Journal of Quality in Maintenance Engineering

Trends in turnaround maintenance planning: literature review

Umar Al-Turki, Salih Duffuaa, M. Bendaya,
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Umar Al-Turki, Salih Duffuaa, M. Bendaya, (2019) "Trends in turnaround maintenance planning:
literature review", Journal of Quality in Maintenance Engineering, https://doi.org/10.1108/
JQME-10-2017-0074
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Trends in
Trends in turnaround turnaround
maintenance planning: maintenance
planning
literature review
Umar Al-Turki, Salih Duffuaa and M. Bendaya
Department of Systems Engineering,
Received 25 October 2017
King Fahd University of Petroleum and Minerals, Dhahran, Saudi Arabia Revised 6 February 2018
Accepted 28 March 2018

Abstract
Purpose – Turnaround maintenance (TAM) is a planned stoppage of production for conducting a
comprehensive maintenance of equipment or plant with the purpose of improving plant availability and
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performance. The purpose of this paper is to investigate trends in the operation and management of TAM, as
reported in the literature, and identify gaps, in the context of a system approach that views a plant as part of a
network of a supply chain.
Design/methodology/approach – This literature review is based on over 80 subject-relevant papers and
uses content analysis. The literature subjects are classified into several managerial areas that include
organization, planning, scope and risk analysis, execution, performance measurement and learning. The gap
in the literature is identified in light of the proposed system view for TAM.
Findings – The system view of TAM opens new opportunities for new research areas for improving the
operation and management of TAM. These areas include optimizing TAM scheduling and developing
methods for managing risks along the entire business supply chain. In addition, new approaches for
collaboration, sharing knowledge, best practices and expertise within the supply chain become necessary for
effective TAM planning and control.
Originality/value – This paper reviews the literature and provides a new classification of TAM. It adopts
the system view for TAM that has brought new insights in the operation and management of TAM. New
trends for research in the area of TAM are identified.
Keywords Maintenance management, Shutdown maintenance
Paper type Literature review

1. Introduction
Turnaround maintenance (TAM), or shutdown maintenance (SM), is a planned stoppage of
production for conducting a comprehensive maintenance of plants and equipment with the
purpose of restoring the processes to their original state. In addition, TAM provides a
unique opportunity for the maintenance department to conduct some preventive
maintenance activities that cannot be done under normal production conditions. During
the TAM period, a large amount of work is scheduled into a relatively short period of time
that might extend to several weeks, resulting in a considerable loss in production capacity.
Lost capacity is restored over the long run by preventing future unscheduled shutdowns,
improving process safety and quality and extending the facility life cycle. Hence, TAM is
critical for maintaining a reliable process over its lifespan.
TAM is a common practice in continuous types of production systems and it is given
different names in different industries, such as shutdown, turnaround or outage. TAM is
practiced in process industries that usually have continuous production cycles, such as
refineries, chemical and petrochemical plants and power generation plants. Such plants go
through periodic shutdowns for overhauling, inspecting, repairing and replacement of parts.
Oil refineries typically go through SM every four years for 42 days on an average with
around 300,000 man-hours required, and with around 80 percent success rate (Obiajunwa, 2012).
Journal of Quality in Maintenance
Engineering
The authors acknowledge the support of King Fahd University of Petroleum and Minerals, Dhahran, © Emerald Publishing Limited
1355-2511
Saudi Arabia, through projects Nos RG1121-1 and RG1121-2. DOI 10.1108/JQME-10-2017-0074
 JQME Power plant SM projects are larger in duration and manpower requirements, while shutdowns
in petrochemical industries are more frequent but smaller in terms of duration and man-hour
requirement. A typical TAM in the petrochemical industry requires on an average around 4,000
workers in its peak, extends beyond eight weeks and averages a cost of $100–125m (Pokharel
and Jiao, 2008).
Plants that are subject to TAM maintenance are often of high value and their
maintenance operations are demanding, complex and expensive. Therefore, it requires
efficient and effective planning, scheduling, coordination and execution. Planning for the
SM involves external contractors, technology providers, partners and customers. Such large
projects should be managed effectively with strict quality assurance procedure at various
stages of execution and timely feedback for continuous improvement over cycles of
planning and execution.
TAM projects are usually accomplished in several sequential phases. Duffuaa and
Ben-Daya (2009) identified four phases as follows:
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(1) Initiation: this phase involves detailed planning of all aspects of the project that are
to be done. These include work scope, pre-shutdown work, procurement of material,
quality and safety programs, project organization, site logistics, etc.
(2) Preparation: this phase includes the task of defining the work scope in the form of a
list of tasks and activities that need to be done during SM. The clarity of the work
scope has a significant impact on the success of this type of project. In practice, the
work scope is often loosely defined, and drawn from past experience, inspection
reports and historical estimates. Scope alteration during execution causes work force
staffing changes and hence delays and over budgeting. Several methodologies are
reported in the literature for developing clear and concise work scopes. In addition,
this phase includes the preparation of job packages, selection of contractors,
defining safety procedure, etc.
(3) Execution: this phase is concerned with conducting the work and monitoring its
progress in accordance with time, cost and quality.
(4) Termination: this phase consists of closing the project, assessing performance and
documenting lessons learned.
Duffuaa and Ben-Daya (2004) provided a structured approach and guidelines for TAM
phases. The guidelines are expected to evolve into a manual that can be utilized by the process
industry for managing TAM. The authors mentioned that the most important activity in
TAM preparation is the compilation of the work list, which is the basis of the whole planning
process. More details about each phase are described in the literature by several authors
including Duffuaa et al. (1999), Levitt (2004), Lenahan (1999, 2011) and Brown (2004).
Although TAM falls under the general maintenance studies, it became an extended
branch of research. The existing literature on TAM covers four major areas:
(1) management and planning;
(2) scope and risk analysis;
(3) execution; and
(4) performance measurement, learning and reporting.
These areas are covered in the literature, either through reporting case studies and best
practices or conceptual and mathematical modeling and field studies. The literature on these
aspects will be reviewed in this paper.
A new line of research started to gain momentum as the influence of globalization grew
over all business lines and the emergence of business supply chains. A system approach for
 TAM planning that views a plant as part of a large network of supply chains that includes Trends in
suppliers, plants and customers, has emerged (Al-Turki et al., 2013). turnaround
The purpose of this paper is to conduct a state-of-the-art review of research covering all maintenance
aspects of TAM planning and the recently developed system view with the purpose of
identifying current and future research directions that cope with the developments in global planning
business environment and local practical needs.
The rest of the paper is organized as follows: Section 2 covers the literature of TAM
management and planning followed by Section 3 that addresses long-term and strategic
planning. Section 4 focuses on TAM best practices and Section 5 provides a concluding
summary of the literature highlighting the major contributions. Section 6 presents research
trends in TAM followed by Section 7 outlining directions for future research.

