B. Benomar, Contributing Editor, Ottawa, Canada
As organizations increasingly prioritize resource optimization, performance and sustainability, executing a successful shutdown (SD) has become more challenging. Part 2 of this article (Part 1 appeared in the January issue) presents a step-by-step insightful approach for SD execution, from the readiness plan to execution and closeout. Organizations can adapt this approach to suit their facilities’ requirements and particularities.
The nine steps for SD execution start with the readiness plan to enable stakeholders to remain aligned and informed throughout the execution process (FIG. 1).
STEP 1: SD READINESS PLAN
The SD readiness plan is a critical document that provides regular updates on all preparatory activities for the SD. Its purpose is to provide a progress overview and should include all information and data developed related to the SD execution (FIG. 2).
SD drivers and objectives. SD drivers are categorized by: preventive maintenance work orders (WOs) for compliance with statutory regulations and applicable codes and standards for pressure vessels, pressure relief devices and emergency shutdown (ESD) systems; preventive and corrective maintenance WOs that require plant SD for their execution; and improvement life extension and management of change (MoC) projects.
SD objectives are mainly the intentions and expectations for the successful SD execution. They can be expressed in measurable indicators such as zero lost time injury, zero jobs outside the drivers, zero extension of duration, budget within 10%, no rework, etc.
Organization plan. The plan involves developing customized organization charts for the planning and execution phases. The organization charts include names and positions for the various functions [e.g., steering committee, safety, maintenance planning, operations, execution supervisors, engineering, reliability, and quality assurance/quality control (QA/QC)].
Scope freeze. This is a list of jobs approved for SD execution, identified by their corresponding WO number in the computerized maintenance management system (CMMS).
Process isolation plan. This includes isolating sequencing assets with the program for logout-tagout during ramp down and preparing them for handover to maintenance. It also includes the reverse process for de-isolation, logout-tagout device removal, ramp-up and handover to operations for startup.
Job pack status. This section includes a list of job packs developed and their SD status. The status should indicate whether the job pack is in progress, completed, signed and approved, or pending information.
Safety plan. The health, safety and environment (HSE) department is responsible for preparing this plan with contributions from all stakeholders to address the safety requirements that all participants must follow in the SD. The plan includes requirements for safety training and certification, safety officers, fire watchmen, permits-to-work, confinement space entry, emergency response, risks analysis, job safety analysis and special personnel protection equipment (PPE).
Materials and procurement plan. This plan outlines the status and information regarding stock and direct materials required for the SD. This includes a list of stock and non-stock materials, with their expected delivery date; the identification of any materials that are running late or have zero stock and the corresponding actions in place to address these issues; contingency plans for materials that are scheduled to arrive close to or during the SD; and any received materials with discrepancies, damage or other issues that must be addressed.
Contracts plan. This plan lists the specific contracts covering the outsourcing requirements for workforce, equipment and services needed for the SD. It includes the contractor's details, work scope and estimated cost. The plan should also identify any issues or challenges related to the contracts and any contingency plans to address them.
Logistics plan. This plan includes the list of jobs and their requirements for lifting, scaffolding and insulation activities, including materials and workforce if they are unavailable in-house. The planner should liaise with the relevant trade supervisors to develop the required information integrated into the job packs.
Prefabrication plan. This is the list of all SD jobs requiring prefabrication, such as piping and pipe supports. The plan must include details of the status of the materials, whether the prefabrication is in-house or outsourced, and the delivery date.
Workshop activities plan. This is the list of workshop jobs that must be performed before, during and after SD activities to enable the workshop supervisor to be prepared. The list includes spares like pressure safety, manual and actuated valves removed from storage to be tested and certified prior to the installation, and the SD target date. The valves removed during SD execution will be returned to the workshop for inspection and overhaul and returned to the warehouse for storage. The list includes assets that will be removed from their locations and transferred to the workshop for inspection, repair, balancing and testing.
Accommodation plan. This plan provides the arrangements for accommodating the contracted workforce, including the provisions in place with the number of rooms and beds available and provisions for three meals daily. It will also cover the transportation and movement between the accommodation and SD areas, if necessary.
Mobilization plan. This plan will provide a comprehensive outline of the mobilization and demobilization process of any contracted workforce, considering the various logistical considerations such as flight bookings, travel time, waiting time for medical examination fitness, security passes and HSE training.
Budget and cost tracking. Expenditures should be compared and analyzed regularly, with the estimated budgets for materials, workforce and services. This exercise should be carried out bi-weekly to monitor the expenses closely and flag any potential issues.
STEP 2: READINESS PLAN PRESENTATION AND REVIEW
The objective of the readiness review is to ensure that the SD plan is on track and can proceed to the execution phase. The review is conducted with the participation of the SD steering committee and the stakeholders. The review process should last as long as necessary to ensure that issues and impediments are identified, and corrective actions are in place before the SD target date. The first round should be completed at least 6 mos–9 mos before the SD target date.
The readiness review should focus on:
Based on the review, the decision can be taken to flag and address WOs that require additional information regarding job packs, materials status and resources.
STEP 3: DETAILED INTEGRATED SCHEDULE
The integrated and detailed schedule is finalized to include all pre- to post-shutdown activities. The detailed scheduling uses information gathered during the planning phase to:
Schedule presentation and optimization. Once the integrated schedule is prepared, it should be presented and discussed with the execution supervisors and operations representatives to review tasks, duration, sequencing, critical path and complex jobs, making amendments when necessary. The schedule should provide sufficient time to execute tasks safely and should not overstretch and exhaust the resources. The detailed schedule can be divided into weekly and daily segments, depending on the SD area and discipline according to duration and complexity.
