ABTCP 2023

The 55th Pulp and Paper International Congress

October, 2023, Sao Paulo Brazil. © 2023 ABTCP All rights reserved
AUTOMATION OF THE MONITORING OF THE ACTIONS OF THE
COMMUNICATION PLAN IN GENERAL SHUTDOWNS
Tiago Pereira Ferraz 1
1
Timenow. Brazil

ABSTRACT
Establishing and maintaining appropriate communication and engagement with stakeholders during the planning of an industrial plant's General
Shutdown event poses a significant challenge for leadership. Devising and implementing a methodology to effectively minimize noise
contributes positively to project success. The Communication Plan is the document that outlines the dynamics of alignment meetings among
stakeholders of the General Shutdown, aiming to define the strategies to be employed in the event.
As a result of these meetings, actionable items are formulated and are to be directed and monitored during the initiation and planning phases.
One of the issues directly affecting the execution of these actions is the lack of feedback from responsible parties concerning raised concerns.
Often, due to the volume of routine activities and the manner in which these actions are tracked, timely feedback provision becomes
inadvertently neglected.
To mitigate these impacts and systematically and automatically assist in managing the tasks identified during the alignment meetings of the
General Shutdown at the Suzano unit in Jacareí, São Paulo, a methodology was implemented. This methodology utilizes software to dispatch
automatic reminders of pending tasks to responsible parties and records the feedback within a unified database, wherein the information is
presented in an organized and managerial manner.
This methodology contributed to interactive communication, where one party provides information and others receive and respond to it.
Similarly, it facilitated passive communication, where information is centralized and recipients are accountable for retrieving it. Analogously, this
method enhances the dissemination of project information to a broader audience.
Another pivotal outcome of this method is the establishment of a "single point of truth," ensuring that all stakeholders possess accurate
information regarding the progress of actions related to enabling areas for the General Shutdown event. This eradicates parallel reports and
documents that, if fed with unofficial information, could potentially lead to erroneous management decisions. This paper aims to present the
benefits derived from automating the monitoring of the communication plan's actions during the General Shutdown and expound on how this
method can be replicated in other units.

Keywords: Automation, Communication, Maintenance, General Shutdown, Digital Transformation.

1. INTRODUCTION
According to the definition provided by PMBOK (2017) [1], "a project is a temporary endeavor undertaken to create a
unique product, service, or result." General Shutdowns, due to their characteristics of specific, non-routine, finite,
complex, homogeneous (structured), and non-repetitive events, with defined scope, schedule, and costs, align with
project requirements.

Research conducted by the Project Management Institute (2017) [1] indicates that a project manager, a term that can
be replaced with the person responsible for the development and completion of General Shutdown planning, spends
70% to 90% of their time communicating in projects.

According to a survey conducted by PMI Brazil, involving over 300 large-scale companies, approximately 76% of them
reported that communication failure was identified as the main reason for their project failures. This data underscores
the critical importance of effective communication in project management and highlights how inadequate
communication can significantly impact the outcomes and success of a General Shutdown.

Based on the PMI's 2021 Latin America Pulse of the Profession report [2], which addresses the consequences of the
COVID-19 pandemic on project management, it becomes evident that some changes in organizational management
models were necessary to minimize impacts. Between October and November 2020, 435 project professionals were
surveyed, and 71% of them identified the Digital Transformation of their processes as a significant factor, a value very
close to the global figure of 68%. This trend reflects companies' pursuit of adapting to the new demands and
challenges posed by the pandemic, emphasizing the growing importance of adopting digital solutions to optimize
operations and achieve more efficient results.

By promoting the convergence between efficient communication and the implementation of Digital Transformation,
General Shutdowns can be conducted in a more agile, collaborative, and assertive manner. Companies that invest in
modernizing their communication practices through technology are capable of reaping significant benefits in terms of
productivity, resource optimization, and successful completion of complex projects.

Corresponding author: T. P. Ferraz; City Cosmópolis Zip code 13157-394 Brazil. phone: +55-19-98121-5552.
e-mail. tiago.ferraz@timenow.com.br
T. P. Ferraz
2. THEORETICAL ASPECTS

2.1 Communication Management Model through the Traditional Method

Communication of the General Shutdown planning event at the Suzano unit in Jacareí, São Paulo, followed a
traditional model that yielded measurable results, reflected by the unit's success in terms of management over the
years. The role of the General Shutdown Coordinator was established as the primary responsible party for the
creation, adaptation, and dissemination of campaign data. The main challenge was to efficiently and effectively
manage all communication channels for the various project stakeholders.