2. TAM management and planning

The literature on TAM management and planning covers organizational structure, planning
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and scheduling, risk analysis, execution, performance measure, reporting and learning.

2.1 Organizational structure

Managing TAM projects requires an efficient management structure that ensures effective
planning and control of operations, and communication between different internal and
external stakeholders. Delays in time schedule and budget overrun are mainly attributed to
miscommunication between different units. Shortage of (or misplaced) spare parts might
lead to serious delays in planned maintenance operations. In some circumstances, this may
mean millions in dollars of losses. In the absence of proper inventory management systems,
such losses become a major concern at the business level. In view of this, a streamline of
studies on management structure and best practices is published in the literature.
Lenahan (1999, 2011) stated that TAM complexity is beyond the scope of any one
individual, and hence there exists a need for a TAM committee. This committee should
include, but not be limited to, members from senior business management, marketing,
production, maintenance, projects and engineering. As such, it is customary to formulate a
steering committee to manage the TAM program. Committee members should cover all
divisions affected by the TAM program. Members should also have a satisfactory level of
experience in TAM projects. TAM organization should also assign a TAM manager to
manage the event. In addition to experience, the TAM manager should have several skills
such as leadership, effective communication, team building and negotiation, ability to work
under pressure and planning and coordination skills (Duffuaa and Al-Hadid, 2017). The
above-listed skills are based on the nature and the requirements of TAM maintenance
projects. TAM maintenance projects have the following requirements:
• Ability to mobilize teams to effectively conduct tasks under a tight schedule. For the
TAM to be successful over the scheduled time horizon, the TAM manager should have
the abilities to lead, coordinate and work under pressure resulting from tight schedules,
because any day when a plant actually shuts down it results in huge losses.
• Effective communication is necessary to lead and organize.
• Planning skills are necessary, especially from the TAM preparation stage in order to
define the work scope precisely and estimate the duration of each task. In addition,
the TAM manager has to plan the required manpower, material and spare parts.
• Negations skills are necessary because in a typical petrochemical plant, the number
of personnel at the peak of the TAM could be more than 100 times the number at
regular times. The TAM manager usually negotiates many contracts for manpower
 JQME and material from several suppliers. He must have the needed skills and experience to
negotiate and manage these contracts, otherwise delays and cost overruns may arise.
Fiitipaldo (2000) stressed the importance of utilizing experienced employees to apply basic
quality assurance concepts throughout the TAM process, from planning to execution. The
accumulated knowledge should not be ignored and, in fact, its use should be established
within the TAM organization structure. Vichich and Luciano (2010) stressed the impact of
an effective steering team on successful turnaround outcomes. Ghazali and Halib (2011a, b)
proposed a stable and permanent organizational structure for managing the planning and
execution of the TAM. They proposed an organizational unit, called Plant Turnaround
Services Department, which then established in PETRONAS Gas Berhad in Malaysia. The
unit is devoted for managing the planning, preparation and execution of TAM activities.

