STO Navigator Presentation

Copyright 2008 all right reserved www.stonavigator.
com
1
Establish an
Effective
Turnaround
Management
Process
World-Class
Future Vision
Copyright 2008 all right reserved www.stonavigator.com
2
Introduction
1999 2004
Maintenance Management
Consulting - Venezuela
1985 1995
Routine Maintenance Planner /
Turnaround Planner
1978 1985
Industrial Maintenance
Instrumentation / Electrician
1995
Incorporated
Lister Management Inc.
2003
Published Successful Change
Management
1998 - 1999
Developed Turnaround /
Routine Maintenance
Training Materials

1995 - Present
Maintenance Consulting
Delta / Jacobs Catalytic - Alberta
Petro-Canada - Alberta
Gulf Indonesia
Hibernia Newfoundland
Sable Offshore Nova Scotia
Husky Alberta
Suncor - Alberta
1999 - 2002
Instruct Workshop
Seminars
Calgary
Houston
Edmonton
Sarnia
New Orleans
Venezuela
New Brunswick
2008
Established STO Navigator
3
Overview
The Change Management Model
How-to, identify improvement opportunities
How-to, develop a defined process
How-to, successfully implement best-practices
The Turnaround Management Model, process-on-flow
Support resources and associated responsibilities
Proven results a case-study of enhanced turnaround performance
Workshop Agenda
4
Overview
Contracting
Planning
Execution
Safety
Materials
Technical
Engineering
Logistics
Project Cost Controls
Scheduling
Effective Turnaround Management is dependent on performance from
all Functional Areas and Stakeholder Departments

Your collective-knowledge, materials and management tools need a
home
Your Turnaround Manager is a Driver, not a Chauffeur, she needs a
roadmap, even though shes not afraid to ask for directions
Accurate project status in real-time - good, bad, under or over, you
need to know where you are, where you should be, and where you are
going!
Administration / Resources
Process Operations
Workscope Optimization
Capital Work
Routine Maintenance
5
Overview
Where are we going?
Where are we?
Where should we be?
6
Benefits of Establishing an Effective Turnaround Management
Process
Controllable
Definable
Assignable
Measurable therefore, improvable
Consistency in an every-changing human
resource and software
environment
Corporate
Owned
policies and
procedures
7
Workshop Focus for Effective Turnaround Management
Performance Management
Change Management
Project Management
8
Turnaround Management Focus
Execution
Planning
Management
9
Turnaround Performance
Recognition
(Performance)
Responsibility
Accountability
10
Design Identify
The Change Management Model
PLANNING PHASE
Establishment Methodology
Roll-out
Orientation
and Training
Continuous
Improvement
Control and
Coaching
DEVELOPMENT PHASE
IMPLEMENATION PHASE MANAGEMENT PHASE
CHANGE MANAGEMENT PROCESS MODEL
11
Successful Change Management Requirements
Case for
Change
Vision Skills Incentives Resources Methodology
Status Quo
Results
Vision Skills Incentives Resources Methodology
Case for
Change
Confusion
Skills Incentives Resources Methodology
Case for
Change
Anxious Vision Incentives Resources Methodology
Case for
Change
Moderate
Change
Vision Skills Resources Methodology
Case for
Change
Frustration Vision Skills Incentives Methodology
Case for
Change
Vision Skills Incentives Resources False Start
12
How-to, identify improvement opportunities
Control
Identify
Manage
Learned
Opportunities
Turnaround
Closure Reports
Assessments
13
Turnaround Management Process assessment results
Program
Development
Business Needs
T/A Identification
Goals & Objectives
Management
Plan
Work Scope
Identification
Work list
Development
Work Scope
Approval
Planned Job
Packages
Closure Criteria
Report
Resources
Management
Execution
Management
Follow-up &
Update
Change
Management
Control Report
Criteria
Work Closure
Continuous
Improvement
Data Management
0%
100%
80%
60%
40%
20%
10%
80% = World Class
45.3% = Assessment
68% = Average
14
Ability to Influence Performance
TURNAROUND PROJECT DURATION
FINISH
LOW
PERFORMANCE
INFLUENCE
FACTOR
HIGH
START
ASSET MANAGEMENT
STRATEGIES
21%
WORK
IDENTIFICATION
14%
WORK
PLANNING
10%
SCHEDULING
PROCESS
20%
EXECUTION
PROCESS
13%
UPDATE AND CONTROL
PROCESS
12%
CLOSURE
PROCESS
8%
LEARNED
OPORTUNITIES
2%
100%
100%
25%
50%
75%
15
Management Methodology
Control
Define
Assign
Objectives
Goals
Strategies
16
How-to, develop a defined process
Guidelines and
Procedures
Workflow Diagram
Reference Manual
17
Management Methodology
Define the
Process
Institutionalize
the Process
Implement the
Process
Workflow Process
I
m
p
l
e
m
e
n
t
a
t
i
o
n

