ABSTRACT
The completion of one turnaround is the next shutdown’s starting point� The stage covers demobilization of contractors, lay-down area cleanup, disposal of excess material, documentation and updating the turnaround historical database, cost reports, and most importantly lessons learned that could be carried forward to the next turnaround� Executing this stage in a timely manner with a quality result will depend on data collection effectiveness during the execution stage�
It is important to monitor both the administrative and contract closure of the shutdown� It is imperative that communication between these two sides of the closeout takes place continuously throughout this final stage�
Contract closure follows with making sure the contractor or vendor receives final payment as well as documentation and evaluation of how services were provided throughout the contract� It is not uncommon to detail both the positives and negatives which occurred during the duration of the contract� Violations may be documented as well as awards given for good work�
It also determines if the work described in the contract was completed accurately and satisfactorily� Contracts may have specific terms or conditions for completion and closeout� You should be aware of these terms or conditions so that shutdown closure isn’t held up because you missed an important detail�
Administrative closure takes care of all the paperwork associated with the shutdown while making sure that all documentation is updated, minutes are clear and concise, and all analyses associated with the shutdown have been detailed for historical purposes�
During closure, it is very important for the shutdown manager and his or her team to make sure the documentation is complete� This documentation may be used for future shutdown�
Administrative closure includes the following:
• Documentation of the shutdown work • Confirmation that the product is in alignment with requirements
and specifications • Analysis of shutdown success or failure • Analysis of the effectiveness of the management process • Lesson learned documentation
Documenting the Shutdown
Documentation always seems to be the most difficult part of the shutdown to complete� There is little glamour doing documentation� That does not diminish its importance, however� There are at least five reasons why we need to do documentation:
Reference for future changes in deliverables: Even though the shutdown work is complete, there will be further changes that warrant follow-up shutdowns� By using the deliverables, the customer will identify improvement opportunities, features to be added, and functions to be modified� The documentation of the shutdown just completed is the foundation for the follow-up shutdowns�
Historical record for estimating duration and cost on future shutdowns, activities, and tasks: Completed shutdowns are a terrific source of information for future shutdowns, but only if data and other documentation from them are archived so that they can be retrieved and used� Estimated and actual duration and cost for each activity on completed shutdowns are particularly valuable for estimating these variables on future shutdowns�
Training resource for new shutdown managers: History is a great teacher, and nowhere is that more significant than on completed shutdowns� Such items as how the work breakdown structure (WBS) architecture was determined, how change requests were analyzed and decisions reached, problem identification, analysis and resolution situations, and a variety of other experiences are invaluable lessons for the newly appointed shutdown manager�
Input for further training and development of the shutdown team: As a reference, shutdown documentation can help the shutdown team deal with situations that arise in the current shutdown� How a similar problem or change request was handled in the past is an excellent example�
Input for performance evaluation by the functional managers of the shutdown team members: In many organizations, shutdown documentation can be
used as an input to the performance evaluations of the shutdown manager and team members�
Inspection outlook report: The inspection outlook report is prepared by the inspection department and is a very comprehensive document covering various aspects of the equipment health and expected life� The report should be released within 6 months of the turnaround covering the following details:
• It should highlight the jobs done during the turnaround equipmentwise�
• It should mention jobs which could not be done due to some constraints� • It should note observations recorded for critical equipment post
turnaround, for example, skin temperatures for refractory lined surfaces, heat transfer and pressure drop of heat exchangers, etc�
• It should describe detailed recommendations equipment-wise, giving repairs/replacement anticipation in the short and long terms�
The post-execution audit is an evaluation of the goals and activity achievement as measured against the plan, budget, time deadlines, quality of deliverables, and specifications, and submitted to the department head for review�
1� Was the goal achieved? a� Does it do what the team said it would do? b� Does it do what the management said it would do?
