STUDY

Scheduling practices for

turnarounds/shutdowns
Part I: Current status & market insights

with special support by

1
2
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Imprint
Published by
(all rights reserved)
T.A. Cook & Partner Consultants GmbH
Leipziger Platz 2
10117 Berlin, Germany
Phone.: +49 - 30 - 88 43 07-0
Fax: +49 - 30 - 88 43 07-30
E-mail: [email protected]

Project team
Jörn Grote
Markus Lange

Editors
Frank-Uwe Hess
Nina Wolfs

Press date
30. April 2011 Disclaimer
T.A. Cook & Partner Consultants GmbH
Layout and design does not warrant the correctness of the data,
DESIGNWORK, industrial design & graphic calculations and company reports published in
Sonnenstr. 28 this document. The sources of all secondary
D-74388 Talheim information used are identified.

4 Imprint
Contents

Editorial & Greeting 08

1 OPINIONS & VIEWS

The growing importance of technical service providers for turnarounds,
interview with Martin Karges, Voith Industrial Services GmbH 13

Strategic partnerships in turnaround projects,

interview with Bernd Vendt, Infracor GmbH 15

Innovative scheduling practices,

interview with Björn Zubel and Frank Scherzer, ep-cm 18

Scheduling and execution as a one-stop solution,

interview with Jörg Eichler, KIEL Industrial Services AG 21

Execution management via the schedule – expectations vs reality,

interview with Frank-Uwe Hess, T.A. Cook & Partner Consultants GmbH 23

2 METHODS & SOLUTIONS FOR SCHEDULING

Innovative methods and best practices for turnaround
scheduling – Dr. Tobias Laiblin, Infracor GmbH 27

World-class turnarounds –Torsten Nies, Bayer Technology Services GmbH 30

Why a turnaround schedule must remain flexible – Frank Scherzer, ep-cm 33

Turnaround scheduling – scope freeze and reality – Dirk Träger,

T/ANGO Turnaround Management Group GmbH 36

Lean and effective turnaround scheduling and resource

planning – Volker Zillekens, IIG Revisionsmanagement GmbH 38

Daily feedback during execution – bar code, manually generated reports,

portal, mobile communication? – Gerd Braune, BIS Maintenance Nord GmbH 40

Conversion of cat section at Total Antwerp

in April/May 2011 – Martin Karges, Voith Industrial Services GmbH 42

Outstanding schedule,
excellent execution – Peter Linier, Eagle Burgmann Germany GmbH&Co. KG 45

Sulzer Pumpen Service creates added value for customers during

turnaround – Frank Nissen, Sulzer Pumpen (Deutschland) GmbH 48

Advanced schedule optimization – dynamic time and cost optimization in the interest
of shorter downtimes – Gert Müller, T.A. Cook & Partner Consultants GmbH 50

Shutdown management with Microsoft Project Server – Udo Ramin, TECTURA AG 54

Turnarounds and the importance of

documentation – TimTaylor, McLaren Software 56

6 Contents
3 EXPERT SURVEY ON THE STATUS QUO OF SCHEDULING
Methodology and participant structure 61

Scheduling organization and strategy 65

The scheduling process 76

Schedule optimization 86

The schedule during the execution phase 91

Intermediate conclusion: Good Scheduling Practices 97

14 COMPANY PROFILES
Bilfinger Berger Industrial Services GmbH 102

EagleBurgmann Germany GmbH & Co. KG 103

ep-cm project management GmbH 104

Infracor GmbH 105

KIEL Industrial Services AG 106

Lobbe Industrieservice GmbH & Co KG 107

McLaren Software 108

PRÜFTECHNIK Alignment Systems GmbH 109

Rohrer Group, IIG Gruppe 110

Sulzer Pumpen (Deutschland) GmbH 111

T/ANGO Turnaround Management Group GmbH 112

TECTURA AG 113

ThyssenKrupp Xervon GmbH 114

Voith Industrial Services GmbH 115

Contents 7
Editorial &
Greeting

8
Editorial

Dear Reader
Any major turnaround/shutdown in the pro- This is why scheduling is usually a job for ex-
cess industry has dramatic repercussions on perts. All too often, schedules are submitted
the annual results. The opportunity costs of to management which are not only poor and
operators of refineries or petrochemical and unsuitable but which have also cost a lot of
power plants resulting from a shutdown often money to produce. After you have read this
exceed the labour and material costs incur- study, you will be able to say how demanding
red. Any downtime that can been avoided is your team's plans are and whether your script
therefore of benefit. It goes without saying can become the basis for a blockbuster.
that turnaround projects are very time-critical,
especially during periods of strong demand. The focus of this study is not on IT in gene-
However, schedules are quite tricky and are ral. Instead, it addresses the "correct" use of
all too often neglected by management. The scheduling tools and the appropriate contents
aim of this study is to address scheduling of a schedule for the different project phases,
issues in turnaround projects and to show independent of the particular IT tool. The issue
decision-makers the enormous potential opti- of the organization and structure of schedules
mized scheduling can have on influencing the for turnaround in the plant-intensive industry
success of a turnaround project. was explored for the first time against this
backdrop. This study is broken down into two
Conventional scheduling systems, methods parts in order to address the different interests
and processes have many shortcomings when of the different reader groups (executives, pro-
it comes to handling the increasing complexity ject managers, planning experts).
and demands of today's projects. It is hence
not surprising that even seasoned executives The first part of the study presents the results
and project managers reach their limits and of the market survey on the status quo of sche-
reject any "increase" in systems and tools in duling and contains contributions by experts
order to focus on the human element again. on up-to-date innovative solution concepts for
But even the best athlete cannot win without scheduling tasks. The first part of the study is
the right equipment. Coming up with a good free for everybody. This enables us to make
schedule is a stern challenge in and of itself these contents available to all interested rea-
as it must provide a flexible navigation system ders. We owe this magnificent opportunity ex-
to support the team throughout the execution clusively to the partners who have contributed
phase. Project managers need to know the up- to this study.
to-date project status at all times, warn against
threatening risks and find the ideal path, even The second part of the study, in the form of
though this changes from day to day. This re- best-practice reports, takes a closer look at
quires tools that enable an immediate respon- the scheduling aspects critical for success.
se, and this is what a good schedule is for. This part of the study is meant for schedulers
and scheduling experts wishing to familiarize
A schedule is not an end in itself. Quite on the themselves with and understand solutions
contrary, it is the essence of all optimization from third parties as a means of learning less-
approaches and expectations of the project ons for the future. Every best practice provides
team. It contains the complete "script" of the a detailed description of how the respective
project, but good directors are needed in order solution works in a given turnaround project
to read and successfully implement this script. and the preconditions which must be met.

Editorial & Greeting 9

In order to identify concrete steps and recom- • How can I, as a manager and non-expert,
mendations for executives, project managers decide whether our schedule is really good
and practitioners for the improved manage- enough?
ment of complex turnaround projects and their
optimization through innovative scheduling, We wish you much pleasure and many inspi-
we will draw on empirical analyses to answer ring insights when reading this study. And we
the following key questions: thank again all the experts, enterprises and
study partners who contributed their experi-
• What is a (complex) schedule needed for? ence, ideas and expertise to this document.
• What do schedulers need to know and
master today for a turnaround project?
• What are and should be the general design
and structure of a schedule?
• Which scheduling practices can and should
be used today? Yours sincerely
• Which level of detail is required for schedu-
les for turnaround projects?
• What influence does modern information
technology have on scheduling and how
intensive should IT be used? Frank-Uwe Hess

Frank-Uwe Hess

Managing Partner
T.A. Cook & Partner Consultants GmbH
[email protected]

10 Editorial & Greeting

Greeting

Industry service sets global standards with

turnaround expertise
Plant turnaround is rightly considered to be dards for industrial safety and environmental
the supreme discipline in industry services. protection which are receiving increased in-
The high demands on meticulous planning ternational recognition.
and uncompromising coordination discipline
during execution show that efficiency can help We are hence very grateful that T.A. Cook,
both the customer and his service partners with their turnaround study, is giving new im-
to save lots of money. Maximum professio- pulses to our community and facilitating the
nalism and many years of experience along exchange of information. I am confident that
with flexibility and the quest for permanent this can contribute towards communicating
optimization are crucial for the organization of the achievements of our industry to a wider
a turnaround process and hence its economic public. This is because the comprehensive ex-
success. There is hardly any other large-scale pertise in the field of turnarounds is the best
project where, due to the narrow time frame, way of advertising qualified industry service.
mistakes and shortcomings would lead to do-
mino effects with disastrous consequences.
Experts, both at the customer and industry
service provider ends, know this. A successful
turnaround is a perfect credential for all par-
ties, in particular, for those in responsible po-
sitions. In the process, the industry service in
the industrialized nations is also setting stan-

Dipl.-Ing. Gerald Pilotto

Member of the Board of the Association for

Industrial Services e. V. (WVIS) and Vice
President of the Maintenance and Facility Management Society
of Austria (MFA)

Editorial & Greeting 11

1. Opinions &
Views

12
The growing importance of technical service
providers for turnarounds
Voith Industrial Services is an international industry service provider with more than 19,000 emplo-
yees at 170 locations and sales of around Euro 960m. Voith Industrial Services offers a wide range
of services related to turnarounds and is capable of handling turnaround projects as lead contractor.
The editorial team of the study spoke with Martin Karges, CEO, Voith Industrial Services, about the
high importance of integrated scheduling and execution as well as the key role of a determined safety
culture.

Editors: How has the importance of scheduling and Editors: Can technical service providers close this
work preparation for turnaround developed over experience gap?
the past few years? Karges: They definitely can – if they mana-
Karges: It has always been vital for refi- ge to keep their staff. This is one of Voith's
neries to make sure not to lose a single day central goals. Seasoned employees are our
when it comes to resuming production. We USP, especially in the fields of planning,
have conducted studies which showed how scheduling and consulting. Over the course
important scheduling is in order to keep to of decades, we have generated specific plant
deadlines. It goes without saying that the only expertise which we can offer all our customers
way to ensure this is through serious advance on a lasting basis.
planning and an approach where some of the
contingencies and uncertainties are already Editors: Why is close integration of scheduling and
included in the critical path. Experience is cen- execution so important?
tral to this: With a track history of more than Karges: Too many interfaces are often the
30 years in turnaround business, we have not result of insufficient coordination between
yet caused even a single day of delay. scheduling and execution. If activities are pl-
anned with no regard to execution needs, this
Editors: Have demands on planning increased? means that problems are pre-programmed –
Karges: Yes, absolutely. There are seve- for example, when estimating the time needed
ral reasons for this. For many of our custo- for execution. This is why I believe that is al-
mers, it would not pay off to have dedicated ways advisable for customers to commission a
maintenance expertise in the company itself single contractor for pre-planning, preparation
so external service firms are commissioned. and execution.
This trend is known, but the service depth is
constantly increasing. Planning demands on Editors: What is the role of work productivity
service providers are increasing accordingly. during execution?
Another reason is demographics and higher Karges: During the planning phase, it must
staff fluctuation rates in all companies. For- already be determined how effective and well
merly, many seasoned employees used to prepared a contractor is and whether he is
work at refineries for decades – much to our able to consistently perform on a high level.
regret, this is today no longer the case eve- Having fitters working efficiently is crucial, es-
rywhere. This also calls for seasoned service pecially with a view to costs. How is ancillary
companies who know the plants well and can and downtime handled, such as the frequency
plan with the corresponding reliability. of visiting smoking areas? The goal here is to
increase the "time on tools". In cooperation
with our customers, we identify reliable per-
formance indicators for labour productivity so
that we can optimize downtime.

Opinions & Views 13

Editors: What are the requirements for project ma- Editors: How does Voith foster its safety culture?
nagement during execution?
Karges: Our safety concepts are informed
Karges: Project management is a very de- by years of experience with our customers
manding task during a turnaround. Typical and the current best practices in the industry.
project management, for instance, during a For this purpose, we use a system which is
plant construction project that lasts seve- harmonized on an international level and ena-
ral years is unable to manage a turnaround bles us to transfer experience, once made, to
when several thousand people have to work wherever we need it. Detailed analyses of how
at the same time. This calls for handling a lar- accidents occur and how they can be avoided
ge number of interfaces. During a turnaround, form the basis of training scenarios and our
one must be able to make very quick decisi- continuous training and education program-
ons depending on what a situation requires, mes. This means that our customers always
and to quickly implement backup scenarios. benefit from our up-to-date safety knowledge.
Project management is the key to success for
a turnaround. Editors: How do you envision the future development
of service providers in the field of turnarounds?
Editors: How does Voith handle the issue of safety
Karges: I believe that the high-performing
culture within its own enterprise?
service providers that cover extensive and
Karges: Our customers have an elaborate crucial parts of the portfolio will become in-
safety culture which we as a service company creasingly important.
have to adopt as well. I believe that a com-
pany must actively implement this philosophy
within its own organization in order to prepa-
re its staff for the customer's specific safety
requirements. This is why Voith launched the
"Safety – It’s Your Life" campaign. Just like our
customers in the chemical and petrochemical
industry, we are firmly convinced that every
accident must be avoided. Educated and well
trained staff is a precondition for this.

Martin Karges

CEO
Voith Industrial Services GmbH
[email protected]

14 Opinions & Views

Strategic partnerships in turnaround projects
Infracor GmbH, established in 1998, is a member of the Evonik Industries AG group. Infracor's "Tech-
nical Services" business unit employs a workforce of around 700 and offers full-scale, one-stop
service. Managing turnarounds/shutdowns is one of the core competencies of Infracor's Technical
Services unit. The company is also increasingly offering its planning, scheduling and management
services for turnarounds outside the Evonik organization. The editorial team of the study spoke with
Bernd Vendt, Head of the Technical Services unit, about the latest trends in the field of strategic
partnerships.

Editors: What do you mean by "strategic part- common basis which essentially requires plant
nerships"? operators to contribute their share.

Vendt: To Infracor, strategic partnership me-

In order to overcome this problem, Infracor
ans long-term cooperation in the interest of
has added the optimization component to the
the parties' mutual goal of cost optimization.
full-service concept and this has improved co-
On the basis of a system of key performance
operation significantly. As a service provider,
indicators, we agree to concrete targets in or-
we depend on the plant operators' vast pro-
der to achieve savings identified in the mainte-
cess knowledge. Sustainable cost optimization
nance process or to increase plant availability.
is only possible by combining our expertise
with the operators' specific plant knowledge.
The specific parameters of each partnership
depend on the customer's specific require- Editors: Are turnarounds a particularly important
ments, capacities and qualifications. We offer topic within Evonik or do you also offer scheduling
the full range of maintenance, project and tur- and project management services to plant opera-
naround services. The customer decides on tors outside the group?
the scope of the partnership.
Vendt: Needless to say, turnarounds are very
Editors: Which strategic partnerships are you already important for Evonik itself, but we also offer our
involved in? services to external customers. Our strengths
are wherever a certain familiarity with the plant
Vendt: We currently have five strategic part-
and profound plant knowledge are required –
nerships with all business units of Evonik which
both within Evonik and outside it. This specifi-
are present at Marl Chemical Park, plus ano-
cally concerns maintenance-related projects.
ther two full-service contracts which, in contrast
We are no plant builders in the classical sense.
to older contracts of this type, also include the
optimization concept of a strategic partnership.
Editors: What can operators expect when commissi-
oning Infracor as their turnaround planners?
Editors: Many operators are rather cautious when it
comes to full-service or general contractor agree- Vendt: When we say turnaround planning,
ments. What distinguishes your offering from that we mean, first and foremost, sustainable
of your competitors? and good turnaround scheduling. This is
more than just planning and repeating the
Vendt: There may be good reasons for this
same exercise from scratch again for the
reluctance to enter into full-service contracts
next project. The reuse of fundamentals,
because this used to foster some kind of "all
once developed, must also be possible in
risks covered" mentality among plant opera-
subsequent turnarounds.
tors in the past. This meant that plant opera-
tors fully relied on service providers and out
sourced much of their own expertise. However,
productive cooperation is only possible on a

Opinions & Views 15

Editors: What is Infracor's key strength in turna- Editors: Successful scope planning and scheduling
rounds? is today dependent upon an integrated IT solution.
Vendt: We are very strong in planning and
Which IT solution does Infracor use?
scheduling because we have both the ne- Vendt: We offer our customers a combined
cessary tools and the expertise in this field. IT platform on the basis of the scheduling
Another key strength of Infracor is project program Comos and SAP. Comos covers the
management, i.e., leading, organizing and process view, i.e., the plant structures and
coordinating external contractors as well the activities to be performed are contained
as quality assurance. The real turnaround, in Comos. Microsoft Project Professional is
namely, the provision of manpower, is im- used for scheduling, whilst SAP handles the
plemented through contractors who work commercial processes. Both Microsoft Pro-
for us. Optimizing the time schedule for the ject Professional and SAP communicate with
turnaround, whilst ensuring compliance with Comos via a database which also enables
all HSEQ requirements, is a major challenge processing of existing planning and schedu-
for us. This is typically the area where most ling documents based, for example, on Excel
value is created for the customer. or Access. This tool allows efficient turna-
round scheduling and planning.
Editors: Low prices are often a key factor at times
of tight budgets. There are service providers who
offer parts of the execution planning "for free" on
condition that they receive the execution contract.
Others prefer the separate awarding of planning
and execution contracts. Which is your favourite
model?
Vendt: We do not have any execution
teams of our own who could perform the exe-
cution work. We source these services from
external contractors. We focus on manage-
ment and turnaround planning. This includes
achieving optimum terms and conditions for
the execution phase which goes far beyond a
mere pricing issue. This is why the planning
and execution phases are typically clearly
distinguished because this is the only way to
offer customers transparent, optimum prices
for the different activities.

16 Opinions & Views

Editors: One final look at the future: How will
demand for turnaround service providers develop
among plant operators?
Vendt: I believe that plant operators will
in future increasingly focus on their role as
operators, on optimising processes and on
defining maintenance strategies. Turna-
rounds will increasingly be carried out by
service providers with planning and schedu-
ling expertise and the appropriate IT tools. I
find this a sensible approach because plant
operators will find it too costly to develop
such tools on their own. At the same time,
IT solutions are facing increasingly deman-
ding challenges as the degree of complexity
of turnarounds increases. Targeted develop-
ment of our software in cooperation with a
customer is currently underway because this
is the only way for us to ensure that practi-
cal needs will be addressed. Our aim is to
provide a standard system that can be used
both internally and in external value adding
activities.

Bernd Vendt
Head of the "Technical Services" business unit
Infracor GmbH
[email protected]

Opinions & Views 17

Innovative scheduling practices
ep-cm has a long track record in successfully supporting turnarounds in the process industry. The com-
pany offers consultancy services and support during all phases of turnaround projects, especially in the
fields of planning and scheduling, contracts, execution planning and execution. The editorial team of the
study spoke with Björn Zubel (CEO) and Frank Scherzer (General Manager) about the importance of good
scheduling during the planning and execution phases.

