produced by: operations turnaround leadership and integrated turnaround planning a. bobby singh,...
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Produced by:
Operations Turnaround Leadership andIntegrated Turnaround Planning
A. Bobby Singh, President
Project Assurance, Houston, Texas
Presentation FocusPresentation Focus
Importance of Operations Turnaround LeadershipImportance of Operations Turnaround Leadership
Recent Case StudiesRecent Case Studies
Common Operations PitfallsCommon Operations Pitfalls
Work Scope Development and ManagementWork Scope Development and Management
Integrated Turnaround PlansIntegrated Turnaround Plans
Operations Turnaround Excellence - SolutionsOperations Turnaround Excellence - Solutions
What is World-Class?What is World-Class?
Clues and SignsClues and Signs
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Contractor Alignment and Team Building Sessions Contractor Alignment and Team Building Sessions
are conducted after the turnaround completion.are conducted after the turnaround completion.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Turnaround scheduling staff are frustrated due to the Turnaround scheduling staff are frustrated due to the
planning software’s limitation to schedule only planning software’s limitation to schedule only
1,000,0001,000,000 activities. activities.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
When operations adds more work scope in the first When operations adds more work scope in the first
week of the turnaround than what they identified week of the turnaround than what they identified
in 12 months before the turnaround.in 12 months before the turnaround.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Expedited and long-lead materials are found Expedited and long-lead materials are found
under contractors’ trailers after the under contractors’ trailers after the
turnaround completion.turnaround completion.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Sole criteria for selecting qualified contractors is the Sole criteria for selecting qualified contractors is the
number of their memberships to golf clubs, burlesque number of their memberships to golf clubs, burlesque
bars and invitations to hunting and fishing trips.bars and invitations to hunting and fishing trips.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Planning, Inspection and Safety staff are laid Planning, Inspection and Safety staff are laid
off to save turnaround costs and improve off to save turnaround costs and improve
bottom-line profits.bottom-line profits.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
WBS, MOC, PSSR and HAZOP are perceived as the new WBS, MOC, PSSR and HAZOP are perceived as the new
Cable TV Channels on the information super-highway.Cable TV Channels on the information super-highway.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Company’s turnaround vision, goals and KPI’s are Company’s turnaround vision, goals and KPI’s are
written by professional speech writers.written by professional speech writers.
3
Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
Progress status, schedule updates and cost Progress status, schedule updates and cost
forecasts are performed by local psychics, forecasts are performed by local psychics,
astrologers and tarot card readers.astrologers and tarot card readers.
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
TOP TEN LISTTOP TEN LIST
When a Company is NOT Managing When a Company is NOT Managing World-Class TurnaroundsWorld-Class Turnarounds
When a Turnaround Manager says that he has not When a Turnaround Manager says that he has not
read Bobby Singh’s latest book read Bobby Singh’s latest book
World-Class Turnaround ManagementWorld-Class Turnaround Management..
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Achieving World-Class TurnaroundsAchieving World-Class Turnarounds
Recent Turnaround ResultsRecent Turnaround ResultsOperations PerformanceOperations Performance
Units shutdown and turnover took 18 days vs a plan for 10 daysUnits shutdown and turnover took 18 days vs a plan for 10 days
Shutdown Sequence of units changed during turnaroundShutdown Sequence of units changed during turnaround
Different groups had separate blind lists for same workDifferent groups had separate blind lists for same work
Inexperienced operators needed directions during shutdownInexperienced operators needed directions during shutdown
Two chemical cleaning contractors with conflicting plansTwo chemical cleaning contractors with conflicting plans
Operations shift schedule different than the maintenance Operations shift schedule different than the maintenance
Turnaround Capability AssessmentTurnaround Capability AssessmentDisturbing ResultsDisturbing Results
35-40% work scope growth after freeze date35-40% work scope growth after freeze date
Budget and work scope conflictsBudget and work scope conflicts
LOTO conflicts and excessive permit delaysLOTO conflicts and excessive permit delays
Shutdown and start-up timelines not fully definedShutdown and start-up timelines not fully defined
Operations had limited resources to support planningOperations had limited resources to support planning
Departments working in silos with conflicting agendasDepartments working in silos with conflicting agendas
Operations PitfallsOperations Pitfalls
Poor communication between different departmentsPoor communication between different departments
Operations inability to assign qualified staffOperations inability to assign qualified staff
LOTO requirement are more complex during implementationLOTO requirement are more complex during implementation
Constantly changing blind lists Constantly changing blind lists
Shortage of experienced operatorsShortage of experienced operators
Operations not fully accountable for the turnaround budgetOperations not fully accountable for the turnaround budget
Operations PitfallsOperations Pitfalls
Working from different turnaround work listsWorking from different turnaround work lists
Operations planning group working in isolation Operations planning group working in isolation
Operations execution group not familiar with shutdown plansOperations execution group not familiar with shutdown plans
Shutdown sequence not synchronized with critical pathShutdown sequence not synchronized with critical path
Operations activities not included in turnaround scheduleOperations activities not included in turnaround schedule
Operations shutdown plans not resource optimizedOperations shutdown plans not resource optimized
Operations plans are invariably optimistic Operations plans are invariably optimistic
In 3 out of 4 turnarounds
the turnarounds teams did not
have sufficient operations staff
to plan the turnaround.
