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The oil refining and petrochemical processing industries have their own nomenclature
for maintenance projects. For the purposes of this tutorial, "turnaround" is intended to
encompass all types of industrial projects for existing process plants including I&Ts
(Inspection & Testing), shutdowns, emergency outages, debottlenecking projects,
revamps, catalyst regeneration, etc. where an operating plant must be shut down until
the work is completed and then restarted - thus "turning around" the unit/plant.
Turnaround project planning and scheduling is an important function that has a direct
and dramatic impact on maintenance costs and bottom line profitability of a process
plant. Maintenance costs are the result of the expenditure of manpower, equipment
and materials.
Keep manpower and equipment usage efficient, and you will control your turnaround
costs. Through judicious planning and scheduling, a maintenance planner / scheduler
can help his organization save on manpower costs, ensure the shortest possible
downtime, and achieve the most efficient use of equipment.
The secret to achieving the most efficient plan is to remove all wasted motion, all
unnecessary movements or transports, and minimize crew and equipment
redeployment.
This handbook was prepared to help those whose responsibilities include the planning
and scheduling of process plant turnarounds. We have developed a practical approach
based on tried and proven procedures using our own project management
software, although the concepts described herein are applicable regardless of the
software package you use.
Turnaround Organization
The turnaround organization encompasses all personnel responsible for the planning,
scheduling, management and execution of the turnaround. It includes, among others,
the plant manager, maintenance manager, turnaround manager, turnaround
planner/scheduler and field supervisors.
Often the maintenance manager will also act as the turnaround manager. Also, field
supervisors could consist of contractor personnel.
The Operations, Safety, Inspection, Warehouse and Tool Room departments are also
key to the execution of a successful turnaround.
Making your turnaround scope and schedule visible to the entire turnaround
organization is a determining factor for success. Visibility is achieved by distributing
updated reports before and during the turnaround to all key personnel. The particular
information needs of each member of the turnaround organization will be covered in
more detail later.
The Turnaround Planner / Scheduler
The turnaround planner / scheduler is the organizer; the driving force behind the effort
involved in developing, communicating, reviewing, organizing and refining a workable
turnaround schedule. No turnaround planner / scheduler can have the combined
knowledge of all the trades and specialized functions that are required to execute a
turnaround successfully. Therefore he will depend, to a large degree, upon all the other
members of the turnaround team.
The turnaround planner/scheduler often leads the effort of developing the work scope.
He has the ability to prepare a detailed work order (InterPlan Systems offers project
planning software that assists the planner/scheduler in creating detailed, high quality
work orders) that can be reviewed and revised by the party responsible for its
execution, speeding up the identification of all required inspection and repair work.
Planners/schedulers are the right hand of the turnaround manager. They are the source
of the information upon which all decisions are made.
Turnarounds will be executed by people. These people have to accept or "buy into"
your work order scopes, estimates, schedules and progress reports. Otherwise your
effort will be totally wasted.
The confidence of the turnaround team members in your effort is in direct relation to
two factors: the quality (level of detail) of the plan and their degree of participation
(contributing, reviewing, advising).
Participation is essential, for without their reviews and comments, they will neither
accept nor work with your estimates and schedules. In fact, when people do not
participate, they usually will work to defeat the schedule!
The quality of the estimates and schedule is equally essential. A sloppily prepared
execution plan will be ignored, rejected and abandoned early. The higher the quality
(degree of detail) of the planning and scheduling effort, the higher the acceptance and
confidence - therefore enhancing a greater adherence to the schedule.
A good way to ensure that all involved will participate with the planning effort is to
have the turnaround manager (or plant manager) invited to a meeting, where the
planning effort and everybody's contribution or role will be discussed. All should leave
the meeting with the understanding that the planner will help them develop their work
orders, their schedules, etc. This will go a long way to allay their fears that the
estimates, schedules, etc., may be created without their input, and be forced upon
them resulting in potentially unrealistic, unreachable goals
Information Requirements
Cost
Time
Manpower
Safety
Quality
Tools & Equipment
Materials
Coordination
Technical
Work Scope
You may notice that in order to determine the cost, all other information must be
developed first. Generally, the information is developed from the "ground up"; the
order in which the information categories are listed above does not necessarily reflect
how and when they become available, or their relative importance.
Cost
Cost estimates are developed from all the other information categories. It is the
consequence of many decisions affecting staffing, overtime, safety measures, quality
requirements, procedures, contracting, etc.
Cost, being one of the most important factors, forces the planner to consider and
evaluate alternative methods, schedules and strategies with an eye towards achieving
the lowest cost while satisfying all other requirements (of time, safety and quality).
The above (generalized) cost categories can contain "hidden costs" which good
planning and scheduling tries to minimize or eliminate. These "hidden costs" arise
from:
Time (duration) estimates are obtained from several sources: a project template,
historical records, experienced craftsmen / supervisors, andproject planning
software. As with cost, time is affected by many decisions concerning staffing, shift
and work-week length, safety procedures, quality guidelines, methods used to perform
the work, etc.
Time is a more flexible variable than cost in most cases. Therefore, the planner usually
concerns himself with determining (estimating) the most realistic, workable duration for
every activity in the turnaround. The sum of the durations for all activities on the
critical path (or the longest sequence of related tasks in the turnaround) will determine
the overall length of the turnaround. The resulting time span may be acceptable to
management, or it might be too long, and ways to shorten the schedule must be
examined. In some cases, the turnaround can be extended to reduce costs (overtime,
supervision, equipment rentals, indirects, etc.) at a time when the plant can be idled for
some time. So, time and cost are closely linked ("time is money").
There are different kinds of time that should be incorporated into a turnaround project
plan:
Activity Time - the time required for a crew to perform a specific task (i.e.,
open a manway).