Editors: ep-cm uses a graded best-practice model Editors: What distinguishes your graded model from
to execute turnarounds. During which phases are the models of your competitors?
your customers currently having the largest need
for action? Zubel: We have compiled a modular port-
folio that provides clearly defined inputs and
Zubel: This varies and essentially depends
outputs. However, customers are also free
on the level of evolution of the customer's
to contribute their concepts and procedures.
organization and the current demands of the
All services aim to achieve continuous impro-
company. The graded model generally inclu-
vement in all areas. One of our strengths is
des elements which are easy to implement and
our very hands-on centred approach as con-
hence also promise customers a quick ROI.
sultants. Our staff's experience enables us to
understand things from all perspectives – be it
Scherzer: Implementation of the elements
as operator, developer, maintenance compa-
concerning the topics of sustainability and
ny or contractor – and we offer our customers
reusability takes a little longer. They pay off
active support during implementation. This is
for customers only in the medium to long
what we call "hands-on consulting".
term, depending on the type of implementa-
tion. However, a suitable design of the intro-
Scherzer: Our processes are orientated
duction plan can help to achieve refinancing
towards change management. Rather than
or cost neutrality in the short to medium term.
leaving our customers alone, we guide them
through the changes so that they can experi-
Editors: What are the advantages for your custo-
ence and comprehend the new process them-
mers in availing themselves of your services on
selves. At the end, they are capable of imple-
all levels?
menting or directing processes from within
Zubel: The most important advantages are their own organization.
process consistency and sustainability which
are supported by coordinated, tried-and-tes- Editors: What is the importance of scheduling for
ted methods. To give you an example: When a successful turnaround?
it comes to organizing the interaction of plan-
Zubel: Scheduling, when implemented cor-
ning, estimation and scheduling, a high de-
rectly, has a central role to play in the perfor-
gree of information consistency can be achie-
mance of a turnaround. In conjunction with
ved with the right combination of methods and
scope management and cost control, schedu-
processes, such as a risk-based determina-
tion of the scope of work, component-based ling forms the magic triangle for project ma-
time estimates and float-based prioritization. nagement in the turnaround world. It must be
This leads to understandable results and a ensured, however, that the schedules always
high degree of reusability and sustainability. provide sufficient flexibility with a view to the
specific characteristics of a turnaround in or-
der to enable an easy and quick response to
any changes which may become necessary

18 Opinions & Views

during the course of the turnaround. ep-cm necessary information to be available in the
achieves this by what we call "float based pri- field at all times and at the same time to be
oritization". made available to management in the form of
condensed reports. For this purpose, we have
Editors: How do you proceed when setting up a created a new language in the field. When
schedule? speaking with locksmith or welder foremen,
Zubel: Scheduling starts at a much earlier
we do not talk about Gantt charts, float vari-
stage of the process by focusing on optimum ances or other theoretical terms. Instead, we
planning and scheduling depth and the quality use hands-on terms to capture priorities, such
of work value estimates. A schedule is, after as "must", "should" and "can". Condensed in-
all, only as good as the information on which formation for management is the other side
it is based. When setting up schedules, we at- where we provide reports on three levels. The
tach great importance to involving those who top level contains all relevant facts on the to-
will implement it in practice in order to cons- pic of time schedule and execution, such as
tantly focus on reality and the practical world. critical paths, milestones and s-curves. Every
Prior to commencing execution, a schedule report is supported by underlying reports con-
is just one theoretical scenario that leads to taining, if necessary further details in order to
success – but it is not the only one. Turna- enable a quick identification and analysis of
rounds feature a rapid pace of change and the the causes of potential problems. The under-
schedule must be able to respond to this at all lying concept is based on the management
times during the execution phase. by exception principle. Turnaround projects
are very complex and fast moving. In order to
Editors: Which role does software have to play make good and well informed decisions, we
for scheduling? must restrict ourselves to the exceptions from
the rule. As long as we are able to master
Zubel: We consider software to be of secon- these we will also have the entire turnaround
dary relevance because it has to support the under control.
processes and methods implemented. This
means that the software used is not the com- Editors: Is there any further potential for optimiza-
pleted work, but only the hammer that is used tion in your practices?
to drive the nail into the wall. The first vital
Zubel: Yes, there is always potential for impro-
step is to determine the basic practice, before
we can proceed to step two, which involves vement. Whenever we introduce new practices
working together with the customer to iden- with a client, we distinguish between theory and
tify the software which perfectly supports this practice. Although the theoretical basis of our
practice. practice remains unchanged, the practical im-
plementation is always tailored to the needs of
Editors: Scheduling does not stop with the planning our customers, the type of underlying contracts
phase. How do you use the schedule during the and the degree of planning detail. Every new
execution phase in order to achieve optimum ma- project teaches us something new which we of-
nagement of the turnaround? ten then integrate into our standard methods. It
goes without saying that any new elements are
Zubel: The real challenge during the execu- validated before they are used in other projects,
tion phase is not so much planning and sche- i.e., they must generally make sense for all cus-
duling but rather determining the current state tomers. Methods must pass the practical suitabi-
of progress. Reliable reporting requires the lity test in order to really become best practices.

Opinions & Views 19

Editors: Which differences do you see when it co- Scherzer: Modern contracts should always
mes to planning and scheduling in the internatio- enable a real win-win situation and make sure
nal turnaround business? that operators and contractors work together
rather than against each other. With the "time
Zubel: Differences exist, for example, in
& material" contract type that prevails in North
the area of work estimation calculation using
America, contractors usually try to integrate
standardized work values. These are less de-
as many workers as possible into the turna-
veloped in North America than, for instance,
round. Operators, on the opposite, are inte-
in Europe and are mostly based on expert jud-
rested in having the turnaround completed
gement. We strongly advocate standardizati-
with a minimum of resources and within the
on and the introduction of component based
shortest time possible. This often causes
estimating because only with more precise,
trouble, preventing optimum cooperation and
integrated and comprehensible job evaluation
long-term relations. Better advance estima-
can modern contract types for the contractors
tes and planning facilitate the negotiation of
be introduced.
modern contract types where the interests of
both parties are reconciled.

Frank Scherzer Björn Zubel

General Manager CEO
ep-cm ep-cm
[email protected] [email protected]

20 Opinions & Views

Scheduling and execution as a one-stop solution
KIEL Industrial Services AG is a full service provider for the process industry. With eight companies and
more than 30 facilities, the family-owned business successfully pursues the philosophy of "planning – buil-
ding – supporting". The editorial team of the study spoke with Jörg Eichler, KIEL Key Account Manager,
about the importance of scheduling and execution as a one-stop service.

Editors: How did the turnaround competence deve- vessels and columns at an early stage. This
lop in your company? creates an early awareness of the plans and
specific work preparations among our staff and
Eichler: Our company, with its more than 65-
reduces the learning curve significantly, espe-
year history, has its roots in the maintenance busi-
cially during the mechanical execution phase of
ness. We soon started to employ the staff origi-
a turnaround.
nally involved in maintenance also for turnaround
projects. We currently have maintenance contracts
Editors: Would you also perform turnaround con-
with nine petrochemical sites which also cover
tracts without scheduling with a workforce of up
execution work during turnarounds.
to 500 people?
Editors: What is your manpower philosophy for Eichler: Yes, we do, and these are also our
turnarounds? roots. We do not restrict ourselves to turnarounds
of a certain size as other service providers do.
Eichler: 60 percent of our personnel are cur-
If we do not know the plant in detail, we do not
rently employed for maintenance, 20 percent for
want to offer our customer services involving
turnaround and 20 percent for new construction
more than 150 people. Here we think that small
projects. The problem is to find productive main-
is beautiful. If we know the plant, we handle tur-
tenance positions for staff before and after the
narounds which, in terms of manpower, are three
turnarounds or projects. This is why some of the
times as big as our maintenance activities.
workers employed in turnarounds originally be-
long to maintenance teams whilst others come Editors: Do you see any changes in future con-
from specialized teams that were created for tracts?
project and turnaround work. Finding the right
balance is not always easy, but we are now big Eichler: Yes, especially with a view to indepen-
enough to make this manpower mix a success dent engineering firms who are commissioned
at 33 locations all over Germany as well as in with turnaround scheduling and project manage-
Belgium, the Netherlands and Denmark. ment tasks. Demand in this area is very high,
mainly because plant operators are increasingly
Editors: Where do you see potential savings by short of job coordinators. This gap is increasingly
offering one-stop implementation, scheduling and filled by maintenance service firms and this will
execution services? lead to a growth in one-stop scheduling and exe-
cution jobs.
Eichler: Two concepts exist in this field, the
first one being the classic weak point/pipeline Editors: What are your core competencies, and what
programme. In small and medium-sized projects makes you different to your competitors?
as well as during maintenance jobs, we learnt
Eichler: We achieve a quality lead through
that the error rate is lower when we prepare the our scheduling and execution experience in
isometric drawings and also examine the local project and maintenance business which we
conditions. This is the basis for the second con- bring to our turnaround jobs. We can then
cept for savings: We are involved in the planning offer the resultant planning security as a full
of the mechanical design of heat exchangers, service provider. We consider ourselves to be

Opinions & Views 21

a planning maintenance contractor that also Editors: Does this mean that specialization of one's
handles turnarounds for his customers. This own service portfolio will then be the key to
strength is also reflected in our broad custo- success?
mer base with more than 40 customers and
Eichler: Yes, definitely. Another crucial as-
more than 30 sites. Our focus is on Germany,
set is to have staff who are experienced in
Austria, Switzerland as well as the Benelux
these specialist fields, something we have
countries and Denmark.
managed to achieve through acquisitions over
Editors: Are there any country-specific differences in the past 15 years.
turnaround jobs?
Eichler: At times, philosophies differ from
country to country. The philosophy of our
Dutch colleagues deserves a special mention
as they were the ones who in fact perfected
the scheduling and work preparation process.
They also continue to be a driving force in the
development and use of software tools.

Editors: What is your opinion about the use of IT

tools? Is planning without these tools possible at
all?
Eichler: This is no longer possible. However,
the key priority should be execution-centred
planning with good preparation and integrati-
on of tools. But many customers can still im-
prove the process of mapping turnarounds in
their entirety as a digital chain and of preparing
documents in such a manner that they can be
easily reused during subsequent turnarounds.

Editors: In the future, will plant operators increa-

singly turn to service providers like your firm for
turnarounds?
Eichler: Yes. Two to three large enterprises
will dominate the market in the future, plus
maybe the same number of medium-sized
enterprises like ours, whilst the number of lo-
cal, regional firms will decrease.
Jörg Eichler
Key Account Manager
KIEL Industrial Services AG
[email protected]

22 Opinions & Views

Execution management via the schedule –
expectations vs reality
Frank-Uwe Hess, Managing Partner at T.A. Cook & Partner Consultants GmbH, has
more than 20 years of experience in the field of maintenance as well as turnaround
and project management. As a consultant, he supported many turnaround projects
and during the past two years, managed three complex study projects on turna-
round/shutdown management. The editorial team of the study asked him how turna-
rounds will be planned in the future.

Editors: Most operators of process plants con- What is needed is simply a different kind of in-
sider turnaround projects to be some kind of formation, especially on a more detailed level.
everyday job because they are continuously Editors: The survey results of this study suggest
repeated at defined intervals. Do you think that more than half of the schedules are used
that operators have enough empirical values only for planning rather than as a day-to-day
and data in order to use these earlier jobs as management tool during the execution phase.
templates for the next schedule? What is your opinion about this situation?
Hess: Most operators have very good expe-
rience when it comes to scheduling a turna- Hess: The management of projects based on
round. Furthermore, detailed work lists and schedules with such a high level of complexi-
technical specifications are usually available ty is, in fact, neither practical nor possible. It
for the turnaround work of the main mecha- seems to be quite easy to compile these com-
nical work trades which can then be used as plex schedules, but it is definitely impossible
templates for project schedules. But these to update so many details on a daily basis du-
templates are where problems already start. ring the execution phase. On the second day
of the turnaround project at the latest, the rea-
Editors: Which problems do schedule templa- lity on site is different from what the schedule
tes cause? Ideally, they should increase the implies. Many operators and project managers
scheduler's productivity? thus consider the schedule to be completed
once the execution schedule has been signed
Hess: There is a huge difference between
off. They interpret the schedule as an inflexi-
planning and scheduling. The main task of a
ble and fixed system which is used primarily
schedule is not to plan but rather to manage
as a plan presentation tool rather than an in-
a time-critical project. However, planning data
strument for managing the execution phase.
– such as data from standard work specifica-
The schedule is often printed and displayed
tions – is often automatically imported via an
like "wallpaper" in the project manager's of-
interface into a project management program-
fice. This is not surprising, since any attempt
me. However, this data is chiefly required for
to manage day-to-day work with such complex
work planning and costing purposes. At the
schedules would eventually lead to chaos.
end of the planning process, one then knows
that, for example, 30,000 work values of trade
Editors: Which general requirements must a
"X" will be needed. If this information is then
schedule fulfil in order to be used as a ma-
imported to the schedule, especially in the
nagement instrument during the execution
case of large projects, the schedule than often
phase?
contains more than 50,000 or sometimes even
more than 200,000 activities. The schedule is Hess: First of all, managing execution on the
then too fragmented and thus no longer of any basis of a dynamic schedule requires the pro-
use for turnaround management. Many project found expertise and skills of those involved.
managers have not yet really understood this. A "good" schedule then materializes as the

Opinions & Views 23

result. Other important qualities are courage, Editors: How large must a project be for a
perseverance and discipline. A "good" sche- schedule with the corresponding scheduling
dule must generally fulfil the following criteria: software, i.e., MS-Project or Primavera, to be
First: It must reflect the information needs of needed?
those involved by providing different schedu-
Hess: The dimensions of the project are
le levels. Second: The number of hook-ups
not really the criterion. Even seemingly smal-
(control activities) should be minimized. Third:
ler turnaround projects, such as a two-week
It must map the complete project in terms of
cleaning turnaround costing 450,000, will re-
plants and trades involved with sufficient pre-
quire a schedule just like a million-euro job if
cision. Fourth: The daily update cycles of the
one condition is fulfilled, i.e., if the project is
schedule and the contents of status messa-
time and/or resource critical. A critical activity
ges must be defined precisely. Fifth: Simple
grid with several hundred activities cannot be
rules must be defined as to what is to be ma-
effectively managed without scheduling soft-
naged centrally by project management and
ware. However, it goes without saying that a
which daily execution decisions have to be
smaller schedule is much easier to set up than
made autonomously by those involved.
a schedule for a million-euro project. But the
benefit is the same, namely, lower opportunity
A good schedule is like a modern traffic ma-
costs due to shorter downtime. In the case of
nagement system. There are traffic lights and
signs which are centrally controlled and con- a cleaning turnaround, this could reduce the
trol everything, but there are also roundabouts completion time for the plant shutdown from
which enable smooth traffic flows without traf- 14 days down to nine, at the same cost.
fic lights (self management).

Editors: This sounds very demanding and so-

metimes maybe also a bit theoretical. How
realistic is this claim?
Hess: Demanding – yes, but unrealistic – no.
Basically we are talking about high-perfor-
mance sport. The execution phase of a shut-
down project can be compared to an Olympic
relay or a formula-1 race. This means: Avoid
all mistakes if possible and be quick. The ne-
cessary tools are tried and tested and readily
available. At the end of the day, it is a matter
of how urgent the need for action is because
nothing is so good that it can succeed by itself.
During the past two years, I have seen more
than a hundred people attending turnaround
seminars. My impression is that project mana-
gers are increasingly focusing on scheduling.
The demand for good training of schedulers
has clearly risen among operators.

24 Opinions & Views

Editors: New project management approaches,
especially the critical chain method, have been
increasingly advocated recently. Are these the
solutions of the future to today's scheduling
issues?
Hess: Critical chain project management is
not really new – at best, maybe, for turnaround
project managers. However, I am not yet awa-
re of even a single customer project where
this method is being applied. Eliyahu Goldratt
published it already in 1997. What makes the
critical chain model attractive is its underlying
theoretical concept, which includes ideas to
reduce the number of activities, to integrate
risks in the form of floats or to increasingly
focus on forecasting activities rather than the
process. These approaches are definitely re-
levant for turnaround projects and, in my opi-
nion, also very realistic. They do, however, re-
quire a different form of understanding among
stakeholders. The aim is not to do one's utmost
to keep the schedule in order to be eventually
rewarded for a "good" schedule. Instead, the
goal is adaptive management of the schedule
in order to complete the work ahead of time.
If the aim is to make one's plant "on-spec"
again as quickly as possible, the critical chain
model has really good concepts to offer. But
one should not forget that this method is not a
panacea that solves all problems. As always,
many things must come together to make a
project a success. And these are, first and fo-
remost, highly skilled practitioners.

Frank-Uwe Hess
Managing Partner
T.A. Cook & Partner Consultants GmbH
[email protected]

Opinions & Views 25

2. Methods &
Solutions for
Scheduling

26
Innovative methods and best practices for
turnaround scheduling
Dr. Tobias Laiblin, Head of Turnarounds Department, Infracor GmbH

Infracor GmbH operates the Marl Chemical • Scheduling

Park and offers its services to the compa- • Resource and materials planning
nies located there and elsewhere. Infracor is
a wholly owned subsidiary of Evonik Indus- When it comes to handling turnarounds,
tries and belongs to the Site Services Busi- seasoned Infracor staff manage the construc-
ness Unit. Infracor offers process industries tion site and the execution process, thereby
focusing on chemistry the full gamut of ser- ensuring effective and efficient work by all
vices needed in this sector and also provides trades.
the necessary infrastructure. These services
include maintenance, inspection, repair, as- One central goal of turnaround management
sembly, materials management as well as is the use of a consistent IT solution and an
optimization of plants and production compo- integrated project management centre so that
nents. Infracor is also a competent partner for process can be standardized and central data
scheduled turnarounds and optimum support processing and evaluation ensured. The focus
during unscheduled shutdowns. is on integrating existing IT systems into a
central project management system that im-
Infracor is a value engineering provider of proves, in particular, the interaction between
scheduled turnaround services. Turnaround technical and commercial as well as schedu-
management includes targeted support du- ling and resource planning systems. Infracor
ring the following phases: uses several IT systems with multiple bidirec-
tional interfaces between them and the indivi-
• Structuring of turnarounds (scope of work) dual systems (see Fig. 1).
• Task planning

Fig. 1 | Diagram of the Infracor system landscape

Methods & Solutions for Scheduling 27

Following identification of the scope of work basis in Comos (or Excel), the schedule and
(customer's task list), the technical informa- resource planning function in MS Project
tion necessary for execution is then available (MSP) and the commercial data in SAP. All the
as maintenance specifications in Comos. Co- other systems shown in Fig. 1 are connected
mos includes an interface via which customer directly to one of the above-mentioned sys-
data can be imported (for example, from Ex- tems. Fig. 2 illustrates the underlying principle
cel) where it can also be specified, if neces- of the DBDS.
sary. More in-depth details (including a list of
activities) are then laid down within the indivi- Following receipt of the turnaround order in
dual maintenance specifications. Subsequent SAP, a schedule template containing the ge-
changes in the scope of work are similarly in- neral structure of the turnaround schedule is
tegrated into the schedule. generated via the DBDS in MS Project. The
first draft schedule for the turnaround is sub-
This is where the central project management sequently generated on the basis of the acti-
system (DBDS) comes into play by enabling vities in Comos. The following detailed sche-
data communication between the technical dules and resource plans are created in MS

Fig. 2 | Principles of operation of the central project management system (DBDS)

28 Methods & Solutions for Scheduling

Project. A corresponding order structure for
execution is then generated in an analogous
process via the DBDS in SAP. This in-depth
principle of data integration ensures a persis-
tent exchange and reconciliation of the three
IT systems: from adequate scheduling and re-
source planning to monitoring of budgets and
actual costs right through to optimized task
and cost developments during the turnaround.
During the planning and downtime phases,
Infracor offers its customers state-of-the-art,
IT-based turnaround management services.
Cost-effective and schedule-compliant turna-
round means crucial benefits for operators:

• No data redundancy, no double entries

• Regular, up-to-date reports and accounting
• Increased schedule and cost reliability
• Structured transition from turnaround
planning to execution management

Infracor's project management system faci-

litates sustainable turnaround scheduling.
Thanks to the experience of its seasoned
turnaround staff, Infracor is a full-service pro-
vider capable of handling turnarounds of any
magnitude and complexity.

Dr.Tobias Laiblin
Head of Turnarounds Department
Infracor GmbH
[email protected]

Methods & Solutions for Scheduling 29

 World-class turnarounds
Dipl.-Ing. (BA)/SFI Torsten Nies, Turnaround Manager, Bayer Technology Services GmbH
(Co-authors: Hans-Jörg Kamp and Dirk Kruse, both Bayer Technology Services GmbH)

The basis for world class in

turnarounds
Fig. 2 | Diagram of the most
important KPIs
The task of asset life cycle management is
the optimum management of a plant's assets
through operational excellence. While mee- The aims for the "safety" and "quality" KPIs
ting statutory requirements, the relentless can be clearly defined for all areas. In contrast
quest to achieve this task sees asset life cycle to this, defining the aims for the "costs" and
management used to define measures and "time" KPIs is a complex process which requi-
attribute these to maintenance (OPEX – ope- res deciding whether a particular activity is to
rational expenditure) and capital investment be carried out without interrupting operations
(CAPEX – capital expenditure). The costs and or during a turnaround.
time frame for these activities are defined by
the maintenance, turnaround and project ma- Professional, structured management means
nagement functions as shown in Fig. 1. that these decisions are made in an optimum
manner in the sense of operational excel-
Asset life cycle management lence, fully integrating the maintenance, tur-
Definition of tanks Definition of costs and time naround and projects areas.
Plant Working Shutdown
Maintenance Maintenance Maintenance Turnaround
tasks management
To sum it up, world-class turnaround ma-
Inspection Management
OPEX nagement is only possible if asset life cycle
Repair
management, in the sense of operational ex-
Improvement
Investmen
cellence, clearly defines the scope and KPIs
Modification Project
tasks
Expension management for the different areas, namely, maintenance,
CAPEX
turnaround and projects.
Fig. 1 | Diagram of the management
organization of a process plant Why does the character of your tur-
naround determine the execution
The performance of the task implementati- practice?
on process is evaluated with the help of key
A distinction between equipment-driven and
performance indicators (KPIs). Central KPIs
process-driven turnaround is made in the pro-
are safety, quality, costs and plant availability
cess industry.
(time) as shown in Fig. 2.

