Typical Factors of a Turnaround

This post is a simple presentation of the factors typically associated with turnarounds ...

1. Not treated as an investment with expected return on the investment
2. The frequency and duration of T/A’s are traditionally “set in stone”
3. Execution is arbitrarily adjusted to meet predetermined duration
4. No incentive to do in less time
5. Why do we need detailed plans when we know what we have to do?
6. 2-3 day delays are considered normal
7. Work list grows during the turnaround (TA) execution
8. Turnaround work costs 2-3 times more than routine
9. Lost Profit Opportunities are realized but not accounted for
10. Mechanical availability decreases
11. Most serious accidents occur during TAs
12. Usually loosely defined scope
13. Scope is dynamic. Many changes occur as inspections are made.
14. Planning and scheduling cannot be finalized until the scope is approved, generally near the shutdown date.
15. Turnaround work requires extensive permitting every shift.
16. Manpower staffing requirements change during execution due to scope fluctuations (from discovery work).
17. Turnaround schedules must be updated every shift, daily.
18. Turnarounds measure time in hours or shifts.
19. Turnaround scope is flexible. Usually a large percentage of work can be postponed to a later window of opportunity if necessary.
20. 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?

1. Improve decision making
2. Select the right opportunities
3. Improve the overall T/A outcome
4. Utilize identical processes
5. Archive turnaround
6. Continual optimization
7. Reduce the costs of turnarounds.
8. Decrease the lost volume of products
9. Increase mechanical availability
10. Increased intervals between turnarounds