T/A – Turnaround Planning

Recommended Practice

Non-Mandatory
Restricted
Version T/A_RP_04_v1
Date Issued: June 2017

Copyright 2017 SGSI B.V.

The copyright of this document is vested in Shell Global Solutions International B.V., The Hague,
The Netherlands. All rights reserved. Neither the whole nor any part of this document may be
reproduced, stored in any retrieval system or transmitted in any form or by any means
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Shell | Asset Management System T/A – Turnaround Planning Recommended Practice

Contents
1 Purpose and Scope............................................................................................. 3
1.1 Purpose ............................................................................................................................... 3
1.2 Scope ................................................................................................................................. 3

2 Process Activity Description ................................................................................. 4

2.1 Set up Turnaround Planning Organisation ............................................................................. 4
2.2 Identify Appropriate Template Plans ...................................................................................... 5
2.3 Develop a Planning Premise .................................................................................................. 5
2.4 Prioritise the Work ............................................................................................................... 5
2.5 Carry out Pre-planning Preparation ....................................................................................... 5
2.6 Plan the Work ..................................................................................................................... 7
2.7 Review Planning Quality ....................................................................................................... 8
2.8 Operations Planning ............................................................................................................ 8
2.9 Table Top Exercises (TTX).................................................................................................... 12

3 Key Work Process Interfaces.............................................................................. 13

4 Performance Indicators ..................................................................................... 14
5 Glossary .......................................................................................................... 15
Appendices ............................................................................................................ 16
Appendix 1: Composition of a Work Package ................................................................................ 16
Appendix 2: Table Top Exercise Components ................................................................................. 17

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1 Purpose and Scope

1.1 Purpose
Planning is the development of work packages and execution plans for all disciplines, including project and
operational activities which are integrated into a single multi-disciplinary schedule. The overall aim is to
maximise the re-use of proven work-packs for recurring or similar activities, and in doing so avoid
unnecessary re-work for each event, introducing waste and loss of corporate memory.

The purpose of the Turnaround planning activities is to identify the steps and resources necessary for the
safe and efficient execution of maintenance activities according to defined quality standards. A Work
Package defines in detail the activities to complete a task, relationships between tasks, identifies all
information, materials and services for efficient execution and scheduling.

Effective T/A planning offers the reward of a safe, high quality, predictable, repeatable and effective
execution of an Event which will in turn lead to cost competitiveness.

1.2 Scope
The content of this RP supports phase 4 of the Perform Turnarounds process as shown in Figure 1.

Figure 1: RP04 and the Perform Turnarounds process

Accurate detailed planning will allow potential risks/obstacles to execution to be identified and assessed
upfront; and translated into structured and optimal allocation of resources such as manpower, services and
materials that will improve:

 safe execution through the thoughtful execution process, use of Quality Assurance and Quality
Control (QA / QC) procedures, and necessary support documentation
 detailed resource planning, services, shared resources and material procurement which gets
translated into robust bottoms up estimates and controlled execution strategy (efficient execution,
predictable schedule and avoiding surprises)
 coordinated activities that help meet Operations needs such as scaffolds, temporary facilities,
logistics
 coordination and optimisation of labour and materials for jobs which decreases waste of resources
 the development of a permitting strategy to safely and efficiently execute T/A work
 equipment reliability – planning and executing the right scope with quality to meet T/A interval
plan
 coordination of multiple contractor service providers with view to maximise effective execution.

The planning activities can be completed in various formats with the intent that the activities end up in the
scheduling tool. Although there are many tools that can be used to plan the CMMS is the preferred tool for
planning as this system has inherent linkages to other processes within Shell. For example, the Bill of
Materials (BOMs), finance system, contracting and procurement, Preventive Maintenance (PM) work orders,
run and maintain planning and equipment history.

