Shutdown and Turn-around Management Course

September 8-10, 2014
9am – 5pm
Ascott Hotel, Makati

Fee: Php 35,000.00 / person plus 12% VAT

• Early Registration Payment: Ten-Percent (10%) Discount if PAID thirty (30) days before the training date
• Group Discount: Five-Percent (5%) on Three (3) or More Participants

 
 
 
 
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Introduction

Shutdowns and turn-arounds in the process industries, have a significant impact on a business’s financial performance, the integrity of it’s assets and their subsequent reliability. The planning, preparation and execution of a Turn-around requires great attention as the Turn-around budget is almost more than the annual maintenance budget.

Turn-around Training is now recognized as a critical element to the overall success of any turnaround, shutdown or outage. Success is dependent on the ability of the turnaround team to work within a turn-around procedure prepared meticulously and executed in the field systematically.

Objectives

At the end of this workshop participants will be able to:

• Describe typical turn-around management techniques
• Co-ordinate a simple turn-around project from planning to execution and hand-over
• Co-ordinate the personnel in a shutdown and turn-around project
• Apply shutdown best practices and planning
• Build an effective maintenance project plan for shutdowns
• Use critical paths to identify risks and manage these risks effectively
• Plan to meet deadlines and complete turn-around projects within budget and on time
• Manage resources effectively on a turn-around project
• Develop the personal skills critical to effective Turn-around project management
• Organise and improve performance to create a productive and competent team
• Provide a comprehensive knowledge base for Turn-arounds

The Workshop

Performing an effective shutdown is an example of applying many of the principles of good Project Management with some important exceptions which are outlined in the workshop.

This workshop gives you an excellent review of shutdown management from the perspective of someone who is a novice . There are many case studies of successful shutdown projects to ensure that you get the latest and most up to date information.

Course Objectives

• Demonstrate the latest planning techniques for Turn-arounds
• How to make a good estimate
• Making Contractor package, selection of right contractor, mobilisation, contractor monitoring , incentive schemes for contractor
• Making a Effective shutdown Organisation
• Plan for pre-shutdown jobs
• Effective execution of shutdown
• Safety planning during shutdown
• Shutdown communication management
• How to track progress and take corrective action
• Quality Planning, Quality Assurance, and Quality Control during shutdown
• How to make a contract closure and administrative closure
• How to make a Post Implementation Evaluation Report
• Explore the key attributes of successful shutdown and turn-around events and promote the sharing of lessons learnt during shutdown .

Who should attend

Representatives from businesses in the oil & gas, petrochemical, chemicals, power and other process industries who are involved in or impacted by planning , execution or control of the shutdowns and turnarounds on their facilities.

• Project Engineers
• Engineering Professionals
• Shutdown Managers and Coordinators
• Maintenance Planning Managers
• Cost control staff
• Construction Superintendents
• Technical Personnel
• Maintenance/Supervisory Managers

Key Benefits

• Provide a detailed view of the turnaround management system and procedure
• Provides a logical approach to the turn-around management system
• Number of case studies.
• Highlight the unique safety requirements of Turn-arounds
• Demonstrate the latest planning techniques
• Turn-around and the drivers and constraints that shape the event.

