Turnaround Management
5.00 days
Overview
MAI/TURNAROUNDGB
AUDIENCE
Personnel involved in the preparation or completion of a major turnaround.
PURPOSE
This course aims to bring elements pertaining to the management specificities of major turnarounds, their
organization, the concerns and processes implemented during this period of life of a unit or an industrial site.
LEARNING OBJECTIVES
Upon completion of the course, participants will be able to:
understand what motivates or dictates the planning of turnarounds, know the terminology on pressure equipment
regulations,
actively take part in the management and supervision of a turnaround,
have a better approach to the regulatory and legal framework of outsourcing,
have a broader understanding of the hazards and risks (products, works) and the associated prevention measures,
carry out inspections and site audits.
PREREQUISITE
No prerequisites for this course.
WAYS AND MEANS
Applications and case studies illustrating turnaround situations and stages.
Active pedagogy based on participants' experiences.
Agenda
ROLES & REQUIREMENTS OF A TURNAROUND
1.00 d
Frequency and duration of turnarounds, running rate of units, economic impact of a turnaround.
Elements of maintenance policy.
Turnaround constraints: legal obligations, safety, technical and economic reasons:
Pressure equipment operating constraints.
Notion of lifetime cost of large machines.
Maintenance works and new works – modifications – carried out during a turnaround.
Compliance with the cost, deadlines, quality, environment and safety.
PREPARATION OF A TURNAROUND
1.00 d
Turnaround preparation team, organization chart, turnaround manager, definition of tasks and processes.
Collection, analysis and preparation of work: written compilation of jobs, job process reviews.
Equipment reservation, cost estimate and budget.
Preparation of the logistics. Preparation of the specific spare parts and tools.
Planning. Identification of the critical operations.
Selection of trades, markets, integration of quality and safety in the call for tenders.
Scope changes and closure of job requests (scope freeze).
Effluent and waste management, safety and prevention, quality, QHSE manual.
www.ifptraining.com
SCHEDULING & DELAYS CONTROL
0.75 d
Concerns of the turnaround manager (pilotage, overview, key dates).
Planning methods PERT, GANTT:
Tracking task levels.
Calculation of task dates, at the earliest, at the latest.
Optimize work programs (work in parallel, avoid wasting time...).
Concept of total and free margins. Identification of the critical path. Exercises.
INSPECTION OF PRESSURE EQUIPMENT
0.25 d
Effect of pressure and temperature.
Metals, alloys and potential risks.
Process fluid aggressiveness.
Pressure equipment design and manufacturing.
Legal orders: regulations on pressure equipment operation.
OUTSOURCING & SUBCONTRACTING
0.25 d
Definition, origins, interests, risks.
Problems due to cascading subcontracting.
Purpose, conditions for efficiency. Why outsourcing? Which abilities to be kept? How to keep control?
Different types of contracts.
WORKS EXECUTION, CONTROLS & AUDITS
0.75 d
General principles of the works activity.
Preliminary activities: scaffolding, worksite installation, drawings and documents.
Equipment preparation: preparation before work, blinding, identification.
Permit issuance, management of recommendations, inspection.
Follow-up of works progress: supervisors’ reporting to the planning manager, cost control.
Worksite audits: communication and observation techniques, report and recommendations.
Equipment closure and leak test.
Unit preparation to re-startup: operation review, start-up acceptance, assistance to start-up.
Commissioning organization.
Production start-up organization and procedure.
SAFETY IN WORKS
0.75 d
Implementation of a HSE management system.
HSE management of turnover and construction activities.
Technical and safety worksite audits.
Management of change.
END OF WORKS & TERMINATION OF TURNAROUND
Detail review, final acceptance.
Turnaround report: inspection report, operation report…
Turnaround manager’s report.
Use of performance indicators and sharing of feedback.
0.25 d