P
l
a
n

Orientate Employees
Training:
Fundamentals
Guidelines
Tools
Coaching
on the job
Promote Champions

Activities
Execute
Work Management
using the Defined
Process
Control
Expected Results
Continue Improving
Assess to verify if
Process is:
Understood
Implemented
Effective
KPIs-Improving Trends
Learned Opportunities
WFERs
Guidelines
18
Change Improvement Project

Phase 1:
Work Scheduling, Logistic,
Historical Review, Management
Meetings
Assessment Development and
Gap Determination
Processes Development and
Implementation Plan Definition
Processes Implementation
and Early Gain
Processes Follow Up and
Institutionalize
Continuous Improvement
2003 2004 2005
J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D
Phase 2:
Phase 3:
Phase 4:
Phase 5:
Phase 6:
19
Four Phases
Thirteen Process Elements
Flowchart Design and Activity / Event Mapping
Work Flow Event References (WFERs)
Associated Best-practice Guidelines and Procedures
Accessible though Corporate Intranet
Basis for Training / Reference
Revised through Continuous Improvement
The Turnaround Management Model, process-on-flow
20
The Turnaround Management Model, process on flow
STRATEGIC PLANNING PHASE
Worklist
Management
WORKSCOPE DEVELOPMENT PHASE
EXECUTION PHASE CLOSURE PHASE
TURNAROUND MANAGEMENT PROCESS MODEL
Strategic
Planning
Plan
Planning
Process
Scheduling
Process
Contracting
Process
Materials
Management
Strategy
Status and
Update
Execution
Change
Management
Learned
Opportunities
Close-out
Report
1.0 2.0
3.0 4.0
2.1 2.3 2.4
3.3 3.2 3.1 4.1 4.2
2.2
1.3 1.2 1.1
1.4
21
Turnaround Management Key Elements
Information Consolidation File Structure
Standards & Codes System Development
Equipment Library Development
Database Implantation
Define Access & Security of Data
Worklist Electronic System
Worklist Optimization Philosophy
Approval & Prioritizing Processes Establishment
Define Goals & Objectives
Project Culture Development
Milestone Event Schedule
Responsibilities Matrix
Define, Assign & Control Methodology Establishment
Development Strategies & Plans By Functional Area
Adequately Assign Resources
Assign Turnaround Leaders
Using Activities Planning Parameters
Planned Job Packages Development
Specify Scheduling Details
Control Report Standardization
Information Handbook
Specialists Contracting Classification
Ensure Contractor Involvement
Technical Specifications
Technical Specification Review By all Departments
Involved
Technical Support to Execution Group
Status & Update Culture Implementation
Apply Strategies of Execution By Phase
Establishing Workscope Change Management Culture
Critique Meeting Methodology
Learned Opportunities & Best Practices Identification
Define Continuous Improvement Plan
DATA MANAGEMENT
STRATEGIC PLANNING
PLANNING & SCHEDULING
EXECUTION & STATUS
WORK IDENTIFICATION
MANAGEMENT STRATEGIES
CONTRACTING
CLOSURE PROCESS
22
Turnaround Management Process Phases
Planning Resources
Planned Job Package
Execution Strategies
Operation Strategies
Work Execution Program
Report Structure
Update & Follow Up Strategy
Strategy
Planning
Management Plan
Execution Plan
Execution
Communications Plan
Cost Collection Plan
Planning & Scheduling Plan
Inspection / QA / QC Plan
Administration Plan
SHE Plan
Materials Plan
Logistics Plan
Continuous Improvement Plan
Change Management Plan
Business Needs
Risk/Cost/Benefit
Scope Approval
Goals & Objectives
Responsibilities Matrix
Turnaround Organization
Work Breakdown Structure
Mobilization
Pre-Turnaround Scope
Feed Out
Turnaround Scope
Start Up
Post Turnaround Scope
Demobilization
Closure
Next Turnaround
23
Stakeholder integration for enhanced performance
Maintenance
Operations
Technical
Planning
Materials
Technical
Execution Administration
Operations
Contracting
Safety
Management Scheduling
KPIs
100 %
Input Output
Input Output
Input Output
Input Output
Input Output Input Output
Input Output
Output
Output
Input Output
Input
Input
Routine
Turnaround
Projects
24
Workshop Exercise
Planning
Materials
Technical
Operations
Contracting
Safety
KPIs
100 %
Input Output
Input Output
Input Output
Input Output
Input Output
Output
Output
Input Output
Input
Input
Worklists
Workscope
Technical Data
Safety Data
Contracting Data
Operations Blind Lists
Special Procedures
Planned Job Packages
Material Requirements
Services / Equipment / Tools
Resource Requirements
Potential Work
Logistics
Cost Estimates
Permitting
Design (map) the Materials Management Stakeholder Department key activities in workflow
process style
List input criteria requirements
List output deliverables
Determine milestones and activity durations

