A dedicated area to discuss Shutdown, Turnaround & Outage Planning issues
I know that this is a somewhat open ended quation but I am trying to understand how many shutdown planners should we have in our business.
I am fully aware that it is dependant on many factors including:
ScheduleReader™ is a software for viewing schedules exported from Primavera in the XER, XML and XLS file format.
It can convey schedule information through dynamic views among all parties involved in a project, enabling them to easily interact with the (view-only) data by using filters, groups, sorts, reports and more.
In various literature I see two different kind of schedule levels. Level 0-4 or Level 1-5.
Which definition is commonly used ?
What would be the appropriate levels for a turnaround schedule and could someone give me some specific examples for a turnaround of each level ? (duration 2,5 weeks, 2500 mechanical hours)
I'm kicking off the planning of a 200,000 hr shutdown due in 12 months. Previous shut downs here have used extensive resource logic between physically unrelated activities as a way of manually resources.
I'm not a fan of resource linking, I'd rather use the automatic resource leveling and let any unrelated activies sit on data date if they are available for work to start.
I can see there are pros and cons for both methods, udateing with resource links can be a nightmare with work all over the place and possibly/most likely incorrect critical paths poping up at every update.
I have for example a safety valve which has to be replaced and calculated the disassembly and assembly time for example to be 2 hours.
My colleague scheduler says he always sets the duration for this activity to 10 hours (in this case the length of a shift), because he is only interested in the fact that the work on the safety valve is done on a specific day during this shift and not exactly in which 2 hours it is done.
Is this good practice ? Why ? (or why not)
Hi:
I have been looking for some benchmark data or research to try and put numbers to costs associated with doing work during Turnaround (TAR) versus doing it as a normally scheduled maintenance task (OR OUTAGE) carried out by either in-house maintenance crew, or external contractors.
I thought there would be more information available online about this area, but have been unable to find anything specific.
Dear planners,
Thanks for the support for posting posts which helps other planners anywhere in the world.
So,
As a New to planning department, Our task phase is Short lead items List out necessary for our Major turnaround, as per the instruction, we have to Look in GA, P&ID,Blinding list from operations,Isometric & Sap (for previous or installed material details).
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Hi everybody,
Maybe a good question to start with in this forum:
What are the characteristics specific for Turnaroundprojects ? (what is fundamentally different compared to a "normal" construction project for example)
Which things do you encounter which you will only see in those kind of projects ?
Hi, my experience has always been project planning. Recently I've been assigned to do maintenance/ shutdown scheduling (CPF, well pads), I'm having a hard time figuring out how to approach it. In projects world, I've always been doing the top down bottom up approach. For maintenance/ shutdown, so far my observation is, everyone is in the weeds. Just to list a couple questions to start off:
1) There are 9 levels in the WBS, with every single WO in it. Is there a simpler way to do this? Can the WOs be activity codes?
2) In general, what's th