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Course Outline

• Day 1
  • Commencing the journey for a successful shutdown
    • Turnarounds – Introduction and Overview
    • The characteristics of a turnaround , shutdown and outage
    • Define Turnaround processes
    • Define turnaround procedure
    • A business approach to Turnarounds
    • Establish the plant turnaround framework
    • Emphasising stake holder participation
  • Identifying the various phases of shutdowns
    • Identify the work
    • Planning the work
    • Scheduling the work
    • Executing the shutdown
    • Shutdown close-out
    • Differences between projects and shutdowns
  • Describe the Plant Turnaround Procedure
    • Strategic Planning
    • Detail Planning
    • Organization
    • Execution
    • Close out
  • Work Scope Generation
  • Shutdown Work Identification
  • Areas that contribute to the known work list
    • Developing the master work list
    • Determine the shutdown driver
    • Setting the work list cutoff date
    • Categories of work
    • Issue to consider
    • Defining and limiting scope
  • Pre-shutdown work
  • Sources of shutdown work
  • General shutdown checklist
  • Compiling identifi ed work
  • Works order, purchase orders, permits, etc
  • Final Work List
    • Areas that contribute to the known work list
    • Developing the master work list
    • Determine the shutdown driver
    • Setting the work list cutoff date
    • Additional work approval methods
    • Building a comprehensive work package
  • PROCUREMENT of Parts, materials and equipment
    • Master materials list
    • Shutdown constraints – elapsed time, resources, funds
    • Prioritising the work
    • Preliminary estimate
    • Job input cut-off date
    • Assignment responsibilities
• DAY 2
  • Shutdown Planning and Scheduling
  • Planning the plan
    • Goals and objectives
    • Time
    • Cost
    • Quality
    • Safety
    • The ‘hot’ spot of projects
    • General conflicts
    • Planning the work
    • Work planning flowchart
    • Convert tasks to work orders
    • Elapsed time and staffing
    • Work packages
    • Roles of operations
    • Precedence networks
    • What is programming
    • Activity sequencing
    • Creating the logic network
    • Plug dates
    • Resource Scheduling
    • Adding activity durations
    • Further considerations e.g. weather
    • Activity parameters – meanings and calculations
    • Early start – Early finish
    • Late start – Late finish
    • Total float (slack) – Free float (slack)
    • The critical path
    • What is it and how is it used?
    • The sub-critical path
    • Negative floats (slack)
    • Bar Charts
    • How derived
    • Example
    • Resource Smoothing
    • Resource budgeting
    • Types of resources
    • Resource Leveling
    • Example of Resource Leveling
    • Setting key events and milestones
    • Shortening the critical path
    • Crashing’ activities and shutdown
    • Time/cost considerations for critical path shortening
    • Schedule control
  • Managing Logistics in Shutdowns
    • Logistics functions during shutdown
    • Duties of the logistics team
    • Duties of the logistics coordinator
    • Storeroom Management – 24/7 shutdowns
    • Management of long lead time items
    • The process
    • Affect on milestones
    • Expediting
  • The Turnaround Organization –
    Understanding the role importance of the shutdown coordinator:
    • Personality traits
    • Roles and responsibilities
    • Options to the shutdown organisation
    • Example: organisation structure for a 24/7 shutdown
    • Learning from experience
    • The turnaround teams
    • Organizational hierarchy
    • The competence model
    • The skill matrix
    • The turnaround manager’s role
  • Challenge Planning
    –
    There is always pressure to reduce the duration of turnarounds . this is done to see if any slack is there.
    The Use of Contractors:
    • The Turnaround contract
    • When are contractors used
    • The advantages and disadvantages of contractors
    • Selection of contractors
    • Creating contractor work packages
    • Types of contracts
    • Fixed price ???? Cost reimbursement
    • Time and material ???? Unit price
    • Contract statement of work
    • The contracting/purchasing process
    • Planning the contract
    • Pre qualification rules
    • Evaluation criteria
    • Requesting contractor responses
    • Selecting contractors
    • Administering the contract
    • Closing the contract
    • Negotiations
    • What is negotiations
    • The negotiation process
    • Negotiation tactics
    • Contract management
    • Before the event
    • During the event
    • After the event
  • Effective mobilization
  • Efficient demobilization
• DAY 3
  • Shutdown Execution
  • Shutdown Master Schedule
    • “Just before we start”
  • Daily work schedule
  • Turnaround manager’s daily routine
    • Controlling bulk work
    • Emergent work
    • Safety during the execution
    • Job status update
    • Controlling the shutdown
    • Role of the shutdown coordinator in 24/7 shutdowns
    • Report shutdown status
    • Why shutdowns fail
    • Common problems
  • Turnaround Safety
    • Hazard and Risk
    • A Safe working routine
    • The Turnaround safety plan
    • Permit to work Strategy
    • Monitoring Safety
  • Turnaround Quality
    • The need for Quality
    • The two critical aspects of quality
    • Quality assurance model
    • Quality control model
    • Quality feedback
  • Cost Control
    • What is cost and cost management?
    • Cost management processes
    • Cost estimating
    • Cost budgeting
    • Cost control
    • Cost management plan
    • Creating a shutdown budget
    • Included in the budget
    • Excluded from the budget
    • Project cost control
    • Project costs
    • The ‘S’ curve
    • Earned value management (EVM)
  • Critical Path Management
    • Define critical path management
    • What are the causes for failure
    • What creates success
    • Critical path recovery
  • Risk Management
    • Component of risk management
    • Identification – Quantification
    • Response – Response control
    • Secondary risks
    • Retained risks
    • Contingency plans
    • Unplanned events
    • Unexpected gains
    • The contingency plan
  • Shutdown Close-out
    • Shutdown review meeting
    • Project file
    • Final report
    • Shutdown post mortem
    • Aspects to consider
    • Review and analyse
    • Action plan
    • Next shutdown

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Engr. Trinath Sahoo

Engr Trinath is a Mechanical Engineer by profession with good academics and professional standing. He has seventeen (17) years of technical and engineering management experience in the largest public sector oil company in India, Indian Oil Corporation Ltd and three (3) years of experience in a state of the art power plant built by ABB Sweden owned by M/S Indian Charge Chromes Ltd.

Has experienced in erection, supervision, commissioning, operation, maintenance and trouble shooting experience in captive thermal power plants and Petroleum Refinery.

His technical experience and knowledge in the various kinds of mechanical and process equipment and machinery used in petroleum refinery such as different kinds and types of pump sets, valves, pipelines, coolers, heat exchangers, filters, flocculation equipments, ion-exchangers, molecular sieves, sprayers, scrubbers, fans, chemical dozers, aerators, bio-filters, process line instruments, etc.

His experience and exposure in multi disciplinary areas involving Maintenance Management, Plant Installation – Erection – Commissioning, Plant Design and Engineering, Project Consultancy, Project Management and coordination, Contract Management, Technical Document Management, Vendor Evaluation, Equipment Inspection, Plant Performance Evaluation, Contract Negotiation, etc.

He has proven track record in implementing TPM , FMECA , cost saving measures and statutory environmental protection measures to achieve substantial improvements in petroleum refinery .

Has published several papers in international journals and delivered lectures at many international conferences and seminars.

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BANCO DE ORO (BDO)

Account Name:

Aguila Group Companies (AGC) Development Corporation

Account Number:

00 543 801 3291

Bank Address:

Alfaro-Salcedo Village Branch, PCCI Bldg., 118 Alfaro St., Salcedo Village, Makati City 1227, Philippines

Swift Code:

BNORPHMM

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