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2 Process Activity Description

The process activities are:

 Set up Turnaround Planning Organisation

 Identify appropriate template plans
 Develop the planning premise
 Prioritise the work
 Carry out pre-planning preparation
 Plan the work
 Review planning quality

2.1 Set up Turnaround Planning Organisation

Planners can be organised in many different ways depending on the contract strategy of the site. When
possible planning should be a central function group within Turnaround where planning responsibilities are
assigned by areas of expertise. Centralizing planners promotes consistency and optimisation of resources
across multiple blocks/events. Planners may be Shell staff, Shell agents or contractors. However, given the
critical impact of planning on the overall outcome of an Event it is preferable to have Shell staff or agents in
these positions. When using contractors, it is recommended that planners come from the executing
contractor and become foreman/general foreman/superintendents during the Execution phase. Similarly, it
is recommended that Shell agents also transition to field leads/supervisors within the execution team. This
will create continuous ownership and minimise the handover requirements of execution strategies with the
Field Execution Team.

2.1.1 Planner Expertise

It is recommended that planners come from within their expertise area to ensure quality plans that
are field executable. Below is an example of how planner might be split between disciplines.

 Rotating – pumps, turbines, compressors, fans, gearboxes, blowers and other rotating
equipment.
 Electrical – motors, starters, heat tracing, switchgear, substations, power supply and other
electrical equipment.
 Instrumentation / analysers – instruments, analysers, Uninterrupted Power Supplies (UPS)
systems, fire detection, battery supplies, control valves and other performance indication
equipment.
 Static - pipes, valves, exchangers, sample stations, towers, desiccant / catalyst changes,
handrails, platforms and other equipment as not covered by mechanical, electrical,
instrumentation /analysers.
 Logistics – Temporary facilities, people movements, fuelling, orientations.
 Operations – Isolation lists, decontamination planning, systemisation, permitting strategy,
operator training.
 Other - industrial cleaning, painting, insulation, scaffolding, cranes and other supporting
services.
 Civil – foundation, structural steel.

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2.1.2 Staffing Requirements

The number of work scope planners at a site should be determined based on several factors
including complexity of scope, number of scope items, the amount of estimated Direct Field Labour
(DFL) required to plan and the quality of previous plans within the sites re-usable work pack history
files. Operation’s planners should be on boarded early in the planning process. Competency of the
planner, quality of their historical plans and the complexity of the units/event should be considered
before appointing a planner.

The site should also have a process to augment planner staffing to meet planning targets. Options
for staffing should include the ability to use / mobilise planning resources from other work streams
(major maintenance, and projects). It is also recommended that turnaround planners are dedicated
to a T/A to ensure focus on delivering to targets and not be distracted by day-to-day plant activities
and issues.

2.2 Identify Appropriate Template Plans

The level of detail within the plans should align with the scheduling strategy. Development and utilisation of
template plans for new scopes will help keep the level of detail consistent across different planners and help
when comparing or optimising similar scope items. For example, a site may decide to make a standard
exchanger plan to be used as a foundation for a scope submission. Changes would then be made to that
plan based on specifics for that scope item to suit the requirement and constraints on site, and adjusting the
impact in estimating resources, duration and cost.

2.3 Develop a Planning Premise

It is recommended to develop a Planning Premise which can be combined with the scheduling premise for
continuity. The purpose of this document is to define the planning philosophy and expectations throughout
the planning phase and identify the tools to facilitate this process. The main objective is to facilitate
delivering safe, LEAN, consistent, repeatable and value-adding planning practices that translate into
efficient T/A execution. This document should also clearly identify the provisions for addenda/discovery
work.

2.4 Prioritise the Work

Work scope which has long lead materials, is highly complex or is potentially on the critical path should be
given a higher priority as it can impact T/A deliverables and the overall outcome of an Event significantly.
Identifying T/A scope that could be executed in a short unplanned down time should also be reviewed and
be ready for execution including having material available. A review of the critical and potentially near
critical path scope items must be conducted to ensure adherence to the commitments made in the T/A
Premise document. By completing the planning on critical and potential critical path scopes early in the
planning cycle it will allow time to develop alternate execution strategies or identify changes to the premise
prior to event milestones.