Communication management is the process of monitoring and controlling communications throughout the project
lifecycle to ensure that the information needs of project stakeholders are met, as defined by PMBOK (2017) [1].

Communications in General Shutdown projects occur comprehensively, both internally involving the core project team
and externally encompassing different hierarchical levels of the organization. This communication unfolds both
vertically, occurring between upper and lower levels of the organizational structure, and horizontally, where project
team members interact with each other.

In the Jacareí unit, communications were conducted through various approaches. Formal and informal writing were
used to address complex issues as well as routine requests, employing corporate emails, intranet instant messaging,
and meeting minutes as primary tools.

Furthermore, verbal communication also played a pivotal role, where presentations, lectures, meetings, and structured
conversations facilitated the transmission of essential information. This combination of approaches ensured that
messages were conveyed clearly, reaching stakeholders efficiently and maintaining a continuous flow of information
during the General Shutdown.

Following communication methods outlined in the PMBOK Project Management Best Practices manual,
communication can be categorized into three aspects, as per Mulcahy (2013) [3].

Interactive Communication, a method where communication is reciprocal involving two or many individuals. One
person provides information, others receive it, and subsequently respond to that information.

Active Communication, a method involving one-way information flow. The sender provides information to those who
need it but doesn't expect feedback on the communication.

Passive Communication, a method where the project manager places information in a central location. Subsequently,
recipients are responsible for retrieving, or "pulling," the information from that location.

Predominantly, the communication management method utilized at the Jacareí site was Interactive Communication, a
model involving the reciprocal participation of multiple individuals. Although this method proved highly useful in various
situations, it faced some challenges, such as the emergence of noise resulting from the multitude of communication
channels in use.

2.2 Problematic
The biggest challenge in communication management during the General Shutdown event in Jacareí was effectively
handling information across a significant number of communication channels. The more numerous these channels,
the higher the likelihood of encountering noise.

The concept of noise in communication is widely acknowledged and is commonly used to describe any interference,
distortion, or obstacle that might negatively affect the clarity, accuracy, or understanding of messages transmitted
between the involved parties.

The quantity of communication channels in projects is measured according to the following formula, with "N"
representing the number of individuals involved in communication:

“Equation (1)”

Initially, the General Shutdown Coordinator had to manage 66 communication channels, distributed among the
Planning, Occupational Safety, Environment, Medical, HR and Management, Facilities, Procurement, Logistics,
Operations, and Communication teams.

With team growth and the inclusion of new members, the number of communication channels significantly increased
as well. In this scenario, the Interactive Communication method, which was previously efficient, began to show
inefficiencies, resulting in slower information feedback. Timely decision-making and agile communication became
 AUTOMATION OF THE MONITORING OF THE ACTIONS OF THE COMMUNICATION PLAN IN GENERAL SHUTDOWNS 3
crucial challenges as the team expanded, necessitating the adoption of new strategies to maintain information
exchange effectiveness.

One of the main challenges contributing to delayed information feedback during the General Shutdown event was the
allocation of the involved individuals' work hours between event tasks and regular factory activities. This division
reduced availability to promptly respond to project demands, impacting communication agility.

Another relevant aspect was the reliance on email exchanges as a means of information feedback. This approach
sometimes led to information loss and difficulty in tracking data, making it challenging to meet deadlines, maintain a
sense of urgency, and manage a substantial volume of data for the General Shutdown Coordinator.

Furthermore, data collection for generating management reports posed an additional obstacle. The planning team
needed to gather information from various sources and subsequently synthesize it for presentations, requiring
additional time and effort.

As an alternative to addressing these challenges, a system was implemented that integrated all enabling areas and
consolidated all project information into a single location, aided by the automation of action monitoring during the
General Shutdown planning phase.

2.2 Applied Solution

To facilitate communication and handling of actions during the General Shutdown planning, a project management
technology was implemented. The communication method previously employed was also replaced with Passive
Communication, which aided in mitigating the impacts of information overload for the General Shutdown Coordinator.

2.2 Applied Methodology

Initially, the implementation and configuration of a project management system were carried out by a specialized
company in digital transformation and project management. Platform access logins were provided based on the
hierarchy of enabling areas in the organizational chart, with specific permissions aligned to the required level of tool
usability. Individuals responsible for configuring the system were categorized as "administrators," those needing to
input information were designated as "managers," and those who only needed to view data for planning the shutdown
were categorized as "viewers." This working model increased information fidelity as only the direct responsible parties
for enabling areas had access to update their section's status.

