ABSTRACT
The preshutdown works comprise just the beginning of the list for a shutdown manager� The list itself is the result of past experiences of many shutdown managers and planners, some of whom experienced problems because of neglecting to take precautions� It is hoped that this list will ensure that similar problems don’t happen to you� The following items should be on the shutdown manager’s checklist as a preshutdown job� They consist of situations common to almost any shutdown and each should receive at least some attention when planning for, and dealing with, the logistics of a large shutdown�
Pre-turnaround activities: The success of a group of persons at work is enhanced to a great extent when they function as a team� Experience has also proved that the performance of a cohesive group can reach greater heights when the group is guided by a good leader� To achieve the objective, it is important that due importance be given to pre-turnaround activities as any delay in this will directly affect the turnaround schedules�
We will give a road map of the typical pre-turnaround activities:
Formation of execution teams: As per the organization chart developed for the supervisors and the nonmanagement employees, the cross-functional execution teams should be formed covering all units under turnaround� A formal presentation should be made by the respective planners to all the members of the execution teams covering the following aspects:
• Responsibility chart of execution team members • Overview of job list detailing pre-turnaround work • Turnaround schedule including prefabrication work schedule, unit
shutdown, and start-up plan • List of contracts detailing the names of vendors with contact numbers • Details of permit philosophy for the turnaround facilities, adminis-
trative requirements, housekeeping, and scrap disposal plan • Expectations from the execution teams • Introduction to monitoring formats and fixing responsibilities for
progress feedback
Pre-turnaround planning activities: The planning activities during the preturnaround period are mostly related with the following:
Rechecking: Planning needs to do a recheck if any action is left out on any job and ensure that the action is taken immediately�
Material follow-up: Most of the materials are delivered by this time; only materials that have got rejected may be on a replacement schedule and need follow-up� The material follow-up should be done meticulously, normally using a computer program�
A significant part of the planning and preparation of a turnaround is the timely procurement of hundreds, or even thousands, of items-materials, spares, proprietary plant equipment, and so on� Some of these, such as very large components of critical machines or parts, will be on long delivery, for example, a spare part for a compressor or items procured from foreign countries� In order to identify these, it is necessary to analyze the work list as early as possible and make out a list of the items to ensure sufficient time is allowed for the various procurements� Contact all suppliers or manufacturers of items in the Red Zone and, if possible, negotiate a new delivery time, which will remove the item from the zone�
If the item is not delivered until after the start of the turnaround, expedite for its availability before the shutdown starts� If there is a requirement of a catalyst, its availability is to be ensured before shutdown starts�
Contracts: All contract PRs must be processed by this time� If some jobs are hanging in the balance, the same needs to be finalized� PO placements are to be expedited for the left-out items�
Network: The network created needs to be updated with inputs from the vendor interaction for critical activities and major equipments so that the sequence of activities of the network matches with the execution philosophy�
Monitoring: The monitoring activity begins with the start of prefabrication activity: daily progress of the execution teams needs to be monitored; the network needs to be updated; and MIS released to top management as per the procedure approved by the steering committee�
Pre-turnaround execution team activities: The execution teams need to do the following tasks upon formation:
Familiarization: The execution team needs to familiarize themselves with the plant, job list, contract terms, and contractors� The execution team needs to
study the network of the unit assigned and discuss the same in detail with the vendor and minutely work out the execution strategy�
Contractor requirements: Complete the gate pass formalities and other formalities required for the vendor to bring in manpower for turnaround work� Ensure that the vendor gets a place to erect the temporary site office� Ensure that the vendor’s manpower undergoes the organized safety training� Introduce the safety officer to the vendor safety representative� Make material issue passes for each of the vendors required to get free issue material�
Marking at field: The pipeline section under replacement and the spade location for hydrotesting isolation need to be marked, along with the respective vendors and processes� A good numbering system should be evolved identifying the unit and line number, and on top of it, there should be a bigger sign of the vendor for identification that this is the vendor replacing the line section� Marking of tag numbers on the tag jobs for identifications can be useful for steam leaks, etc� which on isolation of the system cannot be identified�
Material issue: Issue material to the vendor for prefabrication work and any other pre-turnaround requirements� Keep a track of materials issued as the material needs to be reconciled after the job� Issue on loan spades and other items as per contract terms and condition�
