Coaching trajectory Shutdown & Turnaround Management
During 9 afternoon sessions, we cover the complete process of Shutdowns (SDs) & Turnarounds (TAs). In addition, with guidance and feedback from the lecturers, the participants are expected to realise concrete improvements around TA and SD management in their company.
Why is this coaching trajectory interesting for your company?
Participants gain insight into the impact of the chosen Turnaround execution model on the other Turnaround and Shutdown processes. They learn to define, from a SWOT methodology, the controlling elements on your company's Turnaround Execution Model. With this overall picture of the possibilities and problems of each turnaround and shutdown process, the participants will better understand the task interpretation of the TA functions & roles (also their function!) within your company and they will work even more from a team perspective.
In addition, at least one of the objectives below is realised when implementing the improvement case created by the participant for his/her own company:
- Optimal performance regarding safety and environment;
- Cost control within all shutdown phases and processes;
- Reduction of throughput time;
- Stable start-up and shutdown time realisation through integrated quality system;
- Strengthening of processes and systems;
- Improving cooperation with third parties & internal departments
Result: faster and better results at lower costs
Learning objectives
- To be able to organise a shutdown/turnaround from A to Z;
- Correctly and unambiguously define the tasks, powers and responsibilities of all those involved;
- Draw up checklists of all tasks and conditions before, during and after the shutdown;
- Set up procedures for extra work, less work and extra work;
- Assess the effectiveness and efficiency of your current Shutdown efforts;
- Make better arrangements with contractors to increase reliability of execution;
- Avoid unnecessary costs through improper planning, execution and closure;
- Know the execution models: from 100% in-house execution to 100% outsourcing;
- Know the different aspects of turnaround management and organisation;
- Being able to apply budgeting and cost control throughout all phases;
- Knowing and being able to apply the necessary safety, environmental and quality measures in all phases.
Added value of this coaching trajectory
Need for better insights
Many people are involved in a shutdown or turnaround. Yet, practice shows that there are still (too) few people with the knowledge to efficiently manage this complex and expensive operation. After this training cycle you will have the tools to tackle a shutdown and turnaround from A to Z with your team.
Mistakes during shutdowns/turnarounds are expensive
Despite the very large amounts of money involved, studies show that there is usually still a lot of room for improvement: budgets are exceeded by millions of euros, deadlines are not met, etc.
A growing shortage of professionals with knowledge of shutdowns/turnarounds
Ageing and lack of inflow of young people means that a lot of knowledge is seeping away. This practical oriented cycle gives participants the opportunity to gain insights that will very quickly pay off in practice.
Programme
Session 1: Organisation of a shutdown and turnaround
- Definition; Initiation, strategy and long-term planning;
- Scoping, preparation, planning;
- Implementation;
- Evaluation
- Objectives;
- Risk management;
- Discussing the results of the preparatory survey completed by the participants.
- Determine and record the personal assignment for the improvement case in the company;
- Practical case
Session 2: The implementation model: what and how much to outsource?
- Tasks, roles and responsibilities in the implementing organisation
- Overview of the different execution models: 100% internal, 100% outsourced, or a mix;
- Specific control items for the follow-up of a shutdown process in each model
- SWOT of these different models
- Methodology to determine the best execution model;
- Safety, Environment, Cost and Quality control based on the execution model.
- Practical case
Session 3: The relationship between the execution model and scoping and work preparation
- Scoping:
- What is scoping and why is it important?
- The different steps in scoping;
- The scoping process: how to achieve a good scope?
- Best practices in scoping.
- Scope changes after scope freeze:
- More- & Minus work before the shutdown execution;
- More- & Minus work during shutdown execution.
- Work preparation:
- What does good work preparation entail and why is it important?
- Process description of work preparations;
- Result of the preparations: info levels in work packages;
- SWOT Preparations
- Best Practices for the various implementation models;
- Safety, environment, cost and quality control in the design phase;
- Practical case
Session 4 : The relationship between the implementation model and planning
- Work Breakdown System (WBS);
- Process description of planning;
- Types of planning in a turnaround (Level 0, project plan, detail plan, 3 Days Lookahead,...);
- Thinking in scenarios; Dynamic versus static planning;
- Safety, environment, cost and quality control in planning;
- SWOT planning
- Best Practices for the different execution models;
- Practical case
Session 5: Quality
- Common problems with quality of execution during turnaround and shutdown;
- Consequences of non-quality;
- Quality through the different phases of a turnaround and shutdown;
- Process description to achieve better execution quality;
- Quality assurance and control;
- SWOT quality;
- Best practices for the different execution models;
- Practical case
Session 6: Logistics, Procurement & Contracting
- Logistics:
- Process description of the logistics organization;
- Logistical plan (site layout, lay down areas, temporary facilities, ...);
- Logistic flows of people and goods.