2.5 Carry out Pre-planning Preparation

Before an effective task list can be created to execute work, pre-planning activities are completed using the
information input from the scope collection process. Pre-planning activities fall into the categories of initial
analysis and field review.

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2.5.1 Initial Analysis

Once a planner is assigned scope items to plan they should perform the following tasks prior to
planning the job.

 Understand the scope to verify that it is complete and contains all information needed to
plan the job. A pre-work checklist can be utilised to identify what is needed in the plan.
 Identify isolation plan for equipment, including any additional Operations support needed
for decontamination activities over and above the unit decontamination. Refer to the Safe
Isolation RP.
 Analyse historical plans, template plans and the existing task list to determine the scope of
activities that should be considered during the planning phase of the work. When history
is not available utilise planning templates pertaining to the type of scope as a starting
point.
 Collect input from technical engineering groups when required including QA/QC, pre-
commissioning and commissioning requirements.
 Collect input from other discipline planners.
 Identify any other work scopes (routine or preventive) in the process system that can be
combined with this work for efficiency. The planner should look at the equipment as a
system. For example, when working on a pump, check whether there is approved scope to
work on the motor and coupling.
 Review scope to ensure there are no duplicate work requests.
 Identify/assess technology options that could remove scope from the event window,
reduce HSSE exposure, reduce execution costs or reduce scheduled duration.

2.5.2 Field Review

Planners should complete a field walk where possible on each scope item to accomplish the tasks
below. 3D models, scans, videos or alternate technologies can be used for remote locations where
accessibility is difficult or adds unnecessary exposure risks.

 Visit the work site and make a visual assessment of the work to be completed. Determine if
any other scope items are related to the same system or equipment that can be combined
for effective execution.
 Validate drawings to actual installation.
 Verify details against data in work scope submission.
 Communicate with the Operations planner to determine isolation needs, process system
and support needed to accomplish isolation of equipment.
 Communicate with the Operations planner to determine permitting and support needs to
obtain a valid work permit.
 Consult with the Operations planner to determine when in the turnaround cycle the
equipment will be turned over to Maintenance. (Some equipment may require cleaning to
occur in the execution phase.)
 Take pictures for package development and future reference.
 Determine where each job step sits in the plan with efforts to minimise the amount of tasks
included within the execution window.

Review the sequence of the steps with respect to the following categories:

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 Pre-Turnaround window – Activities accomplished before the unit is shutdown (e.g.

scaffolding, insulation removal, electrical isolation, pre-fabrication, staging materials,
temporary facilities, etc.).
 Shut down of the unit – Typically Operations assist with these activities.
 Decontamination of the unit – Typically Operations assist with these activities and potential
blinding.
 Maintenance Execution – Remainder of blinds and maintenance activities.
 Pre-commissioning – Typically Operations assist activities and de-blinding.
 Commissioning – Typically Operations assist with these activities and de-blinding.
 Start-up – Operations assist with these activities.
 Post-work – Activities that need to be accomplished before the work can be considered
complete but after equipment has been repaired (e.g. removal of scaffolding, insulation,
demob contractors and temp facilities).
 Obtain reference material and resource material needed to accomplish work activities.

2.6 Plan the Work

Use information obtained in the pre-planning preparation to outline the steps, materials, services, specialty
tools, equipment, and labour hours by craft type to accomplish a work activity. Utilise planning library
plans when available. Ensure that coding is assigned as specified in the Turnaround scheduling RP.

Planning the work will include the following.

 Complete the planning steps and sequencing of the work scope and relationships between steps in
the planning tool base on execution methodology.
 Building a work package for field execution: See Appendix1 for details on the composition of a
work package.
 Identify required material, enter requisitions, track delivery and inspect materials upon delivery.
 Identify and requisition third party service contractors and ensure scope is in line with Contract
Holder’s expectations.
 Carry out Table Top Exercises (TTX). See Section 4 for details.
 Review the plans with the execution team and contractor.

