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Level: Intermediate
TCM Section(s):
7.2. Schedule Planning and Development
7.6. Risk Management
Venue: 2021 AACE International Conference & Expo
Abstract: Project management of a refinery turnaround with real-time indicators is a process of management used for refinery shutdowns and turnarounds to manage risks and unexpected situations that threaten the budget, schedule, and safety. In rolling wave planning, the risk assumption and milestone originally identified become more defined and reliable over time, whereas shutdown planning involves a detailed progressive study of known knowns, known unknowns, and unknown unknowns risks within the schedule. Advanced planning and scheduling of a turnaround project with real-time indicators optimizes scheduled maintenance; and ensures scenario and data-driven decision making. It also crashes the critical path and any demand to reduce inventories. We can analyze contingency percentages within the schedule border, increase the work output efficiency with minimum downtime, and maximize production on bottleneck resources to increase revenue. The process implementation of this process helped to achieve a schedule start to early finish of the refinery turnaround by 45Hrs, which saved 14,000 man-hours (403,200 man-hours actual TA planned) and showed 3.5% additional profit improvement in resource cost.
Level: Intermediate
TCM Section(s):
7.2. Schedule Planning and Development
7.6. Risk Management
Venue: 2021 AACE International Conference & Expo
Abstract: Project management of a refinery turnaround with real-time indicators is a process of management used for refinery shutdowns and turnarounds to manage risks and unexpected situations that threaten the budget, schedule, and safety. In rolling wave planning, the risk assumption and milestone originally identified become more defined and reliable over time, whereas shutdown planning involves a detailed progressive study of known knowns, known unknowns, and unknown unknowns risks within the schedule. Advanced planning and scheduling of a turnaround project with real-time indicators optimizes scheduled maintenance; and ensures scenario and data-driven decision making. It also crashes the critical path and any demand to reduce inventories. We can analyze contingency percentages within the schedule border, increase the work output efficiency with minimum downtime, and maximize production on bottleneck resources to increase revenue. The process implementation of this process helped to achieve a schedule start to early finish of the refinery turnaround by 45Hrs, which saved 14,000 man-hours (403,200 man-hours actual TA planned) and showed 3.5% additional profit improvement in resource cost.