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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.
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Assalaam Mufiz,
Thanks for sharing, I believe this info will be very helpful esp to those who never experienced these kind of activities.
regards
Hi All,
I have been involved in a Shutdown Project as a long range planner/ Otherwise known as shutdown Analyst. please, can anyone help with some hints on how to plan a high level schedule on our critical activities ranging from start Platform shutdown, Operations - Platform Shutdown Sequence, Vessel Contingency, Operations- Platform Start Up Sequence, Vessel Sequence + start Up days and Target finish.(All these, I believe they fall under operations) My question is, I am to develop a critical path shedule for our vessel cleaning sequencing. We have 12 vessels all in all to clean and I have been asked to plan it as 2 teams (Mechanical and Structural by Disciplines) working on 2 shifts. I.e i should plan each vessel cleaning as Open Vessel, Sureclean Vessel, Camera Inspection and Close Vessel. Now the idea is that , the teams can clean 1 vessel a day and 2 vessels for another day given the prefered sequence of the vessel. now, I am a little bit confussed as I have never planned a shutdown project before, can anyone help out by giving examples on how to plan this critical path considering the operations phase have listed up and the vessel sequence which are 12 in number using p6 tool? many thanks for your awaiting response.
kind regards,
Drew.
Srinivas,
if requirements for resources change then it usually means different activity. Create more detailed schedule basing on the rule: an activity is performed by the same crew except it may be different in the day and night shift.
I don't use P6 but the rule is universal.
Best Regards,
Vladimir
Hi Vladimir,
Thank you for your response. I am using P6.7. I am currenly planning for a Plant Shutdown, Maintenance & Startup project.
The Plant Shutdown will be done during 3rd June 2011 to 15th June 2011 and there are 800 activities to be carried out during this period.
I have finished activity feeding, required columns, activity durations (in Hrs), activity codes and respective assignements. The plant works in two shits 1) Day 6am -6pm & 2) Night 6pm to 6am. I have created a 24hrs working calender with 2 shifts in that and assigned to the project.
The issue:
Resources are identified in two sets Day group and Night group. I have created two seperate resource calenders and assigned to all the respective resources as per their availability viz. Day and Night.
I have de-linked the option to calculate activity durations basing on resource assignments (Edit-User Preferences-Calculations) and started assigning resouces. The activity is made to 24Hrs calender (2 shifts), Task dependent, Fixed Duration & Units & Physical.
For instance, If activity duration is 24hrs with 2 day shifts as below
| Time scale (Day/Shift) | 5/05/2011 | 6/05/2011 | 7/05/2011 | |||
| Day Shift 5 | Night Shift 5 | Day Shift 6 | Night Shift 6 | Day Shift 7 | Night Shift 7 | |
| Activity (24Hrs) – Resources Required | F22+F23+R6+R7 | F2+F3+R6+C7 | ||||
| Resource Hours Budgeted | 48hrs (4x12Hrs) | - | - | - | 48hrs (4x12Hrs) | - |
| F - Fitter, R - Rigger, C - Crane (All assgined Day shift calender & Curve Linear) | ||||||
If I assign all Fitters, Riggers & Crane to this activity with the specified Budgeted or Planned Hours, I see from the Resource Usage Spreadsheet that the planned hours are distributed evenly accross the entire duration of the activity rather than required some in Day Shift 5 & Day Shift 7. How can I resolve this.
The main issue is......How to plan an activity that requires different set of resources at different shift requirements.
Kindly advise.
Srinivas
Hi Srinivas,
what software do you use?
We have no problems with modeling shift work in Spider Project.
Best Regards,
Vladimir
Hi All:
I am involved in a shutdown project and where have encountered the case detailed below
Kindly advise how to solve this case.
|
Time scale (Day/Shift) |
Start 5/05/2011 |
6/05/2011 |
7/05/2011 |
8/05/2011 |
9/05/2011 |
Finish 10/05/2011 | ||||||
|
Project Calender: 2 Shifts – Day (6am-6pm) & Night (6pm-6am) |
Day 5 |
Night 5 |
Day 6 |
Night 6 |
Day 7 |
Night 7 |
Day 8 |
Night 8 |
Day 9 |
Night 9 |
Day 10 |
Night 10 |
|
Activity 1 – Resources Required |
F22+F23+R6+R7 |
F22+F23+TR3+BM7 |
F22+F23+R6+R7 |
TR2+BM1 |
TR2+BM1 |
|
NDT |
C1+R6 |
|
F3+F4 |
F22+F23+R6+R7 |
|
|
Resource Hours Budgeted |
48hrs (4x12Hrs) |
0 |
48hrs (4x12Hrs) |
24hrs (2x12Hrs) |
24hrs (2x12Hrs) |
0 |
12hrs (1x12Hrs) |
24hrs (2x12Hrs) |
0 |
24hrs (2x12Hrs) |
48hrs (4x12Hrs) |
0 |
|
Resources Legend: F - Fitter, R - Rigger TR - Trade Person, BM - Boiler Maker, NDT - Non-destructive Testing Team, C – Crane Resources Calender: 1) Day Shift (6am – 6pm) 2) Night Shift (6pm – 6am) | ||||||||||||
Turnaround EXECUTION Phases
1. Pre-Shutdown before the Turnaround
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:
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.
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:
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:
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:
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.
Keys to the successful implementation of Plan
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)
Email: PPadmin@planningplanet.com
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