2.6.1 Planning with Norms

Planning with Norms can to provide consistent method of measurement valuation and recording for
work. A Norm is the “normal” or reference hours amount of time that a specific work activity should
take (in total labour hours) given typical standard working conditions (e.g. 2 hours to make a 4”
Weld on carbon steel pipe just to highlight whether that includes NDT just add the required hours of
an X-Ray). The Norms are adjusted by condition factors to account for physical conditions (e.g.
working at height or extreme weather) and Asset-specific conditions (e.g. working off shore or in a
large facility with logistics constraints). These are correction factors to adjust the reference hours to
actual applicable hours for that particular job at that particular location.

Shell has adopted a standard set of Norms which should be used and not others available
throughout industry. The use of global Shell Norms provides a tangible baseline for scheduling,
measuring productivity, and allows for benchmarking of performance across Assets at global level,
enabling identification and sharing of improvements across Assets.

Benefits of planning by Norms includes:

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 Defines a baseline for scheduling, effectiveness and cost which enables comparison of
Actual performance vs Planned in a structured way (Plan becomes very consistent).
 Makes it easier to calculate an estimate for the resources needed for the T/A for work
scopes not in historical data.
 Allows consistency and alignment between individual Planners to a Site or Event specific
standards.
 Transparency – allows Planners to analyse current practice, identify possible savings and
understand / evaluate implications of site constraints.
 Benchmarking and comparison of sites and contractors to identify improvement
opportunities and make informed decisions.
 Planner defines the crew size to execute the reference Norm hours based on logistics and
execution strategy.
 Helps provide clarity on execution techniques and expectations (via standard ‘Methods of
Measure’).

When used as contract remuneration (payment) the added benefit is that it removes commercial risk
to jobs where scope is not fully defined. Also, it creates an incentive for the vendor (to exceed plan).

2.7 Review Planning Quality

Throughout the planning cycle there should be timely reviews of progress and deliverables with a final
approval. These checks should include:

 steps and planned hours for activities to meet the execution strategy and level of detail required for
scheduling as per the planning and scheduling premises
 work package completeness and adherence to the sites work package standards
 activity execution methodology by the core discipline, the Block Supervisor should ensure
adherence to the execution strategy
 review impact to duration and cost to ensure it meets the Event Premise
 review package and determine if technology options are mapped and assessed to either move
scope outside the execution window, reduce HSSE risks or reduce cost or scheduled duration
 contractor reviews/vetting
 final approval of complete package by responsible person in the T/A organisation.

2.8 Operations Planning

The objective of this section is to help the T/A Operations Planning Team and the Operations Leadership
Team to understand the status of operational planning activities compared to the recommended delivery
timelines throughout the T/A process. This includes provision of a structured document of the plan in the
Operations Turnaround Plan (OPT) which provides thoroughness and consistency to enhance plan delivery
over T/A cycles. The T/A Operations Plan consists of two main elements; Plan-for-the-Operations-Planning
and Operations Turnaround Plan (OTP).

2.8.1 Plan-for-the-Operations-Planning
The Plan-for-the-Operations-Planning spreadsheet, click here to view, gives recommended action
steps, purposes for these steps, the expected deliverables, the targeted start and finish timing, and
recommends who is responsible for which steps, through use of RACI (responsible, accountable,
consulted, informed) assignments. The activities are broken down within the 7 T/A phases. Each
phase is broken into activity steps which have a purpose and a deliverable assigned to them. A

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RACI identifies assignment of the tasks to clarify roles. A timeline for Operations planning is also
included within the spreadsheet to help set KPIs to meet the overall T/A milestones and can be found
in Appendix 2.

