations Shutdown/Outage
Project and Contract
HSE
TAR
Plant
Inspection
Materials
Safety and Maintenance

Course Outline:
Day One

Session One
Turnarounds - Introduction and Overview
The critical characteristics of a turnaround (coping with uncertainty)
The Turnaround as a rational process (exploring the 5 phases)
A business approach to Turnarounds (dealing with boundaries)
The role of senior management (setting policy, objectives and KPIs)
The role of the Turnaround manager (translating policy into action)
Important relationship (senior management/ Turnaround Manager)

Session Two
The Model of Excellence for Turnarounds (MoE)
A framework for excellence (benchmarking against best practice)
The various uses of the MoE (a versatile tool for improvement)
The critical elements of the MoE (mapping out effectiveness)
The sub-elements of the model (handling the fine detail)
Workshop No 1 Strategic Issue
Day Two

Session Three
Turnaround Safety
Hazard and Risk (defining magnitude and probability)
A Safe working routine (creating the safety bubble)
The Turnaround safety plan (controlling safety inputs)
Permit to work Strategy (assessing and eliminating risk)
Monitoring Safety (horizontal and vertical monitoring)

Session Four
Turnaround Quality
The need for Quality (recognizing the GIGO Rule)
The two critical aspects of quality (defining assurance and control)
Quality assurance model (testing the Turnaround inputs)
Quality control model (testing the Turnaround outputs)
Quality feedback (making communication rapid and relevant)
Workshop No 2 - Turnaround Safety Issues

Day Three

Session Five
The Turnaround Organization
Learning from experience (factors that influence team design)
The turnaround teams (designing for maximum impact)
Organizational hierarchy (defining roles and responsibilities)
The competence model (analyzing human competence)
The skill matrix (optimizing your resource pool)
The One Team Concept (building an effective ad hoc team)
The turnaround managers role (sustaining the team))

Session Six
Planning and Scheduling
Planning the planning (creating a preparation program)
Sources of Turnaround work (identifying the need)
The Turnaround work scope (generating the ideal work list)
Challenge Planning (a change in planning approach)
The fundamental question (breaking through barriers)
Individual jobs (what level of planning is required)
Building the Turnaround Schedule (optimization)
Workshop No 3 Exploring Critical Paths

Day Four

Session Seven
Contractor Issues
The limits of outsourcing (how far can we go?)
Contracting experience (the upside and the downside)
Contract spread (analyzing different types of contract)
The Turnaround contract (the minimum requirements)
Commercial awareness (defining contract control parameters)
 Pre-qualification rules (determining the client/ contractor fit)
Contractor engagement plan (tracking the process)
Using Contractors (mobilization monitoring demobilization)

Session Eight
Cost Control and Estimation
Long term Turnaround business plan
Turnaround costs 1 (assessing the total business impact)
Turnaround costs 2 (recognizing where money gets wasted)
A rational reporting model (understanding where the money goes)
Working with committed costs (getting rapid cost feedback)
The estimating process (creating a 3 step process)
Estimating reports and models (tracking expenditure)
The ultimate cost model (learning from experience)
Cost incentives (benefit or drawback?)
Workshop No 4 Cost Justification

Day Five

Session Nine
Site Logistics
Defining logistics (getting it right-right-right first time)
The critical relationship (aligning planning and logistics)
Handling logistics (2 different approaches)
The elements of logistics (organizing what we need)
Early procurement (facilitates on-time delivery)
Organizing Stores (storage, protection and issue)
Marshalling bulk-work (controlling items on the move)
Controlling by plot plan (what goes here and when)

Session Ten
Executing the Turnaround
Just before we start (promoting safety through communication)
The stages of a Turnaround (product to product control)
Commencing the event (bringing the plant offline)
Turnaround managers daily routine (feeling the pulse)
Planned work (executing the scheduled tasks)
Controlling bulk work (tracking items that move)
Emergent work (dealing with the unexpected)
Controlling the event (networking and reporting)
Common problems (a brief overview)
Terminating the event (getting the plant back on line)

Open Forum Final questions and discussion of the Seminar