2010 TAR Presentation - Calculations

Mike Grabill
Maintenance & TAR Programme Manager

Nov, 2010 TURNAROUND - CNRL 1
Resources - People
Planning & Scheduling
Safety Contract Strategy
Information contained herein was taken from a study conducted by the
Maintenance and Turnaround Group (2009-2010)
Prior To Shutdown, When Does The Hiring Of
Workers Begin?
Recordable Incident Rate

Less Than 2 Weeks Before 0.48

Two To Six Weeks Before 0.12
Where Do Workers Come From?

Available Workers Not Familiar With The Work 1.26

Transferred Workers Familiar With The Work 0.37
Was Software Used To Schedule The TA?

No 2.14

Yes 0.22
What Unit Of Time Was Used On Project Schedule?

Days 0.91

Shifts 0.64

Hours 0.35
Combined: Worker Familiarity &
Scheduling By The Hour

Not Familiar, Not Hours 1.15

Familiar Or Scheduled By Hours 0.88

Familiar & Scheduled By Hours 0.21
Days Worked Each Week

7 Days 0.96

6 Days 0.56
Typical Shutdown Duration

4 To 6 Weeks 1.29

Less Than 4 Weeks 0.61
Combined:
Shutdown Duration & Days Worked Each Week

At Least 4 Weeks At 7 Days Per Week 1.34

Less Than 4 Weeks & 6 Days Per Week 0.34
Crew Size

Over 12 Workers 1.32

7 Or Less 0.55
Shutdowns, Turnarounds & Outages With Safety
Incentive Contracts

No Contractual Safety Incentive 1.03

Fee-Impacted Safety Performance 0.61
WORK SCOPE DEVELOPMENT IS ONE
OF THE KEY ELEMENTS IN THE
TURNAROUND PROCESS:

Safety
Duration
Execution strategy
Future Unit availability
Turnaround frequency
WORK SCOPE DEVELOPMENT IS
THE PROCESS:

Identifying mechanical jobs

Process items

Project work
REASONS TO EXCLUDE WORK ITEMS :

More effective and efficient to perform
work outside of the turnaround

Additional supervision and overhead cost

REQUIREMENTS OF A JOB REQUEST:

Have at least one sponsor

Screened and challenged

Support the business objective

Approved by the unit turnaround team
PRIMARY SOURCES OF WORK:

Previous turnaround summary reports
Work order backlogs
Inspection Engineering
Operations
Regulatory inspections
Process improvement projects
Unit shutdown and startup preparation
MILESTONE CHART FOR SCOPE
DEVELOPMENT:

Identify sources of information

Date needed and why

Establish and communicate a freeze date

ADDITIONAL WORK PROCEDURES:

Job cost / Manpower impact

Job duration/Impact on schedule

Job category

Management approval
MAJOR SCOPE CHANGES
INCREASE COST:

Increase planning cost

Engineering cost

Material cost

Manpower cost
THE WORK SCOPE HAS THE LARGEST
IMPACT ON TURNAROUND:

Cost

Unit down time

Loss profit opportunity
MAJOR KEYS FOR A SUCCESSFUL
TURNAROUND:

Good scope development

Schedule

Good extra work process

Buy-in from all stakeholder groups
Long Range Planning
Short Term Planning
Planning and Scheduling during the Turnaround.
Post Turnaround

Coordination with upstream and downstream
Materials Purchasing
Industry economics
Set Turnaround Budget (Based on historical spend
and known work)
Integrate Capital Projects
Develop Key Performance Indicators
Contracting Strategies
Develop Work Scope Criteria and Responsibilities
Risk rank Turnaround jobs
Detailed work scopes and estimates
Determine the length of the outage
Detailed schedule including:
Operations turnover of equipment
Pre/Post Turnaround
Turnaround Execution
Detailed field logistics (Where to put trailers, laydown areas,
etc.)
Organization structure for Turnaround execution
Planning
Track and forecast cost
Provide field support for job scope, contract issues and extras
Scheduling
Track Critical Path
Track status of equipment
Project completion date
Modify tracking steps based on actual information
Review methodology used to determine if the work could
have been done more efficiently
Check logistics plans and other peripheral components for
needed modifications
Hold critique meeting with all areas involved to determine
areas for improvement
Client
Award Contract

Contractor
Several Weeks In Advance
Clients Safety Procedure

Contractor To Have
Enough Time To Know
And Understand
Clients Operations Contractor To Interface
With Operations
Client To Have
Definitive Scope
Contractors
Supervision To Be
Onboard In Advance
Client
Contractor To Perform All
Of The Work
Client To Establish Contractors View

1. Setting Contractor Milestones

2. Setting Inspection Milestones

3. Critical Path Management &
Productivity


1. Team to Learn Scope Early

2. Verification of Onsite Materials

3. Identification of Potential Conflicts

4. Review of Rigging Plans and Safety
Procedures

Assuring Compliance
1. Supervision to Review Written Policy
2. Pre-Turnaround Permit Meeting with Supervision
3. Pre-Job Walkthrough ( Foreman & Permit Issuer)
4. Mutual Understanding


CONTRACTOR EMPLOYER
RESPONSIBILITIES

THE CONTRACT EMPLOYER SHALL ASSURE THAT
EACH CONTRACT EMPLOYEE IS TRAINED IN THE
WORK PRACTICES NECESSARY TO SAFELY PERFORM
HIS/HER JOB.

EMPLOYER RESPONSIBILITIES

THE EMPLOYER SHALL PERIODICALLY EVALUATE
THE PERFORMANCE OF CONTRACT EMPLOYERS IN
FULFILLING THEIR OBLIGATIONS.
ENSURE THAT CRAFTSPERSONS ARE
SKILLED IN THIS REGION

MEET PROCESS SAFETY MANAGEMENT


SYSTEM NEEDS TO BE COMMON
OWNERS
CONTRACTORS
CRAFTSPERSONS
IMPLEMENT A STANDARD SKILL
ASSESSMENT PROGRAM

APPRENTICESHIP PROGRAM


Q & A SUMMARY
EMAILED LATER

CRITIQUE FORM
FILL OUT
ADDITIONAL COMMENTS
RETURN BEFORE LEAVING!

SAFETY
ENGINEERING CHG/SCOPE CREEP
CONTRACTING STRATEGIES
COST CONTROL
DOCUMENT CONTROL
OTHER TOPICS
Q1 2011


2010 TAR Presentation - Calculations

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Mike Grabill

Maintenance & TAR Programme Manager

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