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Scheduled Shutdown Maintenance

Date post: 19-Dec-2014
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Scheduled Shutdown Maintenance What Drives (or Justifies) a Shutdown? Prepared By: John Parfett Maintenance Manager Alberta Envirofuels Inc.
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  • 1. Scheduled Shutdown MaintenanceWhat Drives (orJustifies) a Shutdown?Prepared By:John ParfettMaintenance ManagerAlberta Envirofuels Inc.

2. Best Practices General Shutdown timing is in alignment with companiesbusiness plan. Commit the appropriate resources to theplanning phase. Develop a Change Management Process tocontrol the work preformed and the shutdowncosts. Ensure that all services required are in place andunder contract if required. 3. Best PracticesPlanning The Shutdown Planning team hasrepresentatives from all departments. The only work performed during the shutdown iswork that cannot be done while the plant isrunning. Plan for all activities associated with theshutdown, not just work identified on the worklist. Develop detailed plans for the following: Health, Safety, and Environment. Service Contracts. Material Management. Facilities Management. 4. Best Practices Scheduling Schedule based on Equipment availabilityvs. Resource availability. Use Milestone Scheduling with Milestonesset up as measurable activities. Develop a Work Breakdown Structureconsistent with the Cost Control Structure. 5. Scheduling Philosophies Scheduling parameters, controls and reportingrequirements must be identified prior to workpackage and schedule development to enablescheduling of work on a per shift basis andprovide enough information to make effectivedecision regarding schedule Each job must have its own scheduleindependent of the other work taking place in theshutdown 6. Scheduling Philosophies Include step for potential repair work andassign no time Maximize pre and post shutdown activities Schedule must be equipment driven andprioritized by system (which equipmentneeds to be returned to service first asdefined startup sequence), equipment typeand potential for additional work 7. Scheduling Philosophies Schedule key resources (e.g. SafetyWatch, Inspectors, plot space etc.) An inspection window will be assigned foractivities like x-ray Schedules will be reviewed with majorcontractors to achieve buy in and realistictargets 8. Scheduling Philosophies The shutdown coordinator is responsiblefor the overall schedule and controlling thefloat Minimize overtime where practical Schedule the pre-shutdown work,operations shutdown work, the executionphase mechanical work, operationsstartup work, and post shutdown work. 9. Shutdown DriversA task required to support youroperational goals that can only beexecuted while the process is down. Thiswill most likely be the Critical Path job.Categories of Shutdown Drivers:ReliabilityLegalHealth, Safety, EnvironmentBusiness 10. Shutdown TimingEarliest date ShutdownDate it drives usDuration Issueavailable toIMPACT/Risk of delaying to shutdown(Days) shutdown SlowdownFlare Tip - To be ASAPEnviro Shutdown 20 Exceedance to Operating LiscenceNozzledeterminedFlare Tip - Reliability Loss of steam to flare and severe damage to Unknown ASAP Shutdown 23Damage / Enviro flare tip To beDCS Unit 20 determined- level DCS Controller lock up. Loss of control toSeptemberSafety /Subsystemof riskShutdown 13 operate the plant and make changes in a 1st, 2005ReliabilitySpeedacceptance attimely mannerAEFBA-2004Steam Non compliance - ABSA restrains us from Fall 2006 ASAP Legal Shutdown 12Generatingoperating the equipmentCoilUnit 30 Non compliance - ABSA restrains us from Fall 2006 ASAP Legal Shutdown 23Inspections operating the equipmentNon compliance - ABSA restrains us fromOther Plant Fall 2006 ASAP Legal Shutdown 20 operating the equipment / requirement forInspectionsOperations on-line inspection planner 11. Shutdown Timing Option 1 Option 2Option 3 Spring Summer FallMarket Conditions Bad timing for productPossibly poor timing forGood timing for productmarket product market marketWeather Not a significant factorCould be an HSE issue ifFreezing weather conditions temperature >25CContract Resource Resources available one No competing shutdown Many large turnaroundAvailabilitycompeting shutdown Summer holidays may limit scheduled in September resource availabilityNo competing shutdowns inOctoberTired contactor labourpool Safety RiskCompany Resources Work complete beforeSummer holiday season After holiday seasonsummer holiday seasonFamily OpportunitiesProductivityOptimal Effect on productivity if With cold weather, temperature >25Canticipate 