Requirements for use of an integrated solution in a process plant environment include support for the 5 phases or aspects of a turnaround or shutdown project.
- Strategic – Business Process Management – setting up the team for success
- Tactical – Work Estimating and Planning – doing the diligence to ensure success
- Logistical – Contracts and Procurement Management – assembling required resources and materials
- Execution – Support and Progress Tracking – working the plan
- Operational – while plant is back to being operational, perform Closeout – Cleanup, Demob, Lesson Learned Review, Save to Benchmark Repository – learning from what happened and setting the stage for future teams to succeed
Let’s review the actions that occur in each of these phases, and that need to be supported by your integrated solution.
Strategic – Business Process Management
- Define Execution Start and Finish Dates for turnaround project.
- Uses company standard business strategy, consisting of stages, deliverables, processes and assignments to drive planned versus actual readiness for all aspects of the turnaround project preparation.
- Use your company’s defined Stages within which you will require certain deliverables and procedures to be completed, to enable you to leave a stage and pass through its stage gate to the next stage. The completion of your last Stage, is also the completion of your Turnaround project.
- Use your company’s standard predefined Deliverables and Procedures that are required for each Stage. You may state the lead time that a deliverable must be completed, prior to the start of Execution Stage.
- Use the company-standard predefined Processes as steps that are required to be completed for each Deliverable. Each Process step is logically connected to another so that its completion is done in the required sequence.
- Each Process Step has Assignments to RACI roles. An Assigned Responsible (R) role is required for each Process step. You may have an assigned Accountable (A) role. You may also require a Process step to have input from a Consulted (C) role and you may want to keep an Informed (I) role in the information loop.
- Each Process Step’s RACI Roles will be notified about their input and action requirements within the lead time as stated on each step (defaults to 1 week in advance of start date of the process step).
- Conduct Risk Assessment for each work scope (ex. Work order, CWP, etc.) to help fix the priority – which will be used later to assist in allocation of limited resources.
- Perform a rough order of magnitude estimate (ROM) based on benchmark data.
- Provide a means for estimating cost outage in lost production.
- Complete Pre-Plan Checklist as a prerequisite to allowing work to proceed to Tactical Phase.
Tactical – Work Estimating and Planning
- Review previous Asset work packages to determine suitability for replication, in order to reduce planning effort.
- Replicate or create a planned work package for the work.
- Replicate or create an estimate of materials, labor, equipment, tools and services required to complete the work.
- Planning includes creating and linking work items, defining the period in which they occur, and applying resource requirements to each work item.
- Review Plan and Estimate by Team, including HSE, Quality/Reliability, Operations.
- Advance the work to Logistics (procurement) Phase.
Logistical – Contracts and Procurement Management
- Build Requisitions for like materials (ex. lumber) from like vendors (ex. hardware).
- Compile requisition data into RFQs (requests for quote) to be sent to approved vendors.
- Send RFQ to Vendors to obtain cost and delivery dates.
- Collect Vendor pricing and delivery date commitment data for each RFQ line item, direct from Vendor entry.
- Perform bid tab to determine winning vendor for each line item in RFQ.
- Build a PO to each winning vendor.
- Send PO to Vendors for approval and sign-off.
- Receive commitment signed off PO’s from each vendor electronically.
- Seamlessly assimilate PO committed costs and committed dates into cost and schedule baselines respectively.
- Receive materials, tools, services, equipment from vendors.
- Assemble work package kits as defined by the planner.
- Advance work to Execution Phase when all logistical issues are complete.
Execution – Support and Progress Tracking – working the plan
- Work is available based on the schedule – which is based on a resource-loaded, prioritized leveled allocation of available manpower and equipment.
- Build contractor-based work crews for executing work assignments and reporting progress and actuals (incurred).
- Enable work crews to print work packages and attachments as requested in support of their work
- Notify Operations of Safe Work Permit needs in advance of the work, so that no time is wasted by the work crews at the start of their work shift.
- Provide a checklist for work crew to ensure a safe job site.
- Work crew enters progress and comments upon completion of shift, or sooner if able.
- Actual time spent by each crew member is recorded against the work items worked.
- Always current cost and schedule data is available of the project dashboard to turnaround management and the turnaround team.
- Contractor personnel access the system to keep progress and actuals (incurred) current.
- Each completed work step leads to completion of the work package.
- Work completion includes sign-off and buy in of the Operations customer.
- Track, estimate, plan, review, approve and assimilate scope changes into the execution scope – while following the standard review and approval cycles.
- Upon completion and sign off of all execution phase work, the work scope moves to the Operational Phase.
Operational – while plant is back to being operational
- Complete post-startup items for each work scope, which includes clean up at each job site.
- Review work plan as worked, and modify the plan based on these lessons learned.
- Add the modified plan to the equipment/asset library, so that they are available for the next time the same work needs to be done to the asset.
- Use the data in the actuals (incurred) to build your benchmark repository, which will be used on the next turnaround or shutdown estimate.
- Continue to track costs and schedule until all vendor invoices are received.
- Completion of all closeout activities results in a closed project/turnaround.
Why is such a solution needed?
- Current method of managing turnaround work varies from plant to plant, in the same company – meaning that building a consistent work process is not possible.
- Many disparate, disconnected spreadsheets, each requiring dedicated user input are in use.
- Data from ERP is manually moved into the scheduling system and to spreadsheets.
- No simple transition method for moving routine maintenance planned work into the turnaround scope and vice versa.
What would an integrated solution help us do?
- We will reduce the number of different files and systems in which our team members work – which means a lot less data re-entry, as we can all use the data that is already in the system. Time and money saved.
- Give us 24×7 access to sign-offs via mobile devices and browsers. Time saved.
- Know that there is one place to look for data – including who made changes and when those changes were made. Time and money saved.
If you have suggestions or comments on this approach, I’d like to hear from you. Thanks, as always, for following and encouraging us. Your needs drive us.