These KPIs are designed to help achieve the

following aims:

• No accident (safety)
• No touch-up (quality)
• Minimum expenditure for the defined
measures (costs)
• Maximum plant availability (time)

Fig. 3 | Diagram of equipment-driven

turnarounds

30 Methods & Solutions for Scheduling

During an equipment-driven turnaround, the Shutdown MC IBN
Time window ABN
plant is usually devoid of products. As shown 1 2 3 4 5 6 ... n
in Fig. 3, the turnaround time is defined by Equiment ABN Plant is fully plugged with blanks, purged and product-free MC IBN
driven Technik
scheduling and resource planning on the basis Process Plant is fully plugged with blanks, only partially purged and not product-free MC IBN
ABN
of a defined scope and the resultant activities. driven Operation Equipment Operation Equipment Operation Equipment Equipment Operation

For this purpose, standardized management

Fig. 5 | Diagram of the dependency of scheduling on the
methods and practices are available which are type of turnaround
used, in particular, during turnarounds in the
oil, gas and energy industries. The above-de- Time windows define process-related activities
scribed KPIs can be clearly defined. Delays or (by operators) of scheduled turnarounds (by
technical modifications can be compensated the contractor) in order to enable a clear-cut
for by increased resource input. separation of the activities from a safety and
organizational perspective.

In view of very strict safety requirements, ope-

rational and technical measures sometimes
require considerable additional effort (workers
having to wear heavy respiratory protection,
complete evacuation of the plant, only a single
activity per time window, etc.). These conditions
pose additional problems during turnaround
preparation and execution and affect the enti-
re schedule and resource planning complex as
well as the definition of the "cost" and "time"
Fig. 4 | Diagram of process-driven KPIs. Conventional optimization methods (cri-
turnarounds
tical path, critical-chain method, etc.) do not
suffice here.
During process-driven turnarounds as shown
in Fig. 4, the plant is usually not void of pro- Only seldom can delays or technical modifica-
duct. Turnarounds in the chemical industry are tions be compensated for by increased resour-
often process-driven because many areas of ce input because the turnaround is subject to
the plant are not built dead-leg-free so that process restrictions.
certain hazardous substances (phosgene and
other chlorine compounds, ammonia, etc.) may Key members of the turnaround team are the
remain in certain areas. This involves a great process expert (plant management) for project
deal of work by operators in order to ensure design and execution and the TAR manager
the absence of product before the necessary whose cooperation is vital, especially when it
technical measures can be carried out. comes to scheduling and resource planning as
the key interface for planning.
On the basis of process requirements, such as
cleaning processes, subsystems which are still
working or which have not yet been emptied
out, the activities are implemented in time win-
dows as shown in Fig. 5.

Methods & Solutions for Scheduling 31

 BTS as your partner – world class
in turnaround

Besides expertise in the execution of standar-

dized, equipment-driven turnarounds, Bayer
Technology Services can draw on special
industry experience in the fields of project
design (TAR planning) and execution ma-
nagement of process-driven turnarounds in
the chemical industry. This expertise is based
on the know-how and vast experience of the
company's staff, resulting, amongst other
things, from job rotation schemes in the fields
of business and turnaround management.

With its wealth of owner competence and ex-

perience in plant, maintenance, project and
turnaround management, Bayer Technology
Services offers the perfect basis for imple-
menting world-class turnaround management
for your plant too.

Bayer Technology Services – Word Class in

Turnaround Torsten Nies

Dipl.-Ing. (BA) / SFI
Bayer Technology Services GmbH / Dormagen
ENG - PLP - Piping II - Maintenance Support
TA-Manager
[email protected]

Hans-Jörg Kamp Dirk Kruse

Dipl.-Ing. Bayer Technology Services GmbH / Dormagen
Bayer Technology Services GmbH / Dormagen ENG - PLP - Piping II - Maintenance Support
ENG - PLP - Piping II TA-Manager
Director [email protected]
[email protected]

32 Methods & Solutions for Scheduling

Why a turnaround schedule must
remain flexible
Björn Zubel, CEO, ep-cm

What makes turnaround projects different is the additional use of phase-related miles-
from conventional jobs is the relatively short tones that enable the definition of structures
execution phase with a lot of short individual for an otherwise dynamic schedule. These
activities, leading to a rapid execution pace. milestones are integrated into the schedule
Furthermore, a large number of resources relative to the total execution time and subject
must be coordinated and optimally employed to defined boundary conditions. The task is to
within limited space. An analysis of different determine time windows for certain activities
turnaround schedules has sown that 95% of and to achieve a sensible resource employ-
the activities performed are on a critical path: ment schedule over the turnaround execution
They merely represent a large volume of work time.
that needs to be optimized and completed in
a structured manner. The special challenge Examples of such phase milestones are:
is to make the schedule reasonably flexible
without sacrificing the necessary control me- • Scheduled repair welding work completed
chanisms. • Initial inspection completed – unscheduled
repair work identified
This flexibility is necessary because turna- • Disassembly of various types of equipment,
round projects include a host of variables: including repair or cleaning needs
• Ensuring disassembly of equipment for
• Unscheduled repair work (faults and damage necessary inspections
that are first detected during the initial
inspection) These milestones are determined in line with
• Uncertainty about the order in which the requirements of the turnaround project. By
equipment will become available for identifying correlations between tasks related
processing to these milestones, activities which are other-
• Availability and capacity of resources wise dynamic can be integrated into a mana-
• Logistical challenges geable grid. This makes it possible to identify
• Restrictions due to limited space in the plant and communicate priorities based on floats.
At the same time, the definition of time win-
Conventional scheduling methods, such as dows in the schedule leaves enough leeway
"critical path" or "critical chain" are not the to be able to respond to execution needs and
solution of choice for turnaround projects be- to ensure efficient resource employment. This
cause they thwart an adequate response to method also helps to identify and address ex-
changes. Purely dynamic scheduling practi- ceptions in the schedule. Management of the
ces are not recommended either because the activities thus focuses on really critical pro-
optimum completion of the large number of cesses with regard to the entire project and
non-critical activities requires a certain mea- important phase milestones. When, for ex-
sure of control. ample, the milestone "initial inspection com-
pleted – unscheduled repair work identified"
What is the "float based prioritiza- is reached it is possible to make early, reliable
tion" method? forecasts of the project completion date whilst
at the same time providing necessary resour-
The method underlying float based prioritiza- ces for repair work.
tion is "dynamic scheduling". The difference

Methods & Solutions for Scheduling 33

 The calculation of floats refers to the interme- systems (bar code) can help to automate the
diate deadlines and project milestones. These processes for progress monitoring and cap-
floats are analysed and combined into groups. ture, as well as prioritization, thereby minimi-
The priorities are usually defined as follows: zing the effort needed to update the schedule.
This reduced effort ensures that the execution
will be as accurate a reflection as possible of
Priority Conditions for Statement Share
float the schedule and helps to generate the ma-
Prio 1 (HIGH) < 24 hours MUST <1% ximum level of accuracy possible. This is a
Prio 2 (MEDIUM) > 24 <= 72 hours SHOULD <4% fundamental condition for early management
Prio 1 (LOW) > 72 hours CAN > 95 %
decisions which lead to proactive action.
Table 1 | Definition of priorities via floats

All activities of priority 1 are called critical

processes which do not leave any or, at best,
little leeway for delays. These activities can
also be described as a critical path. Priority-2
activities are near-critical paths which also re-
quire a high level of attention because they
are soon about to become critical activities.
Priority-3 activities have usually little or no im-
pact on the final completion date of the overall
project as long as the scheduled degree of
performance of the individual resources is
achieved. If this is not the case, the priority
of these activities is automatically increased
so that these are then identified early enough.
Project management focuses on two com-
ponents: i.e., the priority-1 activities which
should not account for more than 1% of to-
tal activities and the performance of the re-
sources employed to complete the bulk of the
work. Indicators of declining performance are
available right from the outset so that suitable
countermeasures can be implemented.

Just like all other scheduling practices, float

based prioritization is also dependent upon
meticulous progress monitoring during the > 72 hours > 24 <= 72 hours < 24 hours

execution phase. Scheduling software, such

as Primavera, and optimized data capture Fig. 1 | Priority distribution during turnarounds

34 Methods & Solutions for Scheduling

 Wie alle Terminplanmethoden setzt auch
„Float Based Prioritization“ eine akkurate
Fortschrittsermittlung während der Ausfüh-
rungsphase voraus. Durch den Einsatz von
Terminplanungssoftware wie z. B. Primavera
und optimierten Datenerfassungssystemen
(Barcode) lassen sich die Prozesse der Fort-
schrittsermittlung und -erfassung sowie der
Priorisierung automatisieren. Damit wird die
Terminplanfortschreibung auf einen minima-
len Aufwand reduziert. Diese Reduzierung
des Aufwandes führt zu einer größtmöglichen
Nähe des Planes zur Ausführung und erzeugt
dadurch ein Höchstmaß an Genauigkeit. Da-
durch ist die Grundvoraussetzung für frühzei-
tige Managemententscheidungen geschaffen,
aus denen proaktives Handeln resultiert.

Fig. 2 | Example of an overview of milestones and priorities

Björn Zubel
CEO
ep-cm
[email protected]

Methods & Solutions for Scheduling 35

Turnaround scheduling – scope freeze
and reality
Dirk Träger, CEO, T/ANGO Turnaround Management Group GmbH

A central element of a successful turnaround lations, problems in the field and exceeding the
is a reliable schedule that precedes the real originally planned shutdown time.
shutdown phase. Depending on the magnitu-
de of the turnaround, the schedules may con- Many turnaround managers have learnt
tain a six-digit number of individual activities. their lesson from the past and have had to
The scheduling process means that this com- rethink. The implementation of several diffe-
plexity is actively managed. The schedule is rent turnaround processes was an important
a binding document for all stakeholders that first step in order to guarantee the quality of
sets forth the sequence of operations. A reli- the schedule and educate the specialist di-
able schedule is a prerequisite for the smooth visions with regard to ways of handling the
execution of a host of individual activities on scope. The "known scope" is communicated
time and within budget as well as within the to the schedulers at an early point in time so
shortest possible time window. that it can be mapped as quickly as possible.
However, despite a binding scope freeze, one
Those responsible for the turnaround know should not ignore the fact that the need for
this success factor. Several TAR optimization various repair interventions or weak points
projects were recently conducted in order to is identified during inspections before and
improve the TAG front end loading (i.e., the during the shutdown. Part of this additional
planning process) and hence to guarantee the work must then be completed during the tur-
quality of the schedule. One of the measures naround. This is often overlooked in the field
was the definition of a "scope freeze" as a and not properly prepared and managed by
technical term. This refers to a defined point plant operators.
in time at which all the turnaround operations
(scope) of the respective specialist divisions, The staff at T/ANGO Turnaround Manage-
including all projects, have to be reported to ment Group has many years of experience
TAR management and the schedulers. The in turnaround scheduling. Their expertise re-
scope is then frozen and the schedule pre- commends that the following aspects should
pared using optimization techniques. Ideally, be considered in conjunction with the scope
this is carried out twelve months before the freeze issue.
shutdown phase of a turnaround. The schedu- So-called cold eyes reviews (expert groups)
le is finalized in cooperation with the specia- • are a proven best practice approach when it
list divisions and forwarded to the contractors. comes to handling additional scope by ex-
ploring the need for additional measures
However, the central problem in turnaround during the turnaround.
reality remains that the scope of work grows Furthermore, regular examinations, for ex-
continuously until the shutdown phase begins. • ample in the form of risk analyses, should
Ensuring a frozen, valuable schedule can be be conducted throughout the entire shut
thwarted by additional short-term measures down phase concerning the impact of addi-
which have not been sufficiently analysed with tional measures on the schedule.
a view to their relevance for the turnaround. Be- The external contractors must be involved in
sides fatal consequences, for example, on the • the continuous challenge of the scheduling
reliable provision of additional resources and process in order to integrate their experience.
infrastructures, this can also lead to budget vio-

36 Methods & Solutions for Scheduling

• The responsibilities for the release of
measures after the scope freeze must be
defined. During practical implementation,
conflicts of interests often arise between
turnaround management, specialist divi-
sions and production. We recommend ap-
pointing a unit having central budget res-
ponsibility and releasing the measures.

Conclusion:

Due to the unknown scope variable, the deve-

lopment of schedules continues to be dyna-
mic until the end of the turnaround execution
phase. The impact of a short-term increase in
scope on the schedule must be scrutinized in
a continuous process that integrates several
specialist divisions in order to complete the
turnaround successfully.

Dirk Träger
CEO
T/ANGO Turnaround Management Group GmbH
www.tar-experts.com

Methods & Solutions for Scheduling 37

Lean and effective turnaround scheduling and
resource planning
Volker Zillekens, CEO, IIG Revisionsmanagement GmbH

A look at the turnarounds of the 1980s and despite an increased scope to be one of the
1990s shows that 90 percent of all turnarounds greatest challenges when it comes to planning
failed to adhere to the set schedule. 75 percent a turnaround.
of the schedules even had to be revised during
the first days of the shutdown, with the scope This now leads to the question under which as-
of the entire turnaround increasing by 10 to 50 pects the scope of work is compiled. One very
percent. Furthermore, the budget of 80 percent useful tool is certainly to assess the risk of in-
of turnarounds was exceeded by 10 to 40 per- dividual components under economic aspects
cent. as well as a close look at redundant systems.
The motto "do whatever you WON'T be able to
However, a positive trend can be seen in recent do during the next five years" can also provide
years. Schedules and budgets can increasin- some guidance.
gly be adhered to. What are the reasons? Is
it constantly growing cost pressure? Or does Once the scope of work resulting from statu-
increasing awareness of the turnaround sche- tory requirements and operational needs has
duling issue have a key role to play? We found been determined and approved by manage-
that both factors contributed towards an incre- ment, the foundation for a successful schedule
asing focus on detailed planning and that many is in place.
managers have come to understand the related
costs as an investment in plant availability. The But when should the scheduling and planning
cost of a single day of downtime during a turna- process start? When must this be completed?
round in the energy or petrochemical industries How much detail is necessary? What can it
often reaches high six-digit levels. This exp- cost? Are there any planning standards? The-
lains why availability is the top priority for many se and other questions are what we are regu-
plant operators and why solutions are sought larly faced with.
to optimize this parameter during a turnaround.
Answers to these questions can also be de-
Operator management focuses on optimizing rived from the planning mistakes of earlier
both duration and costs of a turnaround. The years: delayed commencement of planning
on-site operational (production) and techni- (for unjustified fear of rising planning costs),
cal department focus on inspecting, cleaning, inaccurate planning of turnarounds and pro-
maintaining and revamping the plant. The jects, a scope that was defined too late, lack
question is now how both approaches can be of coordination between the different specialist
adequately addressed. At the end of the day, divisions as well as poor resource planning.
duration and cost optimization also means re- For many years, our staff have been working
ducing the scope to what is required by law. on optimizing workflows in the field of sche-
The tasks of the production department are duled process plant maintenance. A key topic
to thoroughly clean and maintain the plant in is scheduling and resource planning of turna-
order to optimize it for the following operating rounds and projects of all magnitudes. Until the
period. But it is often also necessary to imple- end of the 1990s, our staff still planned every
ment complex projects which then lead to an single component on an hourly basis. However,
increase in scope, costs and duration. We con- the attempt to really integrate the full scope of
sider the task of optimizing costs and duration information of the turnaround into a schedule

38 Methods & Solutions for Scheduling

often meant an increased time and cost input.
For many years now, we have been focusing
our planning and scheduling activities on work
preparation and the identification of the scope
of work under economic aspects. Successful
scheduling and resource planning are thus en-
sured according to our philosophy of "lean &
effective".

Volker Zillekens
CEO
IIG Revisionsmanagement GmbH
[email protected]

Methods & Solutions for Scheduling 39

Daily feedback during execution – bar code, manually
generated reports, portal, mobile communication?
Gerd Braune, Head of Planning, BIS Maintenance Nord GmbH

To handle an average of 20,000 to 40,000 The future of turnarounds

activities or even 100,000 tasks or more in
major plant turnarounds, with typically 40 to What will turnarounds look like in three or five
60 contractors involved, and within the shor- years? How will project management change?
test possible time slot whilst at the same time Progress will happen wherever new technolo-
adhering to all applicable safety and budget gies and adapted processes contribute towards
restrictions – this is the aim of every turna- even more efficient turnaround execution.
round. The schedules are the linchpin of any
such project. The increasing speed of communications
will generate essential impulses. Information
In order to enable active management, com- about up-to-date completion rates, work re-
pletion reports and scope changes must be leased and activities pending will be perma-
captured as quickly as possible and daily pro- nently available via mobile solutions. Staff can
gress recorded. This information serves to co- track the current status on PDAs and tablet
ordinate tasks and prioritize activities. Feed- PCs. Information for localization, identification
back from all stakeholders is a precondition and work contents is also available for retrie-
for success. val by RFID at the equipment. Completion re-
ports will take the form of realtime feedback
Static schedules, dynamic management which will be ensured through communication
with no float based prioritization, manually via WLAN or GSM transmission.
generated reports, use of bar code lists in
complex projects only, progress feedback Compared to today's workflows, this means
for reporting purposes only – these were the active dynamic management, direct reporting
basic parameters and normal practice of old- to the downstream trade and instantaneous
fashioned turnaround planning up until just a communication of test results. This is the ba-
few years ago. sis for immediate response to changes.

Change has started In order to make this possible, it is not only

necessary to create the technical conditions
Detail planning, RFID (radio-frequency identifi-
for the new communication channels, but
cation) chips for electronic feedback attached to
also to adapt processes and structures to
the equipment and the use of intranet portals are
the new situation. In order to fully utilize the
today state-of-the-art for turnaround projects.
improvement potential offered by mobile com-
However, reporting and visualization are most- munications, the higher speed of information
ly still paper-based, with wallpapers being transmission must also be supplemented by
used as a project management tool. The fa- accelerated workflows and processes as well
miliar bar code lists are also still in use. Daily as further training of staff with regard to the
feedback concerning the actual status serves new IT tools.
to update the schedule, prioritize activities,
and prepare work packages for the next day.

40 Methods & Solutions for Scheduling

The future extent of planning and scheduling
and the related level of detail will be compa-
rable to the present status, also because a
higher degree of complexity in the planning
process would not lead to better quality.

The increasing speed will place higher demands

on staff. The speed and quality of feedback
and the corresponding adjustment of work-
flows will also determine whether turnarounds
will become more efficient. Customers and
service providers must join forces in order to
master this challenge. Creativity and flexibili-
ty will be crucial in addition to a high level of
technical expertise.

Gerd Braune is Head of Turnaround & Revamp

Planning at BIS Maintenance Nord GmbH in
Leuna, Germany, a company of the Bilfinger
Berger Industrial Services Group. He and
his team have for many years been involved
in scheduling, planning and executing turna-
rounds in the process industry. The service
portfolio ranges from separate scheduling
and planning assignments to the preparati-
on of tender documents right through to the
full-scale scheduling, planning, executing and
documenting of turnarounds as managing
contractor.

Gerd Braune
Head of Planning
BIS Maintenance Nord GmbH
[email protected]

Methods & Solutions for Scheduling 41

Conversion of cat section at Total Antwerp in
April/May 2011
Martin Karges, CEO, Voith Industrial Services GmbH

Turnaround scheduling is a major challenge hing more than 20 tonnes are to be changed.
for industry service providers. The following Before the pipe segments are cut off, the riser
example provides a detailed insight into the pipe is secured on the steel structure at seve-
individual steps during the modification of ral points.
the FCC plant at Total's Antwerp refinery and
highlights the breadth of technical compe- One of the challenges is that the riser pipe
tence at Voith Industrial Services. Execution must be installed in a prestressed condition.
planning for critical equipment in catalytic cra- When cold, the pipe is 28mm shorter than the
ckers, where efficient workflows are often cru- distance between the two pipe connectors. It
cial for the turnaround's success, is certainly is hence of utmost importance to determine
a task that must be performed by experts. A the cut line with maximum precision. Therefo-
time window of six weeks is foreseen for the re a surveying contractor must accurately de-
complete modification project. termine the length of the new pipe stretches
as well as the exact position of the cold pipe
This, apart from many minor tasks, covers two in the steel structure. These dimensions must
main modifications. then be checked whenever a new segment of
the pipe is installed in order to maintain the
correct position of the upper pipe connector.
The vertical pipe stretches are fitted with
backing strips. When two pipe segments are
mounted, adhesive cement is applied to the
wear-resistant concrete before the segments
are joined together. The riser sections were
already pre-assembled and adapted at the
manufacturer's works so that the weld gap is
optimally adjusted after joining.
Fig. 1 | Main modifications of the cat section
Regenerator: Temporary intermediate
floor
Riser pipe
Due to restricted space, it is not possible to
The riser pipe (13mm, material A516, grade change the regenerator head completely so
70) is lined with 100mm anti-wear concrete. that all parts to be changed must be brought
It has a diameter of 1,750mm and is approx. in and out through a manway or a window in
45m high. It connects the regenerator to the the regenerator wall.
reactor. Feed is injected through the feed
nozzles into the riser pipe and subsequently Extensive lining work is planned in the prima-
cracked by the catalyst in the reactor. ry and secondary cyclones in the head area
of the regenerator. Heavy steel parts are to
As part of the turnaround, approx. 35m of the be replaced in the lower area. In order to ena-
vertical and 4.5m of the horizontal stretch of ble work to be performed simultaneously in
the riser pipe are to be replaced. Four vertical the upper and lower parts of the regenerator,
and one horizontal pipe stretches each weig- a temporary intermediate floor consisting of

42 Methods & Solutions for Scheduling

steel girders with aluminium sheet flooring the rings. The air ring has many nozzle holes
is installed. For this purpose, the anti-wear which render forming for TIG welding very dif-
concrete is prised open at eight points of the ficult. This is why the welds are rooted with an
regenerator wall and brackets are welded. A electrode, something which constitutes quite
window measuring 1.5m by 2m is cut into the a challenge.
container wall through which the elements of
the temporary intermediate floor are brought Regenerator: Changing the primary
in. Space between the existing cyclones is diplegs
extremely restricted, rendering the installation
of the intermediate floor very difficult. Three The regenerator contains eight primary di-
crawl beams are fitted to the underside of the plegs made of 304 H all of which are to be
intermediate floor where the replacement dip- replaced with diplegs of a new design, each
legs and the air ring will be positioned in the 7.5m long and weighing around three tonnes.
Following dismantling of the bracings (i.e., the
regenerator.
connecting supports on two different levels),
the existing diplegs are plasma-cut into pieces
Prior to the modification, the intermediate floor
that can be easily handled and removed from
had to be designed on the basis of a complex
the regenerator.
structural analysis which was vetted by AIB
Vinçotte as the responsible Belgian authority.