Prefabrication: Organize permits for the prefabrication work and start prefabrication work as planned� Give necessary progress updates in the prescribed format to planning so that proper MIS may be prepared and corrective action be taken as required� Check whether the prefabricated lines are punched with the correct numbering system so that the same does not get erased during shot blast cleaning�
Pre-turnaround meetings: Once the prefabrication activity starts and gains momentum, the following pre-turnaround meetings should be planned to monitor progress and solve any issues affecting the prefabrication progress�
First pre-turnaround meeting: This meeting should be organized about 8 weeks ahead of turnaround� The meeting agenda should include the following:
• Presentation on progress by the respective planner; the progress of all vendors has to be monitored very closely, especially the vendor doing the critical activities�
• Review of mobilization by all vendors, especially the vendor doing the critical 1-3 activities� The vendor’s mobilization is very critical as this is a preamble to the vendor’s performance during turnaround�
• Review of material availability� All material should have come by this time� Only few materials where rejections are faced may be on replacement schedule�
• Resolution of issues related to turnaround� All issues must be resolved in line with the turnaround philosophy of ensuring adherence to quality, duration, etc�
• Review of visual inspection and load test of all lifts, lifting tackles, chain blocks, ropes, chains, and slings to be used during the turnaround�
• Review of fine-tuned shutdown and start-up plan� Review of progress of facilities being provided for the shutdown and start-up as agreed�
• It is good to meet the major vendors doing critical activities and know their constraints and resolve them to expedite�
• Smoking booths should be set up as per agreed plan� Smoking booths are to be provided with press-on cigarette lighter and water receptacle for dumping the cigarette butts�
Second pre-turnaround meeting: This meeting should be organized about 4 weeks ahead of turnaround� The meeting agenda should include the following:
• Presentation on progress by the respective planner; the presentation should highlight areas of concern, poor mobilization by vendors, etc�
• Review of prefabrication work progress� The poor progress should be highlighted�
• Review of progress on temporary facilities for shutdown/start-up� • Initiation of pre-turnaround site work like scaffolding erection,
insulation pocket removal, bolt servicing, etc� • Resolution of issues related to turnaround� All issues must be resolved
in line with the turnaround philosophy of ensuring adherence to quality, duration, etc�
• Decisions to put in place backup arrangement in case some vendor fails to rise to the expectations as later than this would be too late�
• An area-wise turnaround Control Point Office (CPO) is to be established near the units� All log books, shift log book, drawings, and specifications are to be kept here with the unit in-charge� The site control office should have telephones, computers connected to LAN running CMMS, printer, final critical path network on the notice board, etc�
Third pre-turnaround meeting: This meeting should be organized about 2 weeks ahead of turnaround� The meeting agenda should include the following:
• Presentation on progress by the respective planner� • Review of prefabrication work progress� The prefabrication work
will be in the final stages by now�
• Review of progress of site activities as the site activities will constantly grow to peak during turnaround�
• Resolution of issues related to turnaround� • Decisions required to be taken now have to be carefully thought
over and should be fast as the time available is very short� • Decisions for staggering units where the prefabrication may not be
up to the mark should be taken here� Any change in turnaround start date has to be carefully thought about as it puts a lot of pressure of wages on vendors who are performing well and may lead to manpower shedding by them, which will result in poor mobilization during turnaround�
Activities during the week prior to turnaround: During the week prior to the commencement of the turnaround, the following activities are undertaken:
Hot work preparations: Covering of all drain pits with steel plates and isolating the oily water system so that sparks from any welding work may not ignite the oil and spread the same�
Site facilities: Setting up of tea/snack points, drinking water facilities, toilets, etc� These facilities are to be located suitably so that it is not difficult for the workmen using the same�
Decommissioning check list: Operations are to verify that all the items as per the decommissioning checklist are in place to proceed for the shutdown activities� Normally, the following should be checked:
• All flanges are marked as per the spade list� • Steam hoses and water wash connections are made ready� • Flushing oil tanks are made full and flushing oil pumps are checked
and kept ready for pumping flushing oil into the unit� • Intermediate tanks for feed to the downstream unit are made full in
case the downstream unit is to shut down later� • Slop tanks are emptied and their material pumped out� • Oil catcher pumps are checked and kept ready to pump out oil� • Operations are to check all gas meters and oxygen meters for
readiness� • The shutdown plan is available in the control room and all the shift
officers are conversant with the plan�
Manpower deployment: All manpower should be deployed in the respective area and in the respective shifts as per the organization chart on the day the shutdown activities are to begin� Vendor manpower should also be deployed as per plan�
• Are the comments of group supervisors incorporated into the schedules?