- Procurement & Contracting:
- Process description with attention to separation of powers;
- Contract types: when to apply which type of contract.
- Safety, Environment, Cost and Quality control in Procurement & Contracting;
- SWOT Logistics, Procurement & Contracting best practices for the different execution models;
- Case study
Session 7: Cooperation in a TEAM during a shutdown/turnaround
- The chemistry of a team
- The phases of group formation: Forming, Storming, Norming, Performing, Adjourning
- A strong team: within the team everyone takes a certain role; what are the most important positions and when are they needed
- Mobilisation of team members: give the team a "home
- Different team cultures
- Ref. Phases of Team Development (Tuckman)
- Change management
- How do I get the team on board by convincing employees in a positive way?
- How can we deal with resistance and how does a change curve develop?
- How do we ensure involvement and accompany the change?
- Ref. The change curve / 5 stages of change (Kübler-Ross)
- Resolving team conflicts:
- Redefining a problem : the ladder of abstraction; focusing problems
- 9 steps within conflict escalation : from win-win to lose-lose
- Conflict management and resolution
- Searching for obstacles
- Ref. Conflict escalation model (F.Glasl)
- Constructive leadership
- Making decisions and delegating during a shutdown
- Constructive feedback
- Creating a 'continuous improvement' culture
- Ref. The 7 habits of highly effective people (S. Covey)
- Case study
Session 8: Follow-up and reporting of results
- Detailed discussion of measuring and reporting structure.
- KPIs throughout the different TA and SD phases:
- Readiness;
- Cost;
- Progress;
- Safety;
- Quality;
- Procurement;
- Logistics;
- Cost Management:
- Turnaround cost controlling plan;
- Building up cost control;
- Follow-up in execution phase in relation to execution model.
- Progress monitoring and control in execution phase;
- Interactive exercise
- Guided tour during a shutdown at Evonik
Session 9: Presentation of the improvement cases
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Each participant presents his/her business case in a 15min presentation:
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Subject matter;
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Relationship to turnaround objective of your company;
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Analysis of problem and improvement potential;
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Possible solutions and suggested improvements;
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Consequences, results and benefits of the improvement;
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Approach for implementation.
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The experts in the programme committee and fellow participants then give their insight and advice to help the improvement case further. So this is certainly not an 'assessment' of the case.
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Teaching method
The lessons are always composed of a theoretical session by the lecturer and a practical testimonial from the industry, followed by a discussion of the practical case and the experiences of the participants.
During the last session, participants are asked to present a concrete improvement case applicable to their company. The teaching material consists of a printout of the slides together with a specialised book package. Participants are asked to read a few chapters in preparation for each lesson or possibly study a case. The results of the pre-completed survey about a past turnaround or shutdown are also discussed during the lessons.
About the trainers-experts
Werner Vanacker works at Evonik in Antwerp, as the Technical Governance Manager for the Business Line Technical Services. He is mainly concerned with optimising various processes within maintenance, turnarounds and engineering. As a representative of the Antwerp site, he is also active in the global 'Competence Center' in Turnaround Management, in order to standardize the turnaround processes at Evonik worldwide.
Kris Bauwens is consultant en interim manager in Turnaround en Asset Management projecten bij MOVUS. Hij startte zijn carriere als production en maintenance manager bij Prayon. Als Business Process consultant bij Stork voerde hij daarna verschillende verbeteringsprojecten binnen de productie-industrie uit en maakte dan de overstap naar de contractorwereld als operationeel directeur van Stork België.
Who is this coaching trajectory for?
- Managers and executives who are active in a coordinating turnaround & shutdown function and who want to supplement their experience with good practices and new insights to further optimise the efficiency and turnaround time of stops.
- Anyone with or without experience in Shutdowns and Turnarounds, who wants to understand how a shutdown organisation is set up, which TA and SD processes are involved, and what the impact of this is on the outcome of the turnaround and shutdown.
No specific prior knowledge or diploma is required, but being familiar with an (industrial) environment where shutdowns take place is a must.
More information
Slides and lessons are in Dutch, books in English
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