Regenerator: Replacing the air spider

with an "air ring"

The conical area of the regenerator currently

contains an air spider in a cruciform arrange-
ment that regenerates spent catalyst with air.
This will be replaced by a new design called
the air ring. It consists of three concentric
rings measuring 10", 12" and 20" which are
connected to the central pipe. The air ring is
made of stainless 304H steel whose exterior
is lined with anti-wear concrete.

The central piece, including the 10" ring,

weighs 3.6 tonnes and is mounted via the
inner trolley track. The central 12" ring is
brought into the regenerator in two parts,
each weighing 1.6 tonnes, whilst the outer 20"
ring is brought in in 4 parts, each weighing
1.8 tonnes, via the crawl beams. The rings will
then be welded together on the scaffolding
and mounted by means of the crawl beams to Fig. 2 | 3D computer model of the
the spokes which connect the central pipe and regenerator

Methods & Solutions for Scheduling 43

As a precondition for installing the new diplegs,
the installation sequence must be exactly de-
fined because space is extremely limited and
because installation of all the diplegs would
not be possible if the wrong dipleg would be
installed first. This is why a 3D computer mo-
del was generated during the turnaround pl-
anning phase in order to simulate the entire
assembly process and thereby determine the
correct sequence of work steps.

The dipleg pipes are brought into the regene-

rator on a trolley that travels on a rail system
in the apparatus.

Regenerator: Partial replacement of

the secondary diplegs

The discharge level of the new secondary di-

plegs is 1m higher than that of the old ones.
The orientation of the discharge openings is
also very important. This requires the cutting
lines to be exactly measured and their orien-
tation to be checked after fixing.

High scheduling and planning ex-

pertise required

The planning for installation of the diplegs

shows that scheduling calls for a high degree
of problem solving competence due to the
large number of complex restrictions. Every
detail of workflow planning must be right in
order to avoid delay in the turnaround. Voith
Industrial Services offers this expertise, dra-
wing on many years of successful work in the
turnaround business.

Martin Karges
CEO
Voith Industrial Services GmbH
[email protected]

44 Methods & Solutions for Scheduling

Outstanding schedule, excellent execution
Peter Linier, EagleBurgmann Germany GmbH & Co. KG ([email protected])

After the turnaround is before the turnaround – materials installed during a turnaround phase.
and this automatically means analyses. What Two practical examples illustrate successful
went well, and where is further optimization interaction between the operator, sealing spe-
needed? Turnarounds call for enormous effort cialist and other service firms during a turna-
by all stakeholders. A very tight schedule with round.
a non-negotiable deadline for the restart of
the plant determines the concept and execu- Unterweser nuclear power plant
tion of all activities. Other crucial factors that (Stadland, Germany)
influence the project include safety, execution
quality and the usually tight budget. Subject matter:

A turnaround is always a challenge for those • Keeping a seal inventory (70 different items)
in charge of organization and logistics. Profes- in a service container
sional preparation and detail planning as well • Manufacture of seals (flat gaskets and pa-
as good follow-up and debriefing are essential ckings) on site
for success. At the same time, practical ex- • Documentation and issuance of certificates
perience also shows that unforeseeable tasks for seals delivered (nuclear grade)
can occur time and again. • Flexible deployment of two experts

Drawing on experience from a host of turna- Result:

round projects, EagleBurgmann has identified
two factors for success. The planning tools • Manufacture of more than 600 flat gaskets
and work plans define the exact framework from plate material
as well as the workflows and demands so that • Special gaskets measuring up to 2,400mm
all the trades can deliver on schedule. All sta- in diameter
keholders can thus rely on a defined starting • Provision at short notice of graphite pa-
position and a complete overview. Furthermo- ckings, cover plate gaskets and special seals
re, the concrete work carried out on site must • Provision of certificates for all seals and
meet the specifications and agreed scope. It is gaskets
the committed and experienced staff with their • Management of all the seals and gaskets
mobile service equipment who ensure smooth supplied and electronic reconciliation with
service during the "hot phase" and a flexible the operator
response to varying job situations. Our job as • Identification of all the seals and gaskets
seal manufacturers goes beyond the agreed supplied using a label printer
services, but also involves additional tasks • Immediate availability of all certificates at a
related to packing technology. We understand central point in the Unterweser nuclear po-
our role as that of a service provider in the wer plant
turnaround team, and we act accordingly.
This means that our staff on site are there to
address any issues which may arise and to do
whatever they can in order to provide a quick
and reliable sealing solution. Another factor
that should not be underrated is the precise
documentation of all services performed and

Methods & Solutions for Scheduling 45

• Response at short notice to unscheduled
tasks, including provision of materials
• Ongoing provision and ordering of materials
as required
• Documentation management for the Unter-
weser nuclear power plant
• Successful MvA completion

Fig. 1 | Specialist in front of the service container holding

a gasket

Fig. 2 | Installing a flat gasket

Fig. 3 | Installing a compressor seal

46 Methods & Solutions for Scheduling

Total Spergau refinery (Leuna, Ger- The main factors for service success include
many) flexibility, speed, planning safety and reliabili-
ty. Overhaul cycles are becoming increasingly
Scope of work: long, especially for large plants. On the other
hand, there is also a trend towards ever-shor-
• Measuring spindles and housing seals at ter turnaround times. Besides their own main-
the service contractor's workshops or direct- tenance staff, plant operators are increasingly
ly on site (welded valves) relying on external service specialists. One of
• Manufacture of packing sets for spindle pa- the key challenges for external service firms
ckings in a specially equipped service con- is to render as many services as possible on
tainer on site site. This is vital in order to tackle the many
• Cutting flat seals of different grades and diverse tasks that arise during a turnaround.
gauges
• Reworking groove packings EagleBurgmann has tailored its services to
• Provision of cover plate gaskets and special these needs: With our mobile service centre
seals (including tool manufacture) solutions, we are there on site, bringing with
• Keeping inventories of mechanical face us the technical equipment to address the
seals, packings and packing material of usu- customer's specific demand. Our seasoned
al dimensions and designs specialists warrant quick and smooth work at
• Coordinating and ordering additional servi- the construction site in order to ensure impec-
ces for mechanical face seals in close co- cable scheduling, from planning right through
operation with the nearest EagleBurgman to plant restart.
service centre in Halle/Leipzig, Germany.

Result:

• Quick and smooth seal and packing sup-

plies for packing service firms
• Permanent availability and active support
when it comes to measuring and installing
packings and seals, thus avoiding practi-
cally any measuring and installation errors
• Quick provision of special packings and seals
• Especially in the case of hand valves, the
dimensions are often not known until the
valves are reworked, so that local presence
and quick response pay off.
• Even customers who prefer off-the-shelf
material avail themselves of the packing
service, for instance, when blanks need to
be sealed quickly.
• Fitting and setting into operation of mecha-
nical face seals for compressors and pumps
as well as the pertinent seal supply systems

Methods & Solutions for Scheduling 47

Sulzer Pumpen Service creates added value for
customers during turnaround
Frank Nissen, Business Development Manager, Sulzer Pumpen (Deutschland) GmbH

The Sulzer Pumpen service organization offers a • Planning and organizing of external crafts
comprehensive service portfolio for the oil + gas • Issuing recommendations for plant optimi-
processing and chemical industries, the energy zation (energy efficiency, reliability, life cyc-
sector and the paper industry. We see ourselves le costs)
as technical service providers offering efficient
and state-of-the-art maintenance, repair and Sulzer Pumps offers specific machine optimi-
optimization services for the customer's rotating zation services during turnarounds in such a
machines. Our service offers our customers sub- manner that real value is added. One example
stantial cost and time savings and also ensures of this successful partnership is the coope-
higher plant availability. ration between the Sulzer Service Center in
Schkopau, Germany, and the customer Styron
Our technical expertise enables us to main- Deutschland GmbH.
tain, repair and modernize the entire range of
rotating machines from different manufactur- The Schkopau facility of Styron Deutschland
ers, including GmbH produces synthetic rubber and polysty-
rene. The Sulzer Service Center at Schkopau
• Pumps is the competent and qualified partner for
• Compressors maintaining the rotating machines during the
• Gears annual turnarounds. The customer lays down
• Extruders the turnaround schedule and identifies the re-
• Agitators levant units as well as the time frame for the
• and other units. service work whilst Sulzer is responsible for
technical detail planning in close cooperation
These measures are designed to reduce with the customer. The individual maintenance
the energy consumption of the machines, to operations are defined on the basis of the ma-
enhance their reliability and adapt them to chine history and extensive experience.
changed operating conditions, to use state-
of-the-art materials or to simplify maintenance
operations.

Our services in turnaround projects include:

• Analysing the machine status on the basis of

user data (machine history)
• or based on own measurements (condition
monitoring)
• Planning the necessary work steps, inclu-
ding time demand (resources, such as man-
power and machine times)
• Identifying and providing the necessary spa-
re parts

Fig. 1 | Pumps and rotating equipment from different manu-

facturers are optimized at the Schkopau Service Center.

48 Methods & Solutions for Scheduling

 Brunsbüttel
Rostock
Hamburg

Bereich Jänschwalde
Reliable information concerning the resources
Schwedt
Service Area Jänschwalde

available at the workshop warrants completion Berlin

of the maintenance work on schedule. This in- Salzgitter

Bitterfeld
Jänschwalde
NL-Moerdijk Bereich Schkopau
cludes recommendations concerning the pro- Service Area Schkopau
Schwarze

vision of relevant spare parts. Gelsenkirchen Pumpe

Schkopau
NL-Breda
Neuss Boxberg

Bereich Neuss Lippendorf

During the major turnarounds, the plants are Service Area Neuss

adapted and optimized to reflect state of the Frankfurt

Bereich Mannheim
art so that they can continue operating with Service Area Mannheim

minimum trouble for another five years. Mannheim

Zentrale Bruchsal
Münchsmünster

When it comes to revamping its rotating ma- Kirchheim/Teck

Pocking
chines, Styron Deutschland GmbH relies on
München
the technical competence and expertise of
Sulzer Pumpen, for instance, for the modifica-
tion of its FBC dryer (Fig. 1). Verkaufsbüro/Sales office Athens, Greece & Milan, Italy

Fig. 2 | The service network in Germany with workshops at the custo-

Before the dryer could be modified, the com- mers' sites
plete bearing system had to be dismantled on
site because of bearing damage. In the run-up
to the 2009 turnaround, the Schkopau Service The fact that the Service Center is located on
Center suggested modifying the bearing sys- the premises of Dow Deutschland GmbH un-
tem for the flywheel discs so that the bearing derpins the implementation of this customer-
system forms a complete plug-in unit that can centred service concept that enables Sulzer
be removed in its entirety from the enclosu- to respond to customer requirements at very
re. This modification reduced the dryer repair short notice. In line with this concept and its
time by 40% so that future maintenance work policy of being close to the customer, Sulzer
can be performed much faster and at a lower Pumpen (Deutschland) GmbH set up a new
cost. service station in Pocking (Bavaria), Germany
(near Passau/Burghausen), at the end of last
The Schkopau Service Center is located at year.
Dow Value Park Merseburg. With its seasoned
staff of around 50, the Service Center is one
of 15 facilities of the service organization of
Sulzer Pumps in Germany.

Frank Nissen
Business Development Manager
Sulzer Pumpen (Deutschland) GmbH
[email protected]

Methods & Solutions for Scheduling 49

Advanced schedule optimization –
dynamic time and cost optimization in the inte-
rest of shorter downtimes
Gert Müller, T.A. Cook & Partner Consultants GmbH

Background the schedule preparation phase. Schedules

are today still characterized by two aspects:
Opportunity costs due to turnarounds must A scheduler usually identifies the quantity of
always be reduced to a minimum. This calls resources needed (for instance, six pipe fit-
for an easy-to-apply schedule to manage the ters) and the necessary work (72 hours per
execution phase. Optimization methods ensu- activity). The project planning tool translates
re the maximum cost effectiveness and speed this into an activity time of 12 hours (refer to
of the turnaround. However, advanced turna- Fig. 1).
round optimization also means allowing for
sufficient flexibility in the schedule and enab- Assumptions regarding work values (work)
ling its dynamic execution. Under the "time-to- are often more reliable than assumptions re-
cost tradeoff" buzzword, several authors have garding the planned deployment of resources.
described a host of optimization models for As a result, the time determined for an activity
this. Merely focusing on the critical path me- is relatively imprecise. In order to enable a re-
thod (CPM) is often not enough because it is liable statement, the planner must variabalize
not only time but – more importantly – resour- the number of necessary resources. The con-
ces that drive turnaround projects. Schedule crete result is that the planning assumption
optimization is today usually limited to a final is changed from six to two (minimum) to nine
measure on the basis of a completed execu- (maximum) pipe fitters. This gives a theore-
tion schedule. Daily re-calculation (optimizati- tical activity time of eight hours minimum or
on) during the execution phase, i.e., dynamic 36 hours maximum. The use of minimum/ma-
"re-scheduling", is too rarely pursued. ximum values for each activity thus enables
automated time and cost optimization. Taking
Varying resource demand the necessary resource input as a basis, a se-
parate project plan thus exists for each of the-
Standard scheduling software typically provi- se assumptions and every point on the curve
des solutions to static time and resource pl- with the corresponding total project time and
anning issues. However, turnaround projects minimum costs. The costs can be combined
are subject to a variety of dynamic influence with the opportunity costs, leading to a curve
factors, such as limited resource capacity or like the one shown in Fig. 2. The scheduler
unexpected work input by other contractors. can now select a desired maximum total time
This fact must already be addressed during or set a fixed completion date for the project.

Activity 1-2 lasting 12 hours

2
12 hours 6 W/12 hrs. 5 W/20 hrs.

1 4
V 1-2: 72 hours of work Availability 10 W/ hrs.
V 2-4: 100 hours of work
5 W/25 hrs. 3 W/10 hrs.
V 1-3: 125 hours of work
V 3-4: 30 hours of work 3

Fig. 1: Activity grid example

50 Methods & Solutions for Scheduling

Costs
k (x)

k (x+2) Optimum resource input

3

k (x+1) 2

k (1) Minimum possible

1 resource input

t(x+2) t (x+1) t (1) Time t (x)

Fig. 2: Determination of duration, taking costs and opportunity cost into consideration

Considering risks in process chains This planning data provides the scheduler with a
sound basis for assessing the risks in his project
It is normal practice today for "unexpected schedule. The (weighted average of the) scenari-
work" not to be planned at all or to be planned os where the project is in fact delayed are shown
as a process with a time and fixed resource together with the expected upper deviation. A
demand. We do, however, know that the time distribution function indicates the probability with
needed for many operations varies so that the which a scheduled project time can be adhe-
resource demand changes accordingly during red to. This enables processes to be identified
the turnaround. These risk-prone processes which are in fact "risky" and delay the schedule
must be taken into consideration in order to completion date directly. Processes with risks
make a schedule more robust and hence suita- which do not affect the delay of the schedule
ble for the execution phase. A useful approach are identified as "non-risky". Depending on the
here is the development of risk scenarios which project manager's willingness to take risks, the
occur with certain probabilities. These scena- scheduler then selects the maximum total project
rios are set by the engineer in charge. Fig. 3 time (refer to Fig. 4). This sets the course for opti-
shows a cleaning process with four scenarios. mizing resource input (resource levelling) on the
It normally takes twelve hours. The probability basis of this execution schedule.
that it will be adhered to totals 80%. The proba-
bility that it will already be completed after eight
hours totals 5%. The probability that it will take
15 hours totals 10%, or 5% that it will take as
much as 20 hours.

Methods & Solutions for Scheduling 51

Dynamic re-scheduling during the of schedules with up to 64,000 activities takes
execution phase around three minutes. This minimum input ge-
nerates maximum benefits for schedules, i.e.,
The underlying concept of the solution enab- daily re-calculations of the schedule on the ba-
les existing planning and scheduling data to be sis of the established progress of the project.
imported from SAP. Tectura additionally imple- The schedule is thus updated every day and
mented the method as an MS-Project add-on. reliable recommendations can be developed for
MS-Project users can thus additionally optimi- the optimum deployment of resources for each
ze individual sub-schedules, resource groups column and work area, taking the shortest pos-
(such as washing stations) or overall project sible time and lowest possible project costs into
schedules. A re-calculation (time-cost tradeoff) consideration.

The cleaning process, for instance

has three possible variation scenarios:

8h 12h 15h 20h

5% 80% 10% 5%
Normal case:
12hrs, 3 workers

Fig. 3: Process with three variation/risk scenarios

Fig. 4: Project duration vs. on-schedule probability

52 Methods & Solutions for Scheduling

However, the practical use of time-cost tra-
deoff models is contingent upon good and
sufficiently complete schedules. They then
open up completely new options for deman-
ding schedules that enable a more reliable
management of turnaround projects in shorter
time windows.

Gert Müller
Manager
T.A. Cook & Partner Consultants GmbH
[email protected]

Methods & Solutions for Scheduling 53

Shutdown management with Microsoft
Project Server
Udo Ramin, Head of the EPM Division, TECTURA AG

Operators of process plants in the chemical, Support by IT tools

oil, gas, energy or pharmaceuticals industries
are today active in the global market that calls Workflow logistics, resource and information
for supplies around the clock. During the life cy- logistics are key elements of a turnaround.
cles of these plants, operators have to manage They can be optimized using IT tools.
a whole range of projects, i.e., not just capital
investment, but also maintenance projects invol- In order to provide all the specialists invol-
ving measures related to shutdowns and turna- ved in projects with the information relevant
rounds. Turnarounds as strategic maintenance for each of them, special applications for en-
and repair projects today require professional gineers, technicians, project managers and
management. commercial departments have always been
used with the result that many different tools
More measures in less time are in use.

Maintenance and repair have been inevitable There is a solution to this tool conflict, namely,
ever since process plants existed. However, the provision and exchange of information via
the time available for these operations has a single platform. Platforms of this kind are al-
changed. Inspection, maintenance and repair ready firmly established in the IT world. Enter-
as well as modification and expansion projects prise project management (EPM) systems
must be completed within ever shorter time enable planning, management and monitoring
frames. Furthermore, a continuous supply of of all projects of an enterprise throughout the
new environmental or operator directives, sa- entire life cycle of a project, including project
fety regulations and laws as well as increasing portfolio management. The use of web tech-
concentration of measures are calling for me- nologies permits the enterprise-spanning in-
ticulous turnaround planning and scheduling. tegration of customers, suppliers and project
partners.
Logistics is of the essence

Today, operators have to source most of ser-

vices from external specialists – and this in
due time because experts and their availability
have become rare in Europe during the course
of the economic recovery and the trend to-
wards outsourcing.

Transparent processes

Resource logistics is closely linked to workflow

logistics. Resources have to be planned and
scheduled along with detailed workflow planning.
Transparency means providing information at the
right time and at the right place for the right re- Microsoft Project Server

source and being able to provide early feedback.