2.2 Planning and scheduling

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Planning for a TAM event is a complex process needed to prepare for hundreds of
interrelated tasks and resources. The prime objective of shutdown planners is to develop a
detailed, time-based plan for conducting all necessary and opportunistic maintenance
activities during the shutdown period. Proper planning reduces the risk of time and budget
overruns and enhances outcome quality and operational safety. TAM planning covers all
resources needed for successful TAM implementation. The literature on TAM planning
stresses on various aspects of planning. Krings (2001), for example, stresses on allowing
enough time for quality planning and on adopting a proactive approach. Oliver (2002)
stresses on the need of addressing the specific challenges that are parts of the repairing
process for equipment. The need for global planning approach at all levels, operational and
business, is still to be highlighted through balanced indications of performance for different
aspects, including budget, spare parts suppliers, contractors and site logistics.
The TAM budget covers mainly costs of manpower, equipment, material, parts and
overheads. Controlling the budget is as important as the budget itself. Motylenski (2003)
presented an overview of best practices in planning and executing turnarounds that results
in reduced turnaround cost and downtimes and presented methods for controlling the TAM
budget. Roup (2004) presented the responsibilities of plant managers for controlling the
TAM budget. He reported nine key strategies of pacesetter turnarounds, i.e., single-unit
turnarounds. These strategies are limited scope of work, risk-based inspection (RBI), short
schedule, small and experienced work force, cohesive team, a schedule that focuses on the
critical path and well-defined key milestones. Reiland and Busick (2011) presented a control
methodology for effectively monitoring basic project parameters to improve turnaround
predictability and performance. The proposed methodology is generic in nature and can be
applicable to any type of facility. Schroeder and Vichich (2009) studied the impact of specific
trade-off decisions on overall economic viability of TAM. The study includes the major
cost-contributing factors in TAM such as fixed costs, quality and lost opportunity costs,
labor productivity, shift-patterns and turnaround duration. They used a generic turnaround
trade-off model.
Spare part planning includes technical specification, proper forecasting of quantities and
suppliers selection. Effective spare part planning should also ensure vendors’ representative
(linked to warranty) will be on hand when required, contact specialized companies as early
as possible to test their equipment and ensure timely procurement of long delivery items.
Edmundson and Blanchard (2006) addressed cost forecasting for TAM scheduling.
They presented practical ways to improve profitability and utilization of labor and
non-labor resources during major projects. They also showed how advanced project
management technologies help in facilitating collaboration, and in accurately forecasting
schedule and resource needs.
 Planning for contracting is a major element of TAM planning. Ghazali et al. (2011) Trends in
proposed a multi-criteria decision model for contractor selection for a petrochemical company turnaround
in Malaysia. The selected contractor should acquire the technical know-how about the scope maintenance
of work to be contracted and the necessary skilled and specialized manpower available to
deliver the work. The contractor should also satisfy quality of work, reliability in delivery, planning
availability to meet safety requirements, flexibility to respond to unforeseen circumstances
and compatibility of the contractor system with the company system. Singh (2012) suggested
high performance contracting and active involvement of all plant departments, team building
alignment, mechanical work window and performance evaluation.
A project management software is needed for TAM execution (Brown, 2004). It helps in
prioritizing needs and identifying time and budget constraints for each planned activity.
Other benefits include planning for new or additional work that may arise during a
shutdown, reporting and documenting preparation and execution and finally identifying
and recording future needs that the shutdown reveals. Levitt (2004) reported hundreds of
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shutdown ideas collected from experts worldwide. The book brings together the issues of
planning, budgeting, contracting, accounting, management and logistics for SM. It also
contains procedures and strategies to improve shutdown planning and execution. In
addition, it gives examples to illustrate the major elements of TAM.
TAM plan can be cascaded down into different activities and optimization problems. Mann
(1976) presents the application of the critical path method to scheduling major jobs in TAM.
The elements of planning and executing TAM are detailed. English (1997) demonstrated how
the continuous improvement steps can be applied to the major steps of SM that ensures more
reliable and cost-effective startups. Ashayeri et al. (1996) constructed a mixed-integer
programming model to optimally plan for preventive maintenance and production
simultaneously in a process industry environment. The production environment may
consist of several production lines running in parallel. They built on a mixed-integer
production planning formulation developed by Bruvold and Evans (1985) that contains fewer
binary variables as compared to other related research efforts. TAM activities scheduling
make use of classical project scheduling techniques and their software to come up with TAM
schedules. Sprague et al. (2006) used fouling mitigation to improve TAM programs. Other
models can be found in the literature, such as the multiple linear regressions to estimate TAM
timing by Cruz et al. (2008). Megow et al. (2011) developed models and algorithms for
turnaround scheduling that include different conditions and requirements such as time-costs
trade-offs, precedence constraints, external resource units, resource leveling, different working
shifts and risk analysis. They proposed a framework for decision support that consists of two
phases. The first phase supports the manager in finding a short makespan for the turnaround
by computing an approximate time-cost trade-off curve for the project, together with
stochastic evaluation. The second phase determines heuristically the optimal schedule for the
makespan selected in the first phase and constructs a detailed schedule that satisfies all side
constraints. They showed through experimental work in chemical manufacturing plants that
their proposed methods solve large real-world instances quickly and yield excellent utilization
of resources. Whittington and Gibson (2009) considered the integration of TAM maintenance
activities with multiple construction projects and work scopes. In addition, they proposed new
tool/management approaches to aid industry professionals in planning and coordinating the
multiple projects within TAM. Further practices for improving TAM programs are discussed
by Karner and Toews (2010).

