Project Assurance

An Internationally Recognised Leader in providing Innovative Training and Consulting Services that ensure World-Class Capital Projects, Plant Turnarounds & Outages
Maximizing Profits through Knowledge and Productivity

Project Assurance

An Internationally Recognised Leader in providing Innovative Training and Consulting Services that ensure World-Class Capital Projects, Plant Turnarounds & Outages
Maximizing Profits through Knowledge and Productivity

Project Assurance

Turnaround Strategies for Pacesetter Results


Turnaround Strategies for Pacesetter Results

Published by Project Assurance, Inc. Houston, Texas


Did you know that over 85% turnarounds and capital projects failure can be attributed to lack of organizational synergism between the owner and contractors' teams?

Turnaround Strategies for Pacesetter Results

Success in today’s plant shutdowns does not hinge on just developing information, providing resources, correct equipment, materials and labor. In fact, vision and strategy also play an important role.

Technology, innovation and new management concepts offer the process industry the greatest opportunity to make quantum gains in enhancing the performance of plant shutdowns and turnarounds.

To achieve the highest performance, companies must break away from traditional turnaround management styles, and develop new planning and execution approaches. Companies must now establish a clearly defined turnaround vision, executive support system, and management strategies to achieve their business objectives and turnaround goals.

The turnaround industry has been laggard when it comes to productivity gains in the last few decades. Companies have not beenaggressive in accepting new turnaround-related technologies and are hesitant to try new management practices. Why?

Old Paradigm

  • “This is the way we have always done it at our plant.”
  • “Us vs. Management” syndrome
  • Lack of trust and absence of synergistic partnering with contractors.
  • Absence of strategic turnaround planning.

Companies must make concentrated efforts to discourage these performance-hindering attitudes in order to reverse the trends of inconsistent and poor turnaround performances.  However, the most disturbing facts in the industry are that most of the problems that impede performance are repetitive and affect companies irrespective of their size, location or organizational structure.

The Risks
Companies run a great risk when they blindly follow the Joneses by establishing artificial “Dollar and Duration” benchmarks which may be contradictory to the company’s operational values and plant realities.

Due to the never-ending downswing and restructuring in the industry, companies are experiencing shortages of qualified turnaround staff to efficiently plan and execute turnarounds. Instead of compromising performance, companies should leverage their core turnaround strengths by strategically relying on the planning and management capabilities of contractors and consulting companies.

Solutions
It is imperative that in order for companies to stay competitive, they must initiate innovative actions to break the cycle of dismal performances achieved on previous shutdowns and turnarounds. Plant executives must look out for new management and execution approaches that will facilitate quantum gains in the efficient management of shutdowns/turnarounds.

The biggest challenge facing the process industry is to ensure consistent success on shutdowns, which can be achieved if companies:

  • Define clearly the company’s turnaround vision and performance expectations.
  • Incorporate the best turnaround management processes and practices.
  • Emphasize strategic planning in order to focus on risk/success issues
  • Implement strategies and training programs to enhance skills of turnaround staff.
  • Ensure team spirit, innovation and synergize participant’s strengths.

Benchmarking
Benchmarking is emerging in the leading-edge companies as a tool for obtaining information needed to support continuous improvement while gaining the competitive advantage. Benchmarking concepts offer a great opportunity for the turnaround industry to share and learn from industry leaders and peer companies about the best management processes and practices that will ensure world-class performances on plant shutdowns.

Management should not micro-judge the performance of a turnaround by the number of days and dollars alone. The criteria should be based on major issues such as safety, operational reliability and mechanical integrity which will dramatically improve the maintenance and operations efficiency.

Project Assurance emphasizes that the turnaround teams must be trained in modern planning skills and equipped with the latest management tools in order to tackle the complexities and challenges of shutdowns. Only then will companies be able to implement new cost-effective management approaches to achieve the company’s cherished goals for enhanced performance and facilitate world-class shutdowns and turnarounds.

Site Credits : Seigospace