40% reduction inproductivity based onregional labour history &25% additional costReliability Earliest opportunity to fixSteam outage required orthe equipment temporary flare systemPotentially no work to steamor condensate systems 12. Shutdown TimingPeakPLANT Work JAN FEBMAR APR MAYJUNJULAUGSEPTOCT NOVDECForce6 13 20 27 3 10 17 24 31 3 10 17 24 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 1 8 15 22 29AT PLASTICS CELANESE DOW ENVIROFUELS500ESSO STRATHCONA 50 HUSKY ENERGY 700NOVA CHEMICALS100PETRO-CAN 500SHELL CHEMICALSHELL REFINERY500SHELL UPGRADER 1500 SHERRITT 500 SUNCOR3000 SYNCRUDE 2200/300/500AGRIUM 13. BudgetsManagement Perspective Fit to the business plan and annualbudgets Total cost to the organization Business interruption Cash flow 14. Business Goals Strategic Plan BusinessShutdown Plan PlanDepartmentPlans 15. Estimate / BudgetingCycleBusiness PlanShutdown Estimate +/- 25%Frozen WorklistJune 2004 December 2004 Shutdown September 2005 Business PlanFinal A/R Approval+/- 10%September 2004January 2005 16. Shutdown CoordinatorPerspective Need to have the costs identifiedand tracked into areas that makesense for future reference. Work Breakdown Structure Benchmarking 17. Realistic Estimating Costs broken into areas that make themost sense. Direct Indirect Routine Maintenance Non Routine Opportunity Work Operational Costs 18. Direct Vs Indirect Direct costs include all activities,routine and non-routine, that aredirectly related to the task andcan only be completed when thefacility is shut down. Man-hours, Materials, Equipment, Rentals Indirect costs include allactivities, routine and non-routine, that are not directlyrelated to the task. Supervision, Scheduling, Time Sheets, Payroll 19. Routine Vs Non-Routine Routine Maintenance jobs that are executed on aconsistent cycle (e.g. pressure equipmentinspections, equipment service plans etc) Non Routine Maintenance work that are typically 1 ofs thatpresent themselves in the period betweenscheduled shutdowns (e.g. equipment failures) 20. Opportunity Work Work that makes business sense toexecute during the shutdown. Catalyst change outs that can be done on line,scheduled for the same year, but requiresignificant costs to prepare (e.g. purging,equipment isolation costs). 21. Operational Costs All operational costs associated with ShuttingDown and Starting Up the plant. Utilities Nitrogen Natural Gas Hydrogen Water Chemicals Operator and Maintenance Overtime? Lost Production? 22. Contingency Contingency is the amount of money whichmust be added to a base estimate to providefor uncertainties. The amount of contingency added is directlyrelated to the risk of overrun. Contingency is not: A slush fund or catch all for predictable items suchas escalation. Provision for added or extra work Provision for unforeseeable circumstances(process issues / storms) A substitute for good Shutdown management 23. ExampleContingency was calculated based on assessing the riskvalue and weight associated with each Risk Factor for theshutdown. Scope Changes and Productivity (ColdWeather) were identified as having the biggest impact tothe success of this shutdown. The following tablerepresents the Risk Factors and their contribution to theoverall contingency: 24. Risk FactorInput Risk Value Input Risk Weight Contribution to Overall RiskDesign Variations New Technology 3 5.006% Scope Changes3.5 20.00 27%Execution VariationsContract Plan 1 5.002% Performance2 15.00 12%Economic VariationsMarket Activity 2 5.004% Labor Conditions 2 5.004%Estimating VariationsMaterial Quantities 2 10.00 8%Pricing 2 15.00 12%Escalation1.5 5.003% Productivity 4 15.00 23%Total Weighted Project Risk Factor 2.58100% Overall Contingency25% Estimate Accuracy+/-23% 25. 50/50 Estimate 26. Building From the Past Establish a baseline or benchmark Identify the Heavy Hitters as areas forimprovement. Allow time to adjust work plans andestimates based on actual values postshutdown. 27. Cost Control Measure Earned Value and adjustaccordingly. Manage shared resources Scaffolding Safety Watch Incentive Contracts Effective resource scheduling World Class HSE Performance 28. Cost Control Costs will be tracked, reported, andmanaged on a daily basis. The number of Purchase Orders issued tocontractors will be minimized. A Work Breakdown Structure will bedeveloped to track and manage costs. Plan ahead! 29. The Influence Curve100 90Success Factors 80 70 60 50 40 30 20 1001000 900 800700 600 500 400 300 200 100 50 Days Before Shutdown 30. Summary Use Best Practices Get the right people involved Alignment with company strategic andbusiness plans Plan ahead


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