PLANNING FOR THE FUTUREM A N A G I N G T U R N A R O U N d s E F F I c I E N T Ly b y I N T E G R AT I N G P L A N N I N G w I T H c O N T R O L O F w O R k

s H U T d O w N s , T U R N A R O U N d s & O U TA G E s Shutdowns, turnarounds and outages, or STOs, are one of the most complex, time consuming and expensive projects in hazardous industries like Oil & Gas, Petrochemical and Chemical.

M A N A G I N G T H E F I N A N c I A L I M PA c T O F T U R N A R O U N d s Projects can include up to a month of asset downtime and means managing hundreds or even thousands of workers costing tens of millions of dollars. The financial impact of a turnaround is huge and the top priority is to prevent that inefficiencies and inadequate planning result in slippage (or overrun). One day of slippage for a large plant means even more millions of dollars of lost revenues and profitability. PRIMAVERA P6

Asset owners need to execute their turnarounds as effective and efficient as possible. Setting out the right strategy, thorough preparation, effective planning, infrastructure maintenance, and people and inventory management are all critical for successful turnarounds.

Inspections, maintenance, and repairs must be performed correctly and on time to maximise the efficiency and lifespan of key infrastructure investments, and to increase safety by preventing risk. Enterprise Project Portfolio Management solutions (EPPM) are essential to improve STO strategy, operations execution and financial performance.

L A R G E s c A L E R I s k M I T I G AT I O N The preparation of an STO poses perhaps the biggest safety challenge an operator can face. The number of high risk activities that takes place simultaneously is very high with complex inter-dependences. There are lots of breaking containment foreseen, and isolations to be carried out. Many high risk activities require a level 2 Task Risk Assessment and different control barriers to be put in place.

Control of Work procedures ensure that maintenance work is carried out exactly in line with safety instructions. Digital control of work systems with integrated software for Permit to Work, Isolations and Risk Assessment are instrumental in mitigating the large scale risk of an STO.

T w O w O R L d s A PA R T STO management is driven by efficiency and safety. EPPM and CoW software are critical tools to facilitate the process. However, today they are two worlds apart. Treated individually they do not help the asset managers’ key worries:

Do I have the right number of qualified workers available? Too few could seriously delay the project Too many will drive up costs unnecessary

How do I increase my flexibility to deal with change more adequately? Integrating turnaround planning with real-time turnaround execution information will create synergies. The rigor in process of Control of Work is applied, while at the same time planning is fed with updates on the status of work. The new reality provides asset managers the ability to anticipate better. Re-allocate available resources from tasks completed to next jobs that can be carried out. Accurate risk assessments help determine the priority of work.The next sections outline in more detail how the integration of electronic Control of Work into EPPM boosts efficiency.

H A N d s O N T O O L T I M E Operational efficiency, or Hands on Tool Time (HoTT) is relatively low in these process industries, as productivity of less than 40% is no exception. Integrating planning tools with Risk Assessment, Isolation Management and Permit scheduling is the key in achieving the highest possible asset and workforce utilisation during a turnaround.

By integrating maintenance activity and workforce planning with an electronic Permit to Work solution, each phase of an STO event can be streamlined and optimised, enabling better utilisation of both plant and workforce, while creating a safer and more efficient workplace. The combination with innovations in RFID (Radio Frequency Identification) and Mobility offers operators a fully incorporated solution to improve expensive and resource-intensive STOs. Tangible results can be achieved in each phase of the process: from strategy and preparation to execution and again planning for the next turnaround (lessons learned).

T u r n a r o u n d (1 m o n T h ) P L A N N I N G N E x T TA R

Planning & scheduling

work Permit

executing Phase

work execution follow uPengineering

datawork order

(mms)

activity(primavera p6)

work Permit(permit version)

Continues optimising planning & schedule

Equipment Conflicts MOPO / SIMOPS Cumulative Risk Work Scope

Work Packs

Work Packs

Equipment Live Status Conflicts / SMOPS Cumulative Risk New Work Scope

real time feedback loop Work Progress Status People, material and

vehicle tracking Cumulative Risk Plant equipment status

Lessons learned Feedback MTTR

woRkflow IntEgRAtIon

INTEGRATEd PLANNING ANd ePTw wORkFLOw

T u r n a r o u n d P l a n n i n g (18 m o n T h s )

T O O P T I M I s E E F F I c I E N c y A N d E F F E c T I v E N E s s

P L A N N I N G P H A s E : O P T I M I s E d s c H E d U L I N G Turnarounds for a large plant consist of the execution of thousands of maintenance activities to be executed over a relatively short time span. The preparation of the execution of all these activities in the right sequence–to optimise efficiency and lower the risk to ensure safety–can take 1.5 to 2 years. Integrating Control of Work and Planning deliver the following benefits:

During shutdown planning, permits and isolation plans can be pre-prepared (template work package) and attached to each planning step for clear oversight of work and efficient execution and reduce waiting time during the turnaround significantly.

All permits per step in the workflow are visible in the graphical overview, ensuring full supervision of possible permit conflicts (SIMOPS, Operational Risk) supporting right decision making and permit authorisation.

