Physical Asset Management 202: Shutdown Management

PAM 202 Shutdown Management

INTRODUCTION
Major maintenance projects and shutdowns are in conflict with just about everything else going on in a business. If the advantages were not so great, shutdowns would never occur. The expense, disruption and cost have a major impact on operations and the bottom line of the business. Very often, the cost of lost production far outweighs the cost in terms of parts and labour.  This course is about how to go about reducing the risks that shutdowns impose on a business and ensuring that the objectives and potential benefits are achieved.
TARGET AUDIENCE
This course is intended for plant short term and long term (shutdown) managers, planners, foremen and contractor staff, who are involved in the planning, co-ordination and execution of plant shutdowns. The workshop is especially valuable for shutdown managers and co-coordinators, planning/scheduling and cost control staff, construction supervisors, project engineers and contract administrators. Participation from inspection, materials, safety and maintenance engineering is also encouraged.
COURSE OBJECTIVES
On successful completion of this workshop the learners will better understand:

• The impact of shutdowns on the business
• The key success factors of shutdowns
• The three critical paths of every shutdown
• The organisation and roles required to execute a shutdown
• The life-cycle phases of a shutdown
• How to justify the reasons for a shutdown
• The types of routine maintenance done during and before a shutdown
• How to create visibility of the shutdown workload
• Classify the types of work that needs to be done in a shutdown
• Collect deterioration and degradation data to create workload visibility
• Compile a shutdown work-list based on risk-based criteria
• Analyse and scope shutdown jobs in terms of skills and logistics
• Develop and work-breakdown structure that supports control
• How to compile and maintain a risk register for the shutdown
• The difference between logical and logistic constraints on shutdown jobs
• How to develop a schedule for the shutdown using CPM
• How to generate a resource requirement profile
• How to apply resource smoothing
• How to apply resource balancing
• What is activity based budgeting
• How to conduct a planning and scheduling review
• How to baseline the schedule
• The different types of contracting methods
• The criteria used to select the most appropriate type of contract
• The different types of contractors
• The criteria used to select the most appropriate type of contractor
• The risks associated with contracting and contractors
• How to stay in control of a contract and contractor
• How to track the execution of the shutdown and do status accounting
• How to deal with additional and emergent work
• S-curves and their application
• Earned value and its application
• Quality assurance during execution
• Completion and closeout
• How to conduct a shutdown review
• How to compile a review and lessons learnt report

TRAINING METHOD
Facilitated by an experienced physical asset management specialist, the seminar is conducted as a highly interactive work session, encouraging participants to challenge the concepts and question their paradigms. The learning is supported by real life scenarios; a bit of humor and analogies that enable learners to relate the learning to their practical situation.  Each delegate receives a colour printed workbook containing all the presentation material. Learners are also required to complete an assignment within seven days of the conclusion of the programme. The assignment is structured in such a manner that it motivates the learner to review the material and thereby reinforce the learning. Learners that achieve a 50% are awarded a certificate of competency. Learners that do not pass the first time are expected to review the material again and can be given further coaching and the opportunity to complete an assignment.

TOPICS

• DAY 1
  The role of Maintenance Shutdowns in World-class Organisations
  How shutdowns contribute to the eight major losses
  Key success factors
  The three critical paths in a shutdown
  Return on investment
  The difference between shutdowns and projects
  Why shutdowns go wrong
  Shutdown management self-assessment
  The shutdown phases Identify, Plan, Schedule, Allocate, Execute, Control
  
• Shutdown Basics
  Reasons for Shutdowns
  Shutdown Planning Success Factors
  Comparing Shutdowns with Projects
  Shutdown Communications
  
• Justify the shutdown
  Justification requirements
  Justifying and marketing the shutdown
  
• The shutdown organisation
  Types of Skills
  Types of Shutdown Organisations
  Develop RASCI matrix for all shutdown management activities
  
• DAY 2
  Identify Routine Shutdown Work 
  The application of preventive maintenance
  The application of condition based maintenance
  The application of function testing and failure finding
  
• Identify Corrective Maintenance Work Using Five Step Process
  Apply CBM to create shutdown workload visibility
  Apply degradation analysis to create shutdown workload visibility
  The role of the notification process to manage the workload
  Supplemental methods to create shutdown workload visibility
  Use priorities and risk based task selection to select shutdown jobs
  Review and approve shutdown task list
  
• Plan Shutdown Jobs
  The critical outcomes of planning
  Why quality is a planning driver
  The 4Ms of maintenance work quality
  Planning with quality in mind
  Job analysis and scoping
  Estimating
  Risks and contingency planning
  Planning templates
  Job packages
  Planning checklist
  Develop Work Breakdown Structure
  
• DAY 3
  Schedule Shutdown Jobs
  Terms and Concepts
  Network Structure Display Methods
  Apply CPM
  Identify resource constraints
  
• Identify and Optimise Resource Requirements
  Resource requirements based on CPM
  Resource smoothing
  Resource balancing
  Optimised resource profile
  Shutdown budget
  
• Risk management
  Types of risks in shutdowns
  Risk checklist
  Planning and scheduling review
  Dealing with shutdown risks
  
• Assign Shutdown Work - In-house and Contractors
  Types of contractors
  Types of contracts and criteria for selection
  Risks associated with the use of contractors
  Benefits of using contractors on shutdowns
  Staying in control of the contractor
  
• Shutdown Execution
  The shutdown package
  Shutdown quality control
  Shift schedules
  Preparing equipment for the shutdown
  Daily schedules
  Dealing with emergent and additional Work
  Control data
  Status accounting
  
• Control the Shutdown
  S-curves
  Earned-value
  Shutdown performance indicators
  Shutdown review meeting agenda
  Why shutdowns fail
  Problems in shutdowns and their origins
  Start-up and commissioning
  
• Shutdown Close-out Reporting and Review
  Shutdown closing out report
  Shutdown closing out review
  Post Workshop Practical Assignment