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JERRY WANICHKO
T.A. Cook Consultants
M
anaging a turnaround is challenges within the petro- management procedures were
a complex challenge. leum refining industry. Each aligned with industry best
The many individual case study highlights individ- practice. To support sustaina-
activities and their respective ual problems a site may face in bility, managers identified and
resources need to be coordi- addition to the typical difficul- analysed the span of control
nated in such a way that the ties of planning, scheduling, and addressed the issue of
overall duration of the plant communication and scope resource bottlenecks. To
downtime is minimised as management. Although it promote proactive management
much as possible so that reve- requires experience and exper- behaviours in the field, compli-
nue losses do not mount when tise to recognise potential ance to the new procedures and
the refinery is not running. As a pitfalls, every obstacle has a sustainable solutions, all
result, most plants are prepared solution and in these examples managers participated in
to properly invest significant the ways in which sites were behavioural based training and
financial resources if start up eventually able to carry out a on-the-job coaching.
can be achieved sooner. successful turnaround are Massive turnaround projects
However, the sheer volume highlighted. must excel in many different
of work required during a areas in order to have a favour-
turnaround means that all Case study 1: able outcome. In this case, the
refineries face difficulties when cross-site consistency 10-Box model for turnaround
organising, managing and In the first example, a North excellence (see Figure 1) was
executing turnarounds and American multi-site company used to analyse the various
shutdowns to completion. A wanted to implement stand- aspects of a turnaround. Tools
large turnaround can include ardised turnaround cross-site such as this are helpful to
up to 150 000 individual activi- consistency for 20 turnaround assess the effectiveness of inte-
ties. With this level of events it was planning over a gration of the key components
complexity, approximately half five-year period. Although the of large projects.
of all shutdown projects are company had implemented a Through a rigorous review
delayed by more than 20% and variety of best practice process with a focus on each
80% go over budget by more improvement processes, the individual aspect of the turna-
than 10%. Frequently, the work scope and resulting schedule round, the company was able
scope increases unexpectedly continued to exceed the desired to achieve consistency in its
by up to 50%. objectives. turnaround execution. In the
With the help of a series of By implementing new work end, it was able to generate
case study examples, this arti- processes, the capex process 15-25% budget reduction
cle will explore turnaround was better integrated and savings over a five year period.