Turnaround Improvement Consulting

Our Turnaround Improvement Programs can yield great benefit in a critical part of plant operation.

An approach to conducting effective turnarounds (T/As)

Assess T/A Planning and Execution effectiveness

Define parameters to measure T/A performance
Identify organizational barriers that exist
Establish the incentives for change
Pinpoint the procedures that need to be upgraded

Benchmark the competition

Cost and schedule indices

Run length predictability

T/A planning milestones
Accuracy in predicting work to be done
Critical path optimization

Establish improvement objectives

Develop a T/A milestone plan consistent with Pacesetter practices
Define the organizational and procedural improvements required
Set up an action plan to implement T/A planning improvements
Conduct follow-up reviews to assess implementation of changes

Assistance by Carmagen Engineering, Inc.

Conduct an initial assessment of the client's current T/A effectiveness. This would consist of a one to two week visit by two or three of our consultants for interviews with the client's key personnel to:

Estimate the competitive position
Review critical organizational procedures. This includes:

Management role
Plant monitoring: Inspection and process performance
T/A planning procedures
Budgeting and work progress assessment

Define preliminary opportunities for improvement
Identify highest pay-out organizational and procedural changes
Work with the client's personnel to develop improvement plans
Action steps to improve procedures
Timing and resources needed
Training needs

Subsequently, we could assist with implementation of selected improvements, such as:

Communication and team building
Redefining roles/responsibilities
Developing improved procedures
Budgeting
T/A milestone plan
Planning tools
Critical path development

Alternatively, Carmagen Engineering, Inc. can work with the client's organization in applying the principles of T/A Excellence to a specific T/A. At critical stages during T/A preparation, we would work with your personnel to implement improvements. We recommend the following series of consulting visits.

15 months prior to the T/A: establish the T/A planning objectives

Two-day visit by one of our consultants to interview key management and T/A planning personnel
Define the major work item that requires the shutdown
Set the expectations on duration and cost for the T/A
Define the margin lost for each day of lost production

12 months prior to the T/A: work list review — to justify the major work activities of the T/A plan

One-week visit by two or three of our consultants, depending on the nature of the unit and work anticipated
Review reason for each work activity
Establish the cost and benefit for work requests
Conduct justification reviews
Define work that can be eliminated from the T/A
Define preparation work to be done by the client

Preliminary T/A cost estimate
Identification of personnel responsible for finalizing the work list
Organization charts for the refinery and the T/A Planning Team
Consolidated preliminary work lists for the units involved
Summary of the prior inspection findings for the equipment
P&IDs showing blocks and by-passes
Preliminary review of schedule with operations, inspection, and process technical service personnel

Six months prior to the T/A: work planning review — to analyze the quality of planning and preparation

One-week visit by two or three of our consultants
Assess the critical path work execution plan
Review the T/A execution organization
Evaluate the contracting approach
Review the plans for executing the work in a safe manner
Review materials procurement
Consolidate the results of work done by the client

T/A Budget
Expected Oil-out to Oil-in schedule
Define work and shift schedules to be used during the T/A
Prepare preliminary Gantt charts for critical/sub-critical activities
Summary of the contract development and bid status
Critical crane lists
Plans for evaluating work risks
Summary of delivery of critical materials

T/A communication plan