Turnaround execution

Turnaround execution
The focus of the core team moves from planning to execution. The leadership of the core team should move
to that individual responsible for execution. The execution stage begins as feed is reduced and includes
shutdown, preparation of plant for entry, work execution and start up. All these elements should be covered
in the detailed plan.
During execution the core team’s activities should be focused on:
Unit and equipment shutdown and preparation for entry
Daily turnaround meetings
Schedule reviews and update
Daily cost tracking and reporting
MOC requirements documented
Additional work review and processing
Track additional work and changes of scope
Ensure records reflect as found conditions
Documentation of all repairs
Documentation of all inspection
Pre-startup safety review.
Execution deliverables include:
Turnaround executed per the plan
Objectives met
Contingency plans reassessed as needed
Pre-startup safety review
Startup on schedule
Release to operations.
An important aspect of execution is control of scope and this consists of two elements: additional work
requests and scope growth of identified work list items. Additional work requests covers obvious oversights
from the work list and work which becomes apparent during execution, such as the unanticipated
replacement of equipment internals. Such work must follow the additional work approval process, although
resolution may be achieved at the daily shutdown meeting.
Scope growth of identified work list items
This category would include such items as "replace six trays in a vessel" becoming "replace nine trays".
Although this represents additional work, it is not really outside the scope of the work list, and typically
some allowance for such contingencies should have been made in the estimates. Scope growth should be
documented for cost control purposes but does not necessarily have to pass through the additional work
approval process.
A key aspect of execution is the conduct of daily shutdown meetings. It is essential that attendance at these
meetings is limited; typically, only the core team should attend on a regular basis. The meetings should be
brief and concentrate on resolving changes to the work scope. The stage deliverable is execution of the
work per the plan, and this is only complete when the plant is started up and on-specification product is
being produced.
Post turnaround
This stage covers de-mobilisation, documentation, cost reports and perhaps most importantly, lessons
learned that can be carried forward to the next turnaround. The ability to execute this stage in a timely
manner and to produce a quality result will largely depend on the effectiveness of the data collection during
the execution stage.
Just as vital is that the core team be maintained and allowed the time to complete this aspect of their
responsibilities. Successful completion of this stage can have a major impact on the next turnaround.
During this post turnaround stage the core team’s activities should be focused on:
Demobilisation of contractors
Post-turnaround clean up of unit and laydown areas
Resolution and disposal of excess material
Repair and inspection history reports
Updating of turnaround historical database
Post turnaround MOC requirements
Turnaround accounts frozen
Final cost report issued
Lessons learned and recommendations for future turnarounds
Final turnaround report preparation.
The deliverables will include:
Post-turnaround clean up of unit and lay down areas
Planned run length
Improvement opportunities
Final reports
Final audit report of both performance and adherence to the work process.
Timing: one to two months following completion of the turnaround.