There are several types of documents called Master Files that should be kept up-to-date for every unit
as part of the Plan-for-the-Operations-Planning. These files should be stored in an accessible and
reliable location such as SharePoint. Changes and improvements made from T/A to T/A should be
incorporated as part of the look back efforts to avoid loss of knowledge and to provide readiness for
the next Event. There is a separate tab in the Plan-for-the-Operations-Planning spreadsheet for
tracking the status of the master files. Figure 2 is a list of Master File Documents.

Shutdown Procedures Unit Decontamination Procedures System Lists

Shutdown Logistics Commissioning Procedures System PEFS/P&IDs

Start-up Procedures Ops Resource Plan System Main Equip List

Start-up Logistics Master Blind Lists System boundaries; drawings and

details

Figure 2: Operations Master Files

2.8.2 Operations Turnaround Plan (OTP)

The purpose of creating an OTP is to capture in one document all the operational strategies,
procedures and practices currently used for communicating to the production teams and T/A
steering team. The discipline of organising the operational turnaround planning into one
consolidated document provides lasting benefits to the site in planning, preparation, execution, look-
back learning and sharing of the operations turnaround activities.

The OTP contains information from many sources. It is not meant to duplicate existing documents,
rather to put specific operations focus on these items and clarify what this means for Operations
planning. References to other master documents should be linked from this document.

The OTP should contain the following elements in relation to the Operations Organisation:

 OTP set-up description – This section gives an overview of the Plan-for-the-Plan document;
where it is stored; who updates it; frequency; how it is used. References to the Master files
and their locations.
 OTP Premise – This section will identify differences from previous events, changes to
standards, environmental regulations and safety standards which affect the operational
planning. Explanations on competitive target setting (e.g. benchmarking of SD,
decontamination, SU durations compared to similar units) should also be included in this
section.
 T/A Specific Safety Plan: Reference to the T/A specific safety plan, permit planning, waste
management plans, environmental management plans.
 Operations Turnaround Organisation - Including organisation chart and communications
plan; clarify duties, roles and responsibilities for a) coordination and planning, b)
preparation phase, and c) execution Phase (including also a description of operators roles
during the maintenance window); provide a planning resources forecast (e.g. operator
numbers recommended for SD, decontamination, SU); assessment of operator T/A
experience level (e.g. compared to previous T/A); operator communication and training

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plans (e.g. scheduled training and/or engagement sessions like T/A-ops lunch and learn
sessions).
 Unit T/A strategy – Identify which units are coming down, in what sequence, what related
portions stay online, flare use plans; utilities use plans; big picture overview.
 Unit systemisation plans (unit by unit) - Circuits, implications of applying the systemisation
(e.g. allowing sections of units to be put in T/A status; hand-over; commissioning).
 Operations Turnaround implementation plans - Covering unit shutdown plans, unit
decontamination plans, procedures for handover to maintenance; equipment preservation
plans; hand-back from maintenance procedures; specific permit plans, lock-out tag-out
procedures, PSSR, commissioning, and start-up. Plan for meetings plans during the T/A
execution.
 Lean plans – Identify visual management plan, plans for Kaizens to solve difficult issues;
operational logistics, gas testing, blind boards, tags management; labels; temporary
piping.
 Plan for look-back activities – Identify timing and strategy for logging learnings in real
time to assist in lookbacks on all phases of the T/A with specific focus on Operations
Planning (isolation plans, permitting, decontamination, SD, Commissioning and SU).

2.8.3 Decontamination Planning

This section provides guidance on planning for and execution of decontamination for T/As. This will
vary depending on the particular Event. It is not a guide for equipment decontamination, nor does it
prescribe decontamination methods for specific unit types. Throughout this section role names are
used which may not exist at all sites, or may be different. The key role throughout this process is the
T/A Operations Supervisor, who ensures the operational aspects of T/As are well planned and well
understood by all personnel involved.

There are five T/A process activities and milestones associated with decontamination. They are
further detailed into activities, actions and deliverables in the Decontamination planning
spreadsheet. Click here to view.