Lag Time - time span required for any operation not controlled by crews - such
as cooling down equipment for entry, neutralizing/acidizing, stress relieving, curing
time, etc.
These two (generalized) time categories above do not include time loss originated by
these unavoidable delays:
As a rule, it is not a good idea to "build in" extra time in your estimates to take care of
delays caused by the above categories. If you do build extra time into your estimates,
then there will be a very high probability that all of the time will be spent to perform
the defined work (Parkinsons Law - "Work expands to fill the time allowed.").
Extra time required to compensate for productivity loss should be considered when
calculating a manhour/cost summary as a global entry/factor. Work orders and
schedules should always reflect the original base time estimates.
Manpower
Planning and scheduling addresses two main types of activities: productive work and
logistical / support work. The latter, being dependent upon the first, can be planned
after all inspection, repair / replacement work has been identified and planned.
Manpower information is developed from a knowledge of the trades or skills, and the
scope of the work for each work order.
Total manpower is the sum or combination of all trades/skills required to execute the
defined work. There are two basic groups:
Manpower can be union (organized, along trade or skills), or non-union (open shop). If
your turnaround is going to be executed by union trades, you must secure a list of
them along with the union agreement books to see what jurisdictions each trade
encompasses. This way you can assign the correct trades or resources to every activity,
in order to avoid any disputes and potential work interruptions.
If your turnaround is going to be executed by non-union labor, you should still attempt
to correctly identify the type of skill needed to perform each activity. Even though you
may have a "multi-craft" labor force, it is useful to be aware of the labor requirements
for the different skill-sets of multi-craft labor (blinding, pipe fabrication, tower and tray
work, etc.).
Safety
Scaffolding
Obtaining permits
Tagging equipment for entry to work
Fire watch / Hole watch
Neutralizing / Decontaminating equipment
Installing air movers
Cooling down equipment
Installing temporary lighting
Wearing protective equipment
Insulating for personnel protection
Installing blinds
Testing (Hydrostatic, X-Ray, etc.)
Stress relieving
Temporary dust / runoff containment barriers
General clean-up
Evacuation due to emergencies
All of the above, with the exception of emergency evacuations, can and should be
incorporated into the work order scope, and planned along with productive work.
In addition, all activities defined in a work order should be as explicit and informative as
possible, in particular to warn against any potential hazards.
Replacing bolts and gaskets are also safety concerns, even though normally viewed as
operations / maintenance concerns. Bolts should always be placed into buckets to
prevent accidents and facilitate cleaning.
Quality
The quality of the repair work has an impact on time and cost. Quality guidelines
should be prepared and issued to establish the minimum acceptable level desired.
Poor quality can result in accidents, rework, equipment failure, higher wear and tear,
and the attendant impact on manpower safety, equipment and operation safety, plus
their associated costs.
Quality can be specified in the project planning by indicating the amount of testing
required:
X-rays
Pressure tests
Ultrasonic/infrared inspection
Visual inspection (before and after repairs)
Materials/compounds curing time
Urgency in performing the work
Quality of spares, materials, commodities, etc.
Experience level of the workers
Other
In work involving extensive welding, the planner must consider sufficient time for X-
rays and testing, and the amount of probable rework.
Heat exchanger testing procedures should be reviewed to ensure that testing activities
are adequately provided in every work order, with sufficient time and manpower
estimates, and indicate the testing medium, testing pressures and time required to
hold the pressure. Often, related exchangers can be tested simultaneously, which
saves time and manpower.
Tools and equipment are a function of the work as defined. As technology changes, new
tools and equipment become available to do a certain job. Therefore it is important to
identify the tools and equipment that will be used to do a certain job - they have an
impact on time, manpower and cost.
In planning to supply an adequate quantity of tools and cranes, it must be kept in mind
that a certain amount of loss and breakdown will occur. For example, if five cherry
pickers are called for in the schedule, you might consider using six to have a back-up in
case of mechanical breakdown. Tools also break or are lost/stolen, so you should
instruct your supplier to have on hand more than what the schedule requires.
Materials
A bill of materials can and must be developed for each work order. From the
engineering files (or from past turnaround purchasing requisitions) you can obtain all of
the information needed to prepare a materials list: bolt and gasket sizes, quantity,
material specifications, tray dimensions and type, metallurgy, refractory specifications,
catalyst type, etc.
Most materials are a direct replacement item (bolts, gaskets, valves, etc.). Some may
be refurbished and reused (i.e. valves). Catalyst may be either replaced by new or
regenerated for reuse.
As materials are received from vendors, they should be inspected (and tested; i.e.
valves) to avoid any surprises (and delays) during the turnaround.
All work orders should list the required materials to facilitate requisitioning them from
the warehouse. This will minimize or eliminate delays and confusion when the materials
are needed in the field.
Coordination
In simple terms we refer to coordination as letting the right hand know what the left
hand is doing. It involves communication so that timely decisions can be made by the
various groups involved in the turnaround.
The planner must ensure that the information needs of all those identified on the
turnaround organization chart are satisfied in a consistent, timely manner. He also
should follow-up to ensure positive feedback on his information, where needed (i.e.,
progress updates, staffing level changes, extra work, etc.).
The schedules detail the participation of different crews or groups to get some work
done, i.e., unheading a heat exchanger. This means that after most bolts have been
loosened or removed, a cherry picker must be summoned to lower it to the ground.
Even though cherry picker activity is scheduled along with all other related work, its
actual usage must be coordinated in the field as the need arises, because their
schedule is usually coordinated by a dispatcher.
Coordination with contractors is very important. Examples are: Heat exchanger bundle
cleaning priority, outside shop repairs, crane utilization, etc.
Poor coordination, or the lack of it, results in disruption of the work flow, delays,
schedule extensions, and increased costs. Not to be ignored are the political
consequences: rejecting responsibility for the problems, assigning blame, a breakdown
in communication and cooperation, etc.