Special attention should be given to day and night activities to ensure compliance with safety requirements to avoid hot working, heavy lifting and confined space entry during the night shift (i.e., ensuring that only night activities such as X-rays, hydrojetting of heat exchangers and grit blasting are in the schedule).
STEP 4: SD READINESS ENDORSEMENT—GO OR NO GO
The objective of the final presentation of the readiness plan to the SD steering committee and the stakeholders is to ensure that the SD plan is on track and that any potential risks or issues have been identified and addressed. The presentation should be held 1 mos–2 mos before the SD start date. The presentation should be comprehensive and clear to enable the steering committee to make informed “go or no go” decisions about the SD.
Based on the outcome of the review, the steering committee gives the green light to proceed to the next step and initiate the SD. If jobs are identified with issues in materials delivery, resources or other factors that may cause delays, these jobs should be removed from the scope of the SD. The decision to remove jobs from the SD should not be taken lightly and should be based on careful consideration. The removed jobs should be subjected to risk assessments, and the identified risks should be communicated to risk owners so they can implement the recommendations to mitigate the risks until the next SD opportunity.
STEP 5: PRE-SHUTDOWN ACTIVITIES
Executing pre-shutdown activities properly is important to ensure a smooth and efficient SD. These activities can be carried out while the plant is in operation or during the process ramp-down. The timing for these activities will depend on various factors, such as the geographical location of the plant and the origin of resources to be mobilized, including workforce, equipment and services. The pre-shutdown activities are included in the integrated schedule and typically involve:
It is crucial that all pre-SD activities are executed properly, and all control measures should be in place to ensure no spillover into the SD period. The controls in place should be identical to those listed in Step 6.
STEP 6: SD EXECUTION
The SD execution team manages the work, including safety, scope, schedule, resources and reports. The team is responsible for the SD execution within the SD objectives for HSE, quality, duration and cost. The SD team is responsible for ensuring that:
Execution schedule updates. The progress, updates and revisions to the schedule will be carried out based on daily reports issued by the execution supervisors. The revised schedule should be issued daily or weekly, depending on the SD duration and complexity. The daily reports issued by the execution supervisors should include:
SD execution controls. Active measures should be implemented to assess and control the SD execution activities. These measures should confirm:
Responsibilities for SD execution control. The SD execution control team must ensure:
Technical issues. Technical issues that can adversely impact the SD performance and duration may arise unless resolved promptly. Typical issues that can arise during an SD include materials and equipment shortages, incorrect parts, non-compliance issues and found work requiring urgent action. The technical issues should be treated with due diligence, flagged, documented, followed up and resolved.
Found work. During the execution of SD activities, discovering new problems is likely. Some issues are more common than others, such as additional repair and scope creep or replacing parts not originally included in the scope. Resolving scope creep and/or found work efficiently and in a timely manner requires a daring and agile approach.
Disturbed flanges. Flanges are a primary leak source, and particular attention should be given to inspecting flanges, and utilizing gaskets, stud bolts and corresponding torquing values and sequencing as per the procedures. The QA/QC department is the authority to enforce the procedure and sign off on the torque form.
STEP 7: PSSR
The PSSR process aims to confirm that all SD jobs have been completed per the applicable codes, standards and design specifications and that safety, operations, maintenance and emergency procedures are in place for a safe startup.1 The operations team should utilize the PSSR process, which follows a comprehensive checklist that specifies all verifications and documents required for different jobs. This department is responsible for verifying and providing the necessary documents. A typical PSSR checklist covers document requirements concerning engineering, QA/QC, planning and execution (TABLE 1).
A PSSR should also include the jobs removed from scope during the SD, jobs with a change of scope, jobs for found work and jobs with materials changes to ensure that they have no impact on safety, startup and recommissioning.
STEP 8: POST-SD ACTIVITIES
After the SD, it is essential to conduct post-SD activities to ensure all aspects were completed. These activities involve several tasks and are not limited to cleaning the SD areas and removing waste. All scaffolding materials must be removed, and insulation and cladding should be reinstated. It is crucial to demobilize the contracted workforce and equipment and maintain a small team for a short additional period in case of unforeseen situations (e.g., rework, leaks). Furthermore, the CMMS must be updated, WOs must be closed and all invoices, provisional acceptance certificates, warranties and other necessary contractual documents must be processed.
STEP 9: SD CLOSE OUT
Close-out meeting. After the completion of the SD activities and plant startup, a close-out meeting is organized to ensure that:
Close-out report. A formal close-out report is issued by the head of SD planning to document, assess and benchmark the performance with previous SDs. In general, the close-out report should cover the following topics:
SD archive. The head of the SD planning section should ensure all documents related to the SD are organized by the SD number and archived as soft copies in the system. The archive should include all documents related to the SD from scope identification to close-out.
Takeaway. SD execution presents daunting challenges to manage resources from different contractors, unforeseen situations, incorrect or shortage of materials, found work and force majeure situations that can seriously spoil SD execution. These challenges require a methodical proactive approach and a reactive approach supported by an agile framework to respond to the challenges efficiently and in a timely manner. The step-by-step approach discussed in these articles is one way to minimize the risks and ensure that all mitigations and contingencies are implemented for a successful SD. HP
LITERATURE CITED
BENOURINE BENOMAR has more than 35 yr of experience in projects, maintenance management and the reliability of liquefied natural gas (LNG), liquefied petroleum gas (LPG) and offshore oil production facilities. He has worked with major oil companies like SONATRACH (Algeria), ADNOC Group (UAE) and Technical Consultant EP2C Energy (Ireland). Presently, Benomar is a freelance consultant. He earned his BS degree in mechanical engineering from Plymouth Polytechnic (UK) and an MBA from Nancy2 University (France).