Training Manual

Reference Manual
www.Turnaround-Network.com
This document is confidential and is protected by agreement(s)

between Asset Performance Networks, LLC., and the recipient
company. It shall not be shared with any individual or entity,
other than that to whom it was intended.
Asset Performance Networks, LLC

3 Bethesda Metro Center, Suite 925
Bethesda, Maryland 20814
U.S.A.
www.AP-Networks.com
Telephone (240) 683-1001 • Facsimile (240) 683-1009
Turnaround-Network.com
Preface
Asset Performance Networks is a knowledge management consulting company

whose mission is to drive the refining and chemical industries toward world-class
performance in developing, maintaining, and operating manufacturing assets. We are
uniquely qualified in developing Best-in-Class processes and tools and deploying these
knowledge management products in a user-friendly, web-based environment to achieve
world-class competitiveness in projects and turnarounds.
The Turnaround-Network.com is an interactive, web-based community of turnaround

professionals. The portal has four modules to improve managing turnarounds:
• Tools for improving turnaround planning and execution
• Process for defining, planning, and executing turnarounds
• Reference for accessing reference material grouped by topic areas
• Bulletin Board for posting questions and sharing industry Best Practices
Our turnaround experience is based on both managing plant-wide turnarounds and

developing turnaround management work processes for major refining and petrochemical
companies. In addition, we have conducted global benchmarking studies of over one
hundred (100) turnarounds and identified industry Best Practices that led to faster, safer,
and more cost-effective turnarounds.
For additional information about www.turnaround-network.com or if you have any questions,

please contact us at (240) 683-1001.
 2008 AP-Networks’ Proprietary ii Reference Manual

All Rights Reserved 01/08
Table of Contents
Preface.................................................................................................................................ii
Introduction..........................................................................................................................1
Relationship with NPRA..................................................................................................2
Software/Hardware Requirements...................................................................................2
Logging In............................................................................................................................5
Self-Registration..............................................................................................................5
Log In as Registered User................................................................................................6
Tools....................................................................................................................................7
Readiness Pyramid...........................................................................................................7
Features........................................................................................................................8
Accessing.....................................................................................................................8
Entering a new turnaround...........................................................................................8
Adding Yourself to an existing evaluation..................................................................9
Completing an Evaluation............................................................................................9
Reports.......................................................................................................................10
Pyramid-Process Guidelines..........................................................................................18
Features......................................................................................................................18
Accessing...................................................................................................................18
Risk Manager.................................................................................................................19
Features......................................................................................................................19
Accessing...................................................................................................................19
Reports.......................................................................................................................21
Process...............................................................................................................................23
Turnaround Work Process.............................................................................................23
Features......................................................................................................................23
Accessing...................................................................................................................23
Job-Aids.........................................................................................................................26
Features......................................................................................................................26
Accessing...................................................................................................................26
Examples....................................................................................................................26
Complexity Calculator...................................................................................................27
Features......................................................................................................................27
Accessing...................................................................................................................27
Reference...........................................................................................................................28
Features..........................................................................................................................28
Accessing.......................................................................................................................28
Bulletin Board....................................................................................................................29
Features..........................................................................................................................29
Accessing.......................................................................................................................30
Common Actions...........................................................................................................30
Help and Support...............................................................................................................33
Appendix A: Glossary........................................................................................................34
 2008 AP-Networks’ Proprietary iii Reference Manual

Introduction
Welcome to www.Turnaround-Network.com, an interactive, web-based

community of turnaround professionals sharing knowledge and experience via world-
class processes, decision tools, and other expert resources. The portal brings together a
company's turnaround teams with other teams in the industry - no matter the location - so
that the turnaround community can collaborate and share its invaluable resources.
www.Turnaround-Network.com lets you:

• Share Best Practices and lessons learned across a community of
turnaround professionals
• Leverage internal knowledge and outside experience across many facilities
• Maintain corporate memory
• Facilitate the integration of newly merged companies with common
processes, tools, and terms.
• Access specific expertise across geographic and organizational boundaries
 2008 AP-Networks’ Proprietary 1 Reference Manual

The www.Turnaround-Network.com enables turnaround professionals to manage

knowledge through the following sections:
• Tools for improving turnaround planning and execution
• Process for defining, planning, and executing turnarounds
• Reference for accessing reference material grouped by topic areas
• Bulletin Board for posting questions and sharing industry Best Practices
Relationship with NPRA

Asset Performance Networks has a formal collaborative agreement with the National
Petrochemical and Refiners Association (NPRA). As part of the agreement, NPRA
provides APN with information related to turnaround management and maintenance from
recent conferences. Also, members of Turnaround Advisory Board are former chairmen
of NPRA Maintenance Conference.
Software/Hardware Requirements
In order to get the most out of www.turnaround-network.com, your computer will
need the following software:
• web browser – best results are within Microsoft's Internet Explorer
• Macromedia Flash Player
• Adobe Acrobat Reader
The following free downloads are available:

• The web browser that will give you the best result for viewing this site is
Microsoft’s Internet Explorer. You can download this browser for free:
• Go to http://www.microsoft.com/windows/ie/default.htm.
• Choose the specific version of Internet Explorer 5.0 or newer that is
compatible with your computer.
• Follow instructions provided on the Explorer page to download and install
a free copy of Internet Explorer.
• Your web browser needs a plug-in called Macromedia Flash Player,
available on the Internet for free.
• Go to http://www.macromedia.com/software/flash/download/.
• Download and install the free Flash Player software.
• You will need a program called Adobe Acrobat Reader to view some of
the additional material on this site.
• Go to http://www.adobe.com/support/downloads/main.html
• Under the "Products" column find "Acrobat Reader".
• Click the link with the name of your operating system (i.e. Windows,
Macintosh, etc.).
• After you have clicked on the link with the name of your operating system
and the new page has loaded, select the latest version with the appropriate
language of "Acrobat Reader" from the list and click on that link.