The ideal situation is to create a "task force" teamwork spirit of cooperation - resulting
in an easy, rapid, informal communication. In other words, communication and
feedback; without delays, is the essential ingredient of good coordination. Coordination
should strive to bring about cooperation, safety, quality and lowered costs while
avoiding delays and duplication of effort.
Technical
The technical data has an impact on work order definition and estimates, as repairs on
some vessels may be very simple and straightforward, depending on the design and
metallurgy, while others might require passivating, stress relieve, etc.. Also, repair work
time varies with the diverse metals employed in the manufacture of the equipment
(carbon steel, stainless, exotic alloys, etc.).
Making this information available to the field supervisors is just as important as the
schedule, in order to ensure that the adequate resources will be at hand to make the
repairs in full accordance with the specifications.
Work Scope
The work scope is usually developed by the Inspection, Maintenance and Operations
(Production) departments. A preliminary work list is developed and revised. Cost of
repairs and the time required to perform them is a factor when deciding to include or
exclude work from the scope.
It may also include a third category, which consists of insurance claim work for a
sinistered unit.
While the maintenance department usually concerns itself with the former, the latter is
generally managed by the engineering department. So, in most cases, the turnaround
planner only concerns himself with maintenance inspection and repair work. But where
new equipment or piping is installed under an A.F.E. (capital work), the planner must
schedule and coordinate any tie-ins to the existing plant or unit, in harmony with the
engineering schedule.
Often, the work scope changes, and continues to develop all throughout the
turnaround. The reason for this is simply that the extent of the repair work can not be
established until the equipment has been opened, cleaned and inspected.
A cutoff date is usually established a few weeks prior to the turnaround, by which date
all known or anticipated work has to be identified and scoped. This allows for an orderly
preparation of all estimates, schedules, etc.
Sources of Information
In the course of project planning, you will need access to certain information, as
follows:
Previous turnaround work orders / scope
Previous turnaround inspection reports
Equipment data (drawings, specifications)
Unit layout (equipment location drawings)
Plot plan
Mechanical flow sheets
Blind lists
Equipment lists
Valve lists
Instrument lists
Turnaround work list
If available, obtain previous turnarounds final reports and critiques, which may point to
specific problems to be avoided. If you cannot obtain such critiques, check with those
involved in the previous turnaround(s) to find out what major problems developed and
ask for their suggestions as to how to avoid them in the future.
You should establish your own planning files, organized by equipment identification tag
or number (within the unit). This will help you save time whenever you need to plan a
turnaround.
The planning files should contain all relevant information:
Work Order
Equipment drawings and specifications
Bolting, gaskets, etc.
Testing procedures and pressures
Blind list
Location drawing
Inspection reports
Other
In addition to these paper files, you should save in a secure place, a computer disk (CD-
ROM/DVD-ROM/etc.) containing a back-up of all your data files. Label, date and store
the media properly.
Frequently, a turnaround work list is prepared. This list, usually a few pages long,
identifies all the known or desired inspections and work to be included in the
turnaround scope. It usually lists all of the process equipment, with a brief statement
describing the extent of the inspections and repair work. For instance, it may list:
"E-102 HGO Exchanger - BLIND, OPEN, PULL BUNDLE, CLEAN & REPAIR"
This brief scope will be detailed later in a work order, complete with durations and
manpower for every step or task involved, from scaffolding, blinding and tagging
through testing, pulling blinds, removing scaffolding and final clean-up of the area.
The turnaround work list is the natural starting point for the planning effort. We can use
the preliminary work list, and we should never wait until the final list is approved;
otherwise we will not have sufficient time to plan the turnaround. It is better to modify
early estimates and schedules than to wait and try to plan it in a hurry in a few days
before the shutdown.
Even though you may be able to estimate, plan and schedule a major turnaround in a
weeks time, you would never have sufficient time left to have the work orders and the
schedules reviewed by the turnaround staff and to incorporate their changes and
suggestions. Keep in mind that all work orders and schedules that you prepare are
THEIR work orders and schedules, not yours. If the turnaround team does not become
involved in at least reviewing (and approving) the product of your efforts, it will be
ignored and rejected.
When there is little time left and no turnaround work list has been prepared yet - should
you wait for it? This is risky, because you could run out of time and end up unprepared -
rendering the turnaround unmanageable. The solution is to either plan using the
previous turnaround work list, or the complete list of ancillary process equipment. We
prefer to develop work order estimates for all of the equipment in a plant unit. Then,
when the turnaround work list is released, you can include all of the work orders you
already developed, and concentrate on planning the remaining necessary piping,
valves, electrical, instruments and miscellaneous work. This will save you valuable time
when you are close to the shutdown date.
Work orders must be organized in such a way as to make them easy to find and use as
required. Otherwise, handling hundreds of work orders during a turnaround could
become a nightmare.
Every work order must have a unique identifying label assigned to it. This could be a
number, or some alpha-numeric code. Try to keep this label as short and meaningful as
possible. It is very difficult to remember a long code made up of numbers and letters.
In addition, every work order should also include an equipment tag (unique identifier)
to associate it with the process equipment, piping iso, valve or instrument involved. For
instance: "E-100 A", "CW-18-2011", "PSV-101", etc.
Work orders should also have an "Equipment Class or Category" so they can be
sorted/grouped logically. The plant equipment list can be used for this purpose:
Towers
Vessels
Drums
Tanks
Reactors
Heaters & Boilers
Heat Exchangers
Cooling Towers
Filters
Compressors
Rotating Equipment
Piping
Electrical
Instruments
In addition, work orders should also contain an Area or System code, to help in
scheduling and reporting.
Work orders should also display the responsible supervisor assigned to the work.
Keep the number of codes to a reasonable size. Over two dozen codes will waste time
and paper without adding any benefit when printing reports. Remember that codes are
supposed to be used to organize and summarize.
