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Assessment
Performance
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Action Items
[Assessment]
MODULES TO BE ASSESSED
SCHEDULE
DATE
TIME
DEPARTMENT
NAME
29-May-07 1:00 PM
Turnaround Leader
PHONE
Scheduled
STATUS
29-May-07 1:00 PM
Turnaround Leader
Tentative
2.1
31-May-07 11:00 AM
Safety
Return
2.2
Operations Strategy
29-May-07 3:00 PM
Operations
Scheduled
2.3
Execution Strategy
29-May-07 2:00 PM
Execution
Scheduled
2.4
Inspection Strategy
29-May-07 10:00 AM
Inspection
Scheduled
2.5
Logistics Strategy
29-May-07 9:00 AM
Logistics
Scheduled
2.6
Administration Strategy
30-May-07 11:00 AM
Administration
Scheduled
WORKLIST MANAGEMENT
31-May-07 8:00 AM
Planning
Complete
MATERIALS MANAGEMENT
30-May-07 8:00 AM
Materials
Re-Schedule
31-May-07 9:00 AM
Planning
Tentative
SCHEDULING
31-May-07 10:00 AM
Planning
Scheduled
CONTRACTING
30-May-07 10:00 AM
Contracting
Tentative
RESOURCE MANAGEMENT
31-May-07 10:00 AM
Scheduling
Scheduled
[Performance]
STATUS
1.1
Has a Turnaround Leader been established as the person responsible for deciding what work is performed?
1.2
1.3
1.4
1.5
1.6
1.7
1.8
Is there a risk management matrix being used to determine consequence and probability?
1.9
1.10
Is each asset (equipment) identified by a criticality code related to the impact on business?
1.11
Are codes established to track worklist items deferred until the next turnaround?
1.12
1.13
1.14
1.15
1.16
Is there a work type that identifies worklist items that are approved after the cut-off date?
2.1
Have the turnaround key performance indicators and targets been established?
2.2
Were lessons learned from previous turnarounds incorporated into the planning schedule?
2.3
Has the Planning Schedule been developed for the Planning Stage of the turnaround?
2.4
2.5
2.6
2.7
Has a budget been established to include labour hour estimates, materials, indirects and purchase orders?
2.8
2.9
2.10
2.11
2.12
Has a strategy been put in place incase the turnaround date has to be moved?
2.13
2.14
2.15
2.16
Is a meeting schedule established that includes an agenda, who attends, where, etc.?
2.17
2.18
2.1.1
2.1.1.1
2.1.1.2
2.1.1.3
2.1.1.3
2.1.1.3
Is there a risk management process in place for analyzing all planned work activities for safety issues?
2.1.1.4
2.1.1.5
2.1.1.6
2.1.1.7
Has a safety / environment handbook been developed for this specific turnaround?
2.1.1.8
2.1.1.9
2.1.1.10
2.1.1.11
2.1.1.12
2.1.1.13
2.1.1.14
2.1.1.15
2.1.1.16
2.1.1.17
ASSESSMENT COMMENTS
2.1.1.18
2.1.1.19
Is there a strategy in place for safety to review the dynamic execution schedule prior to each shift?
2.1.1.20
2.1.1.21
Has the MSDS system been updated and available for execution?
2.1.1.22
Has Operations been orientated by Safety on the safe work permit procedures?
2.1.2
Operations Strategy
2.1.2.1
2.1.2.2
2.1.2.3
2.1.2.4
2.1.2.5
2.1.2.6
2.1.2.7
Has Operations been orientated on the management of the detailed work execution schedule?
2.1.2.8
Does Operations have a strategy to manage changes in their shutdown activities, i.e., longer duration?
2.1.2.9
Has Operations established an organization chart with roles and responsibilities for this turnaround?
2.1.2.10
2.1.2.11
Has Operations identified all work they wish to include in the turnaround, i.e., valves, leaks, etc.
