Best Practice on Turnaround

There are mainly six stages for Turnaround Planning

Stage-1. Sub-process - Analyze Business plan (24 Months prior) :

Shut down is a business Decision .The major activities are listed & mapped in Multi    year

Planning Process for 10 year (Minimum 5-6 years) horizon & “Dominant reasons

/constraints “are identified for deciding the “Major shut down event “or "Short shutdown

Event." Following various aspects are reviewed while taking this decision.

• Market Demand

• Operational Requirements which cannot be postponed (e.g. Catalyst exhaustion,

Statutory which is must etc)

• Plant performance deterioration due to fouling /cleanouts

• Statutory requirements

• Project Integration

• Critical overhauls & Corrective repair plans

• Inspection Intervals.

• Fit the company's overall business & budget plans

• Check Seasonal adjustments

• Other Company shutdown coinciding

To understand the cost impacts associated with turnaround timing decisions, & to simplify

Their analysis, four distinct cost components can be identified. Each represents a group of

Costs that typically are affected when a turnaround date is changed. These factors are:

• Probable cost of failure (potential cost associated with the risk of an unplanned

Outage due to reliability issues)

• Planning & execution cost of turnaround

• Life cycle cost impact on the facility

• Business environment related costs (differential margins, cash flows etc)

The cost impact over time for each of these factors is distinctly different.

The probable cost of failure generally increases with time from the last turnaround.

The planning & execution costs generally increase with a change in either direction from

Target turnaround date (given sufficient planning time was allowed to begin with).

Life cycle costs increase (interval <baseline) or decrease (interval >baseline) linearly from the

defined optimum baseline reliability –driven turnaround interval.

And the business environment costs are irregular & dependent on business conditions at the

points in time under consideration.

Considering all above, Proposal for Shut down with Justification indicating Date, Size,

Purpose & Objective of shutdown. (E.g. High Pay Back modifications, Reduce the probability

of breakdown between shutdowns, Increase intervals between shutdowns, Catalyst

Replacement etc) is prepared & put up for approval of the Management.

Stage-2. Sub-process - Conceptual planning (18 Months Prior) :

This is a one page Mile stone plan. The cross functional core team is formed. Conceptual

planning focuses on establishing critical dates required to execute the process for any given

event. The initial process timeline includes key dates such as unit shutdown & start up periods,

basic dependencies among units & the target mechanical windows including critical jobs.

Previous lessons learned are also addressed in conceptual planning. Contracting Strategies are

firmed up

• Cross Functional team formed

• Define basic dependencies between units.

• Previous lessons learnt

• Major /Critical Job Window.

• Key time frame indicating unit shut down & start up periods including the time line

for Major Job window.

• Firming the contracting strategies

• Level 1 Budget (+/- 30%)

Stage-3. Sub-process - Detail planning (12 months prior):

Detail work tasks are reviewed, sequenced & steps required to complete each work package

are logically laid out. The in-detail job steps & resources are reviewed by knowledgeable who

will execute the job in field & document the final steps & resources as required. The critical

path job is identified & risk analysis is performed. Level 2 budget (+/- 10%) is prepared &

budget approval is initiated. Procurement action for long lead time items initiated. Contractor

Mobilization Plan is prepared. With approved budget, Material ordering & awarding the

contracts initiated. Contractor Mobilization Plan is prepared. Identifying tools &

consumables needs, packaging the materials, developing definitive crew assignment plans,

etc. are firmed up.

• Logical Mapping of Detail work task, steps to complete the work task & sequencing

the work task

• Review & revalidation of resources required to carry out the job.

• Identification of tools & consumables.

• Optimize schedule with different work approaches & final activity chart indicating the

critical path as well as indicating the predecessors & successors for all the activities.

• Level 2 budget: More Precise (plus minus 10 %)

• Defining the contractor’s scope.

• Contractor Mobilization Plan

• Material Ordering for long lead time items 12 Months prior.

