Advanced workshop
ON
Turnaround And Shutdown Management
21 - 23 March 2018
/
Port of Spain, Trinidad and Tobago
/
3 Days
Register Online

About the Workshop

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 the shutdown, 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 Course is the product of over 30 years of practice by turnaround professionals working in different industries in many countries around the globe and its principles are embodied in the “ Model of Excellence for Turnarounds” that forms the central pillar of the workshop.

About the Trainer

Eric Scott

Eric is an acknowledge expert in the field of Turnaround Management who has worked and consulted internationally. He is accomplished in many aspects of maintenance, projects, construction and turnaround management. He has specialised in managing turnarounds and similar projects from concept through to completion in a wide range of industries including Nuclear, Offshore, Petrochemical, Refining and Manufacturing.

Other major areas of expertise include writing project, maintenance and turnaround methodologies, auditing and benchmarking maintenance and turnaround projects and training client personnel in house from board level to hourly paid workers. He has trained, consulted and worked with international clients in UK, Europe, USA, Chile, Australia, South Africa, Singapore, Malaysia, Georgia, Bahrain, Thailand, Indonesia, Turkey, Abu Dhabi, Doha, Saudi Arabia, Oman and Trinidad & Tobago. Read More…

KEY TAKEAWAYS

  • Enhance the company’s strategic Turnaround capabilities
  • Improve the company’s approach to planning and scheduling
  • Provide a framework for effective turnaround execution
  • Highlight the unique safety requirements of turnarounds
  • Foster the “one team” approach to turnarounds
  • To ensure a safe and orderly transfer from Turnaround phase to Start-up phase
  • Provide a comprehensive knowledge base for turnarounds
  • Demonstrate the latest planning techniques for turnarounds
  • To share ideas and issues

Who should attend ?

This workshop is designed to be beneficial to all individuals who interface with or involved in the planning, preparation, execution and commissioning of Plants during and following a turnaround. It is especially useful to managers, engineers, operations, planners, schedulers, logistics coordinators, cost managers, and supervisors. It would also be of use to safety officers, inspection and engineering personnel in order to increase their level of awareness of the workings of turnaround management.

96Days
16Hours
29Mins
6Secs

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Program

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

Module 1: Introduction to Outage Methodology

  • Business contribution (dealing with boundaries)
  • The principles of work management
  • 4 phases of the Turnaround (exploring the 4 phases)
  • Overview of Turnaround Methodology
  • Need for the Turnaround
  • Understanding the customer
  • Benchmarking data (benchmarking against best practice)

Module 2: Initiating the Turnaround

  • Introduction
  • Turnaround Policy (size, duration, frequency)
  • The steering group (setting policy, objectives and KPI’s)
  • Duration – what to consider before declaring a duration
  • The benefits of good Front End Loading (data gathering)
  • New Techniques (reduction in work scope)
  • The Turnaround Manager (translating policy into actions)
  • Preparation Team (creating a preparation program)

Module 3: Validating the Workscope

  • Introduction
  • Integration of functional support groups (to aid planning)
  • Maintenance Work scope
  • Operations work scope (management of plant surveys)
  • Shutdown and Start-up mechanical support
  • Work list Meeting (generating the ‘ideal’ work list)
  • Meetings to aid the work listing process
  • Validation of work scope
  • Unnecessary Work
12:00 - 13:00

INTERMISSION & LUNCH BREAK

Module 4: Pre Outage Work

  • Controlling Turnaround Materials
  • Long Delivery Items
  • Pre fabrication
  • Specialist technologies
  • Vendors representation
  • Preparation Framework
  • Meetings to aid preparation
  • The Team

Module 5: Contractor Issues

  • Contract Syles (analyzing different types of contracts)
  • Contractor selection strategy (the upside and the downside)
  • Contractor audit process (ensure competent contractors are engaged)
  • Control of contractor performance (commercial awareness)
  • Contractor development (benefits of ‘partnering approach’)
  • Organisation Combination
  • Productivity Sampling (value for money)
  • Managing the Sub Contractors

