Four tips for navigating a shutdown, turnaround or outage successfully
Project management for Tips for navigating a shutdown turnaround or outage successfully. In the oil and gas sector, managing a shutdown turnaround, or even an outage is an unavoidable requirement. These projects are complex with multiple stakeholders focused on limiting the time. Assets are offline with zero tolerance for safety incidents organization start with the vision to minimize risk ensure operational excellence in ultimately remove uncertainty for maintenance decisions, organizing and executing an efficient cost, effective and safe shutdown. Shutdown and turnaround delivers a significant competitive advantage so getting it right is essential. Avoiding unnecessary downtime is mission critical for owners and operators, the keys to success down to three critical components, people, process and technology crucial steps ensure that a shutdown turnaround or outage event makes a positive rather than a detrimental impact to the bottom line and sets up a facility for repeat success. Planning a successful Sto requires significant time and investment in the planning and scoping stages. This detailed activity is called front end loading. It is vital that the plan and schedule are comprehensive and designed to prevent potential negative consequences adhering to a discipline process is critical to ensure that nothing derails the Te'o kicking off. The project on time is essential, but not easy to achieve as it requires years. Of Advanced, Planning Sto's should be approached with the mantra. Expect the unexpected and plan accordingly, despite how detailed your plan is or discovery, work always occurs. If this work is not accounted for it will impact priorities and the critical path, often resulting in a project, running late and over budget in the oil and gas industry. Any extended downtime can run into millions of dollars with so many external factors implant impacting an sto plant operators must assume that problems will be encountered. Building a contingency into the plan will prevent the STO from being derailed when the inevitable hurdle appears. As part of the planning process time should be allocated for detailed project evaluation, which will help, inform and shape the next cycle if such an evaluation not performed in the same problems may be repeated during the next event. The people factor invest in external expertise. Sto's require large teams, and the makeup of the group is crucial driver of success. Typically, these events are a very specialized activity that happened every five years on average mature organizations, such as Shell and BP have access to teams with a wide array of experience in running these events across their organizations. However, the vast majority of providers lack this knowledge base or personnel power, so adding external expertise is vital an integrated team consisting of highly skilled specialists who helped plan direct and support. The internal team is the right model to adopt when it comes to selecting external. Refiners? Often pick the cheapest option without ensuring that they are bringing in the right set of skills and expertise. Another way they cut costs is to limit the timing of the specialist contractors, keeping them out of the critical planning stage or the project evaluation step were key learnings are determined in the long-term adopting these approaches will drive up costs. External expertise should be approached as a strategic investment rather than an operational overhead. Human Intelligence Bridge. The knowledge gap qualified. Sto leaders are a scarce commodity so structured training should be used to share their knowledge and expertise within the organization throughout the project, due to the length of time between each sto at a refinery, there is risk of investing people that then move onto new projects, taking the knowledge with them, capturing and sharing knowledge throughout the duration of the project is critical. Peer reviews are another way of sharing knowledge and learning from other refineries within the organization. The demographics of teams often add to the knowledge transfer challenge project teams usually consist of a mix of highly skilled workers close to retirement age alongside people that are at the start of their careers. This gap experience is profound inputs further pressure on the need to transfer knowledge. The oil and gas sector is grappling with this generational issue across the globe. All technology is not created equal. Technology is another vital component of successful sto. It plays a critical role when it comes to utilizing the findings and data to replicate the success in future cycles, it is not enough for a company to digitize all its information. The technology deployed must break down data, silos and help facilitate the of knowledge between teams. A technology platform should be selected that his fit pervert purpose and future proved Sto's are complex of that require a mix of scarce skills and a disciplined approach coupled with state of the art software by the tips outlined. Organizations will be on a path to optimizing the cycle.