Stage-4 Sub-process - Pre Turnaround activities & Audit:

With approved budget, Material ordering & awarding of the contracts are initiated.

Communicating & familiarizing the scope to executing parties are also triggered. This

familiarization will help the contractors understand the scope as clearly as originator and help

control the scope during the execution phase. This familiarization phase is most important of

establishing contractor staffing & craft mobilization plan.

All the activities which can be executed prior to shutdown are listed & completed in advance.

The Permit Issue Plan, Isolation Plan, Decommissioning & decontamination plan, Electrical

isolation Plan, Crane routes & rigging plan , Safety plan, Prefabrication Jobs, Working shifts

& shift manning plan etc. are typical activities which can be completed during this phase .

Peripheral Infrastructure like Contactor site office, Contractor’s Canteen, Rest room, Sign

Boards & Hoardings, Material Handling arrangements, Placements of materials at the

required location by schedulers etc are completed during this phase.

Audits are conducted to ensure the availability of all required resources. Inspection & quality

checks of receipts and follow up of pending if any, brings the confidence to zero date shut

down execution phase.

Validation of crane routes & rigging plans ensures the safe material handling during

Plans 12 to Zero Months Prior

Stage-5. Sub-process -Turnaround Execution:

All resources are mobilized as per the mobilization plan & the work should begin as soon as

possible following the shutdown plan.

Safe decommissioning, proper & positive physical isolations, Electrical Isolations are very

critical to hand over the equipments for maintenance. Timely issuing the permit to work

eliminates the idle time.

Detail maintenance tasks are carried out as per the scheduled sequence of activities. The final

recommendations, during inspection if any, should come as early as possible to ensure enough

time for correction.

Create feed back loop to monitor progress & update the plan. The quality plan & embedded

mini plans must be audited on a continual basis to confirm that the things are happening as

they are planned to. Shut down progress charts should be prominently displayed at strategic

locations. The Planner must update & highlight significant issues which imply deviation from

plan and need to be resolved. Daily schedules derived from the master schedule helps to bring

the effectiveness in monitoring shutdown. The shutdown manager should hold a daily

communication meeting with the shutdown team including contractor’s representatives.

Deviation in the plan due to changing priorities, progress, potential problems & all other

relevant issues should be discussed during the meeting. Job completion clearance should be conducted as per the authorization matrix.

Pre start up audits should be conducted to ensure smooth start up. Preparation of start up with

pre start up safety review should begin as a parallel activity, the moment the equipments are

boxed up.

• Safe Decommissioning

• Daily meeting to Monitor progress & Update plan

• Quality checks & audits

• Daily Schedules from Master Schedule

• Deviation Plan due to changing priorities

• Job Completion review Planned & actual.

• Prestart up safety review

• Preparation of start up

Stage-6. Sub-process - Post Turnaround activity:

All aspects like Managing work scope, Job Planning, Cost Performance, Work Schedule,

Contractor Performance; Safety & Environmental Compliances etc. should be reviewed to

find out Learning points identified during the course of shutdown & identifying the actions

for future improvement. Shut Down reports should be released as soon as possible but not

later than 3 months after start up. The report should contain brief but precise record of

inspection findings, operational & technological findings, the shutdown observations &

forecast of the inspection work list for the next shut down. The report should have headings

like Executive Summary, Performance statistics, Duration/Delays/Safety , Organization &

Manning, Contracts & Contractor Performance. The report should indicate the learning’s from

Turnaround (seek improvement and not guilt).

• Waste/ Scrap Management

• Brief but precise documentation of inspection findings

• Review all parameters to indicate learning & to measure the shutdown performance

• Compliance & Variance report on various parameters like Schedule, Cost , Safety,

Environment, etc

• Publish Consolidated Shutdown report within 3 Months (Max)

• Work list for next Shutdown

• Job Benefit analysis after six Months of start up to access Performance.