2.3 TAM scope and risk analysis

Determining the optimal turnaround scope is highly critical to the success of TAM.
Cost, duration, execution strategy are dependent upon, and usually driven by, the scope.
TAM scope is highly affected by risk analysis to include more resources and ensure a safe
 JQME and reliable plant. It is important to weed out unnecessary work from TAM scope to
reduce the cost and time outage. However, TAM should not jeopardize the safety of
manpower. Many procedures have been developed to define the scope of work based on
human safety assurance.
Heins and Roling (1995) used multi-attribute theory to build a model of a safety monitor
to support the planner in judging safety in connection with a maintenance job schedule.
They implemented and tested a prototype of the safety monitor on a set of actual data.
Gupta and Paisie (1997) presented a method for developing a TAM scope using reliability,
availability and maintainability principles. They presented an approach that utilizes the
expertise of key personnel in analyzing a plant’s operational and maintenance data to justify
every scope item economically. Al-Haider (2010) presented reliability-centered maintenance
(RCM) and RBI to optimize operational and maintenance resources for increasing the
availability of production facilities. These methods were implemented successfully in
Kuwait Oil Company, resulting in an improved production capacity and reduced shutdown
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time duration. Joiner et al. (2001) presented risk-based prioritization for TAM tasks. They
described a method that is based on prioritization of turnaround activities at a major
chemical complex and several refineries with significant cost benefits. Dowd and Daher
(2012) stated that safety management plays a crucial role in the turnaround activity and
proposed indicators for TAM safety issues.
A risk-based approach is presented by Merrick et al. (1999) to optimize TAM work scope.
The approach is similar to the ranking process used in failure modes and effects analysis.
Risk is defined as the product of the probability of the failure and its consequences. Gupta
and Marlowe (2002) used RBI and RCM to define the scope. Schubert and Gannon (2008)
used RBI to develop a risk matrix. They provided a simple qualitative approach that
provides a good framework for understanding the more quantitative method used in the
case of the Asian refinery. Each plant unit or item is assessed and assigned a position within
a risk matrix in a qualitative approach. The inspection program is then designed so that the
risk value associated with each process unit or item is brought to the same acceptable level
of risk. The frequency and intensity of inspection are decreased and individual levels or
risks associated with the unit or item are increased to the acceptable level. Vichich (2006)
presented performance measures covering turnaround risk and readiness indices and their
relationships to turnaround outcomes, standardized turnaround scope index, industry data
set, leading indicators, safety planning, drivers of turnaround predictability and
competitiveness and benchmarks of best turnaround practices.
The critical chain, an approach for innovative planning management focusing on the
human factor, is suggested by Hess (2009) for TAM planning to ensure on time completion
and to reduce the risk of delays in specific processes. The precautionary time buffer
normally built into each task duration is removed and bundled at the end of the chain.
Bertolini et al. (2009) presented a method for RBI in an oil refinery. They adopted a
risk-based inspection and maintenance procedure for supporting management decisions.
The procedure uses six modules: identification of the scope, functional analysis, risk
assessment and evaluation, operation selection and planning, J-factor computation and
operation realization. A risk matrix is constructed to evaluate the risk associated with each
critical maintenance activity. Hunter and Sperry (2010) showed how to increase reliability
through inventory optimization. Other models were used in TAM scope risk definition, such
as critical chain and risk, criticality index in TAM, applications of business process
re-engineering (BPR) and RCM.
BPR is applied by Bevilacqua et al. (2005) for improving the TAM process in an oil
refinery to determine the scope and weed out unnecessary work. Considerable changes are
made to ensure reliability improvement and cost reduction. Bevilacqua et al. (2009) applied
the theory of constraints and risk-based assessment to the turnaround process of plant in an
 oil refinery. They addressed the applicability and necessity of the risk analysis process to Trends in
examine and evaluate the schedule and cost features of a turnaround project. The results turnaround
show significant reduction in turnaround time and cost and improvement in quality and maintenance
safety of work over classical project management approaches. In addition, these approaches
are shown to address the needs of different stakeholders. Bevilacqua et al. (2012) analyzed planning
TAM in an oil refinery using both risk-based method and criticality index approach for
assessing the maintenance tasks and equipment requirement. The results show significant
improvement in resource utilization, outage duration and turnaround frequency. Hameed
et al. (2016) presented a risk-based methodology to estimate shutdown inspection and
maintenance interval taking into consideration human errors and degradation modeling of a
processing unit. The proposed methodology is applied to a gas chilling and liquefaction unit
of a hydrocarbon processing facility.

2.4 Performance measurement, reporting and learning

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Maintenance performance measures focus on the simple view of the maintenance system
that is composed of input, output and processes. Inputs include labor, material, spare parts,
tools and equipment, contractors, as well as financial resources. Outputs include the
outcomes of the maintenance function including machine and shop conditions such as
availability and reliability of the maintained machine, the quality of its production as well as
the safety of the working environment. Processes include planning, scheduling, controlling
and the actual maintenance work execution.
Simões et al. (2011) reported 345 different measures cited in the literature. The most
cited measures are those related to cost and performance while the least considered
measures included training/learning, skills/competences, work incentives, process
performance, resources utilization, maintenance capacity, customer satisfaction and
employee satisfaction. Alsyouf (2006) proposed a performance measurement system
that links high-level organizational performance with maintenance performance.
A literature review on research on maintenance performance measurement is reported
by Parida et al. (2015). The paper gives a comprehensive view of maintenance performance
measurement systems.
TAM key performance measures are similar to other types of maintenance with
additional emphasis on project planning and implementation-related measures such as
budget and time expectations. However, different performance measures are reported to be
used in different TAM settings, see for example Duffuaa and Ben-Daya (2004) and Ghazali
and Halib (2011a). Some of the used KPIs are related to cost, loss of time, risk, reliability and
skill level of employees.
Future research in TAM performance measurement should focus on global measures that
link different internal and external stakeholders and integrate measures such as safety,
sustainability and environment for more value-added system performance. Performance
measures that link multiple TAM projects within the business supply chain should also be
developed for more value-added supply chain. The measures should be designed in a way that
guides the effort in identifying opportunities for learning and future TAM activities. A crucial
element of this performance measurement system is the reporting and learning effect.
Reporting is the process of capturing the experience gained from a full cycle of TAM
from planning to execution. It is needed after completing TAM and handing over the facility
to the operations team in a fit condition for full production. Lenahan (2011) addressed the
importance of capturing all lessons learned from the TAM event and feeding it back to the
next TAM event. Houtermans et al. (2007) suggested that an excellent time to collect data is
during plant turnarounds. Cormier and Gillard (2009) showed that success of any TAM can
be greatly improved and associated risks reduced by implementing a rigorous,
well-structured system of knowledge transfer of all TAM-related processes, procedures
 JQME and equipment, priorities, contingencies, tasks, schedules and specification. Furthermore,
information on workers’ experiences and responsibilities need to be documented and
properly communicated to the appropriated audience.

