- Not treated as an investment with expected return on the investment
- The frequency and duration of T/A’s are traditionally “set in stone”
- Execution is arbitrarily adjusted to meet predetermined duration
- No incentive to do in less time
- Why do we need detailed plans when we know what we have to do?
- 2-3 day delays are considered normal
- Work list grows during the turnaround (TA) execution
- Turnaround work costs 2-3 times more than routine
- Lost Profit Opportunities are realized but not accounted for
- Mechanical availability decreases
- Most serious accidents occur during TAs
- Usually loosely defined scope
- Scope is dynamic. Many changes occur as inspections are made.
- Planning and scheduling cannot be finalized until the scope is approved, generally near the shutdown date.
- Turnaround work requires extensive permitting every shift.
- Manpower staffing requirements change during execution due to scope fluctuations (from discovery work).
- Turnaround schedules must be updated every shift, daily.
- Turnarounds measure time in hours or shifts.
- Turnaround scope is flexible. Usually a large percentage of work can be postponed to a later window of opportunity if necessary.
- Turnaround schedules are compressed. There may be little or no opportunity to correct the critical path by accelerating the schedule.
What are the characteristics of a Pacesetter Turnarounds?
All surprises are eliminated so that anything that CAN go wrong has been predicted, accounted for and plans implemented to eliminate the risk
- Spend 7-10% of total man-hours planning
- Improved communication
- Lowest possible cost
- Shortest possible downtime
- Higher morale
- Higher productivity
- Anticipating problems
- Lower emotional drain
Systems are in place to instill contractor buy-in and delivery of the Turnaround objectives
- Effective contracts can save up to 20% of turnaround costs
Operations / Production spend as much time planning for their critical path activities to ensure the facility is handed over and started up flawlessly
- Eliminate historical 2-3 day delays (LPO per day x lost time)
Results of a Pacesetter Turnaround?
- Improve decision making
- Select the right opportunities
- Improve the overall T/A outcome
- Utilize identical processes
- Archive turnaround
- Continual optimization
- Reduce the costs of turnarounds.
- Decrease the lost volume of products
- Increase mechanical availability
- Increased intervals between turnarounds
