At DMS, we have learned that there are several key components that are included in every successful shutdown, turnaround or planned outage. We’ve outlined them here in a list of ‘best practices’.
- Long-term planning – A comprehensive turnaround schedule should be in place for at least a five year period. This prevents lag time in the turnaround planning and integrates the scheduled turnaround into a company’s ongoing processes.
- Core team development – Along with the individual teams created to develop the turnaround schedule and plan, a lead team that has over-sight is critical to maintaining focus and holding individual teams accountable to the objectives set by plant leadership in all areas. The members of this team should include representatives from the mechanical contractor, as well as in-house leadership.
- Plan development – The core team, with the help of its sub-teams, develop the timeline estimate with milestones, beginning with pre-turnaround milestones. A preliminary cost estimate, man-power requirements and an organizational structure should be developed. A cost tracking and reporting process needs to be developed and an audit schedule for measuring progress. Hazardous operations should be identified and safety requirements established.
- Pre-turnaround – This stage is just as critical to success as the planning. Orientation of the maintenance contractor and training of the execution team takes place. The safety plan is implemented, material procurement takes place, temporary connections and offices are prepared, pre-fabrication and other pre-shutdown work is begun.
- Execution and Post-turnaround – Implementation of the plan is carried out and audit reporting done during the execution phase. Following the turnaround, demobilization and a turnaround review process should be planned for and followed through. This allows for assessment of lessons learned and recommendations for future turnarounds.