2.5 Life cycle costing and economic considerations in TAM

Pokharel and Jiao (2008) pointed that a typical TAM project requires on the average 4,000
worker in its peak and extends beyond eight weeks. In such projects equipment overalls and
replacement are carried out to improve plant reliability and overall equipment effectiveness.
In addition, TAM is a major event for opportunity maintenance. Such replacements,
overhauls and opportunity maintenance are conducted based on life cycle costing (LCC).
LCC is all costs spent on an item from its inception, manufacturing, operation, maintenance
and disposal. LCC has been applied to enhance reliability and serviceability (Rhee and Ishii,
2003). It is also used for plant and equipment acquisition (Robinson, 1996). LCC is an
important economic analysis used in the selection among alternatives (Korpi and Ala-Risku,
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2008). The decisions regarding replacements and overhaul are usually conducted at the
preparation phase of TAM where the work scope is defined.

2.6 Big Data analytics in TAM

With the growing complexity of equipment and high technology monitoring and data
collection devices, expectation from maintenance has increased. Campos et al. (2017)
suggested the use of modified balance scorecard methodology for optimal use of Big Data in
strategic maintenance performance measurement system.
Global advances in information and communication technology had their effect on
manufacturing system leading to smart manufacturing and manufacturing intelligence. The
data generated from such a system grew exponentially, generating the so called Big Data
(He and Wang, 2018). Manufacturing intelligence utilizes the generated real-time data to
support accurate and timely decision making. This development in manufacturing is
sometimes referred to as the fourth-generation industry. It refers to the use of devices and
instruments interconnected with the use of a cyber-physical and the concept of “Internet of
Things.” Maintenance in this era faces the challenge of utilizing these technologies and
concepts in the form of a smart system that predicts failure, makes diagnosis and triggers
maintenance (Kumar and Galar, 2018). This challenge has been addressed lately by several
researchers and the research in this area is rapidly growing. For example, Kumar et al.
(2017) proposed a framework for condition-based maintenance optimization that utilizes Big
Data analytics for estimating uncertainty in equipment reliability.
Karim et al. (2016) proposed the concept of “maintenance analytics” for knowledge
discovery in maintenance, focusing on Big Data and analytics. The concept is proposed to
support an effective maintenance decision-making process consisting of data acquisition,
data transition, data fusion, data mining and information extraction and visualization.
Schmidt et al. (2016) suggested the integration and aggregation of the large amount of data
flowing from different sources into a maintenance decision support system. The
architectural design and the conceptual framework for a smart maintenance decision
support system that is based on corporate Big Data analytics are proposed.

3. Long-term and strategic planning

A finalized schedule of activities for the turnaround event should incorporate elements from
both a long-term and short-term plans. Long-term planning for TAM that covers the time
span of the plant is often neglected in planning for maintenance operations in
manufacturing systems. The objective of long-term planning is to align maintenance
planning with the organization strategic plan. A recent trend in the literature spots the
 importance of viewing the maintenance function as a strategic activity that extends the life Trends in
of the asset and adds value to the production system in quality and quantity. turnaround
Murthy et al. (2002) addressed the need for data collection in strategy selection in maintenance
maintenance management. Principles for strategic maintenance planning shown in Tsang
(2002), Murthy et al. (2002) and Al-Turki (2011) can be considered in TAM planning. Several planning
strategic dimensions discussed in the literature have shown the increasing importance of
linking TAM planning to organization strategies. Tsang (2002) identified four strategic
dimensions of maintenance: service delivery options, organization and work structuring,
maintenance methodology and support systems. Dickey (2002) presented a methodology to
improve plant turnaround outcomes, in which safety is the most important factor and
relating turnaround practices to results. The method improved the economic performance of
turnarounds which lead to improve schedule and cost effectiveness and predictability. Dyke
(2004) suggested various activities for improving turnaround (TAM) performance that
cover strategic objectives, reliability and availability, risk management and time and cost
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management. He also proposed benchmarking that involves data collection via workshops,
interviews and informal discussions, review of systems and procedures and site inspections
for improving TAM performance. Nath and Klingler (2009) introduced a case of TAM in
chemical cleaning. The case focused on strategies for turnarounds covering best practices
for turnarounds and best practices related to cleaning technology and vendor personnel.
They also discussed strategies related to safe environments for maintenance personnel,
defining key planning deliverables, dedicating manpower resources, executing and
archiving plans and documenting lessons learned for future turnarounds. Al-Turki (2011)
developed a framework that puts elements of strategic planning together for developing a
long-term maintenance planning. The framework emphasizes the involvement of major
stakeholders as well as top management in the strategic maintenance plan. It also urges
commitment of senior management for the successful development of a maintenance
strategic plan. The developed framework can be easily extended for TAM planning.
Vichich (2012) discussed a compelling case of turnaround excellence. He showed the
relationship between turnaround readiness and outcomes, and presented preparation
practices that are critical for achieving optimal readiness. He also presented the key
deliverables and interfaces of operations and maintenance and reliability personnel. Other
interesting practices in long-term TAM planning can be found in Militaru and Georgescu
(2009) and Amendola et al. (2011).