Keep It Simple!
Keep in mind that as you simplify work order numbering, coding and classifying, you
will make it easier for everyone to find what they need, improving communication and
acceptance of the planning package. One way to approach work order organization is
to examine everything we do with a critical eye: Is the numbering and coding scheme
going to simplify and speed up the handling of work orders? If the numbering scheme is
complicated, it will slow down the handling of the information.
Anyone can complicate even the simplest thing, but it takes talent to make something
complex simple to use. Remember the "KISS" principle!
Resources
Before you start planning work orders, you should make a list of all resources expected
to be involved in the turnaround. There are two kinds of resources: Manpower (labor)
and Equipment.
Use a code or abbreviation for every resource, not to exceed four letters. For example:
BM - Boilermakers
CA - Carpenters
CO - Crane Operators
EL - Electricians
EO - Equipment Operators
HY - Hydroblasters
IF - Instrument Technicians
IN - Insulators
IP - Inspectors AM - Air Mover
LA - Laborers BC - Bundle Carrier
ME - Mechanics BE - Bundle Extractor
MW - Millwrights CC - Crawler Crane (Heavy Crane)
OP - Operations / Production CP - Cherry Picker
PF - Pipe fitters CR - Crane
PFF - Pipe Fabricators FB - Flatbed Truck
REF - Refractory Applicators FL - Forklift
SR - Stress Relieve Technicians HYEQ - Hydroblast Equipment
SW - Safety Watch PU - Pick-up Truck
TD - Truck Drivers SREQ - Stress-relieve Equipment
WE - Welders TT - Tractor-Trailer
XR - X-ray Technicians VT - Vacuum Truck
The above lists are not all-inclusive; you will develop additional categories and codes as
necessary.
Work Order Tasks
Work order scopes are defined in activities or tasks, which are the individual steps that
are required from start to completion, regardless of who is responsible for their
execution, whether they are productive or not. That non-productive activities must also
be included where required should not be overlooked.
Non-productive activities can impact the schedule without contributing to the manhour
estimate. For example:
Cool down / gas free
Refractory curing time
Concrete curing time
Non-productive activities can also contribute to the manhour estimate without any
significant impact on the schedule. For example:
Mobilize crane
Demobilize crane
Set up catalyst handling equipment
Transport bundle to cleaning area
Set up dust/runoff containment barriers
Haul debris to scrap yard
Clean up area
Defining Activities
Activities must be clearly defined, and should be measurable. This means anyone
should be able to determine if a particular activity (as defined) is in progress, or
completed.
Activities must be defined every time there is a break or change in work content,
and/or by changes in the work crew. Activities that are overly broad in scope are
difficult to estimate, schedule and measure/report progress against.
If you have a good degree of detail, your activities become easy to estimate, schedule
and control. Your entire planning effort will be credible and usable. ATC
Professional was designed to handle large, detailed schedules quickly and easily.
Estimating, scheduling and tracking a turnaround project with little detail is more
difficult than with a great amount of detail. Summary level schedules are useless for
managing turnarounds.
Also, watch the resources needed for any given activity. If you require five or more
crafts to execute an activity then it is in all likelihood ill-defined. In that case, break it
up into better-defined tasks. This will save you many headaches when it comes to
scheduling and manpower staffing.
Types of Activities
Safety (Permits, Testing, Gas Freeing, Neutralizing, Fire and Hole Watch, etc.)
Inspection (Preliminary and after repairs are made)
Repairs (on-site and off-site, or outside shops)
Support (Scaffolding, Lighting, Hauling, Painting, Clean-up, etc.)
All can have an impact on budget and schedule, so be sure not to overlook any of
them!
Defining Activities
Lets assume we have to develop a work order to replace a valve. The steps involved
require the planner to ask all relevant questions:
The answers to what, where, how and who will give us the necessary information to
prepare an adequate estimate.
Knowing the type of valve to be replaced is important, since there are many types:
block, control, safety, slide, motor operated, etc.
How the valve is to be replaced also plays an important role. If it is large, a crane my
be needed. If it is welded, then the line may have to be purged and/or blinded, unless it
is a utility line (air, steam, water). Testing procedures may call for x-ray, hydrostatic or
both. The new valve may have to be shop tested before transporting it to the site and
installing it. The line may have to be touched up with paint or re-insulated. If there is
steam tracing it may have to be repaired or reconnected before re-insulating.
Where the valve is located will dictate whether to erect a scaffold, use a ladder, a crane
with man basket or a hydraulic personnel hoisting platform; whether the area needs to
be decontaminated or the workers are to wear protective equipment.
Heat exchangers require more definition. These are some of the considerations:
What kind of heat exchanger? (u-tube, floating head, reboiler, fin tube, air
cooler?)
What service is the heat exchanger in? (heavy crude, light product, etc.)
Where is the exchanger located? (at ground level, in a structure, etc.)
Is this a vertical or horizontal exchanger?
Is the exchanger insulated?
Must remove any piping in order to unhead?
Is scaffolding required?
Is the exchanger to be acidized?
Is the exchanger to be neutralized?
Blinding required? (If in a bank, perhaps the first and last ones are blinded only)
How many tubes are there in the bundle?
Clean the bundle in place?
Pull bundle and clean at site?
Remove bundle to slab for cleaning?
Tube bundle to be scrapped and new one inserted?
Tube bundle to be cleaned and returned to site?
Tube bundle to be retubed? (If yes, retubing and testing at shop?)
Shell to be cleaned and repaired?
Heads to be cleaned and repaired?
Baffle plate to be repaired?
Sacrificial anodes to be replaced?
Entire exchanger to be replaced with a new one?
Gasket surfaces to be machined?