• The next web page that loads in your browser will present you with a list
of features in the various Adobe Acrobat products. For this course, you only
need the basic Acrobat Reader; therefore, click on "Get Adobe Reader free!"
near the bottom of the page.
• Follow "Step 1", "Step 2", and "Step 3" as provided on the web page that
loads in your web browser.
• "Step 3" provides the actual download of the "Acrobat Reader" installation
file. Your web browser should prompt you to select a location in which to
save this file. Choose a place on your computer where you will be able to
easily find the file once the download is complete.
The hardware requirements you will need to successfully complete a course and
to have the best possible web experience are as follows:
• A processor with at least 90 MHz clock speed
• At least 32 Mb RAM
• A SVGA - compatible monitor
• Minimum 800 X 600 resolution 16 bit color video card
• Audio card (does your computer have sound?)
• A 33.3 baud modem or better
• Java and Javascript capability
• Mac users should have OS 7.5 or higher
• PC users should have Windows 95 or higher
You also need to make sure your screen resolution is set properly as follows:
• Click on the Start button in the bottom left corner of the screen.
• Highlight the Settings item and click the Control Panel item.
• Double-click the Display icon.
• Click the Settings tab.
• Drag the slider in the Screen Area section to either 800 x 600 or 1024 x
768.
• Set the color palette to the highest possible setting at your resolution.
• Click the OK button.
• Follow the prompts given by Microsoft Windows.
• Close the Control Panel window.
Turnaround-Network.com Security
Information entered and processed through the www.Turnaround-Network.com

service is protected by current industry encryption and firewall technology. Encryption
and firewall technology prevents the review and tampering of information that is entered
into www.Turnaround-Network.com by unauthorized entities.


Logging In
When a company signs-up to www.Turnaround-Network.com, the company

receives a site license and a Group Code. Anyone at the site with internet access and the
Group Code can access turnaround-network.com.
Periodically, for security reasons, the Group Code may change. The members of
the group which the company provides access to the network will receive the updated
Group Code information.
Note that a company may have multiple groups, but a user can only register with one
group. If you have questions about which group to join, please contact your company
representative.
Self-Registration
• Go to www.Turnaround-Network.com
• Select “Register now”
• Enter Group Code provided by company and select “Submit”
• Complete User Profile and select “Submit”
• Enter Name, Password, and Group Code and select “Log In”

Log In as Registered User

• Go to www.Turnaround-Network.com
• Enter Name, Password, and Group Code and select “Log In”

Tools
Readiness Pyramid
The Readiness Pyramid is a self-assessment tool that enables turnaround teams to
measure the readiness of their turnaround relative to Industry Best Practices. In addition
to measuring the overall status and alignment, the Turnaround Pyramid provides links to
specific job aids to improve the readiness of specific components. The benefits of the
Readiness Pyramid include:
• Effectively evaluate your readiness for the turnaround at any point during
the planning phases
• Identify gaps between your turnaround’s readiness and our world-class
performance measures
• Successfully gauge your team’s alignment around critical turnaround
issues and attributes
• Systematically predict successes and failures with a consistent turnaround
evaluation method
• Promote team integration and keep communication lines clear with upper
management

Features
Some key features of the Turnaround Pyramid include:
• Evaluate status of a turnaround at any point during the scope development and
planning phases. The readiness evaluation is:
o Comprehensive with 21 major components
o Scaleable to the complexity of the turnaround and the timing prior to the
turnaround
o Identifies gaps with Best Industry Practices
o Takes less than 50 minutes to complete without pre-preparation – a great
time/value investment
• Gauge your team’s alignment around critical turnaround issues, and planning
status. The alignment is:
o An objective measure of alignment by calculating the deviation between
the various answers of the turnaround team members.
o An enabler of dialogue between team members, across functions, and with
management
• Tried and true method. The turnaround readiness pyramid has been applied on
many turnarounds and is praised by all who have used it
• Self-assessment - no outside facilitators or consultants required
• Easy to use and secure - team members can log into the network and
answer the Readiness Pyramid questions from their own desk – there are multiple
layers of passwords.
Accessing
• Log into www.Turnaround-Network.com
• Select Tools from top menubar
• Select Pyramid from left menubar
Entering a new turnaround

A record can be created within the Turnaround Pyramid for each turnaround being
planned by the group. When the record is created, general information about the
turnaround (name, location, planned start date, turnaround leader) is documented. The
Turnaround evaluation leader creates a record with the background info the first time and
the members of the turnaround team enable themselves to complete the evaluation.
• Access the Pyramid
• Select “Add New Turnaround”
• Enter Turnaround Information, including a password, and select “Submit”
• Enter Evaluation Information, including multiple team or consensus, and select
“Submit”
• Select “Start Your Evaluation Now”
• Add yourself to the evaluation