4. TAM best practices

Many experiences related to TAM implementation in different industries are reported in the
literature. Such experiences help in sharing knowledge and identifying areas for further
research and development. In this section, published experiences of TAM in different
industries, including chemical processing, oil refining and electricity generating, are
reviewed. These industries share common requirements for TAM but each has its own
collective experiences and best practices. The review is aimed to explore best practices in
business-wide global TAM planning and identify issues that need to be further developed.
Advanced optimization tools are developed for long-term TAM scheduling in chemical
processing supply chains. Cheung et al. (2004) considered the integrated scheduling of TAM
maintenance for a series of chemical plants (supply chain) with site-wide material
consideration and utility balances. An integrated schedule of TAM for all plants over a long
period of time is developed. A short-term maintenance plan that determines the exact timing of
plant shutdowns within a maintenance period of four to ten weeks is constructed based on the
long-term plan. A mixed-integer linear programming (MILP) model is used for that purpose.
Some successful experiences in managing TAM in petrochemical processing industries are
reported in the literature addressing critical issues related to coordinating, communicating and
 JQME integrating practices in addition to safety and environmental issues. Johns and Beck (2001)
reported an outage in one of Shell Chemical’s ethylene plant dictated 28 days stream-to-stream,
which allowed 21 days for equipment maintenance. Equipment overhauled and upgraded
included five centrifugal compressors, one large steam turbine and a reciprocating compressor.
Hayes (2002) reported turnaround work process at Fluor Enterprises Inc. in Houston, TX,
which began in 1993 with a small engineering and planning team assigned to a large
debottleneck and turnaround project for one of industry’s leading petrochemical firms. The
study embraced the importance of providing an effective communication means to orientate
organizations and gain commitment to the work process and its significant elements;
documentation of TAM management best practices. Ok (2002) reported SK Corp’s experience
of turnaround management system development and application covers SK Corp’s main
process; computerized maintenance management system; integrated TAM management
system; work list development scheme; and Safety Instrumented System Reliability
Assessment system. Hayes and Clark (2003) reported the use of system-based work concept to
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integrate activities in a complex large olefins plant to overcome problems involving capital and
maintenance work. Ghazali and Shamim (2015) reported a study on how TAMs were
organized and managed in process-based industries in Malaysia.
Mathematical models for optimum scheduling of TAM in process industry are being
utilized. Shutdown scheduling is used for cracking furnace in ethylene plants. Cracking
furnaces in ethylene plants are reactors that operate in parallel continuously to meet
varying demands. Such reactors suffer from decaying performance in their operation
resulting from coke deposition on coil walls. Schulz et al. (2006) proposed cyclic shutdown
scheduling for the purpose of restoring plants’ original performance. A mathematical model
for simultaneous scheduling of production and SM of cracking furnaces for the purpose of
maintaining high performance while meeting production demand is proposed. The model is
composed of nonlinear mathematical functions for each cracking furnace.
Another case study is reported by Pokharel and Jiao (2008) showing that the involvement
of external experts and parties in maintenance projects helps in resolving issues in
maintenance projects, including maintenance scheduling and minimizing costs. The use of
information technology in the whole process can be facilitated not only during the planning
phase, but also during the execution and review process. Matthews et al. (2011) studied time
between TAMs for ethylene plant compressors and steam turbines which are critical to
some chemical production process. A case study is presented to provide example of Elliott’s
experience in achieving the desired process operation and improved turbo-machinery
performance using modern component technology while meeting normal shutdown
schedules. Sherman (2012) indicated that the completion of all the maintenance turnarounds
affects prices of the product (risen). Other case studies in chemical and petrochemical
industries include Derworiz et al. (2011), Bryner (2008) and Renard (2012).
Similar to chemical processing, oil and gas processing plants use TAM to maintain their
plants. Alkhamis and Yellen (1995) consider the scheduling of TAM for refinery units over a
specified operational planning horizon to maximize unit utilization while satisfying
maintenance constraints. Integer programming modeling was developed and tested on an
example. Hall and Milne (2005) reported ChevronTexaco’s Pembroke Refinery TAM, in which
over 3,000 maintenance contractors arrived at the Refinery to undertake in excess of 1.3m
man-hours of planned maintenance. Casa et al. (2009) reported a new methodology which is
part of a broader approach to operational excellence called “lean refining,” aimed at
eliminating waste in refining TAM operations. This strategy was implemented to one of
Europe’s most complex refineries which is in Eni’s Sannazzaro de’ Burgondi refinery in
Northern Italy. Wangler et al. (2011) reported a TAM case at Tesoro’s Mandan refinery unit.
Utne et al. (2012) presented an approach for measuring the ability of oil and gas production
plants to utilize the opportunity of shutdowns for various maintenance operations.
 Key performance indicators are developed for two offshore oil and gas installations on the Trends in
Norwegian Continental Shelf to measure the quality level of work planning and preparation as turnaround
well as the ability to utilize shutdowns opportunities for other maintenance operations. maintenance
Wenchi et al. (2015) proposed a case-based approach to measure efficiency improvement in
TAM activities through value stream mapping. The TAM project for a selected liquefied planning
natural gas refinery plant is used as a case study to demonstrate the proposed approach.
Electric generators are widely maintained using TAM. Modeling and optimization of TAM
activities is a wide area of research and application in that area. The objective for most of these
models is to minimize cost subject to several constraints. The constraints include maintenance
completion, preventive maintenance window, crew availability constraints, production
schedule and others. This problem is referred to in the literature as “generator maintenance
scheduling.” There is a vast literature dealing with this problem reviewed by Yamayee (1982),
Kralj and Pedrovic (1988) and Ahmad and Kothari (1998). The latest review of the problem
was conducted by El-Amin (2000) for problem modeling and solution techniques.
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Mathew and Rajendran (1993) consider SM frequency for a sugar plant in India that
minimizes time-dependent downtime losses. The plant is shut down for a couple of shifts for
periodic overhauling, corrective and minor preventive maintenance activities and
inspections. A simulation model is developed toward this endeavor.
These case studies give integrated experiences in implementing TAM in various
industries for the purpose of sharing experiences and areas of improvement among
practitioners and alerting researchers for areas that need further investigation and
development. The following lessons can be extracted from these cases:
(1) Involving various stakeholders at an early stage of planning is highly needed for
better coordination during execution, resulting in higher efficiency and utilization of
resources. This was highlighted in almost all cases reported.
(2) Having a timely and accurate feedback of knowledge and learned lessons properly
communicated helps in continuous improvement in TAM performance. It was
commonly noted in the literature that the learning cycle is not closed within
consecutive TAM implementation within the same plant, let alone between different
plants and organizations.
(3) Performance measures play major role in global business performance as much as it
does for operational improvement. It was noted that performance measures used in
practice are mostly operational while strategic measures are rarely utilized and in
many cases are completely ignored.

