The thing or "key" point is this ..... the turnaround is an investment with an expected return on that investment. This is radical thinking, you wouldn't think so, but it is.
Most organization pull up the past work list from the previous turnaround, then look at open turnaround priority work orders in their CMMS, then spend a month or so polling the organization to open new TAR work orders for items needing repair. After struggling to get information from each organization, they finally set their scope as frozen and begin planning.
What is the problem with this? Well for one, there is no organization of the scope development around the organizations principles for reliability, availability and maintainability. The scope is preferential, un-focused, late in development, provides a band-aide approach and does nothing to improve the facilities long term systemic issues.
We think that the industry needs to change their way of thinking by putting focus, energy, and commitment to the scope development process and develop the TAR scope of work that ensures facility reliability, availability and maintainability. Every scope item must be justified against the strategic business plan and calculated ROI for executing the work.
The flow chart below illustrates the process
The starting point for scope development is to develop the premise by which the turnaround scope of work will be developed. The premise document should be developed by the T/A Steering Team and is intended to be widely distributed and supported by facility management. It should be reviewed with the T/A Core Team during their initial formation.
The premise should be developed utilizing the following major categories:
1. Background & Strategy
- Why is the turnaround necessary?
- Position in the long range business strategy
- Units to be considered for inclusion in the subject turnaround, premised for a safe, reliable and regulatory compliant operation. Desired run length post turnaround to the next turnaround timeframe with no unplanned outages.
- Utility systems to be included (i.e. steam, air, fuel gas, electrical, cooling water, etc.) that should be premised for a safe, reliable and regulatory compliant operation. Desired run length to the next turnaround timeframe with no unplanned outages.
- NOTE: Utilities typically require full plant turnarounds as they are not usually independent systems. Utilities turnarounds normally require longer intervals between T/A's
- Possible units or specific scope items deferred that would normally be included in the turnaround.
- Scope will be developed via a risk assessment methodology, defined by an evaluation of probability and consequence of an item in relation to the premise used for the unit being reviewed.
- The evaluation will be performed by the T/A Core Team.
- T/A work items can be categorized into “Tiers” for analysis and review (contact us for more info, this is addressed in our TAR Manual, section 2.7.3.1 Budget Segmentation)
4. Cost & Duration
- Expected cost based on the long range business plan, basis by which any ROI will be justified
- Expected duration based on the long range business plan. Serves as the basis by which added scope, high risk scope and the critical path will be analyzed against.
- A brief description of the sensitivities and risks to successful execution and subsequent operation post turnaround
- The premise should include the basis by which the Mechanical integrity related work will be developed
