Friday, April 21, 2017

Managing Maintenance in Programs and Projects, Including Turnarounds

OVERVIEW & PURPOSE

Maintenance work is what we do on equipment that is operational and that helps keep that equipment running in peak condition.  Sometimes the equipment has to be shut down (i.e. made non-operational) and, while it's down, it represents lost revenue due to lost productivity. So, we need to, effectively, efficiently and safely, do the work needed to get it back online. If the equipment is part of a larger process, the process may need to also be shut down, meaning that an opportunity to maintain other equipment and facilities may be presented.  If a number of processes are shut down at the same, or in overlapping, time-frames, this may be considered a 'turnaround' or an 'outage' of the process unit being shut down for maintenance.
This overview is the first step in a series of steps that together will help your maintenance and turnaround scope development, planning and execution effort benefit from the integrated approach to work management, that is enabled by today's cloud technology.
TeamWork Group's people and partners are experienced in managing maintenance and turnarounds and this expertise is built into the cloud-accessible solution, TeamWork Integrated Solution Technology, for companies, agencies, institutions and departments of all sizes.  You are invited to proceed, with the processes outlined here, in a website, with your data, now!  No need for complex, time-consuming, expensive system analysis.  The data you manage here is yours always and can be easily migrated to another system, should you choose to do so. Go to www.teamworkgroup.com to get started with TeamWork Integrated Solutions Technology. Tell us what you want to see and do and be pleased with the quick response that you receive that amazing efficiency that you generate over current approaches that are tied-down with ERPs or out of control with spreadsheets, or both!

Steps in Managing Turnaround and Routine Work

  1. Build and Maintain the Site/Area/Unit/Equipment foundation
Your plant site consists of  a number of Operating or Business Areas, each of which encompasses one or more Operating Units, each of which, in turn has a number of Equipment Assets.  Each of these Equipment Assets and its components is the primary entity being maintained and is created as a package of work steps that is included in scope of the turnaround project or the routine maintenance program.
This Site/Area/Unit/Equipment foundation brings consistency to your processes. Once you commit to maintaining this consistent foundation, you are on the way to saving your information for future analysis, you can see work what was done previously and compare scope and cost and lessons learned more easily. This also saves your team a huge amount of effort and money.

Want to get started at no cost to you?  Send us your email address and we'll contact you.  You can also send us your Area, Unit and Equipment lists to be uploaded - or enter them yourself directly in your dedicated, secure area of the cloud.
We'll discuss each of the remaining steps in blog posts, and to provide you with a view of the remaining discussion points, we provide and outline below.  Each step is echoed in the TeamWork Integrated Solution Technology work site.  Contact us to have this system made available for your team in support of your upcoming turnaround or other maintenance program.
These steps and topics may change based on your input and questions.
  • Build an Operations Plan for upcoming programs and turnaround projects, and build shutdown and startup plans for each operating unit.
  • Use the Asset list as a source for Building the Scope of the maintenance needed for your program or turnaround.
  • Build, share and Review and Approve the Scope for maintenance and capital work in each operating unit.
  • Use the scope to build a detailed Cost Estimate and Plan for the project or program based on approved scope.
  • Procure Long Lead Items to ensure timely availability within your planned schedule.
  • Use the scope, estimate and plan to prepare detail bid packages for contracts for construction work packages (CWP) in the RFQ Packages (request for quote) process.
  • Complete the Bid Analysis, and Award Contracts to the winning bidders.
  • Confirm Project and Program Procedures for Collaboration, Communication and Escalation during execution phase.
  • Establish a Detailed Integrated Schedule for the work, including delivery of critical equipment, materials and personnel.
  • Procurement of Consumable Material Items, Tools and Rental Equipment.
  • Use Contractor Execution Daily Work Lists to deploy crews and to collect progress data each day.
  • Collect Incurred Time and Materials Hours and Costs against each activity of the Daily Work List.
  • Collect Progress against each item on the Daily Work List
  • Receive and Ship Materials, Tools and Equipment that were purchased or rented.
  • Review Critical Work Report to mitigate potential Safety, Quality, Environmental, Cost and Schedule issues.
  • At completion of the project or program, Review Lessons Learned and Modify Processes as needed for the next project or program.
Up next: Build an Operations Plan for upcoming programs and turnaround projects and build shutdown and startup plans for each operating unit.

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