5. Summary of TAM literature

In the literature and current industrial practices, TAM seems to be treated as a normal
project that needs to meet a certain deadline where some of the major components in the
plant can be replaced. However, very valid traits can be noticed in such kinds of projects.
Determining the scope of TAM is not an easy task to do. A steering committee should be
allocated to manage the project and decide the level of maintenance renovation. This can be
based on safety, reliability, risk management and quality assurance. It is also needed to
allocate manpower and financial resources. Challenges can be faced such as lack of technical
knowledge, and delay in spare parts availability. The main objective of the management is
to optimize the TAM planning which includes minimizing TAM duration or manpower cost.
This is usually achieved by proper project planning that includes critical path method or
optimal manpower scheduling through mixed-integer programming. Project crashing
techniques can be always used where management can decide to trade off cost with
duration. Table I summarizes TAM literature.
 JQME Area References

General background Duffuaa et al. (1999), Lenahan (1999, 2011), Levitt (2004), Brown (2004) and
Duffuaa and Ben-Daya (2004, 2009)
Organization structure Lenahan (1999, 2011), Fiitipaldo (2000), Vichich and Luciano (2010) and Ghazali
and Halib (2011a, b)
Planning, management and Mann (1976), Bruvold and Evans (1985), Ashayeri et al. (1996), English (1997),
scheduling Fiitipaldo (2000), Krings (2001), Oliver (2002), Motylenski (2003), Roup (2004),
Levitt (2004), Brown (2004), Cheung et al. (2004), Sprague et al. (2006),
Edmundson and Blanchard (2006), Cruz et al. (2008), Militaru and Georgescu
(2009), Schroeder and Vichich (2009), Whittington and Gibson (2009), Vichich and
Luciano (2010), Karner and Toews (2010), Reiland and Busick (2011), Amendola
et al. (2011), Ghazali et al. (2011), Singh (2012), Megow et al. (2011), Amaran et al.
(2015, 2016), Duffuaa and Al-Hadid (2017) and Rajagopalan et al. (2017)
Scope, safety and risk Heins and Roling (1995), Gupta and Paisie (1997), Merrick et al. (1999),
analysis Al-Haider (2010), Joiner et al. (2001), Gupta and Marlowe (2002), Bevilacqua
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et al. (2005, 2009, 2012), Vichich (2006), Schubert and Gannon (2008), Hess
(2009), Bertolini et al. (2009), Hunter and Sperry (2010), Dowd and Daher (2012),
Hameed et al. (2016) and Rajagopalan et al. (2017)
Performance measurement Duffuaa and Ben-Daya (2004), Alsyouf (2006), Ghazali and Halib (2011a),
Parida et al. (2015) and Campos et al. (2017)
Costing and economic Robinson (1996), Rhee and Ishii (2003), Pokharel and Jiao (2008) and Korpi and
considerations Ala-Risku (2008)
Reporting and learning Lenahan (2011), Houtermans et al. (2007) and Cormier and Gillard (2009)
Big Data and data analytics Schmidt et al. (2016), He and Wang (2018), Campos et al. (2017), Kumar and
Galar (2018), Kumar et al. (2017) and Karim et al. (2016)
Long-term and strategic Murthy et al. (2002), Tsang (2002), Dickey (2002), Dyke (2004), Nath and
planning Klingler (2009), Militaru and Georgescu (2009), Al-Turki (2011), Amendola et al.
(2011), Vichich (2012) and Al-Turki et al. (2013)
Case studies/best practices Yamayee (1982), Kralj and Pedrovic (1988), Mathew and Rajendran (1993),
Alkhamis and Yellen (1995), Ahmad and Kothari (1998), El-Amin (2000), Johns
and Beck (2001), Hayes (2002), Ok (2002), Hayes and Clark (2003), Motylenski
(2003), Cheung et al. (2004), Hall and Milne (2005), Schulz et al. (2006), Pokharel
and Jiao (2008), Bryner (2008), Casa et al. (2009), Matthews et al. (2011), Wangler
et al. (2011), Derworiz et al. (2011), Renard (2012), Vichich (2012), Obiajunwa
Table I. (2012), Sherman(2012), Wenchi et al. (2015) and Ghazali and Shamim (2015)
TAM literature TAM system and supply Cheung et al. (2004), Al-Turki et al. (2013), Amaran et al. (2015, 2016) and
summary chain Rajagopalan et al. (2017)

The table shows the lack of literature in performance measurement systems and in
integrated system approach for TAM planning and scheduling.

