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Scheduled Shutdown Maintenance What Drives (or Justifies) a Shutdown? Prepared By: John Parfett Maintenance Manager Alberta Envirofuels Inc.

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Scheduled Shutdown

Maintenance

What Drives (or

Justifies) a Shutdown?Prepared By:

John ParfettMaintenance Manager

Alberta Envirofuels Inc.

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Best Practices

General

• Shutdown timing is in alignment with companies

business plan.

• Commit the appropriate resources to the

planning phase.

• Develop a Change Management Process to

control the work preformed and the shutdown

costs.• Ensure that all services required are in place and

under contract if required.

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Best Practices

Planning

• The Shutdown Planning team hasrepresentatives from all departments.

• The only work performed during the shutdown is

work that cannot be done while the plant isrunning.

• Plan for all activities associated with theshutdown, not just work identified on the worklist.

• Develop detailed plans for the following: – Health, Safety, and Environment.

 – Service Contracts.

 – Material Management.

 – Facilities Management.

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Best Practices

Scheduling

• Schedule based on Equipment availability

vs. Resource availability.

• Use Milestone Scheduling with Milestonesset up as measurable activities.

• Develop a Work Breakdown Structure

consistent with the Cost Control Structure.

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Scheduling Philosophies

• Scheduling parameters, controls and reporting

requirements must be identified prior to work

package and schedule development to enable

scheduling of work on a per shift basis andprovide enough information to make effective

decision regarding schedule

• Each job must have its own scheduleindependent of the other work taking place in the

shutdown

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Scheduling Philosophies

• Include step for potential repair work and

assign no time

• Maximize pre and post shutdown activities• Schedule must be equipment driven and

prioritized by system (which equipment

needs to be returned to service first asdefined startup sequence), equipment type

and potential for additional work

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Scheduling Philosophies

• Schedule key resources (e.g. Safety

Watch, Inspectors, plot space etc.)

•  An inspection window will be assigned foractivities like x-ray

• Schedules will be reviewed with major

contractors to achieve buy in and realistictargets

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Scheduling Philosophies

• The shutdown coordinator is responsible

for the overall schedule and controlling the

float• Minimize overtime where practical

• Schedule the pre-shutdown work,

operation’s shutdown work, the executionphase mechanical work, operation’s

startup work, and post shutdown work.

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Shutdown Drivers

 A task required to support youroperational goals that can only beexecuted while the process is down. This

will most likely be the Critical Path job.Categories of Shutdown Drivers:

 –Reliability

 –Legal

 –Health, Safety, Environment

 –Business

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Shutdown Timing

Issue Date it drives us

to shutdown 

Earliest date

available to

shutdown 

IMPACT  

Shutdown

 /

Slowdown 

Duration

(Days) Risk of delaying  

Flare Tip -

Nozzle

To be

determined ASAP Enviro Shutdown 20 Exceedance to Operating Liscence

Flare Tip -

DamageUnknown ASAP

Reliability

/ EnviroShutdown 23

Loss of steam to flare and severe damage to

flare tip

DCS Unit 20

Subsystem

Speed

To be

determined- level

of risk

acceptance at

 AEF

September

1st, 2005

Safety /

ReliabilityShutdown 13

DCS Controller lock up. Loss of control to

operate the plant and make changes in a timely

manner

BA-2004Steam

Generating

Coil

Fall 2006 ASAP Legal Shutdown 12Non compliance - ABSA restrains us from

operating the equipment

Unit 30

InspectionsFall 2006 ASAP Legal Shutdown 23

Non compliance - ABSA restrains us from

operating the equipment

Other Plant

Inspections Fall 2006 ASAP Legal Shutdown 20

Non compliance - ABSA restrains us from

operating the equipment / requirement forOperations on-line inspection planner

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Shutdown Timing

Option 1

Spring

Option 2

Summer

Option 3

Fall

Market Conditions •Bad timing for product

market

•Possibly poor timing for

product market

•Good timing for product

market

Weather •Not a significant factor •Could be an HSE issue if

temperature >25°C

•Freezing weather conditions

Contract ResourceAvailability

•Resources available – onecompeting shutdown

•No competing shutdown

•Summer holidays may limit

resource availability

•Many large turnaroundscheduled in September

•No competing shutdowns in

October

•“Tired” contactor labour pool

 – Safety Risk

Company Resources •Work complete before

summer holiday season

•Summer holiday season – 

Family Opportunities

• After holiday season

Productivity •Optimal •Effect on productivity if

temperature >25°C

•With cold weather,

anticipate 40% reduction in

productivity based on

regional labour history &

25% additional cost

Reliability •Earliest opportunity to fix

the equipment

•Steam outage required or

temporary flare system

•Potentially no work to steamor condensate systems

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Shutdown Timing

Peak 

PLANT  Work  JAN  FEB  MAR  APR  MAY  JUN  JUL  AUG  SEPT  OCT  NOV  DEC 

Force  6  13  20  27  3  10  17  24  31  3  10  17  24  7  14  21  28  5  12  19  26  2  9  16  23  30  7  14  21  28  4  11  18  25  1  8  15  22  29  6  13  20  27  3  10  17  24  1  8  15  22  29 