Conduct Decontamination Strategy Kick-Off

This is process activity 3.9. Holding a kick-off meeting gives the opportunity to set expectations for
the decontamination processes, performance and durations. Consideration should be made for the
presence of H2S, NORMs, pyrophorics and benzene. The needs and wishes of the key stakeholders
with relation to decontamination must be documented and follow-up actions assigned to meet the
T/A Milestones. Previous decontamination results and lessons learned should be reviewed with
shortfalls identified and actioned within the plan. The HSSE Plan for the Event should be reviewed
and agreed or updated as required.

Develop Decontamination first Draft Plan and High level vendor support strategy
The first draft decontamination plan is an outline for each of the units in turnaround giving the scope
of the de-inventorying and decontamination activities (which equipment will be decontaminated),
proposed decontamination and validation methods, and estimated timing requirements.)

Develop Decontamination Strategy

Develop and document decontamination strategies for each Unit taking into account the previous
decontaminations, new techniques and improvement opportunities whilst understanding the site

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limitations. Figure 3 lists possible limitations that should be considered when developing the
decontamination method for a given Unit.

Maintenance drop-out Oily Sewer/Sump/Pump

Steam supply limitations
capacity Capacity

Flare capacity/isolation timing Instrument Air availability Slops Line-up/tankage

Temporary Decontamination Decontamination waste

N2 Capacity/Availability
Header/Pumps management/disposal

Figure 3: Potential Decontamination Infrastructure Limitations

A contract strategy for vendor support will need to be included in the overall T/A Contract
Implementation Plan (CIP). The Decontamination Strategy will need to be endorsed by the
Production Specialist(s), Production Manager(s) and Steering Team.

Develop and Provide Training

This is process activity 4.2. Its objective is to develop and provide training to the production team
members on the detailed decontamination plans and resource and manpower plans. Operations
planners will work with the T/A execution team to ensure temporary facilities are installed as
required to complete the decontamination successfully.

Develop Decontamination Plan

This is process activity 4.6. A detailed decontamination plan will be developed based on the
endorsed decontamination strategy. The Operations planner will work with the T/A planner to
develop a detailed plan incorporated into the integrated Primavera schedule including all craft
resources, temporary facilities, materials, waste management plan and vendor support required.

By creating a complete planning package, the decontamination scope can be integrated into the
T/A schedule and controls system and be repeatable in future events. Intermediate milestones should
be identified in the Primavera schedule to be able to track decontamination execution progress.
MOCs shall be identified for temporary facilities/connections and assigned to the appropriate
responsible party for engineering and approval.

Conduct a Decontamination Optimisation Workshop

For large and complex T/As involving multiple units it may be helpful at this stage to conduct a
decontamination optimisation workshop to review and challenge the decontamination plans and the
step durations. This is an opportunity to fully engage with the vendor and to put forward ideas and
challenges aimed at making the decontamination process and the decontamination costs more
“Lean”. Participants should include the decontamination vendor and one or more challengers from
outside the site (assurance team), having detailed knowledge of current decontamination methods.

Execute Decontamination Activities

This is process activity 6.2. During the decontamination execution it is recommended to develop a
simple way to track field changes and alterations to the decontamination plan such that it can be
updated for future events. Decontamination progress should be tracked against the Primavera
schedule and intermediate milestones.

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Capture Post T/A Learning

This is process activity 7.2. A look back post event is required to capture decontamination specific
learning and improvement opportunities which should be incorporated in the plan prior to event
close out. It is recommended to include the decontamination vendor(s) in the look back exercise as
part of contract.