6. Research trends
In the literature and current industrial practices, TAM is viewed as a large-scale project that
needs to meet certain deadlines with limited resources. The main objective of the
management is to optimize TAM execution which includes minimizing TAM duration and
manpower cost. This is achieved using proper project planning and management tools,
including critical path method and project crashing techniques. Various tools are developed
and used for optimal resource planning and scheduling. At the practical level of
implementation, a steering committee is devoted to manage the TAM project and share
information and best practices between different units within the organization. Challenges
can be faced such as lack of technical knowledge and delays in spare parts availability.
Lately, a system view of TAM is being utilized for developing new methods and best
practices for higher levels of planning and execution. The system is shown in Figure 1.
 TAM Outsource Trends in

1. Safe, available and Reliable Plant

Suppliers Contractors turnaround
maintenance

2. Documented Experience
planning
1. Manpower Resources

3. Data collection (KPIs)

Initiation
2. Financial Resources

4. Initial next TAM plan

3. Technical Expertise

Preparation
Input Execution Output
Termination

Figure 1.
A system view
for TAM
Source: Al-Turki et al. (2013)
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A major source of complication in TAM planning and execution is the involvement of

multiple internal and external stakeholders that significantly influence the success of
TAM. Production and quality departments are major internal functional stakeholders for
maintenance. Other internal stakeholders at the business level include top management,
purchasing, finance and marketing. External stakeholders may include, depending on
the type of maintenance, contractors, spare parts and technology providers and
government legislators. Other plants in the production supply chain are also major
stakeholders that might affect or be affected by the TAM in the supply chain. Ignoring one
or more of the key stakeholders may result in unnecessary costs and sometimes more
serious consequences at the business level. Globalization is playing a major role in the
development of this complex set of supply chains that must be considered in planning for
TAM. The need for further development and research in that direction is becoming more
critical for success. Recently, the necessity of global view of TAM is recognized by
industry and shaped by researchers. Al-Turki et al. (2013) presented that system view as
shown in Figure 2.
This view opens new areas of research to optimize the efficiency of this global system.
Advanced optimization tools are developed for long-term TAM scheduling in chemical
processing supply chains. Cheung et al. (2004) considered the integrated scheduling of TAM
maintenance for a series of chemical plants (supply chain) with site-wide material

Technology Contractors Spare parts

Providers (HR) suppliers

Vendors part
and
equipment

Plant 1 Plant 2 Plant 3 Customer

Raw material
Supplier Figure 2.
A global system
view of TAM
Source: Al-Turki et al. (2013)
 JQME consideration and utility balances. An integrated schedule of TAM for all plants over a long
period of time is developed. A short-term maintenance plan that determines the exact timing
of plant shutdowns within a maintenance period of four to ten weeks is constructed based
on the long-term plan. An MILP model is used for that purpose.
Amaran et al. (2015) developed a mathematical model to schedule TAM for an integrated
network of plants while satisfying network and resource constraints. Amaran et al. (2016)
addressed the scheduling of a set of integrated plant turnarounds under uncertainty using
integer programming formulation. Risk analysis of rescheduling maintenance turnarounds
for integrated chemical sites is proposed by Rajagopalan et al. (2017) using a stochastic
optimization model to quantify the risk.

7. Future research directions

The research on the major aspects of TAM planning and execution is comprehensive and
quite elaborate. This includes planning and scheduling, risk analysis, execution and
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controlling, measuring performance, learning and improvement at the plant level. It is clear
from the reviewed literature that the last aspect, learning and improvement, needs more
attention at the practical level, and exploring more effective feedback and learning methods
at the research level. At the strategic and long-term planning level, the need for more
integration between different functions of the organization utilizing new technologies and
methods is quite clear.
Training is an essential element of the effort of TAM performance improvement.
Knowledge-based training should cover the major strategic initiatives, from long- and
short-term planning to logistics and project management. A consistent set of learning
objectives can be created, assigned and integrated with the performance management
system. This part needs special attention by researchers and practitioners involved in TAM
performance management.
The system view of TAM, which brings together internal and external stakeholders of
TAM, needs further analysis. Tools need to be developed for optimizing resources and
performance of the whole system rather the individual components. Scheduling TAM, for
example, can be optimized taking into consideration common market demands and
available resources. Mathematical modeling is a candidate tool for that purpose. An
information system may be developed for more effective communication, coordination and
learning within the system.
In summary, the need for further research in the following areas is apparent:
• Optimizing TAM scheduling along the supply chain.
• Developing new methods for managing risks along the whole supply chain.
• Developing methods for sharing knowledge, best practices and expertise within the
supply chain.
• Developing performance management systems with key performance indicators
reflecting the requirements of major stakeholders as well as the internal and external
learning. Other global KPIs, such as environment and sustainability, should be
considered. Performance measures that link multiple TAM projects within the
business supply chain should also be developed for more value-added supply chains.
The measures should be able to identify opportunities for learning for future TAM
activities.
• Benchmarking studies are becoming more critical for further development.
• Methodologies for strategic planning that link TAM with other parts of the whole
system are needed to be developed.
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Corresponding author
Umar Al-Turki can be contacted at: alturki@kfupm.edu.sa

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