• Answer the questions
Multiple evaluations can and should be created for each turnaround record. Since the
questions within the Turnaround Pyramid account for time and complexity, a turnaround
team should create a new evaluation when entering a new planning phase or if there are
significant changes in the turnaround characteristics.
Note that there are two (2) types of evaluations: Multiple Team Member Evaluation
and Consensus Evaluation. The two types are discussed as follows:
• Multiple Team Member Evaluations allow team members the ability to
evaluate the project individually. The overall project status is calculated as the
average from the inputting individual team members. Each team member is given
equal weight in determining the overall status. Importantly, selecting this option
allows team alignment to be measured by the Pyramid.
• A Consensus Evaluation allows only one user to provide input. Ideally,

this option should be used for evaluations done as a team exercise in a facilitated
setting, or, in circumstances where an individual is performing an evaluation
separately from the rest of the team. Selecting this option precludes the reporting
of a team alignment measure.
Adding Yourself to an existing evaluation

• Access the Pyramid as described above
• Select “Select Existing Turnaround”
• Search for the turnaround and click on the name
• Enter password provided by turnaround evaluation leader
• Click on evaluation name
• Select “Start Your Evaluation Now”
• Add yourself to the evaluation
• Answer the questions
Completing an Evaluation
• After adding self to evaluation, select a planning component
• Select the level among the five (5) choices that best describes the current
characteristics. Note that the questions are intended to be cumulative. Therefore, it
is recommended to start with the first level, confirm that the current
characteristics meet or exceed this description, and move to the next level before
making final selection.
• Click the circle next to the selected level. Make sure the circle turns solid
and the text box is highlighted after clicking on the level.
• Select "Finish" if this is the last subcomponent, or "Next" if there is
additional subcomponents.
• Answer all 21 components
• After answering all 21 components, select "Reports"

Reports
To access the reports, do the following:
• Access the Pyramid as described above
• Select “Select Existing Turnaround”
• Search for the turnaround and click on the name
• Enter password provided by turnaround evaluation leader
• Select "Reports" from the upper right menu
• Select the appropriate report

Team Report – Overall Turnaround Readiness
The planning status is calculated from the responses provided in the evaluation
section for the 21 components of the pyramid. If multiple team members perform the
evaluation, then the overall status is the average score from the users. The response of
each team member has equal weight in determining the overall status. The Overall
Readiness reports are illustrated by the stoplight colors:
• A red light indicates a turnaround with "Major gaps from Best in Class"
• A yellow light indicates a turnaround that is "Borderline, some gaps from
Best in Class"
• A green light indicates a turnaround that is "Best in Class"
The alignment measures the degree of agreement by individual team members on the
turnaround status by component. This feature provides the turnaround team with an
understanding on how well aligned they are as a team on the level of turnaround
readiness. There are three possible ratings:
• A red light indicates a turnaround with "Weak Alignment" - Substantial
differences across team in rating project status. These differences should be
discussed and resolved prior to proceeding through decision gate.
• A yellow light indicates a turnaround with "Moderate Alignment" - Some
differences across team in rating project status. These differences should be
discussed and understood before proceeding through the decision date.

• A green light indicates a turnaround with "Strong Alignment" - Minimal

difference across team in rating project status.
The Pyramid's alignment feature is only reported for multiple team member
evaluations and there must be a minimum of three team members participating in the
evaluation for alignment to be displayed.

Team Report – Turnaround Readiness Pyramid
The planning status of each components is presented in the Team Report –

Turnaround Readiness Pyramid.
The user can "drill down" and identify the status and alignment on each major
component by double-clicking on the component text.

Also, the alignment of each component is presented in the Team Report – Turnaround
Readiness Pyramid.
The user can "drill down" and identify the status and alignment on each major
component by double-clicking on the component text.

Team Report – Turnaround High/Low
The High/Low Report shows the five highest rated and five lowest rated components
within the current turnaround evaluation. It is used to show the strongest and weakest
attributes of the current turnaround, primarily to highlight the weakest areas for re-
evaluation.

Team Report – Boston Square
The Boston Square Report graphs the current status of each component on one
axis, and the alignment of each component on the other axis. The optimal level is to be
well defined AND well aligned – which would be in the upper right quadrant of the
graph.
To find a specific component, place the curser over the planning component in the
list on the left.

