Phase 5: Evaluation

Phase 5 begins when the tasks associated with the TA are complete.
Demobilization begins immediately following this completion and includes
activities and costs for transporting personnel, equipment and supplies not
required or included in the turnaround. This includes the disassembly, removal
and site clean up of offices, buildings and other facilities assembled on the site
specifically for this TA. Review Any TA activity that varies significantly in cost,
schedule or technical performance using formal root cause analysis (RCA)
methodology.
Conduct a post-mortem meeting to review the turnaround in its entirety. The
agenda should include EHS review, KPIs/metrics, cost, schedule, punch lists,
contractor management, shutdown/startup/ramp-up, critical path and major
tasks review and best practices/lessons learned. A best practice is a technique,
method, process or activity regarded as more effective at delivering a particular
outcome than any other technique, method or process. The idea is that with
proper systems, processes, checks and testing, a desired outcome can be
delivered consistently with fewer problems and unforeseen complications.
At the end of Phase 5, reconcile the outage costs. Close or cancel purchase
orders, work orders and service contracts. Apply any vendor/supplier/storeroom
credits for returned materials and equipment. Log returned quantities in CMMS
for future planning purposes. Apply the credited amount to the overall outage
cost in the respective area. Write a financial report that details costs associated
with the outage, broken down by category labor, materials, parts so actual
numbers can be compared to plan. This provides the opportunity to analyze cost
horizontally and vertically across the system.
Conduct a final audit to assess the performance of each element in each phase of
the TA process. Once completed, prepare a final report summarizing every
phase of the turnaround. This document should be the basis for updating the
turnaround strategy and the developing a business case for the next TA. In
addition, review major equipment availability and performance before the next
outage as a measure of the effectiveness of the previous outage. Typical general
topics covered in the turnaround report include safety, quality, logistics, work
scope, financial, TA metrics, contractor performance, organization and TA
schedule.
A turnaround can be an overwhelming undertaking if managed as a single,
stand-alone event. However, if the event is broken down into various phases
with detailed, formal processes in each phase, it can be managed successfully
each and every time. Consistency and repeatability are key in managing a longterm TA strategy. Resources are constantly on the move. Its not reasonable to

assume that the same TA team that managed last years event successfully will
be available for next years TA. However, with good detailed processes in place,
the effect of turnover can be minimized substantially.