Reliability Management Group RMG Minneapolis, MN · Reliability Management Group RMG Minneapolis,...

David Noorani

Manager, Engineering, Maintenance and Reliability

Sinclair Wyoming Refining Company

Sinclair, Wyoming

Anthony V. Covato P.E.

Project Manager

Reliability Management Group RMG

Minneapolis, MN

Although controls that are put into place during the

execution phase of a turnaround such as, Scope

Change Approval processes are a key element to

controlling scope creep, if they are not supported by

specific activities during the design and execution

phases of the turnaround they will be less than fully

effective.

To minimize scope creep during the execution phase

of a turnaround requires three activities that must

occur during the planning and designing phases of the

turnaround;

• Development of a Turnaround Timeline that is

based on a Long Range Turnaround Plan

• Comprehensive Scope Development Process that

involves all stakeholders

• Detailed planning process that includes risk

analysis and mitigation planning

• The minimum requirements in the development of

a turnaround timeline are:

• Identification of key milestones and due dates

for all pre and post turnaround activities

• A long range Turnaround Plan (7-10 Years)

that has been developed using a Strategic

Asset Management Plan

• A Timeline Management process that

establishes accountabilities and responsibilities

Key Milestones and Due Dates

• Work Scope Defined (Scope Freeze)

• Project Planning Complete

• Health, Safety, Security and Environmental

(HSSE) Plans Complete

• Internal & External Staffing Plans Complete

• Parts and Material Delivery and Staging Plans

Complete

• Etc.

4 Years 3 Years 2 Years

12 Months 11 Months 10 Months 9 Months 8 Months 7 Months 6 Months 5 Months 4 Months 3 Months 2 Months

6 mo < SS

4 Weeks 3 Weeks 2 Weeks 1 Week

Full TAR Team

On Site

4 wk < SS

Begin TAR Daily

Scheduling

1 wk < SS

Post

Week 1

Post

Week 2

Post

Week 3

Post

Week 4

Post

Week 5

Post

Week 6

Post

Week 7

Post

Week 8

Final TAR Cost, Scope

Attainment, Safety,

Contractor/Vendor Review

Reports Complete

All Equipment History Data

Entered into Maximo

Formal TAR Critique

Mtg. Held

Final TAR As Worked

Report Complete

4 wk > SF1 wk > SF

5 wk > SF

7 wk > SF

T/A Management Timeline Pre and Post T/A Activities

4 Year Cycle T/A

TAR

Execution

6 ½ mo < SS

At the conclusion of the Post TAR Activities the next scheduled TAR re-enters the timeline

Prepare T/A Scope

Document

46 mo. < T/A SS

T/A Scope Document

Annual Reviews

Annual Review

36/24/12 mo. < SS

T/A Project List

Complete

Detailed T/A Planning

Complete

Evaluate Unit Decon

Req.

External Staffing Plan

Complete

Internal Staffing Plan

Complete

HSSE Plan Complete

Detailed Engineering

Packages Complete

8 mo < SS

Budg/Scope/Sched

Reconciliation

T/A Master Project

Schedule Complete

Implement Scope

Approval Process

Matl Delv/Staging

Plan Complete

Finalize All Contract

Specifications

All Contract P.O.’s

Issued

T/A Scope Document

Final Approval

5 mo < SS

4 ½ mo < SS

4 mo < SS

3 mo < SS

8 mo < SS

24 mo. < SS

SS – Scheduled T/A Start Date

SF – Scheduled T/A Finish Date

Mo – Month

Wk – Week

< - Pre T/A

> - Post T/A

Long Range Turnaround Plan

• Developed based on the Strategic Asset

Management Plan

• Should have a scheduled start date and

duration for all turnarounds for the next (7-10)

years

• Accuracy of schedule dates should be +/- 30

days, estimated budgets should be within +/-

25%

T/A Timeline Management Process

• Defined and documented formal process to

manage all turnaround due dates for each

turnaround on the timeline

• Standing meetings at least monthly

• Defined roles, responsibilities and

accountability

• Mitigation procedures for milestones that

are behind schedule

Purpose

Turnaround scope development is the activity of

clearly determining the objectives of a turnaround

and compiling a comprehensive, prioritized and

organized Work Breakdown Structure (WBS)

containing all work that must be completed to

achieve those objectives.

Desired Characteristics

• Accurate scope development with complete work

orders for all work

• All work linked to a T/A objective

• Work identified early (for the next scheduled T/A

on an asset scope development should begin

during the current T/A on that asset)

• Standard format used to identify all work

Continued


• Identified work organized into a hierarchical driven

work breakdown structure (WBS)

• Identify 100% of all T/A work regardless of type of

work, the originating or performing organization ,

based on Post TAR, Inspection Reports, Risk

Assessment, etc.

