100 Years in Maintenance: Practical Lessons from Three Lifetimes at Process Plants

Part 4: Plan

Chapter List

Chapter 17: Integrated Planning
Chapter 18: Critical Path Planning Capability
Chapter 19: Shutdown Management Keep the Money Machine Running.
Chapter 20: Electrical Maintenance Strategies Doing Unnecessary Work Won't Stop Failures
Chapter 21: Minor Maintenance by Operators Do Operators have Useable Spare Time?
Chapter 22: Relocating Machine Tools
Chapter 23: Painting Contract Strategy

Teamwork is the ability to work together toward a common vision, the ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.
Andrew Carnegie, Industrialist.

Author: Mahen Das

Overview

Location: 2.4.1 Medium-Sized Semi-Complex Petroleum Refinery

17.1 Background

Prior to my arrival, the refinery already had a fairly advanced work planning process in place. For major projects and plant shutdowns (called turnarounds in North America), they used Critical Path or Network Planning. Commercially-available software with resource leveling capability was used for this purpose. Once project execution began, however, there was little or no progress monitoring and updating of the plan. The critical path charts remained as decorations on the wall.

Preparation for a shutdown generally meant pulling out the last work-list, adding the current wishes of the operating and inspection departments, estimating the contract work volume, and converting the list into a critical path plan. Operators added the operational tasks of shutting down, gas-freeing, etc., at the front end of the plan and, separately, starting up the plants at the back end. They also added the requirements of Technologists to their plan. Project...

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