OIL & GAS PLANT TURNAROUND & SHUTDOWN MAINTENANCE

There is update at the below link, kindly visit

http://www.planningplanet.com/content/turnaround-shutdown-ta-sd#comment-69565

[[wysiwyg_imageupload:331:]]Turnaround EXECUTION Phases

1. Pre-Shutdown before the Turnaround

1. Fabrication overall list
2. Scaffolding needed, location & quantity
3. Painting job needed for the time can be done only during the shutdown
4. Post shutdown activities from previous
5. Logistic section for heaving lift, pick-up, sedan car, drinking water, house keeping
6. Project or Capital Items for replacement or tie-in
7. Overtime cost charge during the Shutdown period

After above Lists and group assigned finished. Each section head or Planner has to work out material bill list, service requirement, and overall material cost taking from Warehouse Stock. Then find the overall estimate cost to each line items and adding with 15% to the final total cost as  for Turnaround Budget

This has to be done 12 months before the Turnaround

Turnaround Time and Duration Setting

At our company SABIC, T/A is 4 Years Cycle for every individual processing plant, duration has to be considered as below:

1. Business Objective Plan and Market demand
2. Asset Management replacement Plan for Capital Budget
3. Process Catalysts performance and life band
4. Bad Actor showing up after start-up from previous turnaround
5. Project installation and Tie-in time base on Fabricator and Contractor Plan
6. Rotating Equipment Overhauling time

With above line items we can find the best starting date and find the longest duration to fit for item #2,#3,#4,#5 or #6 as the duration. But add 5 days time more for Operation as regular size, and add 8 days more for Operation if there is Catalyst require for reduction process before going on service.

Dear Rodney,

In Any T/A or S/D Cost Control starts from preparation stage itself. Following top be considered while building the budget

• Budgeting accuracy depends on a good job definition & planning
• Controlling the Job-list for the activities that need to be performed - should it be done in-house or outsourced;
• Need cost every task to be performed during T/A & S/D i.e.  
• Direct Labour, materials, services, equipment hire and other cost associated with every job
• Contractor costs.
• Also need to include other costs which is not job specific – overhead & general costs.

For more details, kindly refer to the following book ‘Turnaround Management & Turnaround, Shutdown & Outage Management’,  both books by Tom Lenahan

Regards

Work list

When a Turnaround/Shutdown is declared the planning group should develop a full list of the existing work as a basis for the "Turnaround/Shutdown Work List".

Additions to the work list should be requested from Operations and Maintenance Groups.

A definition of acceptable Turnaround/Shutdown Work should be issued and all additions must be screened against the definition to ensure that the Work meets the criteria.

Turnaround work is defined as:

• All jobs that are necessary for continued operation and can only be done safely at the time of a plant Shutdown.
• Planned maintenance tasks that can only be safely accomplished at the time of a plant shutdown.
• Statutory Inspection requirements for the next 5 years.
• Any Job necessary for continued operation that could be undertaken with the plant running but pose a significant risk of causing a plant disruption.
• Project construction works that needs to be executed during Plant shutdown (E.g.: Tie-in jobs)

Plan for the Plan (Milestone Plan)

The Plan for the Plan is a device used to layout milestone and then monitors the progress of all the elements of Turnaround/Shutdown preparation.

A simple low-level plan is created with an activity for all the elements required to create a Turnaround/Shutdown  plan along with all other elements of Turnaround preparation.

These include:

• Scope of Work
• Supporting documents
• Communications
• Contingency Planning
• Contract management
• Cost control
• Management Philosophy
• Manpower recruitment
• Material Procurement
• Planning Progress
• Operations interface
• Project development
• Risk Management
• Specialist Contractors
• Work list control

Periodic Turnaround/Shutdown  Calendars will be issued, extracted out of the 'Plan for the Plan' to focus on activities due for the coming 2 months. The Turnaround/Shutdown  calendar to be updated according to the needs.

Planning Team

A planning team should be formed early in the Turnaround/Shutdown process (normally 18 months before the event) after announcing the Turnaround Manager. The team should be under the control of a Turnaround Planning Leader and should consist of the following:

• Mechanical Planners for all Static Equipment
• Mechanical Planners for all Rotating Equipment
• Instrument Planners
• Electrical Planners
• Process Representative
• Operations Planners
• Inspection Engineer
• Civil/Structural/Painting
• Materials Planners
• Cost Engineer
• Planning Administrators

The team should be sized to ensure the all aspects of the plan and cost estimation can be completed and reviewed in time for test prior to the Turnaround/Shutdown.

Additional Planning support team members should be nominated from each Department / Sections for single point contacts channeling Turnaround/Shutdown related information to the respective sections, represent the Section in Turnaround/Shutdown related meetings and easy resolving of Turnaround/Shutdown related issues.

Indicators of concerns

The following list of "leading indicators" are a good predictor of Turnaround/Shutdown performance – if any of these appear, there is a high likelihood that one or more of the Turnaround/Shutdown objectives will not be met.

• Key positions not assigned and not working full-time early enough to allow proper front-end loading of planning and preparation
• Misalignment of functional milestone plans (between the different functions)
• Work list not restricted per the milestone timing
• Capital projects not appropriated per the milestone timing
• Budget & corporate plan misalignment causes many recycles, diverting resources form detailed planning work
• Late assignment of operations/ process resources to planning & preparation efforts
• Issued-for-construction drawings not ready per the milestone timing
• Major execution contractor(s) not in place per the milestone timing
• Key personnel turnover
• Shutdown and start-up plans and schedules not integrated with the maintenance / project work

Keys to the successful implementation of Plan

• All activities related to the Turnaround & Shutdown that require resources are input to the planning and scheduling system to enable effective resource scheduling.
• All work activities are planned. The level of detailed planning and the amount of job preparation vary depending on the job. The level of planning must be value-added.
• All personnel - Management, Maintenance, Operations/Process and all other disciplines or functions - are committed to planning and scheduling to enable efficient execution and to minimize lost production opportunity, that is, minimize the event duration.
• A high-discipline level to execute agreed upon plans and schedules with high compliance exist throughout the organization.
• Management input primarily through focus on providing guidance to the event planning & execution team, and by ensuring adherence to sound shutdown / turnaround planning & execution standards and practices.

PLANNING PRINCIPLES

The function of the planning group in a Turnaround is to identify & locate all aspect of necessary items and prepare all aspects of the work to be executed so that the activity is executed safely at the shortest practical duration and lowest possible cost without affecting quality.

A fully integrated plan is essential for efficient Turnaround Control. This means a detailed Operations Shutdown and Start-up plan, linked to detail Mechanical and project plans to form one cohesive network including Pre-work, of-spec product to on-spec duration and work that can be completed outside of the Turnaround window.

The Plan when complete and reviewed should drive the work using task criticality, rather than monitor progress, (the plan should be pro-active not reactive)

DEFINITION

Turnaround is a planned shutdown of any plant where a large number of activities, in terms of various of discipline have to be executed in a specified / predefined duration. The major challenges in this activity lie with completing the activities and restore the Reliability and Integrity of the facility within the defined premises of duration as per the Corporate Business Plan.

Turnaround entails an extensive seamless planning, resource mobilization and optimization to make it successful in this resourced scarce environment. Typically the planning takes 12 to 18 months for an execution ranging around 2 to 4 weeks hence the whole lifecycle should be considered as a project from its inception to realization. During Turnaround execution the proper monitoring of the whole jobs / activities is required to avoid any delay / slippage from the execution plan.