Turnaround Execution Optimization

Using data for Turnaround Execution Optimization

Problem Statement

Turnarounds, or outages, are expensive events for continuously operating plants. Whether you are managing a large refinery or an independent petrochemical site, the objective is to complete the outage as quickly and safely as possible.

The costs associated with having dozens or even hundreds of additional personnel in the plant, coupled with lost production, can amount to millions of dollars in lost profit.

The question is: What tools are available to reduce the outage duration, expedite equipment closure, and remove third-party contractors from the plant as soon as possible?

Solution

Using data to make strategic and tactical decisions before, during, and after the outage.

Phase 1 – The goal is to efficiently complete the “Discovery” phase of the outage and transition the punch list to Maintenance. Once the “Discovery” phase is complete, the site can begin removing third-party contractors, reducing both their safety exposure within the plant and the associated manpower costs.

Phase 2 – Quickly triage the findings from the “Discovery” phase to determine what needs to be addressed immediately and what can be deferred.

Phase 3 – Close the equipment as quickly as possible and initiate safe startup procedures.

Traditional outages have often been managed with large Excel spreadsheets posted on the turnaround trailer wall. While this method can work, it introduces risks such as errors, outdated information, and delays caused by the need to physically travel to the trailer for updates (see Figure A).

Figure A
Figure A

Modern software solutions offer a better approach by enabling information sharing at both the tactical level (technicians and inspectors) and the strategic level (supervisors and plant managers). These tools provide key insights to help teams quickly assess:

  1. Percent completion of the outage
  2. Progress through the “Discovery” phase
  3. Findings that can be passed to Maintenance
  4. Readiness to close equipment for startup
  5. Traceability and accountability

(see Figure B, C, and D)

Figure B
Figure C
Figure D