You may find additional questions as you start developing the scopes for the heat
exchangers. If you cannot answer these questions then seek out someone familiar and
experienced to get his input. He will be glad that you respect his experience and will be
more receptive towards accepting your estimates and schedules.
Remember to include steps to transport equipment, materials and scrap on and off the
site. This also requires manpower and equipment (and time). Any electrical equipment
must always be locked out and tagged out. There is no need to include an activity to
remove the tags and locks, because this is done during start-up.
Also remember that, generally, when something goes up, it also has to come down
(scaffolding); if something is installed, it has to be removed (blinds, air movers,
temporary lighting, runoff and dust containment barriers, etc.). Also remember that you
should schedule a hole watch for every crew or individual(s) entering a vessel, for the
entire time these are inside the vessel. Also, hot work (welding) in the unit must have a
"hole" watch (or fire watch if you prefer, but they are usually the same person). Every
repair should be followed by an inspection. Sometimes more than one group must
inspect. Sometimes the Government inspector and/or the Insurance inspector need to
witness the repairs and/or tests.
A good way to prepare a work order is to review the safety and maintenance/repair
procedures. These will usually dictate how the work orders should be prepared. You
must also review inspection and testing procedures, as these are equally as important.
If no written procedures exist, then you will have to turn to the respective departments
and interview those in charge of determining how all of the activities are to be carried
out. DO NOT ASSUME TO KNOW - consult those in charge - that way you will avoid
surprises. Keep in mind that procedures can change as well.
Remember that there are two kinds of procedures: general and specific. Some work
orders are affected by general procedures, others by procedures specific to a piece of
equipment. For instance, general procedures call for installing unit battery limit blinds,
but a specific piece of equipment may require to be fully blinded before opening and
entering (due to hazardous conditions), and at the same time another piece of
equipment may not require any blinds (for instance, steam drums, utilities, etc.).
When contractors prepare to make major repairs, they should furnish a highly detailed
plan showing all the steps involved in the execution of the work. A work order should
be developed from the contractors plan, and included in the overall turnaround scope.
eTaskMaker lets you create work scopes rapidly and consistently. Consistent activity
descriptions facilitate the correct interpretation and give your work orders a more
professional look.
Activity Duplication
This duplication not only results in inflated estimates and manpower requirements, but
in a very confusing schedule which will cause a loss of credibility and confidence in the
planning effort.
Be sure to cross-reference work orders to indicate activities common to both. This will
also facilitate scheduling, by indicating where a logic tie or relationship is to be defined
between work orders. For instance: "BLINDING ON W.O. # 17045" with no durations or
crafts, will direct the attention to work order 17045 which does have the time and
manpower to install the blinds. Or: "ERECT SCAFFOLD - SEE W.O. # 45315", etc.
Most extra work is originated from inspection reports during a turnaround. Sometimes
the extra work originates from other sources (Operations / Production, Engineering,
Process, etc.).
The scope of the extra work should be developed, with all necessary steps, including
inspection and testing if required. You can then add this work order to the schedule,
and report progress against it. Even if the work has been done by the time you learn
about it, go ahead and develop the scope and include it into the schedule. Then you
can post progress against it, and your reports will reflect the increased manhours for
the turnaround and the impact on overall progress and earned value analysis.
Be sure to code the extra work as such, to sort out the costs after the turnaround is
over.
The extra work order should also contain a reference to the main work order that
covers the equipment being repaired. This will help in scheduling, and later for
historical reference.
Productivity
After all manhour estimates have been reviewed, revised and approved, total
manhours by labor resources (crafts / skills) should be calculated. These total
manhours become the base estimate. You can calculate an adjustment for the base
estimate for an expected productivity loss according to your expected parameters.
Shift Length
Five days per week fail to offer overtime pay incentive, and workers may be
tempted to "drag their feet" hoping to cause delays which will, in turn, motivate
management to authorize overtime work in order to recoup lost time.
Six days per week provide both overtime pay incentive plus one day of rest
per week. This is significant for turnarounds lasting several weeks, and provides make-
up days (Sundays) to avoid delays.
Seven days per week provide sufficient overtime pay incentive, but after
some time you may suffer a decline in productivity caused by the lack of rest days. This
works well for shorter duration turnarounds, but offers no "safety cushion" in case of
schedule slippages.
Contractor Bids
Sometimes you may elect to solicit fixed price bids for some or all of the work. If this is
the case, you should still go ahead and prepare all of the work order estimates. Then
prepare bid packages including copies of your work order task definitions (minus the
manhour estimates). ATC Professional offers a "Bid Package" report for this. This
package will show the work scope, indicating which portions are to be bid on, but does
not show durations, manpower or manhours for any activity.
Issue a set of these Bid Package forms to all bidders. This will ensure a uniform
approach to the contractor selection process, and allow you to compare prices in a
rational manner. After a contractor has been selected, and before awarding the
contract, you should make the complete work order information available to the
successful bidder, so that he can review them to agree or revise the time (and
manpower) estimates. This is important for two reasons:
1. The durations will determine the schedule (which the contractor must accept
and adhere to), and:
2. To prevent any major surprises / misunderstandings with respect to the extent of
the work scope (repairs) and the manpower staffing requirements.
After the successful bidder has reviewed and agreed (or revised) the work order
estimates, you can award the contract. Be sure, however, to stipulate in your contract
all terms and conditions for adhering to the schedule and reporting progress.
Time and Material ("Cost-Plus") type contracts should require all contractors to furnish
detailed time sheets coded with the correct work order number and kind of work
performed, name of worker, skill code, etc. A copy of this daily time sheet should be
furnished to the turnaround planner so that he can prepare a productivity evaluation
(earned value analysis) and manhour projection to determine if there will be a variance
with the original manhour budget.
After all work orders have been prepared and reviewed (approved), you will be ready to
prepare a schedule. If more work orders are issued after you create the schedule, you
can and should incorporate them into the schedule. This is a constant process, as you
will get additional work orders for repairs arising from inspections. They must also be
scheduled.