2.9 Table Top Exercises (TTX)

A TTX is a multidiscipline review of critical components of the turnaround plan carried out prior to
execution. It focuses on existing plans, policies, and procedures used among disciplines and departments,
including contractors. The outcome is improved efficiency and more predictable performance during
execution, enabling a better response to any unforeseen situations. Another benefit of the TTX is to create
an environment that fosters teamwork and collaboration, improving alignment across the organisation. The
objective of a table top exercise is to:

 increase the awareness and understanding of existing plan details, including roles, sequence, and
logistics. This includes improving alignment across organisational boundaries and on boarding of
new personnel
 test the ability to execute the existing plans. Identify gaps in current capabilities and processes.
Optimise where necessary
 improve organisational coordination and communication, building relationships that will be critical
during execution. Alignment across horizontal organisational boundaries
 review potential unplanned (“what if”) scenarios in the context of the existing plan; proactively
develop mitigation plans. Define the process for reactive response.

The true value of a TTX is realised when the following is supported.

 Leveraging of group collaboration and problem solving.

 Transparency of critical issues related to the participants’ responsibilities.
 Providing detailed representation of a specific scenario, utilising visuals, physical props, and
worksite go-sees.
 Examining personnel and logistical contingencies.

A TTX can add value throughout the entire T/A cycle, but the highest value is obtained during the scoping,
planning, and pre-T/A phases. Examples for application of a TTX:

 Scoping – Develop a high level strategy on how to integrate (and execute) a complex scope of
work.
 Planning - One or more optimise the plan (not a schedule review) with execution team (T/A,
Specialists, Production, Engineering, Technology, Execution contractors/vendors).
 Pre-T/A (Transition to Execution) – Review and practise the plan with the execution team including
Foreman.

A TTX plan/schedule should be developed early in the planning cycle to identify critical jobs, interfaces
and/or processes to be reviewed, including the number of TTX reviews. Components to consider when
designing/completing a TTX can be found in Appendix 2. The number of TTXs per item may vary
depending on complexity as well as other factors such as on-boarding or risks to milestones and targets
(critical path, decontamination, HSSE). The plan should be documented and endorsed by the event
governance team as a commitment for resources to support the plan.

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3 Key Work Process Interfaces

Interfaces with other processes are:

Process Inputs to Turnaround Planning Outputs from Turnaround Planning

Permit To Work N/A JHAs and preliminary permits

Perform Maintenance Execution Historical Data and BOMs N/A

Specifications, details, pass/fail

Manage Equipment Care N/A
criteria
Decontamination Requirements
Ensure Safe Production Systems OTP
Isolation points

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4 Performance Indicators

The following are recommended Performance Indicators:

Industry
PI Leading / Reference to
PI Description Best in Reason for Metric
Category Lagging Standard
Class

Progress vs Planning “S- Tracking Progress of

Lagging
Curve” Planning Phase

Progress vs Operations Plan Tracking Progress of

Lagging
“S-Curve” Planning Phase

Reducing re-work
Number of Work Packages (LEAN) and validates
Leading
re-used from historical data closeout from
previous events

Earned Vs Burned Planning Tracking Progress of

Lagging
Hours Planning Phase

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5 Glossary

Term Definition

Asset A production facility. Asset is synonymous with Site in Downstream Manufacturing

Terminology. An organisational set-up within a business domain which is responsible for
the life cycle management of an agreed delineated set of single or multiple facilities and/or
reservoirs. For producing Assets, the management accountability of the organisation resides
with a delegated Asset Manager/Site General Manager according to the Manual of
Authorities.

Asset is synonymous with Site in Downstream Manufacturing terminology.

Computerised Computerised Maintenance Management System (CMMS) is also known as a computerised

Maintenance maintenance management information system (CMMIS). It is a software package that
Management maintains a computer database of information about an organisation's Maintenance
System Operations.

Direct Field The direct field labour hours include all progressable craft man hours plus support man-
Labour hours hours. If man-hours are not used as the means to calculate the direct field costs, efforts
should be made to reverse calculate a reasonable quantity of man-hours associated with
the direct field costs.

Operations This is the tool used to detail out the Operations planning for an event. It contains task
Turnaround details and recommended deliverable dates.
Plan

Primavera Recommended software for Scheduling.