54 Methods & Solutions for Scheduling

 Besides Microsoft Project, which is today al- Tectura Shutdown Management to
ready used as a single-user version, Microsoft supplement ERP and the enginee-
Project Server is becoming increasingly im- ring DB
portant as an enterprise project management
(EPM) solution for technical projects in ge- Tectura has configured an industry soluti-
neral and shutdowns/turnarounds in particu- on based on Microsoft Project and Microsoft
lar. Microsoft Project Server creates greater Project Server that is designed specifically for
transparency because all project and resour- turnaround projects. The solution is suitable
ce data as well as project information is made for both small and partial turnarounds with
available in a role and web based project up to 1,000 activities as well as major turna-
portal using a browser and can be evaluated rounds with more than 100,000 activities. It
by Microsoft Excel or Microsoft Reporting enables planning, scheduling and monitoring
Services for all the stakeholders of a project. of all phases and resources of a turnaround.
Operation via the web on a project portal is The software solution facilitates communica-
easy, with Microsoft Project commonly used tions between the operator and his contract
as a Windows-based planning and scheduling partners on a web-based platform. Interaction
front-end. Microsoft Project Server is based with commercial workflow systems, such as
on Microsoft SharePoint Server and Microsoft standard ERP solutions (for example, SAP or
SQL Server and permits flexible scaling. Em- Microsoft Dynamics AX and NAV) and reposi-
bedding in Microsoft SharePoint enables in- tory-based engineering systems, is possible at
project communication and information ma- any time.
nagement as well as management of in-project
information, documents and workflows. Tectura's shutdown management solution is
a Microsoft Project Server which has been
specifically pre-configured for shutdowns and
which can be customized to specific demands.
Tectura's shutdown management system has
been in use for many years at reputable enter-
prises in the refinery and chemicals industries
as well as providers of industrial services.

Udo Ramin
Head of the EPM Division
Tectura AG
[email protected]

Methods & Solutions for Scheduling 55

Turnarounds and the importance of
documentation
Tim Taylor, Chief Marketing Officer, McLaren Software (www.mclarensoftware.com)

Plant shutdowns are expensive and time-con- used at any point of the turnaround.
suming due to loss of production and the cost
of the turnaround itself, however well planned Can a streamlined, electronic document con-
and executed. Emphasis is rightly placed on trol process have a significant effect on the ef-
planning, scheduling, procurement and con- ficiency of a turnaround? Yes, by avoiding the
tract awards to ensure minimum disruption to pitfalls and consequences of inaccurate docu-
the business, but are the same considerations mentation.
applied to the supporting documentation?
The ability to assign the same documents and
Accurate and validated documentation im- drawings to concurrent projects executed on
proves predictability during the planning stage a single plant during a turnaround can signi-
and reduces the risk of unexpected corrective ficantly reduce uncertainty, mistakes and time
work resulting in longer shutdowns. As far as for a shutdown. Project teams can benefit
possible, as-built documentation should be re- from an auditable retrieval, revision, review,
vised and any new documentation created prior approval and release process, increasing the
to shut down, or better still be accurate to begin confidence of engineers that they are using the
with. To ensure a smooth start-up and subse- right version of a drawing or manual.
quent operation of the plant new documentati-
on will need to be validated ready for use by the The time taken by individuals to validate docu-
operations teams. mentation with colleagues or document cont-
rollers is one of the biggest hidden time-con-
Health and safety, policies and procedures, suming activities in any project and is rarely
technical drawings, P&IDs, datasheets and accounted for. Projects using a software-driven
equipment maintenance history all have a part reconciliation and release process can ensure
to play in the success of a turnaround project. as-built documents are both auditable and va-
The challenge is to ensure all planners, engi- lidated for start-up and subsequent operation.
neers, designers and contractors are able to McLaren Software’s Enterprise Engineer ap-
participate easily in the document control pro- plication helps ensure document control pro-
cess to avoid incorrect documentation being cesses are followed by all involved. The trick is

Fig. 1 | Functions of Enterprise Engineer

56 Methods & Solutions for Scheduling

to make it easy for users to participate, which
increases the value of the document control
system significantly.

Users can access and use the system from any

device (laptop, mobile phone or tablet etc.) or
application (email, Microsoft Office, AutoCAD,
MicroStation etc.), remaining a flexible part of
the document control process. It is then that
the benefits can be reaped by all involved, not
least by the company itself.

Streamlined document control processes

provided by Enterprise Engineer assure the
integrity of asset documentation supporting
concurrent projects including revamps, capital
projects and turnarounds.

Methods & Solutions for Scheduling 57

3. Expert survey on
the status quo of
scheduling

58


CONTENTS
Index of figures 59

Table of figures 60

Methodology and participant structure 61

Scheduling organization and strategy 65

The scheduling process 76

Schedule optimization 86

The schedule during the execution phase 91

Intermediate conclusion: Good Scheduling Practices 97

INDEX OF FIGURES
Figure 1 | Analytical approach 61

Figure 2 | Roles/functions of participants 63

Figure 3 | Service provider to plant operator ratio 63

Figure 4 | Industries according to type of activity 64

Figure 5 | Typical approaches for creating a schedule 67

Figure 6 | Ways of updating schedules 68

Figure 7 | Distribution of resources for scheduling 69

Figure 8 | Organizational task-sharing for scheduling 69

Figure 9 | Appointment of an employee in charge of maintaining

schedule data of previous turnarounds 70

Figure 10 | Number of schedules in which participants had been involved 71

Figure 11 | Level of scheduling training 71

Figure 12 | Self-assessment of the level of experience

in turnaround scheduling 72

Figure 13 | Inputs and outputs of turnaround scheduling 73

Figure 14 | Use of scheduling/project management
software for turnarounds 75

Figure 15 | Work considered as activity chains in the schedules 78

Figure 16 | Handling of bulk equipment 78

Expert survey on the status quo of scheduling 59

 Figure 17 | Integration of known inefficiencies into the schedule 79

Figure 18 | Schedule creation approaches 80

Figure 19 | Schedule structure 81

Figure 20 | Volume of schedules 83

Figure 21 | Design of activities and activity chains 84

Figure 22 | Perform final schedule optimization

before the execution phase 86

Figure 23 | Use of optimization methods 87

Figure 24 | Managing activity priorities 88

Figure 25 | Mapping of uncertainties in the schedule 89

Figure 26 | Use of the schedule during the turnaround 91

Figure 27 | Use of the schedule by staff during the turnaround 92

Figure 28 | Feedback on work progress 93

Figure 29 | Time of feedback 93

Figure 30 | Feedback content 94

Figure 31 | Feedback content for longer activities 95

Figure 32 | Handling additional work during the execution phase 96

INDEX OF TABLES
Table 1 | Key parameters of the online/telephone poll 62

Table 2 | Characteristics of schedules not suitable for management 74

Table 3 | Validation of the job list 76

Table 4 | Schedule structuring according to levels 82

Table 5 | Standard activity chains for columns 85

60 Expert survey on the status quo of scheduling

Methodology and participant structure
Methodology
• Identifying relevant IT solutions to support
This survey was conducted from December the scheduling process
2010 to March 2011. Several methods of em- • Developing the questionnaire for the online/
pirical data capture were employed and com- telephone poll
bined to attain an in-depth insight into the tur- • Identifying best practices of an optimum
naround scheduling praxis (Fig. 1). scheduling process

Online survey
Desk Research
In online surveys and telephone interviews,
around 500 selected experts (schedulers, pl-
Online Survey anners, coordinators, project managers) wor-
king for plant operators and technical service
providers in the process industry were asked
Best Practices to comment on their scheduling approaches
and strategies. The study was conducted as
an international survey. The questionnaire that
Scheduling was developed for this purpose addressed the
of Turnarounds following key areas:

• Organizational framework conditions

• Approach, structure and methodology of
Fig. 1 | Analytical approach scheduling
• Schedule usage during the execution phase

Desk research Table 1 provides an overview of the key para-

meters of the quantitative field phase.
A detailed information research (desk re-
search) process was used to capture facts and
was conducted throughout the entire term of
the survey. Sources used included published
articles, press publications, conference pro- Online survey
ceedings, the Internet and talks with experts. Polling method International online/telephone poll
The desk research results were used as input Population Project managers, coordinators, planners and
for the following work processes: schedulers at plant operators and service providers
in the process industry
Sample size n=507
• Role and rank of scheduling during turna-
Selection method Ad-hoc random sample
rounds
Number of questions 35 (including filter questions)
• Strategies and innovative methods, as well
Feedback n=109 (21,5%)
as their practical application
Field time 15 December 2010 to 9 February 2011
• Scheduling issues in anticipation of and du-
ring the turnaround execution phase Table 1 | Key parameters of the online/telephone poll

Expert survey on the status quo of scheduling 61

 Best practices Following the analysis of best practices, the re-
sults were evaluated and validated. This was then
Within the scope of the poll and by drawing on used as a basis for identifying important practical
T.A. Cook Conferencing’s exclusive expert net- recommendations for optimum turnaround sche-
work, interview partners were identified who duling. The presentation of best practices and the
claim to have best-practice knowledge for opti- practical recommendations derived from this are
mum scheduling. These experts were invited to a compiled in a separate section titled “Best practi-
best- practice interview. ces and potentials”. This part II of the survey is
chiefly designed for scheduling “practitioners” and
The individual interviews were case-orientated is available for purchase (please refer to page 100
and conducted on the basis of a qualitative, par- for details).
tially structured interview guideline document.
The aim was to identify “good examples” along the
different scheduling phases, namely, from the pre-
paration of the scope of work right through to orga-
nizing the feedback process during the execution
phase of a turnaround project. Thanks to the struc-
tured analysis and presentation of best practices,
it is possible to understand practical scheduling
examples and to use these examples to optimize
turnarounds at one’s own plant.

Turnaround manager/ coordinator

60%
87%
71%

Work planner/cost assessor

52%
17%
32%

Scheduler
32%
17%
25%

Expert for Primavera/ MS Project, etc.

32%
Service
13 % providers
24% Plants

0 10 20 30 40 50 60 70 80 90 100 Total

Fig. 2 | Roles/functions of participants

(Multiple entries possible; differentiated according to participants working for service providers and plant operators)

62 Expert survey on the status quo of scheduling

Participant structure Fig. 3 shows that 53 of those polled were em-
ployed by plant operators and 47 percent by
Scheduling is a specific, but essential aspect of technical service providers. This, approximately
turnaround projects. When it comes to organi- equal, distribution is a positive element of the
zing a turnaround, the “scheduling” task is not survey since it enables a balanced view of the
always a dedicated function that is performed groups involved. A more differentiated view of
by the “scheduler” as an individual. Instead, these two groups from the scheduling perspec-
scheduling is often understood as a role per- tive will be given later in this survey.
formed by several stakeholders in addition to
other tasks. The English language generally
distinguishes between “planners” and “schedu-
lers”. This is not necessarily typical for projects
in the rest of Europe. The roles (or functions)
of the study participants polled are hence outli-
ned in the diagram (refer to Fig. 2). It shows the
typical job descriptions of the participants. 71
percent of those polled referred to themselves
as turnaround managers or coordinators, 32
percent as work planners and cost assessors,
and 25 percent as schedulers. We can also see
that the “scheduler” role is mostly performed by
those polled who worked at the technical ser-
vice provider end.

Plant operators

Service providers for plant operators

47%
53%

Fig. 3 | Service provider to plant operator ratio

Expert survey on the status quo of scheduling 63

 Fig. 4 provides an overview of the survey par- 42 percent of technical service providers addi-
ticipants’ industry structure. Multiple answers tionally serve the energy sector and 27 percent
are permitted here because technical service the paper industry.
providers usually work in more than one indus-
try. In the overall view, 69 percent of all those In summary, the response by around 22 percent
polled stated that they work in the petrochemi- of experts can be considered to be above-ave-
cal sector. The chemical and/or pharmaceutical rage and hence very representative.
industries account for 56 percent. Among plant
operators, there is a clear focus on refineries,
petrochemistry and chemistry. 42 percent of
technical service providers additionally serve
the energy sector.

Petrochemistry 76%
58%
69%

Chemical/ phar- 85%

maceutical industry 28%
56%

Energy supply 42%

11%
29%

Paper industry 27%

3%
13%

Food and beverage 9% Service

industry providers
3%
6% Plants

0 10 20 30 40 50 60 70 80 90 Total

Fig. 4 | Industries according to type of activity

(Multiple entries possible; differentiated according to participants working for service providers and plant operators)

64 Expert survey on the status quo of scheduling

Scheduling organization and strategy
Three phases The complexity trap

Turnarounds are complex projects and charac- As a precondition for scheduling phase 2 to be
terized by a narrow time frame, high work den- entered, the scope must have been defined and
sity on relatively restricted space, a large num- the detailed technical planning results must be
ber of active participants and a potentially high available. The following example illustrates the
economic risk. Scheduling is a central tool for importance of this input:
the successful preparation and management of
turnarounds and thus for minimizing risks. The Assume that a turnaround project is planned
purpose of scheduling is to create adequate for a major olefin plant that is broken down into
schedules for the execution phase of the turna- around 1,200 relevant equipments. This invol-
round in order to support the related manage- ves up to 10,000 tasks (SAP orders) which are
ment, steering and decision-making processes. reproduced in the enterprise management sys-
The scheduling process can be generally bro- tem. Each of these individual tasks, for its part,
ken down into three phases: is split up into 10 different sub-tasks (according
to the trades involved). This can be mechanical
1. Concept phase assembly, pipe, tank and valve work, scaffol-
2. Creation phase ding as well as electrical or insulating work.
3. Usage and update phase Other activities include corrosion protection,
cleaning, inspection, crane operations, trans-
Depending on the specific turnaround project, port as well as heavy assembly and welding
every single phase has a different scope and work.
should always be completed. Viewing the three
phases from a work input perspective, the 2nd, Specific information is required for each of the-
i.e., the "creation", phase often seems to be se sub-tasks, for instance, a description of the
the most complex work step. In fact, however, particular tasks to be carried out by each trade.
it is relatively simple (albeit sometimes work-
intensive) to set up a schedule. What is much This also includes information concerning the
more difficult is to keep a schedule up to date “earliest start’” and “latest finsih” of each sub-
– especially during the execution phase of the task. Other important technical information in-
turnaround. This is why the concept develop- cludes nominal width, nominal pressure, tem-
ment phase is so important as the following perature, specifications, drawings, piping and
hypothetical summary of inputs and outputs of instrumentation diagrams, blank plans, dimen-
a schedule shows. sion drawings, photos, as well as physical and
chemical data, if necessary. This information
The foundation for effective and efficient sche- serves as a basis for calculating the required
duling is created during the concept phase. The capacity for each activity, such as manpower,
following parameters should be defined during material, equipment and special tools. This
this relatively short, but important phase: constitutes the basis for the overall calculati-
on. This planning information is accompanied
• Schedule structure by the projects to be integrated, logistic inter-
• Standards for schedule elements dependencies between activities, go-aheads,
• Progress feedback procedures during the transport and removal operations, schedules
execution phase for cleaning or blank programmes.
• Schedule reporting procedures for the exe-
cution phase

Expert survey on the status quo of scheduling 65

Multiplying the data results in the complexity: • more detailed or more precise scheduling
10,000 tasks with ten sub-tasks (trades) each on the one hand
and another ten details per trade as well as five • and less precise management on the other.
related calculation values translate into some
five million bits of detail information that need Detailed (more precise) planning means in-
to be handled. This shows why phase 1 of the cluding in the schedule certain information (or
scheduling process is so important. The core even trades) that was (or were) previously omit-
question to be answered here is: Which parts ted, such as removal/transport plans or electri-
of the diverse detail information are needed for cal work, whilst at the same time eliminating
scheduling? A typical example could look like other types of (planning) information, such as
this: bulk equipment with their degree of detail.

• 1,200 equipments Two examples from everyday road traffic serve

• Average of five tasks per equipment to illustrate the applied strategies of increasing
• An activity chain of ten jobs (activities) per or reducing complexity. Traffic is today chief-
tasks ly managed through massive technical input,
such as GPS with dynamic routing, signage
The result is 60,000 activities in the schedule, and traffic lights. We are all familiar with street
i.e., 1,200 x 5 x 10. crossings with ten or more traffic lights (cars,
pedestrians, cyclists, buses, etc.). Another
Every expert is aware of the need for good “traffic light” strategy is self-management with
turnaround scheduling. The right schedu- fewer rules. The solution: roundabouts. Both
le structure must be established during the systems may require the same level of capital
“schedule concept” phase. This concerns investment and planning effort. However, the
questions of scope (which information from crucial advantage of roundabouts is control
detail planning goes into the schedule?), and technically independent self-management
feasibility during the execution phase (how even in the case of a power outage.
does the schedule work as a management
instrument during execution?) as well as the Planning the scheduling process
updating capability of the schedule (how are
activities kept up to date?). In the second part It is helpful to have a great deal of information
of the survey, you will also find best practices from upstream IT systems. Another asset is
for execution and progress management. reliable data (such as work units). It is not good
to merely import most of the planning data via
The larger a turnaround project, the greater its an interface to a scheduling tool without pri-
complexity usually. This means that everybody or examination merely in an attempt to “keep
(and every scheduler, in particular) needs to it simple”. This would lead to schedules with
resolve the planning complexity issue before thousands and sometimes several hundreds of
commencing their work. However, contrary to thousands of activities.
widespread belief, it does not suffice to simply
reduce the complexity of a large turnaround pro- In addition to IT support, manager experience
ject in order to make it easier to manage. The and competence are further decisive require-
challenge is to master this reduction exercise ments. This is illustrated by the results of a poll
too. One approach is to deliberately increase conducted during a seminar among schedulers
complexity. Although this may sound paradoxi- and time assessors in the petrochemical indus-
cal, for the scheduler’s practical work it means try. The participants were asked to schedule a

66 Expert survey on the status quo of scheduling

 series of processes on the basis of identical with the related time requirements and floats,
information. The schedulers’ views varied sig- but a certain degree of freedom in executing
nificantly. Between three and 26 activities were tasks is also necessary in order to ensure ef-
defined for an identical case with total time ran- ficient work and to master events that are very
ging from four to 38 hours.1 likely to occur but which are nevertheless un-
expected. The underlying approach, i.e., “plan-
Demands on a schedule are thus high. During ning the scheduling process”, is hence vital for
the scheduling process, schedulers are con- a good schedule.
fronted, for instance, with the detail depth is-
sue: The work processes must be coordinated As can be seen in Fig. 5, different ways to crea-
with the related time requirements and floats, te a schedule are in usage and no one way
but a certain degree of freedom in executing dominates.

Scheduling is always special. There are no general rules laid down in

manuals. 16% 21%
Procedures are to be developed, but at present this knowledge is still
exclusive to the schedulers.
Certain scheduling rules and standards exist. 6%
27%
Detailed step-by-step instructions exist.

Usage and adaption of earlier schedules. 30%

Fig. 5 | Typical approaches for creating a schedule

1 Refer to the results of the seminar poll by W.G. Jacks, Industrial Planning Consultants, 2003: http://
www.interplansystems.com/html-docs/improving-estimating-quality.html (31 March 2011)

Expert survey on the status quo of scheduling 67

 Asked to describe a “typical” scheduling ap- These different basic approaches also determi-
proach, 21 percent of participants replied that ne the way in which schedules are updated as
scheduling is a very special exercise. General ru- a sub-aspect of information management (Fig.
les or standards did not exist. Six percent of those 6). 31 percent of participants did not update
polled stated that they plan to introduce process the schedules of completed turnaround pro-
instructions because these skills are still exclu- jects. The majority, i.e., 43 percent, document
sively available to schedulers. Around one third updates of cost estimates and work plans to
use scheduling rules and standards. 43 percent a certain extent. Around one quarter of those
go one step further, using detailed step-by-step polled archive all the as-is data of a schedule
instructions (27%) or using and adapting schedu- in a template database.
les from historical turnarounds (16%).

No updating of schedules of completed turnaround projects

26% 31% Partial updating of data for work planning and cost estimation in a
central database for use in future scheduling projects

Archiving of all the as-is data of a schedule in a template database

43%

Fig. 6 | Ways of updating schedules

68 Expert survey on the status quo of scheduling

 Organization and experience This job can be generally performed by internal
or external experts. 50 percent of TAR mana-
The scheduler is usually a member of the turna- gers at the operator end stated that their sche-
round project team. Depending on the number dules were handled internally throughout (Fig.
and size of turnaround projects, scheduling is 7) whilst 36 percent also resorts to external
either performed by the technical planner or as firms to handle bottlenecks. A minority of 14
an independent function (division of functions percent outsource scheduling completely.
between technical planner and scheduler).