Module 6: The Plan

  • Introduction
  • Planning Systems (What planning approach is required)
  • Database
  • Knowledge of Assets
  • Major Tasks
  • Small Tasks
  • Bulk Work
  • Fully integrated Shutdown and Start Up Logic
  • Scheduling the Work
  • The Turnaround Plan
  • Project Team approach to planning
  • Scheduling process (optimization)
  • Input to the Planning Process (what level of planning is required)
  • Scheduling Shutdown and Startup Plans
  • Monitoring Progress (up dating the schedule)

Module 7: Turnaround Organisation

  • Basic Principles (factors that influence team design)
  • Single Point Responsibility
  • Constraints
  • The Hierarchy
  • Technical Support
  • Operational support (allocation of operational personnel)
  • Single integrated team with Operations, Mechanical and Contractors
  • Sample Organisation – preparation, execution, start-up
  • Roles and Responsibilities
  • Other Organisational options

Module 8: Estimating and Cost Control

  • Introduction
  • Initial Estimate
  • Proposed Cost Estimate
  • Approved Turnaround Budget
  • Cost Centers
  • Controlling Costs during the Turnaround
  • Closing out Costs and reporting
  • What is the true cost of the turnaround
12:30 - 13:-30

INTERMISSION & LUNCH BREAK

Module 9: Safety Management

  • Introduction (defining magnitude and probability)
  • Management of, and responsibility for Safety
  • Safe Systems of Work (permit to work, rules, regulations, safety audits)
  • Complying with safety
  • Planning for Safety (controlling safety inputs)
  • Environmental issues during Shutting Down and Commissioning
  • Safety Team Training
  • Toolbox Talks
  • Walk the Talk sessions
  • Job Safety Analysis
  • Environmental Plan
  • Accident investigations
  • Safety Auditing
  • Job Freeze
  • Emergency Procedure
  • Safety Passport

Module 10 : Quality management

  • Introduction
  • The Quality System in relation to Turnaround
  • Controlling Quality through Preparation, Execution and Post Turnaround Phases
  • Continual Improvement
  • Engineering Systems of Work
  • Quality investigations

Module 11: Communication

  • Introduction
  • General Briefing
  • Co-ordination Meetings
  • Task Briefings
  • Other Briefings

Module 12: Executing the Outage

  • Shutting Down the Plant
  • Role of Operations during execution
  • The Routine
  • The Unexpected
  • Control of work
  • Control of Emergent work
  • Event control
  • Trip and Alarm Management
  • Environmental control during execution activities
  • Permit to Work management
  • Starting Up the Plant

Module 13: Site Logistics

  • Defining logistics (getting it right first time)
  • Critical relationship (aligning planning with logistics)
  • The elements of logistics (organizing what we need)
  • Early procurement (facilitates on-time delivery)
  • Organising Stores and Material delivery (bar-coding for tracability)
  • Controlling by plot plan (what goes where and when)
  • Site clearance and hand back (leave the plant as you find it or better)
  • Handover from turnaround back to operations
13:00 - 14:00

INTERMISSION & LUNCH BREAK

Module 14: Start-up Planning

  • Start-up Manager (what is his role and responsibility)
  • Start-up team (integrated team turnaround and operations)
  • Training needs (historical start-up issues, Knowledge of assets)
  • Hand back from Turnaround team to Start-up Team (Managing the process)
  • Start-up safety and risk assessment (To ensure all aspects are covered)
  • Developing a start-up strategy
  • Procedures and checklist development
  • Performance and acceptance testing
  • Managing reservation lists (mechanical problems which arise during start-up)
  • Checking and commissioning projects/Mods

Module 15: Training

  • Introduction
  • Training policy
  • Job Profiles
  • Competency Model
  • Training Records

Module 16: Closing the Turnaround

  • Introduction
  • Demobilization of the Site
  • Final Inspection and Handover
  • Post Shutdown Critique/debrief
  • Final Outage Report
  • Turnaround Data (Productivity, planning, Benchmarking, KPI’s)

Location

Port of Spain, Trinidad and Tobago
+91 471 2 70 50 50maintenance@fextons.com