Turnaround A Turnaround (T/A) is characterised by a scheduled unit outage, planned well in advance
(in the Business Plan) with a planning horizon of at least 1 year, has a known schedule and
repetitive interval, consists of intrusive, multi-discipline (mechanical, instrumentation,
electrical, operational, etc.) maintenance, inspections and repairs.

Short and partial unit downtimes for e.g. ESD tests, catalyst replacements, cleaning or
emergency repairs are not T/As.

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Appendices
Appendix 1: Composition of a Work Package
The following components may be included the Work Package provided they add value to the Execution
team:

 HSSE – Any specialty HSSE equipment or procedures required. E.g. fall arrest, rescue plans, waste
disposal, material handling requirements, ventilation plan, confined space, J-SEP, etc.
 Stepped out plans for the work scope clearly identifying pre and post turnaround activities.
 Inspection of Lifting devices/equipment
 Inclusion of steps to support Operations requirements/activities to support the execution of the
work scope such as additional blinding, secondary cleaning, scaffolding for isolations.
 Execution tasks:
o The sequential listing of task by craft line and duration to complete work activity.
o Order of tasks are analysed to validate sequencing of activities is correct, with as many
worked in parallel as possible to minimise total job duration.

 Materials / services: All materials required for the work scope are identified.
 Quality Requirements:
o Flange Management
o All hold points and “go / no go” targets included in plan.
o Provisions made for notice to assurance groups and QA/QC hold points.
o Appropriate forms for documentations included in planning package for use in the field.
(Inspection Test Plans, Cleanliness requirements)

 Support documentation:
o Drawings – P&IDs, isometrics, diagrams (mechanical / electrical / instrument), photos,
sketches.
o Equipment data files / specifications / fabrication diagrams / torque values
o Site / area safety procedures
o Engineering packages

 Special equipment / tools

o Specification of equipment needed – especially heavy equipment and sizing and lifting /
rigging plans, as needed.
o Tools – specialty tools for specific applications (e.g. hydraulic coupling tools, laptop for
control valve settings, pump/compressor specific tools).

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Appendix 2: Table Top Exercise Components

The following aspect should be considered when designing a Table Top Exercise (TTX).

 Charter – Effective TTXs have pre-determined, clearly defined goals and objectives that provide
criteria for measuring success. The charter itself is important to frame the event and support a
successful outcome, and will be utilised to ground and align the team during the TTX itself. Click
here to view a charter template.
 Participants – The participants involved will depending on the desired outcome of the TTX and the
type of table top being conducted. When possible the contractors executing the work should be
involved as to gain support and understanding of the executions strategy.
 Facilitation – The process owner or Block supervisor will typically be the lead for most table tops.
The role of the facilitator is to ensure participants are actively engaged through open questions,
inviting explanation, or asking for participants to utilise visuals to better explain a concept. The
facilitator should lay out clear rules and expectations promoting respectful challenges and active
participation by all participants.
 Visual Learning and Engagement - To support interactive engagement, visuals and/or physical
props are necessary. These could include:
o 3D models, point clouds, video
o High level schedule (2-3 day blocks) detailing critical steps and milestones.
o Unit Plot plan with work scope highlighted
o Unit PFD with “in scope” equipment highlighted
o Critical equipment drawings (general arrangement view w/ scope highlighted)
o Pictures of equipment or work areas with labels (digital pictures from previous T/A, etc.)
o Use of 3D satellite imagery (e.g., Google Earth or equivalent)
o Equipment or specialised tooling
o Written procedures or SOPs

Note that the use of a detailed Primavera schedule is strongly discouraged as an engagement
document. Focus on execution strategy, potential issues, visuals and high level plan will keep the
team focused on the objective of the TTX and keep people engaged in the conversation.

 Commitment to Learning and Action - Participating in the TTX will provide the participants with an
increased level of understanding and clarity on the selected topic. The TTX will reveal existing gaps
in plans and communication, identify difficulties that arise as a result of these gaps, and enable
development of action plans to mitigate these issues. There must be commitment from the group to
use these learnings to drive performance through action.

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