Shutdowns
&
Turnarounds.
Best practice.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
By Dr. Abdelkader Salem.
Topics
A. STO best practice:
Event strategy.
Event phases.
Quality plan.
Safety plan.
B. Freezing of scope of work
C. Shutdown management format and
resources optimisation
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Context of shutdown event
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown context
Financially: Unusually expensive event.
Technically demanding.
Plant disturbance: possibility of induced
operational problems.
Psychologically: stressful event for planning and
plant personnel.
Effect on HSE:
Can potentially induce:
Reliability issues: Leaks.
Accidents.
Etc.
A reluctantly accepted management tool.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Why carry out a plant shutdown?
Management tool to regain/enhance HSE,
reliability, uprate or upgrade capacity of the asset.
Carry out jobs requiring plant outage, related to:
HSE.
Facility changes, uprate/ upgrade.
Project work.
Maintenance and inspection work:
Etc.
03/08/2015
Reliability jobs.
Integrity jobs.
Equipment repairs.
Statutory inspection
MENA 2015, STO's best practice.
Abdelkader Salem
Effect on Companys business
Reality, asset exists as long as it makes
money for its shareholders.
Rate of production is usually affected.
Financed from Companys profit.
Affects Shareholders dividend.
Success of a turnaround is directly
connected to Companys profitability.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown Strategy, HSE and Quality
plans.
Financial:
Plant stops making money for the period.
The earlier plant is back on stream the better.
Resources selection and plant Reliability.
Planning
Quality plan
HSE: Possibility of incidents. HSE Plan
Shutdown success Versus Company performance: KPIs
Budget.
Necessity for a overall even strategy
Reliability.
HSE.
MENA 2015, STO's best practice.
03/08/2015
Abdelkader Salem
A. Shutdown strategy
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown Core Team
Most effective approach to plant
shutdowns is long term strategy.
Consider plant outages in 5, 10 years (or
shorter) in company overall business plan.
Decides on what will and what will not
be shutdown.
As this is long term part of company
business, it pays to build/retain expertise
in shutdowns core competence.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Business case justification
Event scope drivers.
Why this work has to be done at all. Case
Why this work has to be done now.
Major deliverables for the event.
Propose duration of the shutdown.
Estimate budget (company financial procedure?)
Return on investment (ROI), expectations if
efficiency improvement etc.
Consider event constraints.
Consider/ identify major risks.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Event strategy alignment
Event strategy must be alignment with:
Companys high level objectives and overall
business goals (production, finance, etc.)
Must be INTEGRAL to companys maintenance and
inspection strategies.
Must be ALIGNED with company asset integrity
objectives.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Event phases
1.
2.
3.
4.
5.
Initiation.
Preparation and Planning.
Pre-shutdown
Execution, plant hand over.
Event post mortem:
03/08/2015
-Lessons learnt.
-Report writing.
-RACI on agreed actions till closure.
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown strategy, Phase 1
Phase 1, Initiation:
Finalise business plan and justifications.
Nominate shutdown management core team.
Define goal and objectives.
Define scope of main drivers.
List event constraint.
Estimate duration.
Estimate budget and request funds.
Set communication process: meetings etc.
Review previous shutdown reports and lessons
learnt.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown strategy, Phase 2
Phase 2, preparation and planning:
Finalise shutdown team and agree management format.
Set roles and responsibilities.
Define scope of main drivers.
Estimate event complexity.
Finalise budget and request funds.
Set communication process: meetings etc.
Set cut-off/ freeze date for scope of work
Review/ produce necessary procedures.
Agree and set contracts as necessary: manpower, material,
construction equipment, transportation, specialized services.
Set Administration and Cost accounting teams.
Set working pattern.
Re estimate event duration and determine critical path.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown strategy, Phase 3.
Phase 3, pre-shutdown activities:
On-site:
Close coordination with Plant Team.
Plant on stream, all activities under PTW system.
Off-site
Off-site activities mostly include:
Prefabrication.
Testing of newly acquired equipment or replacement.
Completion of these activities should be completed before
event start date.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown strategy, Phase 3 ctd.
Phase 3, on-site pre-shutdown activities:
Discuss and agree with Plant Team the scope of work
for ON SITE ACTIVITIES under PTW.
03/08/2015
Erection of scaffolding at selected areas.
Work order tagging.
Removal of insulation at selected areas.
Rigging preparatory work.
Mobilization of equipment.
Mobilization of contractors.
Mobilizing and lifting and transportation equipment.
Lay-down and marshaling areas.
Temporary office facilities.
Etc.
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown strategy, Phase 4.
Phase 4, execution phase:
Assist in plant shutdown: inventory removal, decontamination
and isolation.
Physical equipment disconnection and opening.
Inspection: visual and instrumental examination.
Repairs, overhaul of existing items, installation of new items,
removal of redundant items, execution of project related work,
etc.
Reinstatement of plant equipment: final inspection, equipment
boxing up, reconnection, etc.
Plant testing: pressure testing, system tests, trip and alarm
testing and settings, etc.
Plant start-up: reconnection of services, reintroduction of
inventory, etc.
Clean-up of the plant AND hand shake.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown strategy, Phase 5.
Phase 5, Termination:
This phase involves two separate elements:
Ensuring plant is handed back in fit condition.
Debriefing at all levels of the organization to capture the
lessons learnt .
Shutdown Managers responsibility to produce:
Shutdown report which will include a summary of the
salient points of each phase of the event.
Report will also include the lessons learnt from the post
mortem sessions, the recommendation of the audit report
(if carried out) and a financial report if available.
Those who do not study history are doomed to repeat it.