2.1.2.12
Has Operations flagged with colored tape the valves to be repaired, replaced, overhauled, etc.
2.1.2.13
Has Operations determined what level of safety involvement and responsibility they have with Safety?
2.1.2.14
2.1.2.15
2.1.2.16
2.1.2.17
2.1.2.18
2.1.2.19
2.1.2.20
2.1.2.21
2.1.2.22
2.1.2.23
2.1.2.24
2.1.3
Execution Strategy
2.1.3.1
2.1.3.2
2.1.3.3
Has Operations worked with the execution supervision to establish or orientate them on the strategy?
2.1.3.4
2.1.3.5
2.1.3.6
2.1.3.7
2.1.3.8
Is there a strategy to have execution supervision mobilized early enough to review the execution strategy?
2.1.3.9
2.1.3.10
2.1.3.11
2.1.3.12
Is there a plan to orientate execution forces on the safe work permit procedure?
2.1.3.13
Has Operations and Execution agreed on 'who' is responsible for managing the execution work?
2.1.3.14
2.1.3.15
2.1.3.16
2.1.3.17
2.1.3.18
Has Execution surveyed confined space, vessel entry, and hoisting work?
2.1.3.19
Has Execution reviewed the work that requires equipment rentals and placement, i.e., welders, cranes, etc.?
2.1.3.20
2.1.3.21
Has Execution established a strategy for power, air, water, etc. requirements?
2.1.3.21
Has Execution established a plan for power, air, water, etc. requirements?
2.1.3.22
Has Execution established a strategy for lifting and hoisting, i.e., equipment, placement, structures, etc.?
2.1.3.23
Has Execution established a plan for lifting and hoisting, i.e., equipment, placement, structures, etc.?
2.1.3.24
Has Execution been orientated in the management and control of the daily shift schedule?
2.1.3.25
Has Execution reviewed and approved all mobilization and logistics strategies and plans?
2.1.3.26
Has Execution reviewed and approved all safety and environment strategies and plans?
2.1.3.27
2.1.3.28
2.1.3.29
2.1.3.30
2.1.4
Inspection Strategy
2.1.4.1
2.1.4.2
2.1.4.3
2.1.4.4
Has the Inspection department determined resource requirements and mobilization schedule?
2.1.4.5
2.1.4.6
2.1.4.7
2.1.4.8
2.1.4.9
2.1.4.10
2.1.4.11
2.1.4.12
2.1.4.13
Has Inspection established a method of tracking the status of each inspection during Execution Phase?
2.1.4.14
Are Inspection and Test Plans developed for each related work activity?
2.1.4.15
Has the Inspection department determined the welding procedures and Welder testing process?
2.1.4.16
Has Inspection worked with Operations, Execution and Planning to develop the execution schedule?
2.1.5
Logistics Strategy
2.1.5.1
2.1.5.2
2.1.5.3
Is there a plot plan showing traffic, walking, restricted areas, smoking areas, etc.?
2.1.5.4
2.1.5.5
2.1.5.6
2.1.5.7
2.1.5.8
Is there a strategy for weather related issues, i.e., shelters, heaters, etc.?
2.1.5.9
2.1.5.10
2.1.5.11
2.1.5.12
2.1.5.13
2.1.5.14
2.1.5.15
Have PSV management, shipping, crating, transportation, receiving, etc. been established?
2.1.5.16
2.1.5.17
2.1.5.18
2.1.5.19
2.1.6
Administration Strategy
2.1.6.1
2.1.6.2
2.1.6.3
2.1.6.4
Is there an administrative strategy in place for timekeeping, payroll, invoice management, etc.?
2.1.6.5
Is there an administrative plan in place for timekeeping, payroll, invoice management, etc.?
2.1.6.6
2.1.6.7
Are performance management methods integrated into the cost / administrative strategy?
2.1.6.8
2.1.6.9
2.1.6.10
Is there a strategy to capture Green Cards for ProAct Entry and reporting?
