Preamble:

All Asset Intensive Organizations in the Continuous and Batch Processing Industry have implemented their Asset Maintenance Strategy Management System for developing and implementing the Maintenance Strategies-viz., Preventive, Condition-Based and Corrective Maintenance needs of their various Assets.  The increasing scale and complexities of their Physical Assetshave made it imperative that Maintenance is increasingly becoming Risk-Based and Reliability-focused. The arrival of several Condition Monitoring, Inspection and Diagnostic Techniques and the dawn of Maintenance 4.0 is equippingtoday’s Organizations with never-before-seen technical capabilities for Condition-Based and Predictive Maintenance. Today Asset Condition and Performance Management is an important aspect in the Physical Asset Management.

The Asset Maintenance Strategies aimed at preventing, detecting and finding failures comprises Run-To-Failure, Preventive Maintenance, Condition-Based Maintenance and Design-Out/Improvement Maintenance. Asset Strategy Management Cycle based on P-D-C-A approach ensures that these Strategies are continually optimized over a period of time.This brings into focus Maintenance Work Management, including Planning and Execution of various Maintenance/Inspection Work on Assets and Facilities. For most organizations in the process industry, Major Turnarounds are the corner stone for effectively delivering long-term Integrity and Reliability of their assets towards Operational and Business Excellence.

Maintenance Work Management – Routine & Turnaround Maintenance 

Work Management is where the Maintenance & Reliability Works get done on the Assets. Maintenance Planning converts the Asset Strategies into Actions to be performed for risk mitigation. It is the effective and efficient field work execution of various Maintenance/Inspection Work (Improvement Work, Structured Work of PM and PdM, Corrective Work-Planned and Unplanned, Other Work) when the rubber meets the road.

Major Turnarounds are fraught with Risksand when well planned, managed and executed, provide  a great opportunity for Organizations in their  Asset Integrity and Reliability Management. Agood TA Management System, robust, integrated and digitalized TA Business Process and Practices is the foundation. Furtherdue considerations for various Risks in planning and execution of TA Maintenance/Inspection Work, and their timely and effective mitigation is critical to ensure all Turnarounds meet their objectives and KPIs.

Turnarounds are complex Business Events and a holistic approach to Asset Integrityand Reliability Management, including their optimum integration to Process Safety Managementcontributes to effective Asset Risk Management. 

Turnaround (TA) Risk Management-Strategic Aspects

Inadequate Risk Identification and Management is one of the key factors for poor TA Performance across Organizations. 

1. Critical considerations for TA Success:
   • TA Complexity which isbased on the following factors:
     Size of the TA (whether a single/multiple unit is involved in the TA); Amount of Capital Project integration work to be executed in the TA window; TA Interval – time between two TAs/from last TA (this affects the current material condition of the Assets, e.g. static equipment/piping)

• • Inherent Challenges and difficulties which is based on the Plant/Unit Characteristics: Plant Process Technology/New Technology/New (proprietary) Asset Types; Operating Philosophy of the Plant/Unit (e.g.Continuous/Batch Process; Loads); Plant Layout/Area Congestion; Equipment Design/Congestion; Inherent and current Asset Reliability/Integrity (Asset Lifecycle Phase); Location (coastal, monsoon/rains etc.) and weather window of the TA

2. TA Work Scope determination: This is one of the critical aspects of TA Planning that determines to what extent the current and foreseeable risks to the Integrity and Reliability of the Assets is planned to be mitigated. There are Risk-Based approaches for the Scope development based on the planning horizon for steady-state assets. However any Capital Project Integration poses significant risks to the TA success and needs a very careful approach in all phases of such integration. 

3. TA Management System: A robust TA Management System that includes a TA Strategy, integrated and digitalized Business Processes, leveraging Technology is essential for today’s business. Further periodical TA Assurance Reviews goes a long way in timely identification and effective mitigation of several TA risks.

4. Operations and Maintenance Integration: This is another critical aspect for TA success. Some of the factors to be considered are:
   Unit & Asset Shutdown to System/Asset Handover; Process Systems/Loops; PTW& Isolation Management; Consideration for PSSR/s, System/Asset Takeover to FlawlessUnit Startup, Ownership & responsibility for new Assets/Asset System (MOC/Capex); Plan and Schedule for Final On-Spec Product Out

5. Capital Project Work Integration: Significantly affects the TA outcomes and success. Factors to be considered are:
   Complexity of Turnaround and its potentialimpact on Capacity, Reliability, Integrity, Process Safety; Integration of  asset integrity and reliability practices in Capital Project Work; Integration Planning between TA and Project Organization, Strategies, Scope, and other aspects; Level of Planning and Preparations, Ln Schedule; Pre-SD Work Plan and Completion; Interface Work (Ownership & Responsibility); Integrated Review of TA and Project

6. Turnaround Risk Management-Some Tactics: Apart from some of the Strategic aspects of TA Risk Management, there are several tactical aspects for effective and holistic risk management. I will explain them in my next article…