Planning Component
The user can "drill down" and identify the status on each major component by double-
clicking on the component text.
Individual Reports include:

• Readiness Pyramid for each individual
• High/Low Reports for each individual
Compare Evaluations includes:

• Compare Overall Readiness
• Compare Turnaround Status
• Compare Turnaround Alignment
• Compare Turnaround High/Low

Pyramid-Process Guidelines
Features
The Turnaround Pyramid - Work Process Linking Guidelines provides the user
with a link between the planning components of the Turnaround Readiness Pyramid and
the planning and execution phases of the Turnaround Work Process. Select a Pyramid
component, and the document will summarize the key activities for that component by
planning and execution phase.
Accessing
• Select Pyramid-Process Guidelines from left menubar

Risk Manager
The Risk Manager is a self-assessment tool that enables turnaround teams to

assess the relative risk of their turnaround based on the characteristics. In addition to
providing risks with specific outcome performances (e.g. schedule, startup, safety, cost,
and operability), the risk manager also highlights specific planning components to focus
on in order to minimize the impact of these potential risks.
Features
Some key features of the Risk Manager include:
• Easy to use - answer a series of questions about the turnaround in about 15
minutes
• Self-assessment - no outside facilitators or consultants required
• Analyze and close gaps - results indicate specific planning components to
focus on and provides links to job-aids
Accessing
• Select Risk Manager from left menubar
• Select "Begin Risk Analysis"

• Answer the questions and select "Calculate Risk"

• View the Risk Profile
• View planning component results by selecting "Pyramid"

Reports
Risk Profile

Planning Components

Process
Turnaround Work Process

Empower your team with our comprehensive world-class turnaround management
process and associated job aids. Our process is an electronic roadmap for achieving safe,
event-free, and predictable turnarounds.
Features
The turnaround work process has eight phases and five phase reviews, starting
with setting objectives, through definition, planning, execution, and post turnaround
activities. Within each phase there is a set of process steps (activities and deliverables)
that have to be completed. Job-aids and definitions are integrated into the phases and
process steps, where available.
Accessing
• Select Process from top menubar
• Select Turnaround Work Process from left menubar
• Select a Phase from left menubar
• Select Process Step or Phase Characteristic for more info
• Select highlighted text for Glossary and Job-Aids

Process Phase

Process Step

Job-Aids
As part of the Turnaround Work Process, job-aids for key activities in the specific
phases and process steps are available for users. These PDF documents are based on
industry Best Practices and are intended to help turnaround managers and team members
plan and execute the turnaround more efficiently.
Features
The types of job-aids include:
• Checklists
• Guidelines
• Procedures
• Report Templates
Accessing
• Select Job-Aids from left menubar
Examples
Bid Package Management List
Capital Project Integration Checklist
Capturing Lessons Learned
Contractor Performance Evaluation
Final Turnaround Execution Plan Guidelines
Inspection Checklist
Labor Hours Definition
Lessons Learned Action Item List
Milestone Schedule Checklist
Post-Turnaround Questionnaire
Pre-Shutdown Execution Plan Guidelines
Preliminary Execution Plan Guidelines
PreShutdown Planning Checklist
Procedure Management List
Procurement Management List
Resource Management List
Roles and Responsibilities
Safety Plan
Team Involvement
Turnaround Accounting Rules
Turnaround Execution Reporting Matrix
Turnaround Meeting Guidelines
Turnaround Reference Book Guidelines
Worklist Challenge Session
Work Breakdown Structure

Complexity Calculator
Features
Recognizing that different turnarounds have different levels of complexity,
Turnaround-Network.com categorizes the risk as High, Medium, or Low based on some
high level characteristics. Turnaround complexity is determined by the following
characteristics:
• percentage of engineered capital in the planned scope,
• planned number of labor hours,
• and duration since the last planned turnaround.
Accessing
• Select Complexity Calculator from left menubar

Reference
Features
The Reference section of Turnaround-Network.com contains lists of articles and other
reference material grouped by topic area.
National Petrochemical and Refiners Association (NPRA) provides Turnaround-

Network.com with publications related to turnaround management and maintenance from
recent conferences through a collaborative arrangement.
Accessing
• Select Reference from top menubar
• Select a topic from left menubar
• Select Abstract, Text Document, or Presentation

Bulletin Board
The Bulletin Board section of Turnaround-Network.com allows users to network with

professionals by posting topics and replying to messages.
Features
The home page of the Bulletin Board is divided into three (3) sections:
• Left Navigation Tab Menu for quick access to common actions, including:
• Select "Home" for general information
• Select “Post Message” for posting new messages (i.e. creating topics)
within conferences.
• Select “Search Messages” for searching messages by key word or date.
• Select “More Options” for profiles, e-mailing, and messages.
• Messages Menu for listing messages, including:
• All messages
• New messages
• Text Window for reading and entering text and for viewing and changing
options
The messages on the Bulletin Board are organized as follows:

• Conferences are the highest-level message grouping within the Bulletin

Board. The Group Administrator creates the conferences within the Bulletin
Board.
• Topics are the next level message grouping within the Bulletin Board.
Users can create topics within the conferences by posting a new message.
• Messages are posted and replied to within the topic area by the users.
As a registered user of Turnaround-Network.com, you gain access to two user groups:

• Global – which can be accessed by all registered users within the network
• “Group Name” – which can only be accessed by users registered with this
group
Accessing
• Select Bulletin Board from top menubar
• Select "Global" or Company-specific board
Common Actions
How do I view a message?
• Select a conference
• Select a message within the conference
• The original message and all replies will appear in the text window
How do I post a message (i.e. create a topic)?

• Click on a conference in the Messages Menu so that a “-“ appears
• Select “Post” from the Left Navigation Tab Menu
• Enter topic
• Click on appropriate options
• Enter text
• Select “Post”
• Correct spelling errors
OR
• Select “Post” from the top menu of the message within a conference and
proceed as above
OR
• Select “Post new Topic” at the end of the last reply message of a topic and
proceed as above
How do I reply to a message?