Critical path scheduling is the act of applying a logical sequence (by defining
constraints) to the activities defined in the work orders. Most project management
software employs a PDM (Precedence Diagramming Method) interface for defining the
logic network. The sequence of activities which have no float or slack (Float = 0 hours)
is called the critical path. It determines the remaining duration of the turnaround.
The first step to turnaround scheduling is to define all hard constraints. These are
constraints that must be honored. For example, you cannot inspect the interior of a
vessel until the manways have been opened. eTaskMaker automatically generates
hard constraint logic for you. ATC Professional automatically generates 80-90% of
this logic for you as well when creating the initial schedule.
A --> B
B --> C
A --> C (this is redundant and unnecessary)
Activities can have multiple predecessors and/or successors. Activities can be started
as soon as all of their predecessors are completed. For instance, "COOL DOWN / GAS
FREE" can have as successors "INSTALL TEMPORARY LIGHTING" and "INSTALL ENTRY
LADDER". Also, "CLOSE MANWAYS" can have as predecessors "REMOVE ENTRY
LADDER", "REMOVE TEMPORARY LIGHTING" and "REMOVE AIR MOVERS". Remember:
Predecessors - the activities that must be completed before the next one can
start
Successors - all activities that follow a specific task.
Activities can start as early as desired, or can be delayed until they run out of float or
slack, thus becoming critical. At that point they are identified as the critical path. Any
delay of the critical path activities will cause an equal delay for the entire schedule.
Most activities will have float or slack, which is the amount of time they can be delayed
until they become critical (Float = 0 hours) and impact the units start-up date.
Realistically, activities that have very little float or slack should be treated as critical
simply because there may be a degree of error in the estimates. A sequence of
activities with float = 5 hours could easily be critical if their combined durations were
underestimated by five hours (or the critical path was similarly overestimated).
Priority
Be sure to schedule all equipment inspections early. This is very important, because
some findings could require major repair work that might impact the schedule. All high
manhour work orders should be started as soon as possible.
Some equipment will merit a lowered priority, if the past experience indicates little or
no repair work will be required. Consult the inspection reports to identify the extent of
the repairs during past turnarounds.
Low priority work is usually classified as "fill-in" work. It usually includes all kind of
small jobs - mainly piping and valve work. You can spread out this work over the
duration of the turnaround, to help smooth out the manpower requirements. The scope
of these small jobs seldom grows into a larger one, and has no probability of showing
up as the critical path.
They may, however, in the aggregation of several jobs, result in a critical mass of work
(that can not be finished with available resources within the current critical path
timeframe) and therefore eventually cause a delay in the schedule (overtaking the
critical path). Critical mass develops when the rate of progress is insufficient to
complete the work before the critical path end date. It is usually due to insufficient
manpower. This is the reason for keeping a close watch on the actual number of
workers, every shift, and comparing it with the schedule requirements.
After the basic schedule has been created, and the work prioritized (sequenced)
according to an Operations / Production equipment availability schedule and the other
considerations discussed earlier, you should sequence the work in such a manner as to
enhance the utilization of manpower, tools and equipment.
In sequencing the work, we have to consider the type of job, the resources or skills
involved and the physical layout of the unit or plant.
The first step is to determine the number of crews. We do this by reviewing a resource
histogram (utilization) report for all resources and record the peak leveled number of
craftsmen. So, we divide by two to arrive at the peak leveled number of crews, and add
ten or twenty percent. This is a good rule of thumb for preliminary manpower planning.
The reason you need to hire more men than scheduled is to compensate for
absenteeism, dismissals, and additional work arising from inspection.
You may have several crews of any particular resource; even if you only have one
generalized resource/skill designation such as "multicraft".
Start by sequencing the "hard" crafts that perform most of the mechanical work. These
are usually Boilermakers, Pipefitters, Welders and Mechanics. If you sequence these
crafts properly, all support crafts will follow accordingly and may not need to be
sequenced.
Activities that are critical or near critical (having little float) should not be delayed, as
the manpower required to accomplish them must be supplied as dictated by the
schedule.
We can sequence the work that has float or slack by tying or restraining activities
together, in such a fashion as to cause a crew to go from one job to the next as soon as
the first one is completed.
The best way to this is with the help of a plot plan or equipment layout drawing of the
unit / area. When sequencing the work, try to keep the movement or travel between
jobs to a minimum. Causing workers to continually move from one end of the unit to
the other is inefficient and can result in a significant waste of manpower.
Every time you tie or restrain activities to sequence manpower, check to see if that
action resulted in making the activities critical (or near critical). Near critical activities
have very little float or slack. If the activities have become critical, then it is best to
undo the tie or restraint, otherwise you may be scheduling too tightly - increasing the
probability for an overrun.
This is a trial-and-error method, but it is not too difficult to achieve, and the result will
be a workable schedule with a realistic manpower utilization.
Wait time
Movement (travel time)
The best way to achieve high efficiency is to sequence the work as described above,
and then issue Shift Schedules that list fifteen (15%) percent or more work than can be
accomplished. This keeps the schedule sufficiently flexible to accommodate the
changing conditions that cause some work to not be available as scheduled (lack of
permits, lack of equipment, etc.). Field supervisors will then always have sufficient work
scheduled to keep everyone busy at all times.
Operations / Production shutdown and start-up schedules, usually in bar chart (bar
graph) format, detail the procedures for shutting down and starting back up a unit or
plant.
The start-up schedule is also prepared by the operations / production group, and
follows their procedures for bringing the unit / plant back on stream.
The start-up schedule usually involves - in addition to the operations personnel - Pipe
fitters, insulators, scaffold builders, electricians and instrument technicians. These
crafts stand by to assist and fix last minute leaks, insulation repairs, scaffolding
removal, clean up, etc. Many of these activities are included in the turnaround budget,
and are listed in the work order scopes and schedules.