AT PLASTICS 

CELANESE 

DOW 

ENVIROFUELS  500 

ESSO STRATHCONA  50 

HUSKY ENERGY  700 

NOVA CHEMICALS  100 

PETRO-CAN  500 

SHELL CHEMICAL 

SHELL REFINERY  500 

SHELL UPGRADER  1500 

SHERRITT  500 

SUNCOR  3000 

SYNCRUDE  2200/300/500 

AGRIUM 

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BudgetsManagement Perspective

• Fit to the business plan and annual

budgets

• Total cost to the organization• Business interruption

• Cash flow

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Strategic Plan

Business

PlanShutdown Plan

Department

Plans

Business Goals

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Estimate / Budgeting

Cycle

Shutdown

September 2005

Business Plan

Shutdown Estimate

+/- 25%

June 2004

Frozen Worklist

December 2004

Business Plan

Approval

September 2004

Final A/R

+/- 10%

January 2005

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Shutdown Coordinator

Perspective

• Need to have the costs identified

and tracked into areas that make

sense for future reference.

• Work Breakdown Structure

• Benchmarking

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Realistic Estimating

• Costs broken into areas that make themost sense.

 – Direct

 – Indirect

 – Routine Maintenance

 – Non Routine

 – Opportunity Work – Operational Costs

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Direct Vs Indirect

• Direct costs include all activities,routine and non-routine, that aredirectly related to the task andcan only be completed when the

facility is shut down. – Man-hours, Materials, Equipment,

Rentals

• Indirect costs include allactivities, routine and non-routine, that are not directlyrelated to the task. – Supervision, Scheduling, Time

Sheets, Payroll

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Routine Vs Non-

Routine

• Routine

 – Maintenance jobs that are executed on a

consistent cycle (e.g. pressure equipment

inspections, equipment service plans etc…) 

• Non Routine

 – Maintenance work that are typically 1 of’s that

present themselves in the period betweenscheduled shutdowns (e.g. equipment failures)

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Opportunity Work

• Work that makes business sense to

execute during the shutdown.

 – Catalyst change outs that can be done on line,scheduled for the same year, but require

significant costs to prepare (e.g. purging,

equipment isolation costs).

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Operational Costs

•  All operational costs associated with Shutting

Down and Starting Up the plant.

 – Utilities

• Nitrogen

• Natural Gas

• Hydrogen

• Water

• Chemicals – Operator and Maintenance Overtime?

 – Lost Production?

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Contingency

• Contingency is the amount of money whichmust be added to a base estimate to providefor uncertainties.

 – The amount of contingency added is directlyrelated to the risk of overrun.

• Contingency is not: –  A slush fund or catch all for predictable items such

as escalation. – Provision for added or extra work

 – Provision for unforeseeable circumstances(process issues / storms)

 –  A substitute for good Shutdown management

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Contingency was calculated based on assessing the risk

value and weight associated with each Risk Factor for the

shutdown. Scope Changes   and Productivity (ColdWeather) were identified as having the biggest impact to

the success of this shutdown. The following table

represents the Risk Factors and their contribution to the

overall contingency:

Example

Risk Factor Input Risk Value Input Risk Weight Contribution to Overall Risk

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Risk Factor  Input Risk Value  Input Risk Weight  Contribution to Overall Risk 

Design Variations 

New Technology 3  5.00  6% 

Scope Changes 3.5  20.00  27% 

Execution Variations 

Contract Plan 1  5.00  2% 

Performance 2  15.00  12% 

Economic Variations 

Market Activity 2  5.00  4% 

Labor Conditions 2  5.00  4% 

Estimating Variations 

Material Quantities 2  10.00  8% 

Pricing 2  15.00  12% 

Escalation 1.5  5.00  3% 

Productivity 4  15.00  23% 

Total Weighted Project Risk Factor  

2.58  100% 

Overall Contingency  25% 

Estimate Accuracy +/-

 23% 

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50/50 Estimate 

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Building From the

Past

• Establish a baseline or benchmark

• Identify the “Heavy Hitters” as areas for

improvement.•  Allow time to adjust work plans and

estimates based on actual values post

shutdown.

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Cost Control

• Measure Earned Value and adjustaccordingly.

• Manage shared resources

 – Scaffolding

 – Safety Watch

• Incentive Contracts

• Effective resource scheduling

• World Class HSE Performance

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Cost Control

• Costs will be tracked, reported, and

managed on a daily basis.

• The number of Purchase Orders issued tocontractors will be minimized.

•  A Work Breakdown Structure will be

developed to track and manage costs.• Plan ahead!

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The Influence Curve

0

1020

30

40

5060

70

80

90

100

1000 900 800 700 600 500 400 300 200 100 50

Days Before Shutdown

   S  u  c  c  e  s  s   F  a  c   t  o  r  s

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Summary

• Use Best Practices

• Get the right people involved

•  Alignment with company strategic andbusiness plans

• Plan ahead