25
Functional department integration for enhanced performance
Planning
Materials
Technical
Operations
Contracting
Safety
KPIs
100 %
Input Output
Input Output
Input Output
Input Output
Input Output
Output
Output
Input Output
Input
Input
Worklists
Workscope
Technical Data
Safety Data
Contracting Data
Operations Blind Lists
Special Procedures
Material Requirements
Services / Equipment / Tools
Resource Requirements
Potential Work
Logistics
Cost Estimates
Permitting
All Functional Departments are inter-dependent
Each department is responsible to execute established activities and events as mapped out on
the Turnaround Management Process and Project Milestone Schedule
Input data and information is required for timely and accurate output

26
Turnaround Management Process management tools and techniques
Weekly Project Management
Status and Update Meeting
Responsibility
Matrix
Project Milestone
Events Schedule
27
Turnaround Management Process Project Management
90
Days
0 Worklist Items
Facility
Teamwork
(Strategic Planning)
6 Months
Cut Off
Date
4-2
Months
WORK SCOPE DEVELOPMENT
(Planning & Scheduling)
Contracting T/A
8-4
Weeks
2
Weeks
Closure Pre
T/A
Post
T/A
Initial Work
List
Feed-Out Feed - In
Added - Extra Canceled Work
Normal
Work
1
Month
Contractor
Integration
Milestone
Worklist Items
Approval
Normal
Work
Late
Work
6 Months
Teamwork
Assign
28
Position Titles
Roles and Responsibilities (Workflow Activities)
Qualification, Certification and Training Requirements
Contract versus In-house
Responsibility Matrix
Activity / Task Identification (Milestone Schedule)
Best-practice Guidelines and Procedures
Accountability Weekly Project Management Meeting
Project Management Software
Resource performance assessments, daily, weekly, based on activity
completion quantity and quality
Support resources and associated responsibilities
29
Turnaround management with teamwork & communication strategy
FACILITY
MANAGEMENT
PLANNING &
SCHEDULING
Operations
Technical
Execution
Contracting
Materials
Safety
Engineering
Turnaround Project
Status
Key Performance
Reports
30
Planner Competencies and Profiles
Senior Planner / Scheduler
Junior Planner / Clerical
Intermediate /
Field Planner
Field Planning
Materials Requisitions
Execution Strategy
Report Creation
Execution Updates
Execution Resource for
Operations / Technical and
Execution Supervision
Document Control
Data Entry
Report Generation
Planned Job Package
Development
Construct Coffee
Master Plan & Schedule
Cost / Schedule Optimization
Meeting Facilitator
Execution Re-scheduling
Resource Management and Control
Schedule Analysis
Management Resource for Project Controls
31
How-to, successfully implement best-practices
Change Management
Methodology
Control
Assign
Define
Coaching
Orientation
Training
Implementation and
Training Plan
32
Implementation Plan
ASSET
MANAGEMENT
PLAN