We have met the enemy
and the
Enemy is us.
Turnaround Work ScopeTurnaround Work Scope
Establish a Work Scope Leadership Team to develop work Establish a Work Scope Leadership Team to develop work scope. Assign an Executive Sponsorscope. Assign an Executive Sponsor
Each work scope request should be critically reviewed, Each work scope request should be critically reviewed, prioritized and work details fully definedprioritized and work details fully defined
Turnaround work scope (80% +) should be identified at least 15-Turnaround work scope (80% +) should be identified at least 15-18 months before the turnaround18 months before the turnaround
Develop contingency plans for potential work scope additions Develop contingency plans for potential work scope additions based on equipment history and inspectionsbased on equipment history and inspections
Inspection recommendations and work scope growth should be Inspection recommendations and work scope growth should be critically reviewed before approval for executioncritically reviewed before approval for execution
Success of a turnaround is directly proportional
to the early and active participation by
operations’ dedicated and qualified staff to
support the turnaround planning process.
Operations Turnaround ExcellenceOperations Turnaround Excellence
SolutionsSolutions
Turnaround Team Leadership should be shared
by a senior operations person from the plant
Operations Turnaround ExcellenceOperations Turnaround Excellence
SolutionsSolutions
Get full time, dedicated, experienced and senior operations staff to lead the operations’ turnaround planning effort:
Get staffing commitment from plant managementGet staffing commitment from plant management
Clearly establish the job responsibilities of all key Clearly establish the job responsibilities of all key
operations positions and ensure right staff is operations positions and ensure right staff is
assignedassigned
Operations Turnaround ExcellenceOperations Turnaround Excellence
SolutionsSolutions
Improve team communication by locating the
Area Turnaround Teams and all participating
departments and their staff in the same work area.
Operations Turnaround ExcellenceOperations Turnaround Excellence
SolutionsSolutions
Training of operators in the operations
shutdown and start-up plans should be spread
over 2-3 months prior to the turnaround.
Operations Turnaround ExcellenceOperations Turnaround Excellence
SolutionsSolutions
Facilitate several Turnaround Dry Runs so
that all participants can demonstrate their
full understanding of execution plans and
resource requirements for the safe and
planned shutdown and start-up of units.
Operations Turnaround ExcellenceOperations Turnaround Excellence
SolutionsSolutions
Assign Operations Manager as an Executive
Sponsor to guide all activities related to
operations planning and execution
Integrated Turnaround PlansIntegrated Turnaround PlansSolutionsSolutions
Establish shutdown and start-up sequence by
units, operating systems and sub systems which
fully supports the turnaround critical path.
Integrated Turnaround PlansIntegrated Turnaround PlansSolutionsSolutions
Jointly develop integrated turnaround schedule with all operations shutdown and start-up activities:
Decide the level of activities and sequence earlyDecide the level of activities and sequence early
Do not expect operations to be P-6 expertsDo not expect operations to be P-6 experts
Integrated Turnaround PlansIntegrated Turnaround Plans
SolutionsSolutions
Unit clearing / decontamination execution plans
and their field requirements are clearly established
at least 6-9 months before the turnaround.
Integrated Turnaround PlansIntegrated Turnaround PlansSolutionsSolutions
Complete turnaround plans / schedules that
includes operations activities at least 3 months
prior to the start of the turnaround.
Share Optimize Rehearse and Implement