T/A success indicators, as shown in table below, is established in order to have a common measuring tool for all to enable for future T/A benchmark and improvements.

 

 

SL NO.	CRITICAL FACTORS	WEIGHT	DEFENITION OF WEIGHT
1	Estimated Hours	5	“T/A SOFTWARE” estimated Hours Vs. Actual Mainframe System inputted hours. (+/- 5%) = 5 Points Earned. Every 2% differential from 5% = Minus 1 Point
2	Health & Safety	15	0 / LTA = 0 / OSHA = 15 1 / LTA = Minus 5 1 / Recordable First Aid = Minus 2 2 / LTA = 0 Point Earned 3 / RFA = 0 Point Earned
3	Personal Exposure	10	0 Reportable = 10 Points Each Reportable = Minus 2 Points
4	PSSR Effectiveness	5	0 Violations = 5 Points Each Violation = Minus 1 Point
5	Environmental	10	0 / Reportable = 10 Points Each Reportable = Minus 3 Points
6	Schedule Attained	10	“T/A SOFTWARE”Shift Schedule and Estimated Hrs. Vs. Actual Shift Hours and Mainframe Sys. Inputted Hrs. Planned Shift Schedule (+/- 5%) differential = 5 Points Percentage differential from estimated to actual = Percentage of points earned. Actual Shift hours to planned (+/- 5%) differential = 5 Points. Percentage differential from estimated to actual = Percentage of points earned
7	Work Scope Completed	5	Final approved work list Vs. Actual Work done during outage. 100% of work list completed = 5 Points.   Deletion of work list items due to time or manpower constraint not effected by additional work identified during the outage equals to percentage of work lists items to total work list = the same percentage reduced from the weight.
8	Quality Goals	10	0 / Start up delay = 10 Points Each Flange Leak = Minus 2 Points
9	Productivity	10	As measured by fieldwork sampling and Schedule Vs. Actual. 80% Productivity and above = 10 Points 70% / 80% = 8 Points 60% / 70% = 6 Points 50% / 60% = 4 Points Anything below 50% = 0 Points earned
10	Cost within Estimate	5	Estimated Cost Vs. Actual Cost. (+/- 5%) = 10 Points earned. Every 1% differential from 5% = Minus 1 Point
11	Cost within Budget	5	Budgeted Cost Vs. Actual Cost. (+/- 5%) = 5 Points earned. Every 1% differential from 5% = Minus 1 Point
12	Planning Accuracy	10	All planning accuracy is weighted against original approved work scope.   Actual Shift Schedule Vs. Planned Shift Schedule 0 Differential = 5 Points. Percentage differential from Estimated to Actual = Percentage of points earned.   Actual Manpower Vs. Planned Manpower 0 Differential = 5 Points Percentage differential from estimated to Actual Percentage of points earned.

 

 

 

Additional Job Approval

The following criteria need to be applied for any additional job after job list freezing :

• Is justification accepted and work require S/D to implement?

• Is work required to meet desired long run, plant integrity/availability?

• Is work required to maintain SH&E performance?

• Have alternative (on-stream work) methods been considered?

• Will all material be available on site as per the milestones date?

• Will final work package/schedule be completed as per milestones date?

• Is there alternative funding available (not from T/A budget)?

Expected Outcome

• Frozen integrated T/A job list

• T/A cost estimate

• Tentative T/A milestones

• Optimum T/A duration

• Work list dropped items

• Improvements achieved (cost, duration, volume, etc.)

• Final report with recommendation

Objectives

 1. Focus on the delivery of value adding jobs

2. Reduce the T/A cost

3. Reduce the T/A duration

4. Ensure the proper alignment & commitment on the final scope

5. Freeze the work list

6. Ensure effective addition work approval mechanism in place

 

 “The above need to be completed in an open and professional manner in order to maximize profit by ensuring minimum T/A cost, but at the same time no compromising on safety, health, environment, integrity, reliability, and subsequent availability of the plant & equipment.”     T/A Scope Validation Criteria   1. Is this job included in the T/A to establish or validate MI? 2. Is this job included to meet legislative requirements? 3. Is it to restore the operability of the plant? 4. Is it to restore the reliability of the plant? 5. Is it to restore the efficiency of the plant? 6. Does it provide data/information which help in reducing the work volume in the future? 7. Does it provide data/information which help in extending the inspection/maintenance intervals? 8. Could this job be executed outside T/A?  

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

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)

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.

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.