To conceive and follow a Refinery shutdown schedule.
To learn about strict works schedule for Refinery Turnaround planning in the different departments involved in a unit shutdown.
To provide an up-to-date information on present and future trends processes of oil refining.
Will have better understanding the causes of Turnaround failures and
How to overcome the issues
Understand the importance to have proper Turnaround Management process
To enhance the company’s turnaround management capabilities, and to ensure a team approach in the planning and execution of plant shutdowns and turnarounds
Provide a comprehensive understanding of effective turnaround management techniques and implementation
Create awareness of planning methods and an integrated organisational approach in the execution of successful turnarounds
Incorporate latest developments in turnaround planning and management techniques and emerging industry trends
Have a much clearer understanding of their own and every other team members role in ensuring a successful turnaround
Managers and supervisors involved in turnaround planning, scheduling, and execution and all personnel responsible for the planning, scheduling, management and execution of the turnaround. It includes, among others, the plant manager, maintenance manager, turnaround manager, turnaround planner/scheduler and field supervisors.
Often the maintenance manager will also act as the turnaround manager. Also, field supervisors could consist of contractor personnel.
Refinery Turnaround Directors or Shutdown Managers and Coordinators
Planning/Scheduling and Cost Control Staff
Construction Superintendents and Supervisors
Operations Shutdown/Outage Coordinators
Project Managers, Engineers and Contract Administrators
Maintenance groups Participation from Contracts & Procurement, HSE group and Engineering groups are also
Mechanical engineers with at least five years’ experience in the turnaround or maintenance area in an oil refinery.
Introduction to Refinery Turnaround, Shutdown.
Turnaround Management and Philosophy
Why Turnarounds and Shutdowns are required
Key success factors in Turnaround Management performance
Barriers in the implementation of the Turnaround Management
Long term strategic plans
Turnaround risk management
Formation of turnaround organization ,roles & responsibilities
Turnaround Tactics & Preparation
The shutdown and turnaround phases
Scope development process
Capital projects and plant modifications
Contract strategy-types of contracts and contractors
Turnaround Execution Plan
Quality planning and management
HSSE planning and HSSE Management
Revision and review of procedures
Procurement and Materials Management Trainings
Contingency and risk mitigation plans
Pre Turnaround planning
Execution and Cost Control
Dealing with emergent and additional works
Communication and progress reports
Turnaround Performance KPIs
Turnaround Readiness Assessment
Turnaround Closure and Lessons Learnt
Close Out Assessment
Other Aspects of Turnaround planning, scheduling & cost estimation
Material Procurement Problems
Pre-Turnaround Reviews Problems
Emphasis will be placed on planning, scheduling, and management of turnarounds. Work selection, which is a key factor to turnaround duration and cost, will be discussed and a methodology presented to optimize the work scope.