• View a message
• Select “Reply” from the top menu of the message
• Proceed with post a message as described above
OR

• View a message
• Select “Reply to: ” at the end of the last reply message of a topic and
proceed as above
How do I search for a message?

• Select “Search” from the Left Navigation Tab Menu
• Complete information for “Key Word Search” or “Date Range Search”, as
appropriate
• Click “Search” within the text window
• Select Topic text to view the message
How do I view new messages?

• Select “Home” from Left Navigation Menu Bar, if necessary
• Select highlighted text with number of new messages in text window
OR
• Select New Messages from the Message Menu
How do I view today’s messages?

• Select “Search” from the Left Navigation Tab Menu
• Select “Today’s Messages” within the text window
OR
• Select “More Options” from the Left Navigation Menu Bar
• Select “Today’s Messages” within the text window
How do I attach a file?

• Post a message or reply to a message
• Click the box for Attach file
• Select “Post” at the bottom of the text window
• Click “Browse” and select file
• Select “Upload Now”
How do I delete my posted message?

• View a message
• Select “Delete” from the top menu of the message
Note: You can only delete messages you posted, not anyone else’s
• Select “Yes”
How do I edit my posted message?

• View a message
• Select “Edit” from the top menu of the message
Note: You can only edit messages you posted, not anyone else’s
• Edit the message, as appropriate

How do I go to a different User Group?

• Select “Bulletin Board” from standard tabs across the top
• Select the appropriate User Group
How do I mark messages as read?

• Select “More Options” from the Left Navigation Menu Bar
• Select “Mark All Read” within the text window

Help and Support
Frequently Asked Questions are available to answer common questions new users may
have about the Turnaround-Network.com. These are accessible from the left tab on the
login page and Turnaround-Network.com home page.
Glossary is available to define commonly used terms within Turnaround-Network.com.

These are accessible by selecting the highlighted text within the appropriate section or
from the left tab of the Turnaround-Network.com home page.
Help is available in two sections: Help for Turnaround-Network.com and Help for
Readiness Pyramid. These are accessible from the top right tabs of the respective
sections.
Support is available through both email and telephone. An email can be sent to Technical
Support, which will be responded to by a technical specialist within 24 hours. Telephone
technical support is also available Monday – Friday at (240) 683-1001 from 9:00 AM to
5:00 PM EST.

Appendix A: Glossary
Asset Improvement Plans

Asset Improvement Plans are deliverables from the Long Range Strategy Phase of the
work process. Developed by cross-disciplined teams and based on economic analysis,
these plans provide the basis for improving the performance of the asset. The plans
should include both a Long Term Strategy and a Definitive Two Year Plan
Authorization Cost Estimate

A deliverable of the Detailed Planning Phase, the authorization cost estimate is prepared
with a level of accuracy of +/- 15 percent, or better. The estimate should include Expense,
Maintenance Capital, and Engineered Capital as major categories. Also, the direct labor,
indirect labor, and materials for each major category should also be included in the
estimate. Also, there should be detailed calculations, records, and quotations to support
the estimate, as appropriate.
Capital Projects
Capital Projects are typically performed during the Turnaround of a Process Plant. It is
also beneficial that the same management team that manages the Turnaround effort direct
the capital effort during the period immediately before and during the Turnaround
window.
Sub-Component Analysis:
Capital Projects - Team
Capital Projects - Engineering Packages
Capital Projects - Integration
Capital Projects Job Aids:
Capital Projects Integration Checklist
Turnaround Work Process - Pyramid Component Linkage
Capital Projects-Engineering Packages

The Engineering Packages should be tracked during the Turnaround planning phases as
being in-process, in review, or released. In addition, the ownership of the engineering
packages should be clearly defined.
Capital Projects-Integration
Capital Projects should be integrated with the Maintenance activities with the same
Planning and Scheduling methods. In addition, there should be seamless coordination
with Maintenance.
Capital Projects-Team
The Capital Projects representatives should be integrated into the Turnaround Team, as
appropriate. In addition, the priority of the capital projects should also be clearly
communicated.
Capital Project Portfolio

The capital project portfolio is a prioritized list of capital projects and plant modifications
that clearly defines the specific value, payback, and prioritization of each project.
Communications
The appropriate communication of turnaround goals and progress to achieving these
goals is essential to the success of Turnaround. Daily and weekly meetings to establish
priorities and resolve issues must be well planned and disciplined to be effective.
Communication between shifts and units that must be worked together are also important.
Communications - Sub-Components
Communications Job Aids:

Turnaround Meeting Guidelines
Completed Turnaround Work

A deliverable of the Turnaround Execution Phase, this work includes all capital and
expense activities planned and executed, as well any additional activities added to the
scope of work.
Comprehensive Report
A Comprehensive Report of the turnaround is a deliverable of the Post-Turnaround
Phase. This report captures all the planning and execution activities and can be used to
capture lessons learned for future turnarounds of the same or similar processes.
Conceptual Cost Estimate

A Conceptual Cost Estimate is a deliverable of the Concept Phase. The accuracy of the
estimate should be about +/- 30 percent. The estimate should include Expense,
Maintenance Capital, and Engineered Capital as major categories. Also, the direct labor,
indirect labor, and materials for each major category should also be included in the
estimate.
Contingency Planning
During this phase all potential risks that threaten the turnaround execution goals are
assessed on a basis of Likelihood and Consequence of Occurrence. For all high risk items
contingency plans to appropriately deal with the risk should be established.
Contingency Planning - Sub-Components
Contingency Planning Job Aids:
Contractors
Contractors play a critical role in the planning and execution of a Turnaround, and this
component relates to the owner's contracting strategy and process for selecting
contractors.