Each enabling area was granted an exclusive environment for proper data handling. Within each environment,
necessary information for event monitoring was pre-set. Fields were provided for inputting the S-curve for master
schedule monitoring, weekly comments, a repository for crucial files such as meeting minutes, presentations,
contractual documents, and other relevant planning-related documents. Additionally, a field for photo insertion and an
action center were made available.

The action center played a crucial role in General Shutdown management, as it was integrated into the weekly
meeting routine, acting as a status indicator for resolving pending issues in time for the event. Traditional meeting
minutes were replaced by One Page Reports from each enabling area, and using the system during weekly meetings
facilitated quicker information sharing.

Each issue identified during the meetings was entered into the system and assigned to the respective responsible
party, along with a deadline for execution. Once an action was inputted into the system, both the responsible
individual and their immediate leadership received a notification email about the assigned responsibility. As the action
resolution deadline approached, the system automatically sent an email to the responsible party, notifying them of the
nearing deadline. This feature assisted the team in tracking open issues and fostering a sense of urgency for task
completion. This automation proved highly beneficial, contributing to action management efficiency and adherence to
General Shutdown deadlines.

Similarly, the senior management could assess issues through traffic light signals, indicating whether actions were
completed, on time, or delayed. This visualization through traffic lights enabled quick comprehension of the status of
ongoing actions, allowing managers to identify critical areas and make strategic decisions more swiftly. The use of
visual indicators simplified communication of team progress and challenges, offering a clear and objective overview of
action status and overall General Shutdown progress.

In addition to processing information more swiftly and enhancing clarity of event status, another significant factor was
the organized record-keeping throughout the planning phase, categorized by area and following a chronological
sequence. This detailed record will serve as valuable input for planning the next factory General Shutdown. A
repository of structured and well-documented data will facilitate learning from previous experiences, aiding the
identification of best practices and areas for improvement to optimize future events. This data-driven approach will
enable the team to leverage acquired wisdom to further enhance the General Shutdown management process, driving
efficiency and the success of future events.
T. P. Ferraz

Differing from the traditional model of weekly General Shutdown status report updates, the updates shifted to a daily
frequency. After each meeting, data became immediately accessible for reference. While weekly reports continued to
be prepared, the centralization of information in one location streamlined the process, making it more agile and
efficient. The immediate data availability allowed the planning and management team real-time access to the event's
progress, providing an up-to-date view of the situation and allowing quick adjustments if necessary. This shift in
update frequency and centralization of information were pivotal in improving decision-making and ensuring alignment
across the entire General Shutdown team.

3. RESULTS AND DISCUSSION

The primary benefits obtained from the technology implementation were as follows:

• Implementation of digital reports providing information through a One Page Report and dashboards.
• Establishment of a single source of truth for the General Shutdown, centralizing all data from enabling areas,
ensuring accurate information availability for all event stakeholders.
• Access to information available via computers, mobile phones, or tablets from anywhere in the world, at any
time.
• Implementation of information security measures, allowing control over user access permissions and utilizing
a cloud certified by international security bodies.
• Creation of a specific page for each project, where all managerial information, such as Meeting Minutes, the
S-curve of the project (showing physical progress and automatically calculated from the schedule), weekly
project comments, and the action center, were stored and made available within the software.
• Facilitation of an overview of all enabling areas, enabling greater focus on actions of projects posing real risks
to the General Shutdown's success.
• Acceleration of follow-up meetings, allowing the Coordinator to focus their energy on matters truly requiring
attention.
• Provision of managerial dashboards with data filtering options for better targeting of actions to corresponding
responsible parties.
• Simplification of report issuance with centralized information, making report and presentation creation simpler
and more agile, saving time and effort for the planning team as all information was centralized in one place.

The results achieved by replacing the Interactive Communication method with the Passive method were:

• Information centralization, allowing information to be available in a central location, facilitating access and
retrieval of data by involved parties.
• Autonomy for receivers, enabling them to retrieve information as needed, providing greater control over the
communication process.
• Reduced information dispersion, relying on centralized communication, leading to a significant reduction in the
likelihood of information loss, ensuring all involved parties had access to relevant data.
• Access flexibility, enabling information access from anywhere and at any time through devices like computers,
mobile phones, or tablets.
• Increased task focus by allowing receivers to collect information when needed, contributing to greater
flexibility in organizing routine tasks alongside General Shutdown-related tasks.
• Noise reduction by avoiding constant and intrusive communication, passive communication can decrease the
occurrence of noise and message interference.

