Curso-Taller Avanzado
EN
Gestión del MantenimientoCon Parada de Planta
21 - 23 May 2018
/
Radisson Blu Hotel Madrid Prado, Madrid, Spain
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About the Workshop

The top management is continually imposing new challenges on the staff responsible for shutdown and turnaround, major equipment maintenance and overhaul. Especially on companies with equipment for continuous processes – such as refineries, petrochemical – or equipment that requires overhaul maintenance every few years – like power generation -. Those challenges will not cease and will always be demanding goals such as zero accidents, meeting shutdown times and budget costs, and achieving the time expected for the next operating cycle.

In this regard, the key of success is to formulate a quality system and continuous improvement model, constantly reviewing the process, its procedure and always questioning the practices, and in general, the methods used.

Maintenances process, specifically those of shutdown and turnaround, are very susceptible to changes on the practices that are applied. Models such as challenging the scope of the shutdown, questioning the critical path, drafting and application of lessons learned, among others, are some of the tasks that can be continuously optimized during the planning, programming and execution stages.

This course/workshop will allow the participants to obtain a new overview of the process with its procedures and an examination of current practices used for non-corrective maintenance that necessarily imply a plant shutdown.

KEY TAKEAWAYS

  • Provide criteria and elements for the improvement of the process and tools for planning, programming and implementation of major maintenance.
  • Offer reference points for the fulfilment of the upper management’s proposed goals.
  • Review some of the planning, programming and execution control practices used in the participants’ company.

Benefits

The participant will have the ability to evaluate the practices associated to the maintenance process of shutdown and turnaround and propose its application on the company.

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Program

Day 1
21 May 2018
Day 2
22 May 2018
Day 3
23 May 2018

1. Model for shutdown and turnaround process

  • Elements to consider.
  • Model structure.
  • Exercise
10:00

Coffee Break

2. Planning

  • Shutdown and Turnaround within the Strategic and Business Plan
  • Managerial statement: objectives, premises and responsibilities.
  • Scope’s preliminary definition and structuring the plan.
12.30

Lunch

  • Debating the scope.
  • Identification and handling of new necessities.
  • Scope’s redefinition and structuring work orders.
  • Work detailed planning: activities, time, resources, schematics, list of materials.
  • Request for materials and acquisition follow-up.

2. Planning (continuation)

  • Contracting plan.
  • New work inclusion during planning stage.
09:40

Coffee Break

  • Budget review: detailed vs initial, resources acquisition.
  • Work permits, blocking of equipment, etc.
  • Definition and questioning of the plant’s shutdown and turnaround program.
12:00

Lunch

3. Programming

  • Activities initial review and equipment logical sequence.
  • Integration of individual equipment plans.
  • Questioning of the logical sequence and critical route.
  • Time and resources optimization: level-out.
  • Forecast and simulation.
  • Interrelation meetings.
  • Exercise
15:30

Coffee Break & End Of Day 2

4. Contracting

  • Definition of contracted resources.
  • Commitment plan with contractors.
  • Contractor alignment with policies, procedures and standards.
  • Meetings with contractors.
  • Monitoring and quality control.
09:40

Coffe Break

5. Logistics and getting ready

  • Preparation for implementation.
  • Execution and monitoring before shutdown.
  • Starting preparation.
  • Assurance workshops.
  • Resources final allocation.
  • Logistics: transport, food, elements of protection, tools.
12:00

Lunch

6. Execution: reviewing some key elements

  • Custodial transfer.
  • Safety: work permits, blocking of equipment, work at heights and conditions assurance.
  • Plant shutdown and decontamination.
  • Work assignment and monitoring by shifts.
  • Shift change, progress and resources reports.
  • Plan adjustment.
  • Technical support during execution.
  • Inspection reports.
  • Emerging work analysis.
  • Contingency work analysis.
  • Monitoring managerial meetings.
  • Material handling.
  • Equipment delivery.
  • Plant custody delivery.
  • Plant start-up.
15:00

Coffee Break

7. Records and evaluation

  • Recording of information and closure of work orders.
  • Final assessment of costs, use resources and management indicators.
  • Final report and work order creation for the next shutdown.
  • Continuous improvement workshop – lessons learned.

8. Workplan draft to apply the methods learned (workgroups)

  • Proposals.
  • Discussion.
  • Option settling.

Location

Radisson Blu Hotel Madrid Prado, Madrid, Spain
+91 471 2 70 50 50maintenance@fextons.com