Contractors - Contractor Selection

Contractors - Contracting Strategy
Contractors Job Aids:
Contractor Bid Package Management List
Contractor Performance Evaluation
Contractors-Contractor Selection
The process for selecting contractors relates to the effectiveness of the selection criteria
and the timeliness of the strategy and selection.
Contractors-Contracting Strategy
The planning element includes the strategy to perform the work includes how the
contracts should be structured and what type of contractors; specialty or general are most
effective. Typically the type of work scope must be compatible with type of contractor
and the appropriate contract form that is established. Consideration should also be given
to the utilization of incentive contracts.
Cost Estimating
The cost estimating process is performed sequentially with more precise definitive
estimates available when the detail planning is complete. Typically the cost is categorized
into direct, indirect and overhead costs, each of these cost is tracked as part of the overall
cost control effort. A good estimating method permits cost tracking and control and
financial projections once the work initiates.
Cost Estimating - Sub-Components
Cost Estimating Job Aids:
Turnaround Accounting Rules
Critical Path Schedule

A Critical Path Schedule is a deliverable of the Definition Phase and establishes a
schedule of key planned work. The schedule is based on the longest sequence of essential
worklist activities that determines the minimum time a turnaround can be completed. If
the completion of any activity is delayed, the completion of the turnaround will also be
delayed. This sequence of critical work activities is called the "critical path."
Daily Routine Maintenance

Maintenance performed on operating equipment on a day-to-day basis. Typically, an
organization would have both a rolling 13 week schedule process and a rolling 4 week
schedule reviews and freeze, with a work-week manager. Typically metrics include
percent backlog by system, by category; schedule compliance; percent completed, not
scheduled; and reasons for scheduled, not completed work.
Detailed Planning

During this phase of the Planning Process the work scope is broken down into job
packages which provide all the information to perform the work in the field including
trade allocation, drawings, procedures tools, equipment and materials. In Detailed
planning materials required to perform the work are usually requisitioned and allocated.
Typically plant shutdown and startup sequences and procedures are developed, reviewed
and validated by operational planning representatives. Job Walk downs with contractors
are also performed during this phase of the planning process.
Detailed Planning - Sub-Components
Detailed Planning Job Aids:
Final Turnaround Execution Plan Guidelines
Detailed Pre-Shutdown Schedule

A deliverable of the Pre-Shutdown Planning Phase, the detailed schedule should integrate
all the mobilization, training, and fieldwork activities for the pre-shutdown phase,
including
Tagout/lockout activities
Permits
Support activities
Schedule of heavy machinery
The Pre-Shutdown Schedule should be integrated with the daily schedule and the
turnaround schedule. It should also include the coordination of mobilization, and training
plans for contract and owner personnel.
Detailed Turnaround Schedule

A deliverable of the Detailed Planning Phase, the detailed schedule should integrate all
the capital and expense activities for the turnaround execution phase, including
Shutdown, cleanup, and tagout
Inspection activities
I&E activities
Predictive, preventative & corrective maintenance activities
Capital project work
Field support e.g. scaffolding etc.
QA/QC points
Testing
Startup
Production ramp up
Execution Control
This phase of the planning process is related to the methods for controlling cost,
schedule, and percent work completion during the turnaround execution. In addition, such
issues as the handling of mischarges and monitoring fieldwork progress are also
identified.
Execution Control - Sub-Components

Execution Control Job Aids:

Turnaround Execution Reporting Matrix
Frozen Worklists
Frozen Worklists are deliverables of the Definition Phase, and include both the
Turnaround Worklist and the Pre-Shutdown Worklist. The worklist should be frozen only
after getting the input of key functions (e.g. Engineered Capital Projects, Inspections,
Maintenance, Operations, Reliability Engineering, etc.) and after going through a
challenge session to optimize the scope. After issuing the Frozen Worklists, the
turnaround team should initiate a documented scope control process.
High Potential Risk Areas

Certain inherent characteristics of turnarounds can lead to high potential risks. Some of
the areas include: percent of engineered capital within the scope, new procedures,
commercially unproven technology, number of field workers, resource availability, etc.
For more information, see the Risk Manager Tool within the Tools section.
Inspections
This key functional group typically provides a large portion of the Turnaround scope. It is
necessary that the Inspections findings from previous Turnarounds and any in-process
inspections be accommodated in the work scope. During the Turnaround a key reliability
process to assure mechanical integrity is an inspection plan to find any issues, which
must be addressed. The utilization of Risked Based Inspection techniques to establish the
Inspection scope is being increasingly used by many organizations to effectively focus
the Inspection effort.
Inspections - Sub-Components
Inspection Job Aids:
Inspections Checklist
Key Management Lists

