Shutdown Turnaround and Outage Competency Improvement Program

1© Life Cycle Institute© Life Cycle Institute

Shutdown, Turnaround and Outage Competency Improvement ProgramDeveloped by Joel Levitt and the Life Cycle Institute

2© Life Cycle Institute

Clients who have implemented Shutdown, Turnaround

and Outage (STO) best practices have seen these

benefits:

• 20% shorter downtime

• 40% decrease in start-up time

• Achieving stable output days

sooner

• Less waste

• Greater utilization of resources

• Fewer instances of

improvisation

• Increased yield

• Uncompromised quality, safety

and compliance

• Cost savings on labor,

materials and rentals


A three-week best practices program developed

by Joel Levitt and the Life Cycle Institute

• Assessment of current processes and

procedures

• Workshop: Leadership for Shutdowns,

Turnarounds and Outages

• Workshop: Planning for Shutdowns,

Turnarounds and Outages

• Individual coaching on STO planning

• Re-assessment of how practices have

been applied


Week 1

• Assess the organization’s current shutdown processes and procedures

• Set goals based on gaps identified in assessment

• Guide development of processes and procedures to reflect best practices

• Deliver 2-day Leadership for Shutdowns Turnarounds and Outages workshop


In the Leadership for Shutdowns, Turnarounds and

Outages workshop, participants will learn how to:

Assess their leadership and decision-making style

Motivate teams and sustain morale during a planned outage

Cope with difficult situations and people

Practice verbal and non-verbal communication techniques

Handle the legal side of a shutdown

Develop a personal action plan to increase productivity

Week 1


Leadership for Shutdowns, Turnarounds and

Outages

2-day workshop

1.4 Continuing Education Units (CEUs)

Private

Workshops may be tailored to your specific needs and

delivered at your site.

STO Competency Improvement Program

This course is delivered as part of the three-week STO

Competency Improvement Program

Week 1


Who Should Attend

• Maintenance Managers

• Maintenance Supervisors

• Key Staffers in Heavy Maintenance Environments,

• Shutdown/Outage Team Members such as

– Maintenance Engineers

– Planners

– Project Managers

– Outage Planners

– Project Engineers

• Non-Maintenance Managers responsible for shutdowns

• Site Personnel with potential to lead and manage future outages

Week 1


Shutdown leadership rests on three legs

PEOPLE SKILLSMANAGEMENT

SKILLS

TECHNICAL

SKILLS

Week 1


Motivational Techniques

Recognition Treat people

with respect

Offer Training Give them

power or

ownership

Week 1


Leading shutdowns requires effective

communications

Communicate to support management objectives

Watch body language - 70% of communication comes from

non-verbal cues

Be mindful of differences in communication across genders,

cultures, ethnicities, and class

Week 1


What is a contract?

When are contracts needed?

Types of contracts

Rules of contracts

Making contract revisions

Request bids

To handle the legal side of shutdowns, leadership

must know…

99

1

1

Week 1


Week 2

• Deliver 3-day Planning for Shutdowns,

Turnarounds and Outages workshop

• Individual coaching on STO

• Set goals based on gaps identified in Week 1

assessment


Participants will learn how to:

Evaluate the effectiveness of your shutdown effort

Measure shutdown efficiency

Formulate good contractor relations

Unearth tools and technologies to create a backbone for effective plant maintenance and reliability

Reduce unnecessary costs

Develop a checklist of everything to consider before the shutdown

Week 2


Planning for Shutdowns, Turnarounds and

Outages

3-day workshop

2.1 Continuing Education Units (CEUs)

PublicOpen enrollment

PrivateWorkshops may be tailored to your specific needs and delivered at your site.

STO Competency Improvement ProgramThis course is delivered as part of the three-week STO Competency Improvement Program

Week 2


Who Should Attend

• Maintenance

Planner/Schedulers

• Production Supervisors

• Storeroom Managers

• Maintenance Managers

and Supervisors

• Operation Coordinators

• Plant Engineers

• Outage Coordinators

• Reliability Engineers

• Facilities Managers

• Project Managers

• Asset Management

Specialists

• Quality Assurance

• Procurement

Week 2


Many project areas are impacted by shutdown size

[email protected]

Money spent

Duration

Lead time

Project software

Contractors

Team organization

Week 2


Target waste during a shutdown

One idea can save

thousands of $ in waste

Lean is war against

waste and part of your

lean maintenance effort

Find the easiest waste

and eliminate it

Week 2


Scoping the Shutdown

Look for work

Assess condition

Validate work

Prioritize work

Plan work

Week 2


Shutdown Manager Must be Vigilant for Risk

Consequences

• Risk to duration of the shutdown

• Risk to cost of the shutdown

• Risk to quality of product after start-up

• Risk to the workers, the public or the

environment

Week 2


Week 3

• Coaching on how to apply the tools and techniques learned Week 1 and Week 2

• Guidance on embedding these best practices into the organization’s culture

• Goal progress assessment, accountability and encouragement


The Life Cycle Institute uses 3A Learning® to

build competency

Align Apply Assimilate RESULTS

Establishing clear

alignment on

expectations

Delivering active

classroom learning

experiences

Hands-on coaching to

embed best practices

into culture


3 Reasons to Choose the Life Cycle Institute

Building competency is what we DO!Our team of learning professionals understands what it takes before,

during and after training to change behavior to produce results!

LCI instructors are trained learning facilitatorsRigorous facilitator qualification and certification process

Focus on the learning process and transfer to the job

Engage learners, reinforce relevancy and integrate prior experience

LCI training is an active experience Learning by doing vs. lecture

Group activities, assessments, case studies

Network with peers

Develop action plans to drive results post-training


[email protected]

www.LCE.com

800-556-9589

The Life Cycle Institute is the learning, leadership and

change management practice at Life Cycle Engineering.

Date post:	18-Jul-2015
Category:	Engineering
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