Turnaround and Shutdown Management · learning outcomes / KeY taKeaWaYs • Enhance the company’s strategic Turnaround capabilities • Improve the company’s approach to planning

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Eric Scott

Turnaround and Shutdown Management

MasterClass

Online MasterClass 17-19 May, 2021

Learn about the execution and commissioning of Chemical Plants turnaround

learning outcomes / KeY taKeaWaYs

• Enhancethecompany’sstrategicTurnaroundcapabilities• Improvethecompany’sapproachtoplanningandscheduling• Provideaframeworkforeffectiveturnaroundexecution• Highlighttheuniquesafetyrequirementsofturnarounds• Fostertheoneteamapproachtoturnarounds• ToensureasafeandorderlytransferfromTurnaround

phasetoStart-upphase• Provideacomprehensiveknowledgebaseforturnarounds• Demonstratethelatestplanningtechniquesforturnarounds• Toshareideasandissues


MasterClass

[email protected] +36 1 848 0515www.glceurope.com

17-19 May, 2021Online MasterClass

Who Should Attend?

eVent IntRoduCtIon

methodology

This workshop is designed to be beneficial to all individuals who interface with or are involved

in the planning, preparation, execution and commissioning of Chemical Plants during and fol-

lowing a turnaround. It is especially useful to managers, engineers, operations, planners, sched-

ulers, 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.

The planning, preparation and execution of a turnaround is a complex undertaking that

demands an effective strategy, a high degree of control and great attention to detail. It also

requires a profound understanding of the critical elements that go to make up a turnaround

and the drivers and constraints that shape the event. This requires involvement of every level

of the company from senior management who set the framework for the event through to the

craft personnel who perform the actual work.

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.

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.

The basic principles of the methodology are:

There are only two types of work on a turnaround, routine and unexpected. If the routine is

under control there is time to deal with the unexpected but if the routine becomes unexpected

the unexpected may become catastrophic.

Each module offers a practical approach with examples that draw out and develop participants

learning and experience in addition to that offered by the workshop.

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MasterClass



Eric Scott 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.

Spent 35 years with ICI most of which was in senior management roles. For 5 years as ICI’ s Senior

Inspection Engineer responsible for the registration and inspection of pressurised systems

throughout the company. Followed by 30 years in Turnaround Management, responsible for

setting up ICI’ s Turnaround Management Organisation, including three years as the Senior

Manager for the companies International Turnaround Management Group. In 1997 seconded

from ICI to Petronas Malaysia as Senior Turnaround Manager - Turnaround Group responsible

for setting up a turnaround management organisation responsible for the management of

turnarounds throughout the 40 operating units including the recruitment and training of all

personnel. This group undertook some 20 turnarounds per year.

Author of ICI’s “Model of Excellence in Turnaround Management

Author of Sellafield Nuclear Group - Turnaround Management Methodology

Author of Advanca (PTA) Turnaround Management Methodology

Author of OGP (Petronas) Turnaround Management Methodology

Meet the Trainer:

Eric ScottMaintenace and Turnaround Consultant



MasterClass



daY 1

Coffee Break10:30

Lunch Break12:30

09:00

08:30

10:45

Introduction to Outage Methodology

Initiating the Turnaround (Steering Group)

• 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)

• 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)

END End of Day 115:00

13:00 Worklisting

The Plan

• 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

• 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 (updating the schedule)

Connecting to the online MasterClass

All dates and times are expressed in UTC/GMT+2 on the Agenda (CET Time Zone)



MasterClass



daY 2

Coffee Break10:30

09:00 13:00

08:30

Preparation Estimating and Cost Control

ResourcesSite Logistics

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

• 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

• Identification of work skills and numbers• Optimisation of job methods and resource

numbers• Optimisation of working patterns• Adequate management and supervision• Wrench Time• Skills tests• Resource problems

• 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 traceability)• 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

10:45 Turnaround Organisation/Training

Contractor Issues

• 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

• Contract Styles (analysing 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




Lunch Break12:30



MasterClass



daY 3

Coffee Break10:30

09:00 13:00

08:30

10:45

14:50

Executing the Outage Quality management

Performance Monitoring / Closing the Turnaround

Start-up Planning

• 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

• 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

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

Benchmarking, KPI’s)• Auditing• How to audit• What to audit• Benchmarking• What is benchmarking• How to benchmark• Measurement• The importance of measurement• What to measure• Productivity The importance of

measurement

• 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

Lunch Break12:30

Safety Management

Feedback/Evaluation Session

• 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






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Documents

Turnaround and Shutdown Management · learning outcomes / KeY taKeaWaYs • Enhance the company’s strategic Turnaround capabilities • Improve the company’s approach to planning