Because Risk Assessments are performed beforehand, Permit Vision can offer unprecedented insight into cumulative risk at all times, and supports scenario building for turnaround planning and perform predictive risk management. As Permit Vision has insight into the planned work and the risk levels, its advanced analytics engine can detect and predict dangerous levels of risk on the plant and warn the planner.

Through permit and work conflict detection, SIMOPS can be coordinated more effectively, which leads to a significant reduction of planning conflicts.

E x E c U T I O N P H A s E : c O N T R O L O F w O R k Managing hundreds to thousands of workers is a complicated task. In order to increase efficiency (HoTT) and effectiveness (MTTR), execution needs to be integrated with planning to continuously optimise planning of activities and scheduling of workforce.

By combining an advanced planning tool with electronic Permit To Work, safe and structured cool down sequences can be drafted, and plant reinstatement occurs in a faster, more controllable and safe manner.

By tightly integrating work packs with planning, workforce competency (part of Permit Vision) and equipment, capacity can be coordinated on a far deeper level than before. Moreover efficiency and effectiveness will increase and are measurable in Hands on Tool Time (HoTT) and Mean Time To Repair (MTTR).

Information is constantly gathered in real time in order to flag issues on-site. This allows the schedule to be re-optimised continuously.

RFID: Tracking people, equipment, and material leads to clearer oversight of what is happening within your asset.

Mobility: allows operators to sign permits/isolations on location via mobile devices, greatly increasing Hands on Tool Time and asset utilisation and decreasing travel times. It will also allow real-time data gathering on the field and report back missing resources for a scheduled time to the planner for a real-time optimisation of the schedule.

P L A N N I N G & s c H E d U L I N G

w O R kP E R M I T

w O R k E x E c U T I O N

M I N I M I s E R I s k JSA/TRA per activity linked to permits Live overview people, plant & activities Live overview of all risks on the plant Real-Time view on cumulative risk

I N c R E A s E E F F I c I E N c y Reduction in preparation of permits & work packs and

maintenance execution Increase of Hands On Tool Time (HoTT) Reduction of Mean Time To Repair (MTTR) Just in time workforce scheduling avoids over/under capacity

M A x I M I s E s A F E T y Strict Permit To Work process ensures safety during execution MOPO & SIMOPS Real-Time conflict management Competent Workforce competency

I N c R E A s E E F F E c T I v E N E s s Real-Time optimisation of planning In time availability of material, equipment and competent workforce Reduction of slippage and over-time Increase in production hours

bENEFITs OF THE ORAcLE ANd EvIsION jOINT sOLUTIONP L A N N I N G F O R T H E F U T U R E : I N T E G R AT I N G O R A c L E P R I M A v E R A w I T H E v I s I O N P E R M I T v I s I O N

w w w. e v i s i o n - s o f T w a r e . c o m

f o l l o w - u P : o P T i m i s i n g y o u r P r o c e s s e s T H R O U G H L E s s O N s L E A R N E d Analysing the results in terms of measurements of HoTT and the MTTR after the execution of the turnaround enables operators to learn and improve processes and planning for the next turnaround as well as for daily operations.

Because all data and input is tracked, companies can monitor time per task. This offers valuable insight into effective workforce utilisation.

Through two-way communication between Primavera and Permit Vision, lessons learned can be added to each step of the process, and the entire process can be audited to lead to higher efficiency for future STO’s.

On the one hand comparing the actual Mean Time To Repair (MTTR) with the planned MTTR enhances the planning for the next turnaround in determining the actual resources needed.

Hiring too much staff for a turnaround is costly, on the other hand hiring to few staff might even cost more because of slippage with lost revenues and profitability as result.

Turnarounds are expensive, both in terms of lost production while the process unit is offline and in terms of direct costs for workforce, tools, heavy equipment and materials used to execute the project.

They are the most significant portion of a plant’s yearly maintenance budget and can affect the company’s bottom

line if mismanaged. Turnarounds have unique project management characteristics,

which make them volatile and challenging.

By utilising and combining the inherent benefits of Primavera and Permit Vision, these challenges can be met head-on and mitigated, without large-scale changes to infrastructure or methodology. Creating a synergy between the two systems allows customers to focus on what really matters: quick and safe turnarounds.

j O I N T s O L U T I O N O R A c L E A N d E v I s I O N Continuous real time monitoring of the execution of work, combined with the tracking of workers, equipment and materials enables operators to act instantly on every situation, reschedulingmaintenance and resources in case activities take more or less time than planned as well as assess, cumulative risk at any given time.

By integrating Primavera P6 with Permit Vision, eVision’s electronic Permit to Work solution, each phase of an STO event can be streamlined and optimised, enabling better utilisation of both assetand workforce, while creating a safer and more efficient workplace.

E x A M P L E A s s E T U T I L I s AT I O N A reduction of one day of slippage, an increase of asset utilisationof 0.27% for a production plant with a production capacity of200.000 barrels a day, an oil price of $45 and marginal costs of 50% leads to an increase of revenues of $9M and profitability of $2.3M.

E x A M P L E w O R k F O R c E U T I L I s AT I O N An increase of 10% of workforce utilisation during a turnaround with a staff of 750 workers for a 3 week period and an hourlyrate of $80, savings add up to $0.5M.