After creating the schedule, you should plot it out for review. Gantt chart (bar chart)
plots of the complete schedule allow you to see the big picture and analyze the
schedule for refinements.
One of the first things you may want to do is to verify that the critical path ends at or
near the desired turnaround completion date (expected or dictated by management). Is
the overall duration reasonable, defensible? Or is it different from the
expected/mandated? If so, why? Review the entire sequence of activities to ensure
sound logic. Review the time estimates, in particular the large ones. If you need to trim
back time, have every supervisor involved review, revise or agree with every change
needed to improve the schedule. Never make any duration changes on your own
without the field supervisor's approval, this could cause big problems if the schedule is
rejected or ignored and the blame for an extension falls upon you for not getting their
input!
Include in your review and analysis all near-critical work as well. Some of it could
become critical at any time. Just like the critical path review, request input from the
supervisors.
For these initial scheduling reviews, it is advisable to only plot a bar chart limiting the
float (slack) to a shift or two (8-24 hours). After the critical path has been reviewed,
revised, and agreed upon, then you will be ready to check the rest of the schedule.
Interference Studies
Filter the schedule to display all heavy lifts, so that they stand out. Are all lifts properly
sequenced or are many scheduled to take place during the same shift? If too many lifts
are scheduled for a shift, you could delay less important work (which has a larger
float/slack value), so that the crane may used more efficiently, and the total time span
for crane rental can be better managed.
When scheduling several lifts in different locations or at different heights, you need to
determine if it is necessary to re-rig the boom, or move the crane, as this requires time
and reduces the effective utilization of the crane. If a few heavy lifts are scheduled
early and there is a gap or waiting period until more lifts are scheduled, then you might
want to delay the initial lifts (float/slack permitting) to eliminate paying for idle crane
rental time.
Some activities, such as heavy crane lifts, must be scheduled for the day shift only. This
is due to safety considerations, as good visibility (illumination) is required. Ask
supervisors to identify all day-only work.
The same applies for night-only activities, such as air cooler washing, x-rays,
hydroblasting or grit blasting, etc.
Mark any schedule changes on the plotted bar chart schedule, showing all logic
modifications, additions or deletions, day/night shift changes, etc. Then make the
changes in your project management software and reprint the bar charts. It could take
two, three or more reviews and editing sessions to produce the final, workable
turnaround schedule.
This can be done as long as the most important work orders have been scoped out,
which consist of the greatest amount of work for major equipment.
The best way to accomplish this is to first review the work order scopes suspected or
expected to be involved in the critical (and near critical) path(s), to ensure their
completeness and reasonable time estimates.
After these work order scopes have been reviewed, inactivate (or filter out) all other
work orders on file. Keep active only the ones that have a high probability of being the
critical path. Then, create a schedule with only these few work orders, and plot the
schedule out for review and comments. Incorporate any logic changes as necessary,
and re-plot the schedule. You will need it for the final scheduling effort.
You should continue developing the additional work order scopes until the entire
turnaround work scope has been defined. After all work order scopes have been
reviewed you will be ready to prepare your final schedule by merging the remaining
scope with the existing schedule.
Lap Books
Updating the schedule requires timely and objective feedback on all progress achieved
at shift end. To achieve this, Lap Books must be prepared and issued before the
turnaround starts. Lap Books contain all of the detailed activities or tasks defined in the
Work Order scope and the resulting schedule.
Objectivity is achieved in great part by a well-defined work scope. The greater the
detail, the less guesswork is required to estimate percent complete for each item in the
schedule and the more objective progress will be.
Approximately a couple of hours before the end of the shift, all supervisors that have
Lap Books should record their daily progress against all work orders that are in
progress. Two types of information should be recorded by the field supervisors:
"Percent complete", an estimate of the relative amount of work accomplished
towards completing every activity
Time remaining to complete an activity in progress (if problems or delays are
encountered)
All activities that were completed during the shift should be marked 100%. Those
activities which are in progress should receive the best estimate of "percent complete",
plus a fresh re-estimate of the remaining clock hours needed to complete them.
The Lap Books are then delivered to the turnaround planner, who updates the
schedule, and returns the Lap Books to the field. The Lap Books are shared between
the supervisors covering the same areas on different shifts. This promotes better
communication between the day shift and night shift crews.
Lap Books could be organized by area, supervisor or type of work. Every field
supervisor must have a Lap Book containing all of the work orders for which he is
responsible (even if he is responsible for only one or a few of the activities listed).
The Lap Books, plus the daily Shift Schedules provide field supervisors with all the
information they need to organize, schedule and control their work.
At the end of a shift, some activities that were worked will be complete. These will be
posted as "100 %". For activities that were not completed, the field supervisor will
usually use his best judgement to estimate progress and how much time it will take to
complete it. For example:
Usually, most of the reported activities will be complete (100 %). Less than half of the
reported activities should be still in progress (not completed). If the opposite is true,
then the work scope has not been sufficiently detailed, and the degree of error in
reporting progress will be high.
After the progress information from all Lap Books has been recorded and updated, print
a new Shift Schedule for distribution to the field before the next shift begins.
Note The following text describes reports that are generated by ATC
Professional (that was specifically designed for shutdowns / turnarounds / outages).
Other software may not offer comparable reports.
You should also analyze the Critical Path and Critical Mass to determine if there are any
slippages (delays), and the area or group of activities involved in the slippages. Check
all critical and near critical activities for any errors in logic or durations. It's best to do
this with the supervisors in charge, to get their input. Sometimes it may be necessary
to consult with the inspectors as well.