Scheduling as a completely internal task

14%
Use of external firms to handle bottlenecks

Scheduling as a completely external task

50%

36%

Fig. 7 | Distribution of resources for scheduling (plants only)

Scheduling as an internal task 5%

11%
Dedicated unit in charge of integrating previously completed detail
schedules into an overall schedule 32%
Internal scheduling and cost estimates, detailed scheduling by external
service provider 22%
For the greater part, creation of the framework schedule

Each area is responsible for its own schedule

30%

Fig. 8 | Organizational task-sharing for scheduling (plants only)

Expert survey on the status quo of scheduling 69

 The question concerning the organizational Scheduling is hence predominantly a core func-
responsibility for scheduling among plant ope- tion at the operator end. With regard to staff
rators revealed an interesting picture (refer to responsibility, all the participants were asked
Fig. 8): Around one third (32%) of those polled whether an employee existed in their organiza-
performed the scheduling internally. Another tion who is responsible for maintaining the sche-
third (30%) stated that a support function/unit duling data of previous turnarounds (Fig. 9). 70
is in charge of integrating the detail schedules, percent of participants answered that they used
for example, from different plant areas, and the a dedicated system for documenting historical
schedules of technical service firms into an turnarounds. This shows that the majority of
overall schedule. These answers suggest that those polled are aware of the importance of this
only one third of the schedules are in fact in- follow-up exercise. Schedulers at the service pro-
tegrated, while the schedules are incomplete. vider end seem to be even more active than their
Although 22 percent of those polled prepare colleagues at the plant operator end. This can be
the work plans and/or cost estimates, they rely seen by the fact that the formers’ share totals 74
on external service firms when it comes to pre- percent and is hence twelve percentage points
paring the schedules. higher than that of their counterpart.

Service providers
74% 26%

Plants
62% 38%

Total Yes
70% 30%
No

0 10 20 30 40 50 60 70 80 90 100

Fig. 9 | Appointment of an employee in charge of maintaining schedule data of previous turnarounds (differentiated according
to participants from service providers and plant operators)

70 Expert survey on the status quo of scheduling

 Scheduling: A matter of experience Just one fifth (20%) of study participants sta-
ted that they attended regular scheduling trai-
The majority of those polled were familiar with ning (Fig. 11). 13 percent of those polled had
the scheduling process. 74 percent stated that attended once-off, methodological scheduling
they had been involved in the creation of ten training, while another 15 percent had been
or more schedules (Fig. 10). 22 percent even trained in the use of scheduling software. How-
had a track record of 50 or more schedules ever, almost half (45%) of those polled had ac-
and hence very extensive experience. Practical quired their scheduling skills through learning
experience is hence a scheduler’s key advisor. by doing.

Less than 10
9%
10 to 29
26%
13%

30 to 49

50 to 99

23%
100 and more 29%

Fig. 10 | Number of schedules in which participants had been involved

Learning by Doing
7%
Once-off training (concerning software tools)
20%
Once-off training (methodologically in fundamentals of scheduling) 45%

Regular training and further qualification

13%
None
15%

Fig. 11 | Level of scheduling training

Expert survey on the status quo of scheduling 71

 These facts also explain the participants' as- Initiation and strategy selection
sessment of their own level of experience. The
terms shown in the illustration below were A turnaround typically begins with its launch by
additionally explained in the questionnaire in the operator (customer) and the appointment of
order to enable their classification. Nine per- the project manager. In as far as the proposed
cent considered themselves to be beginners turnaround project is critical in terms of time
with knowledge of only a few fundamental facts and/or resources, a good schedule becomes
and principles. Almost a third (32%) considered indispensable. The relevant framework for the
themselves to be "knowledgeable" with a cer- schedule is determined by the time windows
tain level of knowledge, but little practical expe- set, the number and type of sub-plants to be in-
rience, whilst 31 percent classified themselves cluded in the turnaround as well as the planned
as “professionals”. Members of this group have integration of project work.
no difficulty creating correct schedules using a
project management tool. Only 24 percent of This serves as the basis for developing the
those polled claimed to be experts with a per- first framework schedule covering the prepa-
fect command of even very demanding schedu- ration and execution phase. The time window
ling practises. for the complete turnaround is then determi-
ned and optimized on the basis of turnaround
This result underlines the structural training experience, if available, or “historical” schedu-
and further qualification shortcomings. It is les. Good scheduling means that the method
very likely that more than half of the schedules includes a “V” planning stage (refer to the best
are not state of the art so that they are hardly practices for integrating shutdown/start-up
suitable for the practical management of the phases into the schedule as described in the
turnaround project during the execution phase. second part of this study).

No experience
4%
9%
Beginner
24%

Knowledgeable
32%
Professional

Expert
31%

Fig. 12 | Self-assessment of the level of experience in turnaround scheduling

72 Expert survey on the status quo of scheduling

The term “V” planning refers to the shutting simultaneously or technical work that can al-
down and restart of the plant, a process that ready be carried out during the shut-down pro-
can be symbolized by the letter "V". From a cess. The output of the project initiation phase
scheduling perspective, the plant is broken of the scheduling process is an optimized time
down into logically separate systems, including window for the shutdown, including possible
their respective shut-down and restart sequen- scenarios and a suitable schedule concept. Fig.
ces. First optimization is already possible at 13 provides a general overview of inputs and
this stage with a view to work that can be done outputs which are relevant for the schedule.2

• Evaluating previous TARs

• Defining goals
• Reducing downtime and costs
• Integrating investment projects
1 to 3 months

•"Must have" vs "nice to have" maintenance

Initiation

• Organization structure and team building

• Setting up an initial job list
No later than 8 months
before execution

• Validating the job list

• Scope freeze
• Final job list/instructions
• Work steps per activity
• Duration of the activity
• Staff responsibilities
• Ensuring safety
3 to 18 months

• Required materials and equipment

• Contractor management
Planning

• Creating the schedule

• Multiple levels
• Critical paths
• Optimization methods
• Support by project management software
• Integrating into enterprise resource planning
• Team-wide distribution, discussion and
Start at least 2
months before

revision of the schedule

execution

• Briefing of all TAR staff

1 to 2 weeks 2 to 6 weeks

• Monitoring and managing the TAR via the schedule

Execution

• Feedback on work progress

• Updating the schedule

• Evaluating the TAR

Completion

• Performance analysis
• Lessons learned for scheduling

Fig. 13 | Inputs and outputs of turnaround scheduling

2 Vgl. Lenahan, Tom (2006): „Turnaround, Shutdown and Outage Management”. Oxford: Elsevier. S. 17.

Expert survey on the status quo of scheduling 73

 The scheduling process • Analysis of critical equipment and potential
project risks
Assuming the planning complexity of the example • Resource leveling, and other issues.
given earlier (60,000 activities), experience sug-
gests that this phase will take around 20 months. The execution phase
The central goal is to complete a schedule for
the execution phase. In contrast to the shutdown/ The benefits of a schedule materialize during
start-up plan, this is a bottom-up rather than a the execution phase in that it enables a tool-
top-down exercise. The key inputs are the results based adequate response to irregularities.
of the internal and external technical planning Schedules that are “frozen” at the beginning of
teams. According to experience, scheduling can the execution phase are sometimes also refer-
start when technical planning has reached a 70% red to as “wallpaper”. One reason for a free-
to 80% completion level. Scheduling is hence a ze is that the stakeholders are well aware of
step by step process which depends on the pro- the fact that the existing schedule is not good
gress of the technical planning work. enough for managing day-to-day business.
Using the schedule would therefore generate
The majority of the information used in the sche- rather than avoid risks. The table below shows
duling process is based on planning data from the features of schedules that are not suitable
upstream software processes, such as AD-Soluti- for management purposes.
on, Comos, MainTask, NSPace, Primavera Temp-
lates, RoserConsys, TechDo or SAP. But this also Scheduling tools
means a major risk since this data often consti-
tutes calculation data that is very “fragmented” Schedules for turnarounds are today develo-
and often not suitable for managing a turnaround ped using project planning and/or scheduling
project during the execution phase. tools which are vital especially for time-critical
projects. Their full benefits come into bearing
The most important output of the execution during day-to-day management, i.e., during the
phase is an optimized schedule. Optimization execution phase, of a turnaround.
covers the following issues:

• Determining different implementation

scenarios
• Detailed analysis of the critical paths

Planning Execution

• Too many restrictions and fixed deadlines • Out of date on the 1st day of the turnaround
• Too much leeway and undefined activities • Existence of several schedules
• Many activities requiring very little time • Feedback in several systems
• Activities with no resources assigned • No clear standards for feedback contents
• Non-standardized workflow chains • Insufficient updating of the schedule
• Orphan activities • No use of schedules for management purposes
• Activities distributed over several days • Lack of transparency of floats
• Lack of transparency for activities • Unreliable three-day forecasts
• Planning mistakes in activity chains and critical paths
(soft logic errors)

Table 2 | Characteristics of schedules not suitable for management

74 Expert survey on the status quo of scheduling

 However, a crucial requirement is that the view to data mapping and reporting require-
scheduler and the entire team can ments. Selected consulting partners of this
provider group also offer project management
• handle the tool as such, tools which are pre-configured for turnarounds.
• master the different scheduling methods,
such as CPM, CCPM, PERT, GANTT, etc., Furthermore, a group of specialized software
• and that a “good” schedule is available. suppliers, such as MainTasc (16%), RoserCon-
sys, Comos SD or TechDo (each used by 7%
If even just one of these requirements is not of those polled) include their own scheduling
fulfilled to 100 percent, effective use of the tool functionalities in their software suites. 22 per-
becomes practically impossible. cent of the schedulers polled also use Excel as
a type of scheduling tool. 13 percent of those
Most scheduling tools applied are derived polled use Project Server. It can be assumed
from project management systems that can that these firms handle large and demanding
be universally used (Fig. 14). These are, first turnarounds for which MS Project is less sui-
and foremost, MS Project (used by 75 percent table.
of those polled) and Primavera Project Plan-
ner (42 percent). These are standard schedu- The second part of the study contains detailed
ling programs and must hence be adapted to case studies on the use of specific IT tools for
the specific needs of turnaround projects with a turnarounds.

MS Project 75%

SAP Primavera Project Planner 42%

In-house development in Excel 22%

Main Tasc 16%

In-house development in Access 15%

Project Server 13%

TechDO 7%

RoserConsys 7%

Comos 7%

Other in-house developments 5%

Open Plan Professional 5%

ADSolution 5%

SureTrak Project Manager 4%

PertMaster 4%

NSpace 4%

Artemis 4%
0 10 20 30 40 50 60 70

Fig. 14 | Use of scheduling/project management software for turnarounds (multiple entries possible)

Expert survey on the status quo of scheduling 75

The scheduling process
Methods and practical concepts Determining the scope of work

A host of different methods and practical mo- The first question to be answered during the
dels are available for project planning. The turnaround planning phase is related to the
PMBOK guide (A Guide to the Project Manage- maintenance work to be carried out, i.e., the
ment Body of Knowledge)3 or the P3O guideline scope of work. As already mentioned, the dif-
(Portfolio, Programs, Project Offices) 4 provide ferent plant areas (such as production, mainte-
a detailed overview. As far as scheduling is nance, safety) are called upon to draft work lists.
concerning, two models basically vie for the
favour of project managers, namely, the critical The job of the planning team is then to coll-
path method (CPM) and critical chain project ect and analyze these lists. Unnecessary 5 work
management (CCPM). The essential difference and redundancies must be eliminated and the
between the two approaches lies in the analysis work that really needs to be performed must be
of resource dependencies, floats (uncertain- defined in line with the existing maintenance
ties) and the number of necessary activities/ strategy. By answering the questions below, it
jobs. A precondition for the use of both models can then be decided whether or not each of the
is ultimately a work breakdown structure with activities reported is to be integrated into the
relevant activities. turnaround (validation of the job list).

As a result of the work breakdown structure (for This phase ends with the scope freeze, i.e., the
instance, of “V” planning), the work packages time when the list is closed for entering new
and activities are arranged and interlinked to maintenance tasks. The crucial question for
form a realistic project workflow. The project is the scheduling process is how large the scope
subsequently refined by adding project phases, is and how much time remains after the scope
work packages, activities and milestones with freeze for the creation and discussion of the
start and end dates. The timeline of the acti- schedule and for briefing staff. Depending on
vities depends on interdependencies between the size of the project, the scope should be fro-
the individual activities which are a function of zen no later than six to eight months before the
duration (number of resources covered by the turnaround begins. Problems that threaten the
schedule and necessary work input). Schedu- quality of the schedule arise when additional re-
ling can be generally carried out as a forward pair work is announced after the scope freeze.
or reverse calculation.

The forward calculation supplies the earliest Validating the job list
possible, the reverse calculation the latest pos- • Is the work necessary?
sible points of the activities. The differences • Is it necessary to carry out this work
between the earliest and latest points supply during the turnaround?
the floats for rescheduling. • It is possible to complete the activity
during the turnaround?
• Is any special equipment required?
The result of the scheduling process is the
• Are there any safety concerns?
base schedule which then serves as the basis • Are there any other facts or requirements?
for further optimization.

Table 3 | Validation of the job list

3 Refer to Project Management Institute (editor) (2004): “A Guide to the Project Management Body of
Knowledge: PMBOK Guide”. 3rd edition: Newtown Square, Philadelphia: Project Management Institute.
4 See the official website: www.p3o-officialsite.com (31 March 2011)
5 For an abridged version, see Lenahan, Tom (2006): “Turnaround, Shutdown and Outage Manage-
ment’”. Oxford: Elsevier. p. 48.

76 Expert survey on the status quo of scheduling

Especially in the case of time-consuming and Fig. 15 shows the tasks which those polled
complicated operations, the extent of any usually considered to be activity chains. The
equipment included in the scope freeze should answers show that the most important tasks
also be estimated. One possible approach, for to be considered in the schedule include work
instance, is to differentiate between the as- on main equipment, blank handling, primary
sembly, inspection/repair, reassembly and test trades, transport and removal operations as
work steps. 6 well as bulk equipment. Further tasks which
are considered in schedules include washing
Work to be considered in the sche- stations, special tools (such as cranes, lifting
duling process platforms, bundle pullers), transport operations
as well as hold and stop points. Hold and stop
The result of the scope and detail planning pha- points are mainly used when a particularly high
se is a list of the work to be performed during a level of detail calls for an additional group le-
turnaround. From the scheduler’s perspective, vel because the use of hold and stop points
it is now important to decide enables an aggregated progress presentation.
Although hold/stop points increase the degree
• which of these tasks and of complexity because the number of activities
• how detailed these tasks in the schedule is drastically increased, they
nevertheless facilitate management interven-
have to be mapped as work packages with ac- tion on a meta level. The second part of the
tivities in the schedule. study contains an example of the use of hold/
stop points.

6 Refer to Brown, Michael V. (2004): “Managing Shutdowns Turnarounds & Outages”. Indianapolis:
Wiley Publishing. p. 50.

Expert survey on the status quo of scheduling 77

 Work on main equipment 95%

Setting and pulling blanks 82%

Primary trades 79%

All steps for shut-down, purging and start-up 71%

Bulk equipment 68%

Washing stations 59%

Cranes, lifting gear, bundle pullers, etc. 59%

Capex project work as integration points 57%

Hold or stop points 52%

Transport work 52%

Go-ahead/clearance of operations 43%

Capex project work, completely in 29%

detailed form
0 10 20 30 40 50 60 70 80 90

Fig. 15 | Work considered as activity chains in the schedules (multiple entries possible)

Assignment of all bulk equipment to the

respective activity chain 48%

Demand-orientated consideration of bulk

(dismantling, installation) 35%

Collect equipment according to type and

include as placeholders 28%

No inclusion of bulk equipment in the

schedule 11%

0 10 20 30 40 50

Fig. 16 | Handling of bulk equipment (multiple entries possible)

78 Expert survey on the status quo of scheduling

 Interestingly, two thirds of those polled also The turnaround schedule than merely considers
map work on bulk equipment (pumps, valves, the project work in the form of integration points.
measuring equipment, etc.) as activity chains
in the schedule (Fig. 16). More in-depth talks Consideration of time losses
with experts have confirmed this. One parti-
cipant in the study, for instance, replied “that Inefficiencies or insecurities must also be taken
there is no such thing as bulk equipment. Any into consideration when it comes to creating a
equipment is mapped individually.“ Only 28 schedule (Fig. 17). These can, for instance, be
percent of those polled prefer selective treat- walking or waiting times as well as transport
ment of bulk equipment and do not overburden operations. The vast majority of those polled
the schedule with unnecessary information (86%) map potential time losses (inefficiencies)
that is almost impossible to manage. Normally, as flat times in the activity. 53 percent of those
however, bulk equipment is assigned to the re- polled stated that this was based on past expe-
spective activity chain (48%). rience. These time losses are often already in-
cluded in the work unit which are exported from
The large share of project work is typical for the detail planning and imported as defaults into
turnaround projects. Project work means spe- the schedule. However, a surprising result is that
cific, once-off plant adjustments and expansi- 33 percent of those polled integrate float by re-
ons rather than routine work that is repeated evaluating activities on an individual basis and
during every turnaround. then readjusting them, thereby gaining a deeper
understanding of each element of the schedule.
Separating project and turnaround work usu- Only a few – 14 percent – do not include inef-
ally also calls for separate schedules. Fig. 15 ficiencies in their calculations and correct the
suggests that 57 percent of those polled set up time and costs actually needed for an activity
a separate schedule for project work. retroactively.

Adjustment of the time daily available per shift in the schedule

14%
Consideration of these times in each activity in order to improve
transparency and reproducibility
Including these times in the schedule for each activity according to the 53%
scheduler’s experience

33%

Fig. 17 | Integration of known inefficiencies into the schedule

Expert survey on the status quo of scheduling 79

 Due to extensive pre-calculations from various Work breakdown structure and sche-
upstream IT systems, initial filling of the sche- dule structure
duling tool can be carried out as an automa-
ted process. The majority, namely, 54 percent The first question to be answered when struc-
of those polled import work preparation data turing the schedule is how a clearly defined
automatically into the schedule (Fig. 18). Only structure can be defined for plants, work pa-
23 percent of those polled use template sche- ckages, milestones, hold points or activities.
dules which are retrieved from the archive and The standard practice is to distribute plants
adapted to the new project. The advantage of geographically according to blocks or zones.
templates is that the links within the activity This is followed by breaking down according to
chains, both within the chain and between the systems and individual pieces of equipment as
work packages, are already engineered and well as identification of bulk equipment. Certain
hence tried and tested. systems, such as energy supply systems, that
are spread across the entire area are split up
Due to the user-friendliness of the planning at the “zone borders”. This structuring exercise
and scheduling tools (export) and the com- is performed on several levels. When applied to
plexity of the schedules (usually with several all areas, this ultimately creates the work break-
thousand activities), only 23 percent of those down structure (WBS). The aim is to break all
polled prepare their schedules manually and tasks down into manageable sub-tasks.
hence customized.

Completely manual creation of schedules

23% 23%
Export of data for work preparation to the project management tool and
for schedule fine-tuning
Import of a template schedule from the archive and adaptation to the
new project

54%

Fig. 18 | Schedule creation approaches

80 Expert survey on the status quo of scheduling

 Any work that is not relevant or that does not structure of the schedule should look. 59 per-
relate to the project must be excluded from the cent of study participants consider the use of
WBS. This shows that the schedule is the result a single schedule to be the key requirement
of a combined top-down/bottom-up process. (Fig. 19). 35 percent use a separate framework
Shutdown/start-up planning is a top-down pro- schedule (focusing on the preparation phase
cess, whilst detail planning for each piece of in detail and presenting the execution phase
equipment is a bottom-up process, with the ac- in aggregated form) with relatively rough data
tivities, hold points and milestones in between. whilst detail scheduling is carried out using the
scheduling tool. Every forth participant (25%)
The completion of the WBS marks an important breaks the schedules down further according to
step in the schedule creation process. The last systems and pertinent equipment.
question to be answered is how the concrete

Creation of a schedule including all

necessary activities 59%

Separate framework schedule, detailed

turnaround execution in the respective 35%
scheduling tool

Breaking the execution plan down accor-

ding to systems and pertinent equipment 25%
(“V” planning model)

Determination of different schedule levels

and independent updating using different 22%
tools

Uniform and integrated schedule levels

are available 17%

0 10 20 30 40 50 60

Fig. 19 | Schedule structure

7 Refer to Haugan, Gregory T. (2001): Effective Work Breakdown Structures. Vienna, USA: Manage-
ment Concepts.

Expert survey on the status quo of scheduling 81

 Schedules can also be structured across levels. use uniform and integrated schedule levels.
They then differ mainly in terms of number and
type of activities on each level. The schedule The required degree of detail for the schedule
can therefore be used for different purposes levels varies as a function of the time horizon,
and at different points in time, for example, for purpose and criticality of the project. In order to
strategic orientation at the beginning or for ma- map these different requirements, the schedule
naging the execution phase at the end of the has a hierarchical structure according to diffe-
project. Fig. 19 shows that 22 percent apply this rent levels (schedule structure). Every level is
approach to structure their schedules although the detailed rendering of a time segment or of
these are then updated independently and the complete level above. The table below illus-
using different tools. 17 percent of those polled trates one possible schedule breakdown.

