Plant turnarounds or planned shutdowns (TAR) for scheduled maintenance and modification of plant and process units are the most expensive, complex and difficult to manage maintenance projects in oil, gas and petrochemical industry, typically accounting for about 25% of the maintenance expenditure.

What we did? 

We followed Technicians from Main Operators as well as contractors in an oil platform performing tasks during a 60 day Shutdown with a major client.

What we found?

We found that out of a 12 hour shift, barely 6 hours of productive work is achieved. That set the challenge for us.

The Challenge

  • Inadequate planning, ineffective scope definition and poor estimates leading to rework, inefficiencies and ineffectiveness in capacity & performance management
  • Scope creep coupled with insufficient third party coordination implies poor risk assessments, quality assurance and sign off of lifting, rigging, scaffolding and permit (ISSOW) needs
  • Poor job definitions, poor specification of resources, spares, services and parts create mobilisation problems with significant impacts on POB
  • Disparate sources of information with multiple planning systems such as SAP, Maximo, Primavera, MSP, Safran and Excel Sheets with no one source of integrated solution that provides a road map to optimisation and reduction in duration and frequency of TARs.

The Solution

What we did

Integrate all Operational & Maintenance Tasks into a ‘single source of truth’ – one plan and create progress visibility

The Benefits of the Pilot

  • 50 – 70% reduction in waiting time
  • Improved availability through faster access to production equipment
  • TAR productive time up at least to 8hrs /day from typical 6hr/day (in a 12 hr shift)
  • Reduction of deferred production by 15 ~ 25%
  • Flotel costs (typically $250k/day) saving ~$1 m for 15% improvement in a 30 day TAR

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