If a slippage is detected, and turns out to be real and would require management
intervention, then you should alert the Turnaround Manager immediately. He will need
to study the critical (and possibly the near critical) activities to determine what
corrective steps should be taken, if at all possible. Any changes to the schedule in logic,
durations and/or manpower should be made immediately, and a new set of reports
printed and distributed.
Periodically print and review the Manpower Usage report to determine if the manpower
requirements have increased, decreased or remained unchanged. This must be done
every time there are significant changes to the scope, such as adding extra work
orders.
Whenever there are major revisions to the scope, after making all revisions/updates,
you should always print a complete set of reports for your files. As a matter of standard
practice, you should keep a binder or file folder to save a copy of all reports issued, for
reference. You may have to prepare a report at the conclusion of the turnaround, and
such a history file will make it easier to reconstruct the scenarios as they have
occurred.
So, the "percent complete" for a work order is a calculated figure, which is called a
"weighted percentage". This individual "percent complete" for every work order is then
applied to a "relative weight" now calculated on the basis of the total manhours for
every work order included in the report. The overall "percent complete" is likewise a
"weighted" percentage.
It is easy to see that any errors in reporting progress would be normally small enough
as to not influence the overall progress in any significant manner. At any given time
during the turnaround, anywhere from 20 to 30 percent of the work orders may be
active (being worked). Of these, less than half have activities in progress (in other
words, not completed), which may be incorrectly evaluated and reported. The impact of
such inaccuracies in progress evaluation are generally negligible: a twenty percent
error against an activity which weighs in at 1 percent or less of the overall scope is
insignificant.
But when an error against a major activity for a large work order occurs, the impact can
be noticeable. This can happen in situations where the work scope changes (for
example, refractory repairs in heaters or large vessels such as an FCC
reactor/regenerator).
After every update, be sure to check the progress made against every major work
order. If the rate of progress appears to be unsatisfactory, check the Lap Books for any
(lack of) reported progress, and the manhour estimate as well. You can also check
the Schedule Compliance report to verify that all critical path and near critical work
that was on the schedule was worked. The Critical Mass reports can help you detect
any potential problems creeping up as a result of insufficient overall progress. For a
detailed analysis of the rate of progress, print the Progress Trend report.
The Progress Summary is a chart showing, in both graphic and tabular format, the
planned and actual progress, by shift. The planned progress curve indicates the
minimum amount of progress by shift required to meet the schedule deadline. Actual
progress should be within two (2 %) percent of the planned progress to be considered
"on schedule". The two percent difference accounts for inaccuracies in scope definition,
estimating and progress reporting.
The amount of inherent error in the estimates and progress reporting decreases as the
turnaround advances. The error in both schedule and physical progress reported are
greatest at the beginning of the turnaround, before inspection of the equipment and
the full extent of the repair work has been assessed. After all inspections are completed
and major repair work is underway, the degree of error decreases substantially.
Field Observations
During the turnaround, the planner will have the opportunity to verify the quality of his
work order estimates and planning logic.
Since it is not practical, possible or worthwhile to check on every activity (or a majority
of activities), field observations should be limited to certain items which fall into these
categories:
Critical path work
Problem equipment (high repair history)
"Sampling" different types of equipment (i.e., one tower, one U-Tube heat
exchanger, one floating head heat exchanger, one heater, one reactor, etc.)
The planner should prepare a special booklet containing copies of the work orders, and
copies of the equipment vendor (engineering) prints, if available.
Every day, with this special book (to make field entries as necessary), the planner
should make three or four rounds, observing any activity around the selected work, and
soliciting information from the supervisors in charge to gain a better understanding of
the events.
There are three basic things that should be noted during the observations:
1. Are all activities as defined correct? Are activities missing? Unnecessary? Out of
sequence?
2. Are the time duration estimates adequate? Too generous? Too tight?
3. Are the manpower estimates adequate? Too generous? The right skills? Have
any support crafts been omitted?
You may obtain some of this information from the Lap Books (updated by the field
supervisors), but you should not rely on that entirely as they may not be updated as
scrupulously as desired.
When making daily rounds, you should also avoid alerting the workers of your intent.
Otherwise, they will become self-conscious and may change their pace (or cause
intentional interruptions), which will distort the performance (and affect the validity of
your observations).
One way to achieve this low profile is to pretend to be interested in something else,
and not stare at the work in progress or directly at the workers involved. Also, avoid
writing in your book where you can be seen doing so by those you are observing. And
by all means, do not let the supervisors know what you are doing, as they may try to
expend an extra effort to look good at the expense of other work.
If you are suspected of spying on workers, it will affect their behavior (performance)
and sabotage your effort. Keep in mind, also, that you are interested in the work - not
in the individual workers, crews or supervisors involved.
In making these field observations, you will gain a better "feel" for planning and
estimating work order scopes for the work having been observed. These observations
will also help you in the preparation of the turnaround final report.
Additionally, the observations will increase the visibility of the planner in the field,
which contributes to an improved morale and higher quality of progress reporting by
the field supervisors.
As the information center of the turnaround effort, you must anticipate and satisfy the
information needs of all departments and functions.
To this effect, you must obtain or prepare a list of the names of all those involved in the
turnaround; preferably an organization chart showing the names of those assigned to
this effort.
Most individuals may not be aware of the kind of information available to them. You will
have to print out a report sampler and consult with the team members to determine
their specific information needs. Be sure to make a list of their requirements.
Some individuals might prefer to get as little paper as possible. This may work as long
as they do not miss any important information that could affect the outcome of the
turnaround. If in your judgement you feel that certain individuals should be alerted to
some potential problem, then you will have to give them copies of the appropriate
reports.
At the end of every turnaround, you should prepare a final report for both historical
reference and to justify the results (time & cost) to management. Keep one copy for
your file and distribute extra copies as necessary to upper management.
You may download our sample Turnaround Final Report (Microsoft Word .DOC
format) to use as a model or template.