WORKLIST MANAGEMENT
3.1
Have all worklist items been identified on a control sheet or management software?
3.2
Is the control and management of the worklist items assigned to a key person?
3.3
Have work types been assigned to worklist items to determine when they were approved, i.e., Normal, Late?
3.4
Have worklist items been categorized by work type, i.e., routine, turnaround, project, etc.?
3.5
3.6
Can worklist items be filtered, sorted, grouped, etc. by requestor, date, priority, area, etc.?
3.7
Does a library of worklist items exist by equipment type, unit or area specific to a process?
3.8
Have worklist items all been assigned to someone with the responsibility of planning and estimating?
3.9
3.10
3.11
4.1
4.2
4.3
Is there a data management process in place between the scheduling software, CMMS and materials?
4.4
4.5
4.6
4.7
4.8
4.9
Have tool and materials trailers / tents / warehouses etc. been identified?
4.10
Has the materials management group prepared an organization chart with roles and responsibilities?
4.11
Have strategies been determined for 'What-if' materials for potential found work?
4.12
Have all services and rental equipment been determined and established?
4.13
Is there a bag and tag system in place for each worklist item?
4.14
4.15
Has materials management been orientated on the execution schedule management methods?
4.16
Has materials management established their cost / payment tracking system and performance reports?
4.17
4.18
Has materials management determined the responsibilities of the contractor and execution forces?
4.19
5.1
5.1.1
5.1.2
Does Planning have sufficient resources, office equipment, computers, administration assistance, etc.?
5.1.3
5.1.4
5.1.5
5.1.6
5.1.7
5.1.8
Is the status of Planned Job Packages sufficient to ensure completion in time for scheduling?
5.1.9
5.1.10
Does planning include programming (scheduling) parameters, i.e., shifting, function codes, restrictions, etc.?
5.1.11
5.1.12
5.1.13
5.1.14
Are individual worklist item plan job activities entered into a the scheduling software?
5.1.15
Do all worklist plan job activities include resources, crafts, tool, materials, equipment, services, etc.?
5.1.16
5.1.17
5.1.18
Have planning responsibilities been established for the execution stage, i.e., planning found work?
5.1.19
Have Planner responsibilities been established for the execution stage, i.e., updates, shifting, reports?
5.1.20
Have Planner shift schedules been determined for the execution stage?
5.1.21
5.1.22
Has the Planner prepared and/or conducted an orientation for execution supervision?
5.1.23
Have planned job package books been assembled for execution supervision?
5.1.24
5.2
5.2.1
5.2.2
Does Planning have sufficient resources, office equipment, computers, administration assistance, etc.?
5.2.3
5.2.4
5.2.5
5.2.6
5.2.7
5.2.8
Is the status of Planned Job Packages sufficient to ensure completion in time for scheduling?
5.2.9
5.2.10
Does planning include programming (scheduling) parameters, i.e., shifting, function codes, restrictions, etc.?
5.2.11
5.2.12
5.2.13
5.2.14
Are individual worklist item plan job activities entered into a the scheduling software?
5.2.15
Do all worklist plan job activities include resources, crafts, tool, materials, equipment, services, etc.?
5.2.16
5.2.17
5.2.18
Have planning responsibilities been established for the execution stage, i.e., planning found work?
5.2.19
Have Planner responsibilities been established for the execution stage, i.e., updates, shifting, reports?
5.2.20
Have Planner shift schedules been determined for the execution stage?
5.2.21
5.2.22
Has the Planner prepared and/or conducted an orientation for execution supervision?
5.2.23
Have planned job package books been assembled for execution supervision?
5.2.24
SCHEDULING
6.1
6.2
6.3
6.4
Have all scheduling parameters been determined, i.e., shifting, loading, productivity factors, etc.?
6.5
Has the Work Breakdown Structure been determined and outlined on the project schedule?
6.6
Is there only one project schedule for all work to be performed including project work?
