“Logic is the beginning of wisdom, not the end.” Leonard Nimoy, as Star Trek’s Spock
Many processes being followed in managing plant shutdowns, turnarounds, outages or overhauls are simply not logical, given the technology available today. Yet, turnaround and shutdown steering, execution and startup teams continue to follow these. One reason is that they simply do not have the tools or awareness of a better way. Another is a lack of management drive to stay abreast of available methods.
Role and Responsibility – A logical disconnect
Each Role has Responsibilities. These responsibilities are carefully spelled out in (static) document files, stored in your file manager, and manually referenced by people in each role while doing their job. This does not either ensure that what is stated will happen, not does it track what and when it did happen. This is a disconnect. The logical process should be: a Role’s responsibilities are the specific responsible, review and approval assignments that the Role has in each business process. This approach ensures that every expectation, or responsibility, of the Role is always included in the list of Responsibilities for the Role. Also, as the process steps that require the Role’s review, input or approval retains the date and time of comments and sign-off by the person with that Role – we now also have a valuable audit tool that is absent in turnaround solutions today. The fix? Use the business process layer of your solution to ensure that you have a responsibility-driven foundation for every expected action, by each Role, in the Pre-execution, Execution and Post-execution stages of the turnaround.
Assigning process steps to Roles, logically, defines the responsibilities of each Role. One of many additional benefits is the seamless computation of Readiness, that this method delivers. No need for cumbersome, illogical, spreadsheets to accomplish this task any longer.