Key Management Lists are deliverables of the Definition Phase and are used to help
manage key planning aspects at the turnaround manager level. The lists should be created
during the Definition Phase in order to understand the magnitude of each planning
component, and used to track progress during the other planning phases. Examples of key
management lists include:
Bid Packages Management List
Lessons Learned

A systematic study of critiques of previous Turnarounds and large capital projects is an

important element in the preparation for a successful Turnaround. Key part of this
process is to understand previously encountered issues with improvement action items
assigned to individuals with deadline dates for completion.
Lessons Learned - Sub-Components
Lessons Learned Job Aids:
Capturing Lessons Learned
Post-Turnaround Questionnaire
Long Range Plan

Long range planning is the process for establishing Turnarounds based on Reliability
Issues, Capital Planning, and Economic Decision Models. Typically this should be
projected for two to three Turnaround cycles. Effective Long Range Planning permits
sound management of Capital Projects together with Operational and Reliability Issues
and permits an organization to better allocate its Human and financial resources.
Long Range Plan - Sub-Components
Long Range Plan Job Aids:
Loss of Production
The contribution to financial profits (contribution to margins) of the value of the
product(s) that would have been normally manufactured during the turnaround period if
the turnaround was not to commence.
Materials Management
During this Phase Materials are ordered and / or allocated and usually by equipment or
project number with the computerized maintenance system. At this phase the plan to
control and distribute and stage the material is established. Contracts with all execution
contractors and shops for component overhaul area also completed.
Materials Management - Sub-Components
Materials Management Job Aids:
Objectives Letter
The Turnaround Objectives Letter is a deliverable of the Concept Phase. The Turnaround
Team can effectively communicate to the organization the goals, rationale, critical
requirements, work list criteria, list of major scope items, safety awareness, cost,
schedule, and timing.
On-spec Production

As a deliverable of the startup phase, ownership of process equipment is transferred back

from the turnaround team to operations and the plant is at steady-state operations when it
produces saleable on-spec product.
Planning Practices
Planning is the process of analyzing the work scope to determine how it most effectively
could be performed in the field. The Planning Process considers logistical issues to
optimize the work and to assure that all advanced preparations are complete. In addition,
plant shutdown and startup sequencing is often performed in this preparatory phase of the
Turnaround Process.
Planning Practices - Sub-Components
Planning Practices Job Aids:
Preliminary Execution Plan Guidelines
Work Breakdown Structure
Post-Turnaround Worklist
The list of items identified after the completion of the Turnaround Execution Phase that
still need to be completed after the turnaround is completed.
Pre-Shutdown Planning
All work scope opportunities which can be performed before the Turnaround should be
planned and scheduled. Appropriate manpower planning should be completed and used
as an opportunity to mobilize and train the turnaround work force.
Pre-Shutdown Planning - Sub-Components
Pre-Shutdown Planning Job Aids:
Pre-Shutdown Execution Plan Guidelines
Pre-Shutdown Planning Checklist
Pre-Shutdown Work
A deliverable of the Pre-shutdown phase, this work includes all the mobilization, training
and fieldwork activities (both capital and expense).
Pre-Shutdown Work Plans

Work plans are deliverables of the Pre-shutdown Planning Phase at the appropriate level
of detail and reflect a segment, grouping, or portion of work. The work plans contains all
the necessary instructions, drawings, procedures, bills of materials, as appropriate.
Procedure Status
Comprehensive review and revision of all procedures anticipated to be used during the
Turnaround should be performed. This phase includes the establishment of training
packages for any new or revised procedures, which are identified.

Procedure Status - Sub-Components

Procedure Status Job Aids:
Readiness Assessment
At multiple points prior to the Turnaround start date, a Readiness assessment should be
performed. This process will uncover prioritized areas of concern that should be
addressed in a short time frame. It is recommended that this assessment be performed by
the Turnaround Team and by an outsider with turnaround experience to act as
independent review of the readiness.
Readiness Assessment - Sub-Components
Readiness Assessment Job Aids:
Resource Planning
Resource Planning involves the determination of skilled craft requirements and the
staffing needs of the Turnaround management organization. Logistical issues and shift
schedules are also addressed during this phase of the process.
Resource Planning - Sub-Components
Resource Planning Job Aids:
Resource Requirements
Resource requirements are a deliverable of the Concept Phase, which should be updated
for each phase during the Turnaround Planning and Execution. The requirements should
be broken down by phase (e.g. definition detailed planning, pre-shutdown, and
execution), by function (e.g. engineering support and field construction), and by type
(e.g. owner or contractor).
Risk Based Inspection

Risk-based inspection (RBI) is an integrated methodology that factors risk into inspection
and maintenance decision making. RBI is both a qualitative and quantitative process for
systematically combining both the likelihood of failure and the consequence of failure, to
establish a prioritized list of total risk. From that list, the RBI user has the opportunity to
design an inspection program that manages (reduces or maintains) the risk of equipment
failures.
Safety Planning
Planning is an essential tool to obtain excellent safety performance in the Turnaround.
This involves the development of site wide safety guidelines and training requirements
and training packages for the workers to be brought on site. During this phase job level

safety analysis is performed to establish appropriate safety procedures such as Lock-

