Turnaround, Shutdown and Outage Management: Effective Planning and Step-by-Step Execution of Planned Maintenance Operations

281 Pages·2006·4.92 MB·English

by  Tom Lenahan

Turnaround, Shutdown and Outage
Management
To my wife Liz
First, last and always,
to my sons
Julian and Craig
our hope for the future,
and to my grandsons
Jay, Callum and Adam,
the fulfilment of that hope
Turnaround, Shutdown and
Outage Management
Effective Planning and Step-by-Step
Execution of Planned Maintenance
Operations
Tom Lenahan
AMSTERDAM • BOSTON • HEIDELBERG •LONDON •NEW YORK • OXFORD
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First edition 2006
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Contents
Preface vii
Acknowledgements ix
PART 1 THE PROCESS 1
1 Turnaround overview: context and strategy 3
2 Initiating the Turnaround 20
3 Validating the work scope 44
4 Pre-shutdown work 58
5 Contractor packages 64
6 Planning the Turnaround 74
7 The Turnaround organization 103
8 Logistics 117
9 Cost control 126
10 The safety plan 134
11 The quality plan 149
12 The communications package 162
13 Executing the Turnaround 168
14 Terminating the Turnaround 187
PART 2 THE MODEL OF EXCELLENCE 195
15 Real world application 197
16 Case study 1 – Designing an organization 208
17 Case study 2 – Work list control 215
18 Case study 3 – Contract strategy 222
19 Case study 4 – Cost control 228
20 Case study 5 – Logistics 236
vi Contents
21 Case study 6 – SASOL experiences in cost/risk optimization 242
22 Summing up – a reality check 257
Appendix APT-SCHEDULE 262
Index 267
Preface
Part one of this book describes the process of managing Turnarounds. It
defines the rational, chronological steps, from initiation to termination. In
the Preface to the earlier edition I wrote the following words about the
book:
‘I am not arrogant enough nor yet naive enough to believe that it is
definitive, but it is a start, a foundation, if you like, upon which others
can build.’
At the time I wrote them I didn’t suspect how true those words were. I sus-
pected even less how much I still had to learn about Turnarounds and the peo-
ple who do them and I had no suspicion at all about how many of my
assumptions I would have to overturn in order to make the paradigm shift
from someone on the inside looking out (a Turnaround Manager working for
one large company with a single approach to Turnarounds) to someone on the
outside looking in (as a Turnaround Consultant working with many compa-
nies each with a different approach to Turnarounds and, equally important, a
different operating context).
The root of my paradigm shift was the conversion from the belief that:
There is one right way to do Turnarounds,
to a much deeper level of understanding that:
There are basic principles that should be applied to effectively perform
Turnarounds but the method of application will differ from company to
company.
I am still learning. Almost six years after the earlier edition of this book was
published, the quest for excellence goes on. Each time I am called upon to
audit, train, coach or consult with a client I invariably learn something that
allows me to further hone the focus of the model of excellence.
viii Preface
Another welcome change that has occurred since the earlier edition was
published is that there are now others (specifically Joel Levitt and Michael
V. Brown) who have contributed books to the field and increased the general
understanding of how these complex enterprises are planned and managed.
Isalute them.
Finally – looking to the future – the work I have done over the last six
years has led me to the conclusion that the next stage in the development of
Turnaround methodology, the way forward if you like, will be the application
of systems principles to Maintenance in general and Turnarounds in particu-
lar – the exploration of the relationships between the various elements of
Turnarounds to uncover the complexity, the interconnectivity and the result-
ant emergent properties that are generated. Only by understanding these can
we truly understand Turnarounds.
Tom Lenahan
[email protected]
Acknowledgements
This book is the culmination of a ten-year quest to distil basic principles out
of the rich and varied practice of Turnaround management. Many people
have, over the years, contributed concepts, insights and suggestions which
have added to the sum of my own knowledge and served to clarify the
central theme of this book, namely that Turnaround management is a
rational, coherent, process.
Special thanks first to three people: to Professor Anthony Kelly, Central
Queensland University (and Honorary Fellow, Manchester University School
of Engineering), who saw enough merit in my work to suggest that it was
worth publication, to Simon Smith, who contributed time, materials and the
introduction to Chapter 1, and to my son and colleague Julian, who organ-
ized the material for the initial draft of the manuscript and added some
insights of his own.
Many thanks also to John Harris, Manchester University School of Engineer-
ing, who edited the complete text of the earlier edition, to Jonathan Simpson of
Butterworth-Heinemann, and to the following colleagues for their part in the
quest:
Earlier edition
Barry Stirling of ABB John Billington of Tioxide
Eric Scott Ian Adams of Foster Wheeler
Chris Greaves of ABB N. Sankara Narayanan of Hofincons India
Steve Waugh of ICI Claire Gulliver of ICI Paints
New edition
The faculty and MSc students at Manchester University who ‘tried out’the
Model of Excellence for me.