Performance metrics
It is important to have an agreed set of metrics by which turnaround performance can be measured and
trends can be observed. As with all measurements, a single indice can frequently be misleading and it is
therefore necessary to design a basket of metrics to provide a balanced indication of performance.
Some suggested metrics include:
Duration: out to on-specification product in days. Also in days/year
Total costs: for both turnaround shutdown and routine maintenance
Turnaround costs: both actual and annualised by plant function
Frequency: run length in months
Predictability: actual versus planned work hours, duration and cost
Safety: accident numbers and rates
Startup incidents: days lost due rework
Unscheduled shutdown: days lost per year during the run
Mechanical availability: time available as a percentage
Additional work: actual versus contingency
Environmental incidents: impact of those attributable to the shutdown
Savings: money saved resulting from changes to these metrics.
Success
Having a work process does not in itself guarantee that the turnaround will be successful, but benchmarking
has shown that it considerably reduces the likelihood of failure. Those who are completing turnarounds on
time, on budget and without surprises, invariably have a work process defined and are adhering to it.
Following the process is the key, but today’s technology provides tools that allow organisations to specify
the process, define the tasks, and measure adherence. Web-based computer technology is the ideal medium
to organise and control the multitude of tasks, information
It is important to have an agreed set of metrics by which turnaround performance can be measured and
trends can be observed. As with all measurements, a single indice can frequently be misleading and it is
therefore necessary to design a basket of metrics to provide a balanced indication of performance.
Some suggested metrics include:
Duration: out to on-specification product in days. Also in days/year
Total costs: for both turnaround shutdown and routine maintenance
Turnaround costs: both actual and annualised by plant function
Frequency: run length in months
Predictability: actual versus planned work hours, duration and cost
Safety: accident numbers and rates
Startup incidents: days lost due rework
Unscheduled shutdown: days lost per year during the run
Mechanical availability: time available as a percentage
Additional work: actual versus contingency
Environmental incidents: impact of those attributable to the shutdown
Savings: money saved resulting from changes to these metrics.
Success
Having a work process does not in itself guarantee that the turnaround will be successful, but benchmarking
has shown that it considerably reduces the likelihood of failure. Those who are completing turnarounds on
time, on budget and without surprises, invariably have a work process defined and are adhering to it.
Following the process is the key, but today’s technology provides tools that allow organisations to specify
the process, define the tasks, and measure adherence. Web-based computer technology is the ideal medium
to organise and control the multitude of tasks, information
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