2010 TAR Presentation - Calculations

8/12/2019 2010 TAR Presentation - Calculations

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Mike GrabillMaintenance & TAR Programme Manager

Nov, 2010TURNAROUND - CNRL 1


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Resources - People

Planning & Scheduling

Safety Contract Strategy

Information contained herein was taken from a study conducted by the

Maintenance and Turnaround Group (2009-2010)


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Prior To Shutdown, When Does The Hiring Of

Workers Begin?

Recordable ncident RateLess Than 2 Weeks Before 0.48

Two To Six Weeks Before 0.12


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Where Do Workers Come From?

Recordable ncident RateAvailable Workers Not Familiar With The Work 1.26

Transferred Workers Familiar With The Work 0.37


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Was Software Used To Schedule The TA?

Recordable ncident RateNo 2.14

Yes 0.22


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What Unit Of Time Was Used On Project Schedule?

Recordable ncident RateDays 0.91

Shifts 0.64

Hours 0.35


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Combined: Worker Familiarity &

Scheduling By The Hour

Recordable ncident RateNot Familiar, Not Hours 1.15

Familiar Or Scheduled By Hours 0.88

Familiar & Scheduled By Hours 0.21



Days Worked Each Week

Recordable ncident Rate

7 Days 0.96

6 Days 0.56



Typical Shutdown Duration


4 To 6 Weeks 1.29

Less Than 4 Weeks 0.61



Combined:

Shutdown Duration & Days Worked Each Week

Recordable ncident RateAt Least 4 Weeks At 7 Days Per Week 1.34

Less Than 4 Weeks & 6 Days Per Week 0.34



Crew Size

Recordable ncident RateOver 12 Workers 1.32

7 Or Less 0.55



Shutdowns, Turnarounds & Outages With Safety

Incentive Contracts


No Contractual Safety Incentive 1.03

Fee-Impacted Safety Performance 0.61


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WORK SCOPE DEVELOPMENT IS ONE

OF THE KEY ELEMENTS IN THE

TURNAROUND PROCESS:

Safety

DurationExecution strategy

Future Unit availability

Turnaround frequency


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WORK SCOPE DEVELOPMENT IS

THE PROCESS:

Identifying mechanical jobs

Process items

Project work


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REASONS TO EXCLUDE WORK ITEMS :

More effective and efficient to perform

work outside of the turnaround

Additional supervision and overhead cost


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REQUIREMENTS OF A JOB REQUEST:

Have at least one sponsor

Screened and challenged

Support the business objective

Approved by the unit turnaround team


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PRIMARY SOURCES OF WORK:

Previous turnaround summary reports

Work order backlogs

Inspection Engineering

Operations

Regulatory inspections

Process improvement projectsUnit shutdown and startup preparation


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MILESTONE CHART FOR SCOPE

DEVELOPMENT:

Identify sources of information

Date needed and why

Establish and communicate a freeze date


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ADDITIONAL WORK PROCEDURES:

Job cost / Manpower impact

Job duration/Impact on schedule

Job category

Management approval


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MAJOR SCOPE CHANGES

INCREASE COST:

Increase planning cost

Engineering cost

Material cost

Manpower cost


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THE WORK SCOPE HAS THE LARGEST

IMPACT ON TURNAROUND:

Cost

Unit down time

Loss profit opportunity


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MAJOR KEYS FOR A SUCCESSFUL

TURNAROUND:

Good scope development

Schedule

Good extra work process

Buy-in from all stakeholder groups


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Long Range Planning

Short Term Planning

Planning and Scheduling during the Turnaround. Post Turnaround



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Coordination with upstream and downstream

Materials Purchasing

Industry economics

Set Turnaround Budget (Based on historical spend

and known work)

Integrate Capital Projects

Develop Key Performance Indicators

Contracting Strategies

Develop Work Scope Criteria and Responsibilities



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Risk rank Turnaround jobs Detailed work scopes and estimates

Determine the length of the outage

Detailed schedule including: Operations turnover of equipment

Pre/Post Turnaround

Turnaround Execution

Detailed field logistics (Where to put trailers, laydown areas,

etc.) Organization structure for Turnaround execution



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Planning Track and forecast cost

Provide field support for job scope, contract issues and extras

Scheduling

Track Critical Path Track status of equipment

Project completion date



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Modify tracking steps based on actual information

Review methodology used to determine if the work could

have been done more efficiently

Check logistics plans and other peripheral components for

needed modificationsHold critique meeting with all areas involved to determine

areas for improvement



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Client

Award Contract

Contractor Several Weeks In Advance



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Clients Safety Procedure Contractor To HaveEnough Time To Know

And Understand



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Clients Operations Contractor To InterfaceWith Operations



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Client To HaveDefinitive Scope

ContractorsSupervision To Be

Onboard In Advance



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Client

Contractor To Perform All

Of The Work



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Client To Establish Contractors View



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1. Setting Contractor Milestones

2. Setting Inspection Milestones

3. Critical Path Management &

Productivity


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1. Team to Learn Scope Early

2. Verification of Onsite Materials

3. Identification of Potential Conflicts

4. Review of Rigging Plans and Safety

Procedures


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Assuring Compliance

1. Supervision to Review Written Policy

2. Pre-Turnaround Permit Meeting with Supervision

3. Pre-Job Walkthrough ( Foreman & Permit Issuer)

4. Mutual Understanding


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CONTRACTOR EMPLOYER

RESPONSIBILITIES

THE CONTRACT EMPLOYER SHALL ASSURE THATEACH CONTRACT EMPLOYEE IS TRAINED IN THE

WORK PRACTICES NECESSARY TO SAFELY PERFORM

HIS/HER JOB.



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EMPLOYER RESPONSIBILITIES

THE EMPLOYER SHALL PERIODICALLY EVALUATE

THE PERFORMANCE OF CONTRACT EMPLOYERS IN

FULFILLING THEIR OBLIGATIONS.



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ENSURE THAT CRAFTSPERSONS ARESKILLED IN THIS REGION

MEET PROCESS SAFETY MANAGEMENT



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SYSTEM NEEDS TO BE COMMON

OWNERSCONTRACTORS

CRAFTSPERSONS



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IMPLEMENT A STANDARD SKILL

ASSESSMENT PROGRAM

APPRENTICESHIP PROGRAM



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Q & A SUMMARYEMAILED LATER

CRITIQUE FORM

FILL OUT

ADDITIONAL COMMENTS

RETURN BEFORE LEAVING!



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SAFETY

ENGINEERING CHG/SCOPE CREEP

CONTRACTING STRATEGIES

COST CONTROL DOCUMENT CONTROL

OTHER TOPICS

Q1 2011

2010 TAR Presentation - Calculations

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