PERSONNEL
Planners
Executors
Maintenance
Operators
Technical
SYSTEMS
SAP
Project
Knowledge
Community
P3
TECHNICAL
ASSISTANCE
Consulting
Facilitators
ELEMENTS
Processes
Guidelines
WFERs
OBJECTIVES
A) Management Implementation
Worklist
Execution Technology
Closure Process
B) People Development
Training
Coaching
C) Cultural Acceptation
Elements Acceptation
Visual Profits
Potential Profits
INDICATORS
A) % Compliance
B) Number of People Trained
C) Acceptance Level
D) Cost Decrease Level
Processes & Guidelines Orientation
Management Orientation
Training & Coaching l
Areas Assessment
Process Implementation
Pilot Project
ISO 9000 Certification
ACTIONS STATUS
33
34
Change Improvement Project M3P
Assess Turnaround Management Process 2000/2001
Develop Turnaround Management Process 2001/2002
Implement Turnaround Management Process and associated
Management Templates and Tools - 2002
Flexi-Coker Turnaround 2002
Amuay Refinery, Paraguana, Venezuela
Key Performance Indicators / Targets
Safety
Quality
Duration / Schedule
Cost
Process Availability

35
36
Flexi-Coker Turnaround, Amuay Refinery, Paraguana, Venezuela
600,000+ Barrels / Day Production
Historical Duration Comparison
57
61
69
93
79
60
189
165
81
92
155
45
65
85
105
125
145
165
185
205
1984 1985 1986 1987 1989 1990 1992 1994 1996 1999 2001
*
Days
- 38.7 %
4 MM$ of Benefit by
Early Start-up
Year
37
Historical Safety Comparison
0
5
10
15
20
25
30
35
40
I
S
E
V
A
C
C
/
I
F
B
/
I
F
N
0
1000
2000
3000
4000
5000
6000
No. Accidentes 38 21 14 5 11 6
IFB 34 30 11 12 14 7
IFN 15 7 2 5 7 1
ISEV 5622 155 41 169 137 16
FKAY 89 FKAY 92 FKAY 94 FKAY 96 FKAY 99 FKAY 01
Accidente fatal
Fabricador, realizaba
corte de plancha dentro del gasificador
Accidente severo
Andamiero, efectuaba
acondicionamiento de plataforma
dentro del gasificador
- 57 %
38
Historical Cost Comparison
-25.4 %
30141,84
43292
41080
47035
40426
25000
35000
45000
55000
1992 1994 1996 1999 2002
Cost in
Bolivars
Year
39
Defined Turnaround Management Process
Orientation / Training / Coaching
Best-practice Guidelines
Best-practice Procedures
World-class Planning & Scheduling Software
Incentive Based Contracting Strategies
Reasons for successful target completion
40
Turnaround Performance
25%
50%
75%
100%
Maintainability
Process
Availability
Asset
Reliability
Key Performance Indicators
Process Availability = % Throughput
Asset Reliability = Cost
Maintainability = Safety
Quality
Man-hours
Indirects
Materials
Schedule

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