• The T/A scope development process should identify

and sort work based on the basis of maintenance

activities and not on the basis of contracts required to

perform the work

Continued


• Scope development and planning activities driven

by a master scope document that is in a

standardized format for all T/A’s

• Objectives for each T/A are identified, quantified,

prioritized and measurable

• The T/A scope development process should

identify all work required to achieve the desired

asset profile

Continued


• The T/A scope development process should flag

long lead time items to facilitate the timely

delivery of all parts and materials

• All T/A work must meet the following criteria:

• Targets one or more of the T/A Objectives

• Work execution requires the asset to be out of

service

Continued


• Scope should drive the T/A budget and schedule

Schedule

Scope Document – Minimum Contents

• General Information Statement – Including a T/A

Purpose Statement and the T/A Objectives

• T/A Team Members and contact information

• Recommendations

• Assumptions

• Work Breakdown Structure (WBS)

• Pre T/A Equipment Testing Requirements

Continued


• Standard Reoccurring Work List

• Capital Project List

• Capital Project Work List

• Mandatory Work List

• Corrective Work List

• Cost Estimates

• Budgetary Data

Continued


• Internal Resource Plan

• External Resource Plan

• Special Tool and Equipment Requirements

• Master Project Schedule

• HSSE Plan

• Material Staging and Delivery Plan

• Risk Analysis and Mitigation Plans

• Summary Statement

003

Define T/A

Standard Work

List

004

Define T/A Project

List

TAR Scope Document Process

001

Define T/A

Mandatory Work

List

002

Define Pre T/A

Equipment Testing

Requirements

007

Review Previous

T/A Final Report

008

Define T/A

Assumptions

006

Define T/A Work

Breakdown

Structure

005

Review T/A W.O.

Backlog Define

Corrective Work

List

009

Develop Initial T/A

Scope Document

010

Approve Initial

TAR Scope

Document

No

011

Initiate Detailed

Planning

012

Pre-T/A Scope

Document Review/

Revision

Yes

013

Perform

Scheduled Scope

Document

Reviews/Updates

014

Finalize Scope

Document

015

Approve Final

TAR Scope

Document

Yes

No

016

Implement Scope

Approval Process

Detailed T/A planning should include an experience

based risk analysis and mitigation planning step

• This is not a statistical analysis but a subjective risk

analysis performed at the activity level of each job

by an experienced craftsman that has performed the

work

• Requires the establishment of planning thresholds

that determine the degree of mitigation planning

that is required based on the acceptable level of risk

to T/A budget and schedule

• Used to identify the majority of discovery work

during the execution phase of the T/A and includes

detailed mitigation plans that can be merged into

the Master Project Schedule and executed

Benefits of Risk Analysis and Mitigation Planning

• Decision making and approval process occurs prior

to T/A execution, reducing any schedule impacts

• Enables the acquisition of parts and materials that

result from identified discovery work, mitigating

schedule and costs related to expediting those parts

and materials

• Allows planning accuracy to improve since

contingencies are not built into T/A scope planning

Requirements

• In order for risk analysis and mitigation planning to

be successful it does require that a very

comprehensive and robust planning process be in

place. This process must ensure that planning occurs

at a very detailed level

• Planning resources must be experienced and familiar

with the specific work scope, the accuracy of

subjective risk analysis is directly related to the

experience level of the planning resource

Although risk analysis and mitigation planning is

labor resource intensive and requires a significant

investment in both time and money it is justified

since:

• Excluding project work typically 80% of all work

performed during a turnaround is repetitive in nature

• If planning is performed utilizing a comprehensive,

detailed planning process the bulk of the work related to

risk analysis and mitigation planning is performed once

and only reviewed and revising for future T/A’s

006

Approve Job

Plans

T/A Planning Process

TJST-TAR Job Standard Template

001

Query TSJT

Library for

Applicable

TSJT's

Scope

Development

Process

002

Prepare Job

Plans For Non

Recurring Work

003

Convert Req.

