hi,
My name is Moh Sofi AbdullahMay I introduce myself, and the company I'm representing. I'm in charge of a package recruitment for a Project Management Team for oil and gas Turn Around/Plant Shut down.We will soon be heading towards managing several shut downs and turn around projects, nationwide. ATIFA MARINE SDN BHD is the name of my company, who specializes in Bunkering, Deslopping, Ship Maintenance, Provision, Tight Area and Tank Cleaning, Customs Clearing Agency, and a few more great tasks we are doing down here, in Melaka. Currently, we are interested to see what the outsourced human labour would be able to offer us, in our newest venture in Oil and Gas Industry, managing Project Management Teams, to be hired nationwide, as well as overseas. Sir/Madam, Could you reply to me?... if, under your pool of contacts, alumni, or own personnel, you could name a few candidates that would be fitting for the following jobs:1. Project Management Leader,2. Project Leader,3. Superintendents,4. QC,This is indeed an important unit, who will be recruited for the following tasks: Turnaround/Shutdown OptimizationPlan for the 5 phases of a Plant Maintenance Shutdown A Turnaround (TA) by definition is a planned, periodic event where one or more processing/production units are temporarily removed from service. In the manufacturing sector, different industries use different terminologies to connote this concept. Some use the phrase Turnaround (TA), some use Shutdowns, while still others use the term Outages. In some industries the duration and scope of the event determines the particular vernacular used. The purpose of the event is typically to performmaintenance such as the inspection and repair of equipment. It is also an opportunity toreplace process materials and equipment that are worn out or broken and have reached theiruseful life. Both of these activities restore the life cycle of the asset base and ensure the safeand efficient operations between TA events. Phases of a TurnaroundThere are five distinct phases associated with a Turnaround. Each phase consists of keyelements that must be executed to perfection in sequential order. It is crucial to develop formalprocesses for each element of each phase. When formal processes are not in place, shortcuts tend to happen, best practices and lessons learned get lost and more importantly, keysteps or procedures may get skipped completely. PHASE 1Definition/Scoping It is in this phase that theinitial planning, scoping and organization of the event occurs. Each Turnaround should have a business case developed for justification of the event thatincludes the key drivers – such as cost reduction or Overall Equipment Effectiveness (OEE) -that make it a necessity and should be strategically linked to the overall company goals. Senior management must view Turnarounds as an important element in their strategy andshould form a steering committee consisting of upper level managers who take responsibilityfor executing the long-term strategy of the Turnarounds. Assign a TA manager who developsand manages the organization and resources associated with the Turnaround as well as hasfull control of the TA thru every phase. The TA Manager also works with the SteeringCommittee to develop the Key Performance Indicators (KPI’s), or a set of measures focusingon those aspects of performance that are most critical for success. Typical KPI’s for a TAshould focus on safety, cost, schedule, man hours, overtime, task completion, etc. Also developed during this phase is the Work List, which is the repository of every conceivableitem that should be considered for execution and populated from every level in theorganization. Some items on the Work List will be mandatory, as dictated by corporate andregulatory entities. Others will be improvement-based, as part of an overall strategy toimprove cost or market position. Still others will come from inspections that are conducted toimprove Meat Time Between Failure (MTBF) and the Life Cycle of the equipment. Finally Data Analysis is used to find those items “below the surface” that are negatively impactingprocesses. The CMMS is the final destination or repository for all items generated from thedifferent elements for the Work List. All items that are submitted for the Work List must gothrough due diligence. The fundamental criteria for items on the Work List is work can only beperformed when the unit/process is down. Finally, a Preparation Plan is developed to identify the cost estimate, schedule, work list,constraints and resources necessary to execute the TA. The Preparation Plan is prepared bythe TA Manager and his or her team, submitted to the Steering Committee for approval, anddistributed throughout the organization. PHASE 2Preparation In this phase,the details of the plan start to develop prior to the execution of the TA. Environmental, Health& Safety plans are created to promote the health and welfare of the entire workforce. Logisticsplans are developed for the reception, storage, protection, issue, and demobilization of everyitem of material, equipment, services, accommodations facilities and utilities require for the TA.Quality Plans are created for Quality Assurance and Quality Control. Quality Assurance is a program for the systematic monitoring and evaluation of the various aspects of a TA task,service, or equipment/material to ensure that standards of quality are being met. QualityControl measures inspection, testing and engineering, which are used to oversee andpositively influence the quality of the work executed. The Work List developed in Phase 1 must be validated and narrowed. Detailed WorkPackages for the finalized Work List are developed. The Work Package includes the jobscope, number of craftsman, man hours to execute the tasks and the scheduling of the tasks.It also includes a Standard Job Plan, detailing the operational steps required to execute thetasks with precision. Safety steps, permitting, drawings, photos, etc; are all part of a detailedwork package. Once the Detailed Work Packages are completed, decisions must be made as to which workwill be executed with internal resources and which will be done with external resources. Tasksto be executed with external