Winston Churchill.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Event Quality Plan
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Event Quality plan
Quality Plan specifies the minimum quality
assurance and control system to:
Circumvent inferior work quality which would
eventually compromise the integrity of the plant
assets.
Resources selection.
Work quality checks throughout phases of event.
Peer reviews.
Shutdown Manager is responsible to issue
Quality Plan for the event in question.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Turnaround KPIs
KPIs often adopted are:
i.
ii.
iii.
iv.
v.
Complete all planned jobs.
To highest work quality.
With minimum downtime.
Minimum cost.
Zero accidents and minimum environment
impact.
Seldom completion of all planned work,
achieve highest quality, minimum downtime
and lowest cost.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Event HSE Plan
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Event HSE Plan
Shutdown event presents unique HSE challenges due to:
Large work force.
Unfamiliarity with the facilities and equipment.
Strict schedule.
Extended working hours.
Shutdown Manager produces HSE plan specific to the event at hand.
HSE Plan to specify minimum requirements to:
Minimize incidents occurrence.
Insure overall goal and objectives are achieved with no HSE
compromises.
HSE Plan will describe overall HSE structure in which the individual
HSE plans of all stakeholder will fit (including contracted agencies).
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
B. Scope freeze/ cut-off date
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Scope of work freeze date.
1. One of main contributors to success of a
shutdown event is a thorough control and
optimization of the scope of work.
2. Aggressive screening vs. the scope criteria.
3. Work challenge.
4. Freeze work list at suitable timing (cannot
plan against an open scope of work).
5. Establish and agree procedures and make all
Stakeholders aware.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
C. Event management options
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Turnaround Management options
Options
i. Client Company Management.
ii. Consultant Management Team.
iii. Main Contractor Management Team.
iv. Mix of (i) and (iii).
Usually adopted
v. Rarely (ii) or (iii) acting alone in complex
plants.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Alliancing shutdown Management
format
Most effective and cost efficient.
Based on Client/ Contractors:
Team work (integrated shutdown team).
Alignment of goal and objectives (same KPIs).
Use of bonus/ penalty scheme.
Success is dependent on:
Change of contract culture (both Client and
Contractor).
Mutual trust.
Etc.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Turnaround management options
pros & cons
Each option has benefits and drawbacks
depending on the constraints:
i. Shutdown complexity.
ii. Level of plant Turnaround expertise.
iii.Complexity of plant.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
END
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Support slides
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown event constraints
Companys objectives (production rate etc).
Impact on sister companies.
Selection of window of opportunity.
Estimate Shutdown duration.
Budget and funds availability.
Event cost estimation including impact of plant outage
(production losses and profit loss).
Timing during the year and weather considerations.
Total Resources timely availability (workforce, spares, etc.).
Availability of additional services such as catering and
accommodation, etc.
Etc.
Back
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Shutdown event procedures
Procedures will be prepared with due attention to quality,
companys experience and best practices.
Included may be the following procedures:
Formulation and validation of a shutdown work.
Request for additional scope after cut-off date.
Shutdown miles stones.
Validation of shutdown and start up plans
Analysis of event critical path.
Delegation of authority.
Formulation of peer reviews.
Control management of additional work past the freeze date.
Management of emergent work during the execution phase.
Back
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Turnaround close out
Close out report will include Lessons learnt in the following:
HSE issues.
Shutdown policies. Impact on the shutdown.
Workscope. Emergent work. Reasons. Engineering activities.
Planning and scheduling.
Cost performance. How close to the budget. Cost of emergent work.
Work completed compared to work scheduled.
Scheduling compliance.
HSE compliance.
Communication: what worked and what didnt.
Reporting techniques and technologies used.
Contractors performance.
Vendor performance.
Those who do not study history are doomed to repeat it.
Winston Churchill.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Challenging Turnaround
workscope
Work lists ought to contain ONLY those
jobs which cannot be carried out with the
plant on the run.
Must challenge attitude: ..plant is shut
down anyway, so why not take advantage and
Case study: plant 6
get as much done as possible!..
Challenge jobs not necessary but ..nice to
do!.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Content of final work lists
Final work lists must contain only validated work
necessary to restore, maintain or improve plant reliability,
capacity and safety.
1. Legislatif and/or company standards.
2. Corrective maintenance.
3. Preventive maintenance.
4. Equipment cleaning.
5. Sanctioned safety initiatives.
6. Sanctioned quality improvement initiatives.
7. Projects which up-grade or up-rate plant capacity and
equipment.
One exception:
Work that could be done on-line but would be genuinely
complicated or presents high risk hazards.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Back
Unnecessary work
Unnecessary work will:
1. Clog work plan and schedule.
2. Divert Turnaround resources from genuinely
important shutdown jobs.
3. Take up valuable time.
4. Increase the cost of the event.
5. Risk introduction of faults into otherwise a
reliable plant equipment.
Case St elect motor
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Event execution complexity.
Factors that affect shutdown execution
complexity
i.
Size of shutdown measured in field manhours
ii. Amount of Capital Project scope measured
in Percentage of capital field man-hours
iii. Experience in conducting the shutdown
measured in Months since last shutdown
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
Overall Complexity
Business Impact
Low
Medium
High
Low
Medium
Medium
Medium
Medium
High
Medium
High
High
Low
Medium
High
Phase 2
Courtesy of AP Networks
KPIs example
KPIs ought to meet the following objectives.
Management and prioritization of work
HSE management compliance.
Work schedule management.
Planned Vs Spent man-hours.
Completing planned and emergent work within
the sanctioned budget.
Reliability.
03/08/2015
MENA 2015, STO's best practice.
Abdelkader Salem