Level Name Time horizon Number of Brief description

activities

0 Portfolio schedule 5 to 8 years < 50 Strategic orientation of TAR and Capex projects
Strategy

1 TAR master 2 to 3 years < 200 • Planning all project phases of a TAR
schedule • Main focus on identifying future activities and
milestones

2 TAR management Execution < 1,000 Planning the execution phase

execution schedule • Plant management control plan
• Based on group activities

3 TAR execution schedule Execution < 25,000 • Planning the execution phase for day-to-day
management and progress feedback

4 TAR cxecution detail Execution < 250,000 • Planning the execution phase on the level of
activity schedule activity calculation and/or work planning
Tactics

• No application in day-to-day management

Table 4 | Schedule structuring according to levels

82 Expert survey on the status quo of scheduling

Designing activities – what activi- There is one more thing to be considered when
ties are for defining activities, namely, as few and as large
activities as possible, as many and as small ac-
A good schedule is the result of an appropria- tivities as necessary. Every additional activity
te definition of activities. There are no uniform increases the planning and scheduling comple-
principles that need to be considered when de- xity and makes management more difficult. In
fining activities. There is, however, one general the simplest case, every system or work packa-
rule: Each piece of equipment and its activities ge translates into exactly one activity. Fewer
should be considered individually. This is ex- activities do not generally help to ensure that
actly where the interface between planner and a turnaround project continues to be manage-
scheduler lies. The (specialist) planner defines able even during the critical execution phase.
the work packages from which the scheduler However, there should also be very good rea-
then derives the relevant activities. The acti- sons for every additional activity. With regard
vities describe the chronologically connected to the complexity example (with a hypothetical
work processes through arrangement relation- assumption of 1,200 pieces of equipment), this
ships and milestones in order to subsequently would mean:
manage the project during the execution pha-
se. These activities, however, are not the work • 3 zones corresponding to 3 activities
or maintenance plan for workers and foremen • 100 systems corresponding to 200 activities
working on site on the equipment. This is be- (shut-down/start-up)
cause they receive suitable work folders any- • 1,200 pieces of equipment corresponding
way with all the necessary documents. to 1,200 activities

More than 75,000 activities

3%
17% 26%
Approx. 25,000 to 75,000 activities

Approx. 10,000 to 25,000 activities

12%
Approx. 1,000 to 10,000 activities

Up to 1,000 activities
42%

Fig. 20 | Volume of schedules (in terms of the number of activities/jobs)

Expert survey on the status quo of scheduling 83

 The theoretical minimum management sche- of those polled reported that they use standar-
dule includes 1,403 activities, i.e., around 500 dized activity chains for selected equipment ca-
activities per zone. This schedule level view tegories. This chiefly concerns bulk equipment
provides those in charge with a general pro- (such as pumps, valves), where workflows can
gress overview. However, a crucial question is be planned and where the probability of unex-
how daily progress feedback and deviations pected, time-critical events occurring is low.
are considered so that the status does in fact
reflect reality in the field. The theoretical structuring approach for de-
fining activities is also important when it co-
Current process design practice mes to the detailed planning and scheduling
of the work packages. One variant is the crea-
The participants were asked in this context how tion of new activities depending on a change
many activities a typical turnaround project in- in trade within an activity. 43 percent of those
cludes in their respective organizations (refer polled pursue this strategy. A change in trade,
to Fig. 20): 68 percent of those polled replied such as the completion of scaffolding and the
that their schedules included up to 10,000 acti- commencement of insulation in the case of co-
vities, 29 percent reported a volume of around lumns, thus marks the end of the old and the
10,000 to 75,000 activities, and three percent beginning of a new activity.
reported an even larger volume.
Another approach is to define activities on the
The poll further revealed how activities and ac- basis of their duration, for example, no longer
tivity chains are defined (Fig. 21). 65 percent than one shift. In this case, the scheduler already

Definition of standardized activity chains

for selected equipment categories 65%

Dependence of the activities on the trade

43%

No documented and applied activity

standards available 17%

Dependence of the activities on duration

10%

0 10 20 30 40 50 60

Fig. 21 | Design of activities and activity chains (multiple entries possible)

84 Expert survey on the status quo of scheduling

designs an activity with a view to the size of
the column and thus presupposes how many
resources are needed in order to complete this
work in one shift or whether he can divide the
activity further to distribute it over two shifts.

10 percent of schedulers adopt this strategy. A

combination of both variants is also possible.
17 percent stated that they have no standards.
This means that the detail schedules for a work
package for two identical pieces of equipment
are different if two schedulers set up the sche-
dules independent of each other. Table 5 re-
presents a piece of equipment as a standard
activity chain in the form of hold points. It is,
however, an empirical fact that activity chains
for equipment can differ strongly, ranging from
around ten to 75 activities for a heat exchanger.
The practice chosen here has therefore signi-
ficant effects on the volume and quality of a
schedule.

Hold points

1.Blanks inserted
Equipment-Type: Column

2.Manways opened
3.Cleaning completed
4.Passages opened
5.TÜV inspection completed
6.Passages closed
7.Manways closed
8.Pressure test completed
9.Blanks pulled
10.Acceptance completed

Table 5 | Standard activity chains for columns

Expert survey on the status quo of scheduling 85

 Schedule optimization
Once the execution schedule is in place, sche- • the simulation and analysis of risks as well as
dule optimization is usually the next step – the final resource leveling and/or bottleneck
“high art” of scheduling. A good schedule is a • optimization.
precondition for a good outcome. Otherwise this
work step would be mere “management enter- 82 percent of the experts polled in the survey
tainment” rather than concrete value creation. considered the identification of the critical path
The results of the poll show that the vast majori- to be the most important aspect of schedule
ty (94%; refer to Fig. 22) of those polled perform optimization (Fig. 23). This aspect was followed
final optimization of the schedule. by resource deployment optimization, accor-
ding to 45 percent of those polled. Simulation
The requirements for schedule optimization al- and evaluation of potential risks using special
ways depend on the goals. Typical goals of sche- mathematical tools are so far a low priority
dule optimization are (4%).

• time cost tradeoff models (time/cost optimi- However, at least 20 percent of those polled si-
zation) mulate possible schedule variants on the basis
• simulations of different schedule variants of possible risks. This static approach to risk
according to different calendars assessment shows that risk assessments have
• the calculation and optimization of the not yet become a strategic design element for
critical path schedulers.

Yes
9%
No

91%

Fig. 22 | Perform final schedule optimization before the execution phase

86 Expert survey on the status quo of scheduling

 Calculation/ optimization of the critical
path 82%

Load or resource leveling

(automated capacity leveling) 45%

Simulation of different schedule variants on the

basis of risks 20%

Risk simulation using Pertmaster, ProXe-

lerator or other standard tools 4%

0 10 20 30 40 50 60 70 80

Risk simulation using Pertmaster, ProXelerator or other standard tools

Selected aspects of schedule optimization will creating schedules for turnarounds because
be addressed in the following pages. activity times are determined on the basis of
calculations by partner companies or standard
The critical path specifications.

According to IN 69900-1, the critical path me- The time windows for mechanical work (dis-
thod (CPM) is the path from the beginning to mantling/assembly) are usually not on the
the end of a network diagram on which the critical path of turnaround projects. However,
sum of all floats is minimial. Individual activities shutdown and start-up processes as well as
on the critical path have no float so that any equipment requiring complex and time-consu-
change in their start and end dates adversely ming special overhaul (such as turbines) are
affects the completion date of the entire project. critical.
The critical path thus determines the shortest
duration for the entire project and is hence a Resource leveling
tool for calculating project duration.
Resource deployment optimization serves to
The CPM method should be applied if sufficient ensure optimum resource utilization whilst at
experience is available with regard to the time the same time considering scarce or limited re-
which activities require. However, the larger the sources on the critical path.
share of project work in a turnaround, the gre-
ater the risk of wrong time estimations within Tried-and-tested scheduling tools offer the pos-
activity chains. These estimation risks can be sibility of integrated resource leveling. Automa-
reduced by applying the program evaluation ted leveling based on the definition of boundary
and review technique (PERT). However, in re- conditions is typically followed by manual opti-
ality, PERT is of no practical relevance when mization of the resources used.

Expert survey on the status quo of scheduling 87

 This is necessary because automated sche- or activity chains, which are subject to time
dule optimization has its limits. The quality of risks and therefore potentially involve negative
an automatically resource-optimized schedule effects on completion dates, can be executed
depends on the quality of the links between earlier than scheduled. Once the schedule is
all the activities and aggregated activity pa- optimized, further prioritization of activities or
ckages. However, schedulers still have to inter- whole work packages during the execution pha-
vene from case to case because it is not pos- se can be carried out on a daily basis via the
sible with existing software tools to consider all total float. Prioritization thus serves two purpo-
conceivable and real constraints. This applies, ses, namely, to optimize the sequence of activi-
for instance, to the consideration of non-per- ties and the correct management of day-to-day
mitted parallelism (simultaneous work) that is work during the execution phase.
not necessarily represented by links between
activities. In practical work, prioritization of operations
during daily meetings ranks first in 54 percent
Prioritizing activities of answers (Fig. 24). These meetings serve to
identify work that has been completed, work not
Activities must be prioritized whenever the yet completed and issues that are open. These
resources available do not suffice for parallel meetings thus provide a direct insight into the
execution of all operations which are indepen- work which must be executed most urgently.
dent of each other. Only by prioritizing activi-
ties can a decision be made as to which work Second place in the prioritization process is
steps have to be done now and which ones can the view of the critical path (48% of answers in
be postponed. This is exactly what the critical Fig. 24). This illustrates the high ranking which
chain project management (CCPM) model con- the critical path concept has when it comes to
siders by additionally supplementing the critical managing the entire turnaround. With this ap-
path by an analysis of bottleneck resources. proach, all activities on a critical or a potentially
Furthermore, when optimizing a schedule, it critical path are given higher priority over all
must also be examined whether work packages other activities.

Primarily during the morning and evening

meetings (the schedule serving information 54%
purposes only)

Primarily via the critical path

(realtime) 48%

Via total float

(realtime) 16%

Primarily via the critical chain

(realtime) 14%

0 10 20 30 40 50

Fig. 24 | Managing activity priorities (multiple entries possible)

88 Expert survey on the status quo of scheduling

 Another prioritization option is to prioritize ac- Risk analyses
tivities as a function of the total float of an acti-
vity or activity chain. 16 percent of those polled The most diverse risks can materialize during
reported this approach in their answers. In this the planning and scheduling phase of a turna-
case, the priority and the total float are indi- round project. The greatest risk for scheduling
rectly proportional to each other. When the total is the increase in total time: “Elapsed time is
float declines, priority increases. 14 percent of usually the most important constraint for in-
those polled stated that they used prioritization dustrial shutdowns.” 10 Possible causes include
in conjunction with the critical chain model. This resource problems, accidents during the execu-
method which is still relatively new and based tion phase, touch-up work due to poor quality or
8
on Eliyahu Goldratt’s ideas, avoids the nega- additional work due to discovery repairs. Practi-
tive effects of multi-tasking and takes floats out tioners pursue two basic strategies to integrate
of individual activities, collecting and shifting risks into the schedule (Fig. 25):
them to the end of the schedule. The critical
chain is a specific further development of the • Mapping risks as floats or time placehol-
bottleneck theory 9 and serves to identify and ders (75%)
eliminate bottlenecks in schedules. Using the • Consideration of risks outside the schedule
critical chain in conjunction with prioritization (25%)
thus gives higher priority to bottleneck activities.

Consideration of uncertainties not mapped in the schedule

25%
Mapping of possible repair work as “discovery repair work”
(time placeholders) 40%
Integration of uncertainties as floats into the activities

Combination of uncertainties as "collected floats" 10%

Proceeding according to the “critical chain” principle with

intermediate and end floats 10% 15%

Fig. 25 | Mapping of uncertainties in the schedule

8 Refer to Goldratt, Eliyahu (1997): “Critical Chain”. Great Barrington: North River Press.
9 Refer to Goldratt, Eliyahu/Cox, Jeff (1984): “The Goal”. Great Barrington: North River Press.
10 Refer to Brown, Michael V. (2004): “Managing Shutdowns Turnarounds & Outages”. Indianapolis:
Wiley Publishing. p. 19.

Expert survey on the status quo of scheduling 89

Several options are available to schedulers
for integrating risks into the schedule: Place-
holder activities (with or without time) can be
added, floats can be explicitly added at various
points, or the time available can be extended
by implicit floats for individual activities. These
approaches already assign a specific time to
risks during the scheduling process. This time
hence affects the end date from the very outset.
The disadvantage of the strategy is that it is
no longer absolutely clear during the scenario
development process how the risks included
in the schedule will affect the end date. One
approach is to specifically identify these acti-
vities and, when necessary, filter them out. An
alternative option for integrating risks into the
schedule which does not initially affect the end
date is to create zero-time placeholders. These
are timeless activities which can be expanded
as required during the execution phase.

The advantage of creating zero-time placehol-

ders is that they are already part of the logic
structure of the schedule. This means that no
additional work is necessary during the execu-
tion phase when additional discovery work is to
be integrated into the schedule.

A quarter of the schedulers polled consider

risks, but do not include them in the initial
schedule design (refer to Fig. 25). In these ca-
ses, risks are either managed exclusively by
assigning priorities, or they are integrated into
the schedule during the execution phase only.
Another approach is to simulate schedule va-
riants, a procedure adopted by 20 percent of
the schedulers polled. This means that different
variants of a schedule are generated where the
occurrence of specific risks is simulated indivi-
dually or jointly.

90 Expert survey on the status quo of scheduling

 The schedule during the execution phase
The execution phase of the turnaround is the every second case only. Put simply: People in-
trial by fire for the schedule. Now it must be vest in a racing car, but they don’t drive it.
proven that the scheduling strategy was suita-
ble and that a sufficiently complete schedule is Almost half of those polled (46%) use the
available. The key benefit of the schedule du- schedule either as wallpaper or as an “ex-
ring the execution phase is the day-to-day ma- pensive typewriter" in that they report back
nagement of work. Besides a certain degree on progress, but fail to recalculate and pri-
of courage, this requires, first and foremost, oritize work (Fig. 26). Only 54 percent of
a reliable schedule and a reliable scheduler. those polled make full use of the schedule
by performing dynamic recalculations and
However, this seems to be different from practi- thereby setting priorities based on the latest
cal reality. As already shown, comprehensive progress feedback. This result correlates with
schedules are set up, but their use during the the answers regarding volume and quality of
execution phase is normal practice in scheduling.

Printout of the complete schedule and use as wallpaper

(no updating or recalculation) 17%
Feedback on the schedule and preparation of progress reports (no
recalculations or updates)
Continuous feedback, including subsequent entry of changes; daily
recalculation for planning execution work for the next day 54%

29%

Fig. 26 | Use of the schedule during the turnaround

Expert survey on the status quo of scheduling 91

 Around a quarter (26%) of those polled stated Feedback includes
that staff worked during the turnaround on the
basis of the agreed-to schedule (Fig. 27). Ano- • Reports about activities started and finished
ther quarter (27%) assume that the schedule • percentage-based activity progress information
is not suitable for managing the execution pha- • entries of additional or reduced work and
se. Although a majority of 47 percent of those • forecasts concerning activities.
polled confirm that the schedule is a central
means of communication, day-to-day work
is managed on the basis of separate, private
plans for each work group.

Acceptance of the schedule as the central means of communication

26% Use of the schedule mostly as a rough guide; all stakeholders know
that it can never be up-to-date

47% Everybody works according to the agreed-to schedule

27%

Fig. 27 | Use of the schedule by staff during the turnaround

As already mentioned, the question of a Despite the complexity of these projects,

turnaround’s criticality rather than the volume of around half of those polled use printed docu-
a turnaround determines whether the schedule ments in order to provide manual progress
is actively applied or not. The more time-critical feedback (Fig. 28). Although this concept is
the turnaround and the tighter its schedule, the good for documenting work progress, it is also
more important an active, dynamic schedule. very likely that it is of no help with a view to
timely feedback. The more the status of the pro-
The vast majority stated in Fig. 20 that their ject in the field deviates from the status in the
schedules are in the order of between 10,000 scheduling system and hence in the reports,
and 70,000 activities. the less suitable the schedule is as an active
management instrument.
The feedback process

The feedback process ensures that the pro-

gress of work during the execution phase is
measured with sufficient time precision.

92 Expert survey on the status quo of scheduling

 Paper-based feedback system and manual
status recording at the computer 4% 4%
Barcode feedback on activity level and automatic
import into the scheduling system 21%
Paper-based feedback system and feedback on wallpaper
48%
Barcode feedback on group activity level and automatic
import into the scheduling system
No feedback on work progress 23%

Fig. 28 | Feedback on work progress

Only 27 percent of those polled really use the The timeliness of feedback is crucial. This
schedule as a management instrument du- is also why participants were asked to state
ring the execution phase. 23 percent of those “how often” during a day or "when” feedback
handle it via automated barcode feedback that is captured (Fig. 29). The answer to the “when”
is connected to the scheduling tool through an question depended largely on the form of solu-
interface. Another four percent proceed via the tion applied. Fully manual solutions permit, at
group activity level (level of effort). This con- best, feedback at the end of the respective shift
cept reduces the large number of activities to (32%) or once a day (38%), whilst mobile bar-
a few relevant management activities. The best code or RFID solutions support a continuous
practice part of the study contains a detailed feedback process all day long.
description of this concept.

Immediately after a job has been completed

10%
20%
At the end of the shift

Once a day

32%
Continuously throughout the day

38%

Fig. 29 | Time of feedback (asked only if feedback is provided)

Expert survey on the status quo of scheduling 93

 The answers to the question concerning feed- for calculating work completed. They are, how-
back precision underline the fundamental di- ever, less suitable for preparing an optimized
lemma of project management on the basis of revised schedule for the next day based on this
the schedule during the execution phase. Signi- information.
ficant information, such as additional or reduced
work or identified delays, is reported only by 25 The additional evaluation of feedback behaviour
percent or 21 percent, respectively, of those for activities lasting longer than one day also
polled (Fig. 30). However, these types of feed- underlines that the method applied by many
back are management-relevant information that users is not designed to manage the execution
forms the basis for meaningful recalculations. phase using the schedule. 38 percent of those
Schedules with simple entries concerning “type polled merely reported the "beginning/end" or
of activity”, “completed” or “partially completed” only the "end" of an activity (Fig. 31).
are hence suitable for calculating s-curves or

Beginning/end of activities as well as

work progress of longer activities as a 69%
percentage

Beginning/end of an activity (in one step

with the feedback) 33%

Beginning/end of activities (individual

feedback) 31%

Additional or reduced work

25%

Delays during activities with an estimate

of remaining work times (forecast) 21%

0 10 20 30 40 50 60 70

Fig. 30 | Feedback content (asked only if feedback is provided; multiple entries possible)

94 Expert survey on the status quo of scheduling

Progress in percent at the end of each day
50%

Progress in percent at the end of each

shift 31%

Beginning and end of activities

25%

End only after completion of the activities

13%

0 10 20 30 40 50

Fig. 31 | Feedback content for longer activities (multiple entries possible)

Dynamic schedule recalculation ted within a few hours, an extremely high level
of competence is required for all participants.
Due to the large number of unforeseeable However, the questions concerning training and
events that occur every day, the schedule of- knowledge levels showed that severe shortco-
ten already begins to deviate hugely from the mings exist in this field. This is one of the rea-
planned situation on the first day. This can be- sons why dynamic recalculations of schedules
gin when systems cannot be shut down as pl- during the execution phase are seldom carried
anned. In order to evaluate the repercussions out.
on the workflow, the schedule must be updated
immediately and then recalculated. This usually Turnarounds are characterized by the existence
leads to far-reaching changes in start and end of several, parallel potentially critical paths. De-
dates of activities with floats or an increased pending on the progress of work, it may happen
demand for resources for critical-path activities. that the critical path switches between these
Turnarounds with a very tight schedule must be alternatives from day to day.
flexible towards their end because otherwise al-
most all tasks would become critical, rendering Another reason is that there is little practical ex-
structured management more difficult. perience and knowledge about dynamic sche-
dule recalculations available. Many schedulers
Schedules that are not built correctly are dest- mapping additional or reduced work in the form
royed after dynamic recalculation. If schedules, of additional process chains are threatened by
which include tens of thousands of activities information overkill. When a new connector is to
and which were previously optimized and eva- be fitted, work in the field is already completed
luated over many weeks, have to be recalcula- before the required activity is newly created,

Expert survey on the status quo of scheduling 95

 checked and the whole schedule recalculated.
One participant commented this as follows:
“Most of the discovery work is already done be-
fore the scheduler is informed at all.” If dozens
of such events occur every day, the scheduling
teams are no longer able to integrate this addi-
tional information into the schedule.