Out / Tag- Out and Personal Protective Equipment are determined.
Safety Planning - Sub-Components
Safety Planning Job Aids:
Safety Plan
Scheduling Practices
The Process to sequence the work in the most effective manner is part of the scheduling
phase of the work process. During this phase the critical path and the manpower
resources required to perform the work are typically determined. The schedule, which is
developed, must be able to be progressed in the field to establish proper control of the
workflow. For a large Turnaround the scheduling is typically performed with a
computerized Scheduling Program that allows " What If " type analysis.
Scheduling Practices - Sub-Components
Scheduling Practices Job Aids:
Labor Hours Definition
Milestone Schedule Checklist
Scope Control Process

A documented and rigorous approval process initiated after the Scope Freeze Date that
any additional worklist item submitted must go through before being added to the
worklist.
Scope Freeze Date

Scope freeze date is the date at which the final worklist is established. This date typically
marks the end of the Definition Phase and results in a Frozen Worklist. Projects or jobs
added to the worklist after this date should have a more rigorous approval process and are
categorized separately (e.g., add-on work).
Scope of Work
The scope of work for the turnaround refers to all the activities which need to be planned
and executed during the shutdown, execution, and startup phases. The scope includes all
types of activities, including maintenance, inspections, and capital projects.
Scope of Work - Scope Analysis, Prioritization & Evaluation
Scope of Work - Scope Development
Scope of Work - Scope Growth Control
Scope of Work Job Aids:
Worklist Challenge Process
Scope of Work-Analysis, Prioritization, & Evaluation

After developing the scope of work, this refers to the commitment by the turnaround
team to plan a minimum scope of work and establish a process for analyzing and
scrutinizing the scope of work.
Scope of Work-Scope Development

A systematic disciplined approach to gathering the work scope and preparing the final
scope document is a critical activity that must be performed early in the conceptual
planning phase of the Turnaround. Integration of all work activities in one comprehensive
scope document is believed to be essential.
Scope of Work-Scope Growth Control

After the scope is frozen a structured rigorous process to add or delete work is required to
control and account for any changes to the total work effort.
Training
A Training Plan for all necessary training including how and who will perform the
Training is established. This involves site specific safely training for all the workers as
they are mobilized on site. Operational and Maintenance training for new equipment or
processes is also completed during this phase of the preparation process.
Training - Sub-Components
Training Job Aids:
Turnaround Reference Booklet Guidelines
Turnaround Goals
Turnaround goals are deliverables from the Long Range Strategy Phase of the work
process. They are meant to capture the primary goals and outcomes of the turnaround,
including the general scope, cost, and timing in order for the turnaround to be viewed as
successful.
Turnaround Performance Metrics

Key performance metrics related to the turnaround outcomes (safety, cost, schedule, and
operability), as well as some of the practices (e.g. percent add-on work, actual freeze date
versus planned, etc.)
Turnaround Start Date

The turnaround start date is the date when the process shutdown begins. This date also
marks the beginning of the shutdown phase within the Turnaround Execution.
Turnaround Steering Committee

The Turnaround Steering Committee is a cross-functional team with the ability to enable
the turnaround team by removing barriers, providing appropriate resources, and
empowering the team to succeed. They will not be involved in the day-to-day details of
the planning and execution of the turnaround, but should be stakeholders that are
knowledgeable with the turnaround process and its key deliverables.

Turnaround Team
The Management of a Turnaround from conceptual stage to completion is a team effort.
It is important that the team members clearly understand their Roles and Responsibilities
and work in an effective manner. Team Building to build alignment among the team
members on key issues is essential to successful Turnaround execution. Setting
aggressive team goals with consistent performance feedback is an important aspect of the
team process.
Turnaround Team - Building Process
Turnaround Team - Leadership & Composition
Turnaround Team - Organization
Turnaround Team Job Aids:
Roles and Responsibilities
Team Involvement
Turnaround Team-Building Process

The team building process relates to whether formal team building activities are part of
the planning process, the alignment of the Turnaround team members, and the
effectiveness of feedback from the leadership team.
Turnaround Team-Leadership & Composition

The leadership and composition of the Turnaround Team relates to the selection and
participation of team members, as well as the defining of roles and responsibilities.
Turnaround Team-Organization
The organization influences the Turnaround Team, especially with respect to the level of
senior management support, the responsibility for the outcome of the turnaround, and the
empowerment of the team members.
Turnaround Work Plans

Work plans are deliverables of the Detailed Planning Phase at the appropriate level of
detail and reflect a segment, grouping, or portion of work. The work plans contains all the
necessary instructions, procedures, materials, as appropriate.
Worklist Criteria
The criteria used to prioritize worklist items in order to optimize the scope of work e.g.
work that cannot be performed while the unit is running or is economically unattractive to
do so.
Safety or Environmental Requirement
Inspection Requirement
Profitability Item
Compelling Operating or Mechanical Need


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Welcome to www.Turnaround-Network.com, an interactive, web-based

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Information entered and processed through the www.Turnaround-Network.com

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Log In as Registered User

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Adding Yourself to an existing evaluation

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Individual Reports include:

Compare Evaluations includes:

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