The implementation of passive communication technology brought significant benefits to General Shutdown
management in Jacareí, aligning with the trend of digital transformation in organizations. According to scholars in the
field, digital transformation involves the integration of advanced technologies into business operations, potentially
resulting in considerable process improvements and project efficiency enhancements, as stated by Davenport
(2018)[4]. In this context, the adoption of digital reports, dashboards, and the use of a cloud certified by international
security bodies, as done in the General Shutdown, reflects a significant step toward the company's digital
transformation.

The accessibility of information through mobile devices such as computers, mobile phones, or tablets granted more
mobility to those involved, allowing remote and agile event monitoring - an essential aspect in the era of digital
transformation, where flexibility and connectivity are fundamental to process efficiency, according to Laudon & Laudon
(2016)[5]. Furthermore, data centralization in a single source of truth and the use of managerial dashboards, as noted
by digital transformation experts, are measures that strengthen data-driven decision-making and precise information,
driving project management effectiveness, as described by Westerman et al. (2014)[6].

The implementation of passive communication not only facilitated information sharing but also contributed to reducing
noise and message interference, crucial aspects for communication effectiveness in a digital transformation
environment, according to Hirt & Willmott (2014)[7]. Moreover, the simplification of report issuance due to information
 AUTOMATION OF THE MONITORING OF THE ACTIONS OF THE COMMUNICATION PLAN IN GENERAL SHUTDOWNS 5
centralization was a positive reflection of digital transformation in General Shutdown management, optimizing the
team's time usage and making the process more efficient, as per Bharadwaj et al. (2013)[8].

In summary, the application of passive communication in the General Shutdown in Jacareí demonstrated how digital
transformation can yield positive impacts on project management, offering greater agility, security, accessibility, and
information exchange efficiency. By aligning with the digital transformation trend, the company positions itself
advantageously to address present challenges, where technology is a strategic differentiator for project and operation
success, as stated by Vial (2017)[9].

4. CONCLUSIONS
The implementation of passive communication technology in the management of the General Shutdown in Jacareí
represented a significant evolution aligned with the digital transformation trend in organizations. The benefits obtained
from this change were substantial and demonstrated how the adoption of technological solutions can positively impact
project efficiency and effectiveness.

By implementing digital reports, dashboards, and a single source of truth, the company managed to centralize and
provide information more quickly and organized, which contributed to improved decision-making. Moreover, the
accessibility of information through mobile devices and information security ensured greater mobility and data
protection, crucial in a digital transformation context.

Passive communication brought autonomy to receivers, allowing them to access information according to their needs,
avoiding data dispersion and loss. The simplification of report issuance also stood out, saving time and effort for the
team and making the process more agile and efficient.

The reduction of noise and message interference was another positive aspect, favoring clear and objective
communication among stakeholders, a relevant factor in a digital transformation scenario where effective
communication is essential for project success.

Therefore, the results obtained in the General Shutdown in Jacareí reinforce the importance of digital transformation
as a powerful strategy to optimize project and operation management. The company showcased its ability to adapt to
new technological demands, providing greater agility, security, and efficiency in information management. Thus, the
adoption of passive communication and the integration of technology into the management process contributed to the
event's success, paving the way for a promising and competitive future in the ever-evolving business landscape.

ACKNOWLEDGEMENTS
I am grateful to God for the capacity bestowed upon humans to learn, create, and innovate, and to my family for their
support and belief in my work. I am also thankful to all those who, directly or indirectly, exert influence on my work, as
no success should be enjoyed in isolation.

REFERENCES
1. PMBOK. A guide to the project management body of knowledge. 6.ed. Newtown Square: PMI. (2017).
2. PMI. Pulse of the Profession América Latina. Project Management Institute, Inc. (2021).
3. Rita Mulcahy, PMP. Preparatório para o Exame de PMP®. pp 389. (2013).
4. Davenport, T. H. (2018). The Digital Transformation Playbook: Rethink Your Business for the Digital Age. Columbia Business School
Publishing.
5. Laudon, K. C., & Laudon, J. P. (2016). Management Information Systems: Managing the Digital Firm. Pearson.
6. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard
Business Review Press.
7. Hirt, M., & Willmott, P. (2014). Strategic Principles for Competing in the Digital Age. McKinsey Quarterly.
8. Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital Business Strategy: Toward a Next Generation of
Insights. MIS Quarterly.
9. Vial, G. (2017). Digital Transformation: The Road to Sustainable Success. Springer International Publishing.