resources must be properly scoped and sent out for bids. Plansmust also be developed as to how these external contractors will be managed. All tasks on the final Work List must be thoroughly vetted for risk and contingency plans created for worst case scenarios. Pre-shutdown work (prefab, specialty, piping, etc.) must be identified andexecuted. Capital Project work to be executed concurrently with the TA must be fullyintegrated into the plan at this time. Once Phase 2 items are completed, we should have afinal Work List, a revised schedule and a cost estimate within 10% of our allocated budget.Once again, our Phase 2 package should be approved by the Steering Committee andcommunicated to the organization upon their approval. PHASE 3Execution Execution in Phase 3 begins immediately with the shutdown of the equipment. We haveprepared diligently in Phase 2 for the known items to be executed. While we have prepareddiligently for known items to be executed, in this phase we must also address the “unknown”items that will become apparent as the TA begins. When developing a Work List for a TA, it isvirtually impossible to predict all the things that need to be done.]Each should be carefully scrutinized before proceeding, and there must be a process in placein order to stay on schedule and at budget. Items will be found during these inspections and decisions will need to be made whether toexecute corrective actions or not.As in scope changes, a process must be in place in order tostay on schedule and at budget.The detailed schedule prepared in Phase 2 is oneof the best ways to manage resources. The TA Schedule indicates the status of each individual task to be executed. It is equally asimportant to track the cumulative impact of all the TA tasks. The KPI’s developed in Phase 1should be employed at this point in order to do so. Items such as: TA Cost – Actual vs Budget;Planned vs. Actual Man hours; Overtime Man hours, Overtime % are all examples of metricsused to track the progress of the TA. After completion of each task on the schedule, testing must be done to validate it’s readinessto return to operation. Testing of the equipment after it has been “touched” in some way byTurnaround activities is a critical process prior to startup beginning. Testing activities may beperformed by Maintenance Electricians/Instrumentation Technicians, Process ControlTechnicians, Vendors or even Operations. PHASE 4Startup/Turnover Startup/Turnover begins after all testing is completed as the last step of the Execution Phase.A final inspection then occurs with Operations, Maintenance and specified third parties whereall assets are evaluated for readiness to return to service. When the agreed upon TA work hasbeen completed, punch list items have been reconciled and no outstanding issues impactingStartup remain, a Hand-off to Operation should occur. Startup is essentially anOperational function. However, it should be closely coordinated with the TA team to ensureproper support resources are available. After Startup is complete and the equipment isoperational, Ramp-up can begin. Ramp-up is defined as the time interval between Start-upand normal operating run rates and capacities. It is an opportunity for adjustments and toobserve equipment that has been installed or “touched” in some way during the TA. When Ramp-up is complete and the operation has stabilized, the final TA Punch List can bedeveloped. The Punch List is a forum for all parties associated with the TA (Contractors,Maintenance, Operations) to walk down the equipment one last time and mutually agree on theitems that need to be corrected. PHASE 5Evaluation Phase 5 begins when all the physical tasks associated with the TA are completed.Demobilization begins immediately following this completion and includes all activities andcosts for transportation of personnel, equipment, and supplies not required or included in theTurnaround. This includes the disassembly, removal and site clean up, of offices, buildingsand other facilities assembled on the site specifically for this TA. Any TA activity that variessignificantly in cost, schedule, technical performance, etc.; should be reviewed using formalRoot Cause Analysis (RCA) methodology. A post mortem meeting should be held to review the Turnaround in its entirety. The agendashould include: EHS Review, Results of KPI’s/Metrics, Cost, Schedule, Punch List Activities,Contractor Management, Shutdown/Startup/Ramp Up Issues, Critical Path/Major TasksReview and Best Practices/Lessons Learned. A best practice is a technique, method, processor activity that is regarded as more effective at delivering a particular outcome than any othertechnique, method, process, etc. The idea is that with proper systems, processes, checks andtesting a desired outcome can be delivered consistently with fewer problems and unforeseencomplications. . At the end of Phase 5, all outage costs should be reconciled. All Purchase Orders, WorkOrders, Service Contracts, etc., should be closed or cancelled. Vendor/Supplier/Storeroomcredits should be applied for returned materials and/or equipment. Returned quantities shouldbe logged in CMMS for future planning purposes. The credited amount should be applied tothe overall outage cost in the respective area. A Financial Report should be written detailingall costs – broken down by category (labor, materials, parts, etc.) - associated with the outage,so actual numbers may be compared to plan. This provides the opportunity to analyze costhorizontally and vertically across the system. A final audit should be conducted to assess the performance of each element in each phase ofthe TA process. Once completed, a final report should be generated summarizing everyPhase of the Turnaround. This document should be the basis for updating the mill TurnaroundStrategy and the development of the business case for the next TA. In addition, majorequipment availability and performance should be reviewed prior to the next outage as ameasure of the effectiveness of the previous outage. Typical general topics covered in theTurnaround Report would be: Safety, Quality, Logistics, Work Scope, Financial, TA Metrics,Contractor Performance, Organization and TA Schedule. THANK YOU.