TSJT to Job

Plans

004

Perform Risk

Analysis on Job

Plans

005

Prepare

Required

Mitigation Plans

007

Submit Job

Plans for

Merging Into

Master T/A Plan

Yes

No

008

Merge T/A Job

Plans In master

Plan

009

Prepare T/A

Standard Master

Sched Report

Templates

010

Reconcile T/A

Scope/Budget/

Schedule

012

Prepare Final

T/A Master

Schedule

011

T/A Scope

Approved

Scope Control

Approval

Process

013

Prepare Internal

Staffing Plan

015

Prepare External

Staffing Plan

017

Prepare Material

Delivery/Staging

Plan

014

Internal

Staffing Plan

Approval

016

External

Staffing Plan

Approval

018

Matl Delv/

Staging Plan

Approval

Purchasing

Process

019

Perform T/A

Master Schedule

Walkthrough

020

Revise T/A

Master Schedule

021

Obtain

Consensus On

Rev T/A Master

Schedule

022

Issue Final T/A

Master Schedule

023

Create T/A

Schedule/

Budget/Scope

Baselines

024

Modify T/A

Sched As Reqd

By Scope

Control Process

026

Create New T/A

Sched/Budg/

Scope Baselines

027

Track T/A

Measures

Against Current

Baselines

025

Mitigation Plan

Exists

No

Yes

No

No

No

Yes

Yes

No

Yes

Scope Freeze

• Based on asset T/A cycle

• Set by the T/A Scheduled Start Date where (T/A SS)

is the turnaround scheduled start date (asset out of

service)

0-6 month cycle, Scope Freeze = T/A SS – 60 days

> 6 mo to 18 mo cycle, Scope Freeze = T/A SS – 90

Days

>18 mo to 36 mo cycle, Scope Freeze = T/A SS – 120

days

>36 mo – 72 mo cycle, Scope Freeze – T/A SS – 180

days

Scope Freeze

• Once scope freeze is implemented through T/A

execution complete (asset returned to service) any

addition or deletion of scope from the T/A would

require following a formal defined scope approval

process

• Requires approvals at the same level as that

required to authorize the T/A expenditure, for any

scope changes that will impact schedule a high

level approval requirement should be defined.

Scope Control Process Flow

001

New Work

Scope is

Identified

004

Mitigation

Plan Exists

No

Yes Yes

Yes

Yes

Fast Track Approval Process

003

Enter In Scope

Change

Request Log

Yes

005

Develop

Detailed Job

Package

006

Prepare Scope

Change

Request Pkg

007

Work Scope Is

Reviewed With

Mtc/Eng Mgr

008

Impacts T/A

Objective

No

009

Determine

Level Of

Approval Req

010

Submit Scope

Chg Req To

Ref Mgr

011

Fast Track

Appr. Req.

012

Fast Trk Appr

Criteria Met

013

Email Fast Trk

Scope Chg

Appr Req

014 Scope

Chg

Approved

015

Verbal

Notification To

Ref Mgr

Yes

016

Submit Scope

Chg Req For

Appr Routing

018

Ret Appr

Scope Chg Req

To Ref Mgr

017

Scope Chg.

Approved

019

Notify T/A

Mgr To Impl

Scope Chg

020

Merge New

Work Into T/A

Master Sched

No

Yes

022

Develop New

T/A Master

Sched Baseline

021

Mitigation

Plan Exists

023

Track Work As

Non

Attainment

Yes

No

024

Notify

Refinery Mgr

025

Place Work In

Ref Routine

Bklg

No

No

No

002

New Scope

Initial Review

No

Questions and Answers

Author/Presenter: Anthony V. Covato PE

Professional Biography:

• Mr. Covato is a registered professional engineer with over forty years experience in power generation (fossil, hydro and nuclear) and project

management. He has retired after approximately thirty years of service with Allegheny Energy Incorporated. He is currently employed as a Project

Manager Outage/Turnaround Subject Matter Expert with the Reliability Management Group in Minneapolis, Minnesota. He has had several papers

published on process design and implementation of both routine and outage/turnaround work management process topics.

Company : Reliability Management Group RMG

Address: 350 West Burnsville Parkway

Burnsville, MN 55337

Phone Nos. Office: 952-882-8122

Cell: 724-322-4877

Email: [email protected]

Co-Author/Presenter: David Noorani

• Mr. Noorani is currently the Sinclair Wyoming Refinery Manager responsible for Maintenance/Tech Services and Engineering Departments. He has

over 37 years of experience in the refining industry. His work experience includes various managerial assignments with Texaco Inc., Aramco Saudia,

Shell Oil, Murphy Oil and the current Sinclair Oil Co. He has an extensive background in operations, maintenance, turnarounds, projects and

engineering.

Company : Sinclair Wyoming Refining Co.

Address: P.O. Box 77

Sinclair, WY, 82334

Phone Nos. Office: 307-328-3605

Cell: 504-232-0601

Email : [email protected]

mailto:[email protected]

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