6.7
6.8
Has a scheduling methodology been established to ensure a flexible dynamic execution schedule?
6.9
Have 'What-if' scenarios been completed, i.e., shifting, equipment priority, performance, resources?
6.10
6.11
Has each department been involved in the development of the project schedule?
6.12
Has each department reviewed and approved the project schedule or method of schedule development?
6.13
6.14
6.15
6.16
6.17
6.18
Has any work been flagged for work that can be executed in spite of poor weather?
CONTRACTING
7.1
7.2
7.3
7.4
7.5
7.6
Have contractors been involved been given an orientation on the status of the turnaround project?
7.7
Have contractors established their organization charts with roles and responsibilities?
7.8
Have contractors provided their safety and quality programs for review?
7.9
Have contractors established their logistic requirements, i.e. trailers, transportation, mobilization schedule?
7.1
Have contractors established their administration procedures, requirements, force reporting, etc.
7.1
Have contractors identified their entrance permit and equipment mobilization requirements?
7.11
Have contractors determined their communication systems, radios, computers, office equipment, etc.?
7.12
Have contractors determined their strategy for 'What-if' scenarios, i.e., resource restrictions, breakdowns?
7.13
Have contractors determined their requirements for water, steam, air, chemicals, gas, etc.?
7.14
Have contractors determined their strategy for equipment management, fueling, relocation, barriers, etc.?
7.15
7.16
7.17
Has each contractor determined their performance reporting and management strategy?
7.18
Has each contractor established their orientation process, have they included the owner / client?
7.19
Has each contractor established their meeting and communication plan / methods?
7.20
RESOURCE MANAGEMENT
8.1
8.2
8.3
8.4
8.5
8.6
8.7
8.8
8.9
8.10
8.11
RATINGS
MODULES ASSESSED
WEIGHT
SCORE
STATUS
15%
11%
On Track
5%
4%
On Track
2.1
5%
4%
On Track
2.2
Operations Strategy
5%
3%
Behind
2.3
Execution Strategy
5%
2%
Behind
2.4
Inspection Strategy
5%
3%
Behind
2.5
Logistics Strategy
5%
3%
Behind
2.6
Administration Strategy
5%
3%
Behind
WORKLIST MANAGEMENT
5%
5%
Ready
MATERIALS MANAGEMENT
10%
6%
Behind
5A
5%
3%
Behind
5B
5%
4%
On Track
SCHEDULING
15%
8%
Behind
CONTRACTING
5%
4%
On Track
RESOURCE MANAGEMENT
5%
3%
Behind
100%
67%
Behind
POSSIBLE TOTAL
ACTION
RESPONSIBILITY
DUE DATE
[Action Items]
RESOURCE MANAGEMENT; 5%
SCHEDULING; 15%
Inspection Strategy
Logistics Strategy
Administration Strategy
WORK PACKAGE PLANNING - CAPEX; 5% Operations Strategy; 5%
WORKLIST MANAGEMENT
MATERIALS MANAGEMENT
Inspection Strategy; 5%
MATERIALS MANAGEMENT; 10%
Logistics Strategy; 5%
WORKLIST MANAGEMENT; 5% Administration Strategy; 5%
Actual Score
100%
100%
90%
80%
70%
60%
50%
40%
30%
20%
5%
4%
5%
3%
67%
POSSIBLE TOTAL
8%
RESOURCE MANAGEMENT
4%
CONTRACTING
3%
SCHEDULING
6%
5%
WORK PACKAGE PLANNING - CAPEX
5%
5%
WORK PACKAGE PLANNING - OPEX
3%
15%
10%
5%
MATERIALS MANAGEMENT
3%
5%
WORKLIST MANAGEMENT
3%
5%
Administration Strategy
2%
5%
Logistics Strategy
3%
5%
Inspection Strategy
4%
5%
Execution Strategy
4%
0%
5%
Operations Strategy
5%
10%