However, around 60 percent of the scheduling

managers polled proceed in exactly this way
(Fig. 32). This means that divergence between

progress as recorded in the system and actual

progress in the field increases every day. This
is why another 24 percent do not retroactively
include any additional or reduced work in the
schedule. However, the three-day forecast is
not reliable in this case either.

Only 16 percent have come up with a practical

approach: Additional or reduced work is con-
sidered in the schedule through “retroactive”
resource allocation and its effects.

Daily consideration in the form of new activity chains

24%
Retroactive entry of changes in the form of additional resource
demand
No subsequent recording of additional work during the execution
60% phase

16%

Fig. 32 | Handling additional work during the execution phase

96 Expert survey on the status quo of scheduling

Intermediate conclusion: Good Scheduling Practices
Turnaround projects are complex and dynamic. • Fixed rather than variable resources are of-
They require relatively long planning time and ten assigned to activities on a flat basis. This
are influenced by a large number of unexpected fixed resource assignment (for example, two
results, especially during the time-critical exe- pipe fitters for four hours, corresponding to
cution phase. This calls for a special methodo- eight hours of work) hugely restricts the sub-
logical scheduling approach. What is ultimately sequent optimization and reduction of time.
important today is to ensure that the complex • Equipment of the same type is often sche-
system with its many participants remains ma- duled in different activity chains. This sug-
nageable during the execution phase. However, gests a lack of sufficient standards between
successful management of the turnaround pro- the schedulers involved.
ject should not be achieved on the detail level. • Schedules are often not logically consistent.
This is unfortunately still much too common in Typical indications include too few or too
practice: There is a trend towards describing many restrictions (fixed deadlines), activities
work packages and activities in even more de- with no resources assigned to them, orphan
tail by adding further planning details (new tra- activities with no predecessor/successor,
des, for instance). activities with no clear beginning and/or end
defined. Such schedules cannot be dynami-
As an intermediate conclusion of this study, cally changed and are therefore unsuitable for
selected scheduling problems as well as some practical use.
fundamental solution concepts will be menti- • Schedulers very often make soft logic er-
oned below in the form of good practices. The rors, i.e., resource conditions are included in
second part of the study provides a detailed the mapping of activity dependencies. This
and international overview, an orientation gui- means that schedulers use fixed activity se-
de and practical recommendations. The best quences because they are already thinking in
practices which are analyzed there form the terms of a defined team who will be available
basis for your path towards optimum scheduling to perform the work. In doing so, schedulers
for a successful turnaround process (for more deprive themselves of many optimization op-
information, please see page 100). tions. Schedules of this kind tend to become
static.
Some selected scheduling problems • Discovery work (such as repairs) are quite of-
ten included in the schedule as a fixed activity
Readers of schedules will often find some ty- with time or as a float. This method distorts
pical recurring problems. The overview below the real duration of a turnaround in the sche-
illustrates the major shortcomings of today’s dule because resources are also typically al-
schedules. Their sequence does not represent located to them.
any order of priority: • While some schedules tend to be too detailed,
others are not sufficiently integrated and fail
• Many schedules contain far too many activi- to represent the overall project with sufficient
ties. These activities are usually not relevant precision. Schedules must include the star-
for management. ting up/shutting down of the plant as well as
• One often finds, for example, many activities any relevant work on electromagnetic valves
with a duration of an hour or even less alt- or project work, etc. in order to be suitable
hough the project manages 100,000 hours as a schedule for overall project management.
in its execution. One hour thus represents Things can become worse if several schedu-
0.001 percent of total time. This is micro- les (every mechanical contractor has his own
management. schedule) are in use during the execution

Expert survey on the status quo of scheduling 97

 phase. This affects clear communications Nine rules to make things easier
considerably.
• Schedulers are not sufficiently trained in The nine rules shown below can help to make
scheduling practices and the possibilities of- complex schedules better and easier to design.
fered by scheduling tools. This is why many
helpful functions are not used. The schedule 1. Do not automate the initial scheduling pro-
is basically set up merely as a management cess by importing planning data. Experience
entertainment board in order to present s- shows that importing thousands of calculation
curves of project progress during the execu- processes leads to less suitable schedules be-
tion phase. cause calculation information is not the same
as management information. This leads to bulky
It cannot be said too often: Schedules serve to schedules that are almost impossible to update.
manage the time-critical execution phase. The
result of scheduling must be a dynamic manage- 2. Define the execution schedule on the basis
ment tool rather than mere wallpaper. The aim is of start-up/shut-down plans for each system,
to create a tool that enables day-to-day manage- including the relevant hold/stop points. This is
ment of the project by the different participants the first step towards optimization. Then add
during the execution phase. This requires: the work packages for each piece of equipment.

• greater transparency through “meta views” 3. Create a detailed schedule only for the cri-
of the thousands of activities which may tical path, i.e., bottleneck resources or equip-
have to be considered. A meta view enhan- ment with a critical mass. The more precise your
ces acceptance by providing everyone in- plans, the greater your flexibility during subse-
volved with only the information he or she quent dynamic optimization and recalculation.
needs to know.
• the presentation of reliable, up-to-date in- 4. Make sure that there is precisely ONE sche-
formation (reporting) during the execution dule. For this, you will need different schedule
phase in a form specifically edited for the levels so that every target group receives the
respective role or function (installation pre- relevant management information.
paration foreman, project manager, produc-
tion manager, team leader, etc.). 5. Make sure that the schedule reflects the real
• the securing of project management through interdependencies and start priorities.
relevant priorities (i.e., real problems), i.e.,
reducing (focusing) information. 6. Map risks (delays, optional work) in the
• the daily compilation of forecasts of the schedule as dynamic total and intermediate
completion date for work (work packages) floats (according to the critical chain principle).
rather than merely collecting status feed-
back (management) on daily work progress. 7. During the execution phase, do not create
• the daily recalculation of the project sche- any new activities in the schedule which may
dule in order to secure the target comple- become necessary for additional work. Map
tion date, including potential to reduce the changes by allocating additional resources so
project time if work is completed ahead of that the new trade receives this work on its pri-
schedule. ority list.

98 Expert survey on the status quo of scheduling

8. Create so-called hook-ups in order to mini-
mize the absolute number of activities. Manage
the turnaround on the basis of a level-3 schedu-
le using forecasts.

9. Grant the contractors involved sufficient lee-

way for day-to-day self-management.

Expert survey on the status quo of scheduling 99

 Scheduling practices for
turnarounds/shutdowns
practice analysis
First international best
g
for turnaround schedulin
• 13 best practice solutions
Part II:
• 25 expert interviews
Best practices & potentials • 109 interviews with TAR manag
ers and schedulers
• 140 pages

]
] Your benefits

• Benefit from the innovative methods and practices of experts and avoid typical traps
• Get a deep insight into field solutions
• Optimize your schedule on the basis of the provided solutions

Best Practices

• Planning the schedule creation

• Standards and scheduling in the long-term: comparison of experts and less experienced schedulers
• Use of a template database for scheduling
• Breaking down plants into independent units
• Hook-ups to master complex schedules
• Optimizing dynamic schedules (float based prioritization)
• Integrating shut-down and start-up planning (“V” planning method)
• Cooperation with technical service providers for schedule creation
• Use and implementation of integrated IT platforms
• Standardization of the IT landscape through a data hub
• Progress feedback with barcodes
• Organizing feedback through a uniform IT platform
• Methods for improved execution management

Order now at: www.tacook.de/studies.php

100
14. Company profiles

101
Our company • Integration of the turnaround documentation into the
customer's system
Bilfinger Berger Industrial Services (BIS Group) is • Execution of national and international turnaround pro-
the leading European provider of industrial services jects
for the process and the energy production industries.
Plant turnaround management is one of the group's Projects and references
key competences.
• Borealis AG: Germany, Austria, Sweden
• Kuwait Petroleum Europoort: Rotterdam, Netherlands
Portfolio and expertise
• Total Raffinerie Mitteldeutschland GmbH: Germany
• Neste Oil Corporation: Finland
The BIS Group offers its customers industrial services
• Shell Nederland Raffinaderij: Netherlands
for the entire life cycle of a plant using a high propor-
• TNK-BP: Russia, Ukraine
tion of their own internal services. The group bundles
core competences in the field of maintenance with
complementary trades and combines planning, ma-
nagement and execution competence right through to
comprehensive maintenance concepts and full-scale
solutions for demanding projects. The group's mission
statement is: We are BIS. We are Best In Solutions.

By focusing on core markets of the process industry,

the BIS Group is setting clear priorities and thereby
ensures the high level of industry competence which
its customers expect. The industries include in detail
refineries, chemistry/petrochemicals, pharmaceuti- Facts and figures
cals, power stations/power generation, offshore in-
dustry, gas production and processing, the aluminium In 2010, the BIS Group recorded turnover of more
and steel industry, food industry, the paper industry than Euro 2.9bn with a staff of around 28,000.
and mechanical and plant engineering.
Contact
Turnaround strengths and specialized Bilfinger Berger
fields Industrial Services GmbH
Gneisenaustraße 15
• Harmonization and bundling of the statutory inspection 80992 München, Germany
intervals and of operational plant turnaround intervals
• Optimum use of resources Phone: +49 (0) 89 14998-0
• Maximum turnaround efficiency due to optimized inter- Fax: +49 (0) 89 14998-48391
faces Internet: www.bis.bilfinger.com
• Creation of a knowledge base that generates additional
value in every repetition cycle and helps to reduce total Contact person
turnaround costs Name: Angela Präg-Gigou
• Combining engineering know-how, project manage- Function: Press officer
ment competence, hands-on experience and professio- Phone: +49 (0) 89 14998 391
nal use of state-of-the-art methods and tools E-mail: [email protected]

102 Company profiles

Our company

EagleBurgmann is one of the world’s leading providers of

sealing technology and production supporting services.

Portfolio and expertise

Our excellent reputation is founded on superb quali-

ty, high innovative power and an extensive portfolio of
products and services for every industrial process and
virtually all sectors and areas of application. Our spec-
trum ranges from gaskets and compression packings to
all types of mechanical seals and supply systems right
through to magnetic couplings, expansion joints and a di-
versity of services. As a part of Germany’s Freudenberg
Group and Japan’s EKK Group we have the economic re-
sources to ensure a soundly based, reliable partnership
with our customers.

Turnaround strengths and specialized

fields

The key factor of our on-site service is the flexibili-

ty with which we can adapt ourselves to the specific
needs of each and every turnaround job. Depending
on the scope of a project and its specifications, we
use the appropriate staff, material and equipment.
Our specialists are familiar with both sealing techno-
logy as well as related disciplines, such as valves,
pumps, plants. We offer our customers on site com- Facts and figures
plete sealing management services, from technical
• Staff: 5,500 (group worldwide)
consulting right through to the manufacture of seals
• Subsidiaries: 60 (worldwide)
and packings by mobile service units as well as com-
• Distribution and service centres: 250 (group worldwide)
plete documentation.

Projects and references Contact

Refinery turnarounds: Total Spergau, BP Lingen, OMV EagleBurgmann Germany GmbH & Co. KG
Burghausen, OMV Schwechat, PCK Schwedt, MiRO Äußere Sauerlacher Straße 6-10
Karlsruhe 82515 Wolfratshausen, Germany

Power plant turnarounds: RWE power plant in the Colo- Phone: +49 (0) 8171 23 0
gne area, E.ON Unterweser nuclear power plant, E.ON Fax: +49 (0) 8171 23 1214
Grafenrheinfeld nuclear power plant, EnBW Neckarwest- E-mail: [email protected]
heim nuclear power plant Internet: www.eagleburgmann.com

Company profiles 103

Our company Projects and references

ep-cm project management is a consultancy and service The 100 employees of ep-cm are currently working on
company focusing on the turnaround business in the pro- more than ten international customer projects, most of
cess industry. them being among the Fortune 100 enterprises in the oil
and gas industry. The savings potential generated for the
Portfolio and expertise customers in these projects are in the three-digit million
range.
ep-cm consultants analyse the customer's operations and
state of development during all phases of the turnaround
life cycle and develop customized recommendations for
improvement on this basis. These recommendations are
subsequently implemented in the customer's organization
by a team of consultants and professional service experts
who accompany the process until the changes have been
fully adapted by customer's teams. ep-cm has coined the
term "hands-on consulting" for this process.

Turnaround strengths and specialized

Facts and figures
fields
ep-cm is headquartered in Austria and with branches in
The founders of ep-cm, Josef Angeli and Björn Zubel,
Germany, Eastern Europe, the Middle East, North Africa,
have a long track record in the turnaround business in the
the US and Canada is present in all important regions of
process industry. They saw that something was missing,
the world.
namely, a merger of specialists who transpose their ex-
Staff: 100
pertise into a corresponding method and make this know-
how available to those involved in a turnaround. ep-cm im-
plements this as a hands-on process, orientated towards
Contact
the specific needs of each and every customer, and ac-
ep-cm project management GmbH
companies all the necessary implementation processes.
Veilchenweg 1
4063 Hörsching, Austria
ep-cm has integrated the individual sub-disciplines into
an overall concept and therefore offers its customers a Phone: +43 (7221) 72 146
comprehensive and coherent package of services tailored Fax: +43 (7221) 72328
to the turnaround business in the process industry. The Internet: www.ep-cm.com
methods designed by ep-cm for the individual process
phases, such as "scope guarding", "component based Contact persons
estimating" and "float based prioritization" have already Name: Josef Angeli
become part of the technical terminology of our custo- Function: CEO
mers and a natural part of their day-to-day business. As Phone: +43 (664) 517-6176
E-mail: [email protected]
part of its outstanding consultancy services in the turna-
round business, ep-cm is continuously and dynamically
Name: Björn Zubel
developing these USPs further.
Function: CEO
Phone: +1 (780) 607 1965
E-mail: [email protected]

104 Company profiles

Our company Projects and references

Infracor GmbH operates the Marl Chemical Park and of- Turnaround projects with a volume of up to €15m have
fers its services to the companies located there and out- been executed.
side the chemical park.
Examples of turnarounds in 2010:
Portfolio and expertise • Marl Chemical Park: Evonik Oxeno GmbH, raffinate
plant, syngas and oxo plant, around Euro 6m
As an integrated site operator, Infracor addresses the • Ineos Styrenics GmbH, cumol plant, ethylbenzol, sty-
specific needs of companies of the chemical sector and rene plant, around Euro 2.5m
related process industries. Infracor has a track record of • Gas caverns: Nuon Gasspeicher Epe GmbH and RWE
70 years, offering its customers tailor-made packages, Gasspeicher GmbH, around Euro 1m
from site operation to targeted custom solutions. The inf-
rastructure and service portfolio includes basic services,
site operation, raw material/product logistics, energy sup-
ply, utilities, disposal and plant support.

Plant support includes all activities within the scope of on-

going maintenance as well as reliable and quick trouble-
shooting in operational processes. Besides maintenance,
inspection, repair, assembly, materials management as
well as optimization of plants and plant parts, Infracor also
executes scheduled plant turnarounds.
Facts and figures
Turnaround strengths and specialized
fields Infracor is an Evonik Industries company.
• Year established: 1998
Infracor's technical department with its 700 employees • 2009 turnover: Euro 791m
offers a one-stop full-scale service. The projects/turna- • Permanent staff: 2,700
rounds unit supports its customers primarily in the field
of turnaround scheduling and management. A seasoned
turnaround planning team with IT tools specifically ad- Contact
apted to TAR processes is available for the execution of
turnarounds of process plants. Infracor employs mainly its Infracor GmbH
own supervisors (foremen, technicians, construction ma- Paul-Baumann-Straße 1
nagers, engineers). Equipment turnarounds strongly rely 45772 Marl, Germany
on the company's own workshops. Operational implemen-
Phone: +49 (0) 2365 49 2867
tation is supported chiefly by contractors with whom long-
Fax: +49 (0) 2365 49 6865
term framework contracts have been entered into.
Internet: www.infracor.de

Contact person
Name: Dr. Karsten Sommer
Function: Head of projects/turnarounds/execution
Phone: +49 (0) 2365 49 4635
E-mail: [email protected]

Company profiles 105

Our company through to the preparation of isometric drawings via the
digital chain. This results in customer’s efficiency being
KIEL Industrial Services AG is a full service provider for boosted by double digit purchases.
the process industry. Kiel consists of eight companies with
more than thirty sites which successfully implement our Projects and references
family-owned business's philosophy of "planning – buil-
ding – servicing". KIS AG executes turnarounds in refineries, chemical
plants and plants in the energy sector, including, for the
Portfolio and expertise following companies:

In the enterprise's more than 65-year old history, main- Aluminium Oxis Stade GmbH, BASF AG, Bayer AG, BP
tenance of piping systems is still accounting for more GmbH, DOW Olefinverbund GmbH, Evonik Degussa
than 60 percent of turnover and represents a key element GmbH, Holborn Europa Raffinerie HH GmbH, Ineos Köln
of the service portfolio. This core business servicing in GmbH, RWE AG, Shell Deutschland Oil GmbH, Solvay
the chemical, petrochemical, refinery, power station and Chemicals GmbH, Statoil, A/S, YARA Deutschland GmbH
food industries has been the basis for the development
of additional expertise. The competence centres of plas-
tic technology, final and apparatus assembly, sheet metal
processing, mechanical engineering, building machine
and furnace engineering have been successfully merged,
optimized and constantly developed. The function corner-
stone for a modern full service provider offering all ancil-
lary trades was created. New construction of complete Facts and figures
production plants, such as methanolysis plants, crackers,
rubber plants or power station sub-plants is also a major KIS AG currently employs a workforce of 1,262 and re-
part of Kiel activities. For many years, these multi-service cords turnover of Euro 129m. The three largest compa-
solutions have been successfully applied to wide range of nies are Kiel Montagebau GmbH, IPS GmbH and Kiel En-
maintenance and turnaround projects. gineering GmbH based in Germany. Further companies
are located in Belgium, the Netherlands and Poland.
Turnaround strengths and specialized
fields Contact

KIS AG boasts a wealth of plant expertise and with up Kiel Industrial Services AG
to 320 employees executes turnarounds safely and on Kölner Straße 65
schedule. 50389 Wesseling, Germany

Along with new construction business, our portfolio also Phone: +49 (0) 2236 94304 0
includes one-stop turnaround scheduling and execution, Fax: +49 (0) 2236 94304 30
for instance, when it comes to generating and checking Internet: www.kiel-montagebau.de
job cards or scheduling and overall planning. Interfaces
are optimized, errors minimized and cycle time reduced Contact person
throughout the entire process by planning weak points Name: Alexander Kiel
and pipeline points in an assembly-friendly manner right Function: CEO
Phone: +49 (0) 2236 94304 0
E-mail: [email protected]

106 Company profiles

Our company Projects and references

Lobbe Industrieservice GmbH & Co KG is a subsidiary We work for the market leaders in the chemicals and mi-
of Lobbe Holding GmbH & Co KG. The medium-sized, neral oil sector, in the steel industry and in the energy
family-owned enterprise was established at the end of the sector.
1960s, and since the beginning of the 1990s, has been
managed by experienced members of the Edelhoff found-
er family, warranting quality, safety and efficiency.

Portfolio and expertise

The complete service portfolio covers industrial service,

site clean-up, sewer services, waste disposal and spill
management. In recent years, the industrial service unit
has developed comprehensive service and engineering
competence for the producing and processing industries.
As a medium-sized, owner-managed business, we are
today one of the regular partners when it comes to shut-
downs and turnarounds, for example, in the chemical, pe-
trochemical and steelmaking industries as well as in the
energy sector. In the industrial service area, we focus on
technical cleaning of industrial plants and parts thereof,
maintenance management (maintenance, inspection,
repair), chemical industrial cleaning, large capacity, tank Facts and figures
cleaning and service for large-scale combustion plants.
• Headsquarters: Iserlohn
• Locations: 25
Turnaround strengths and specialized
• Staff: 750
fields
• Turnover: around Euro 90m

In the field of turnaround management, our strengths are

mechanical industry cleaning using pressurized-water Contact
and air conveyance systems. With a suction rate of 8,500
cubic metres of air per hour, our special vehicles for air Lobbe Industrieservice GmbH & Co KG
conveyance are designed for pumping liquid, sludgy or Stenglingser Weg 4-12
dry matter. With a power of 150 to 2,500 bar, our special 58642 Iserlohn, Germany
pressurized-water vehicles are perfectly suited for interi-
or cleaning jobs of tanks, heat exchangers, reactors and Phone: +49 (0) 2374 504 0
storage tanks, and for the exterior cleaning of plant parts, Fax: +49 (0) 2374 504 280
machines, floors, ceilings and walls. Internet: www.lobbe.de

Contact person
Name: Simone Bachmann
Function: Project management
Phone: +49 (0) 203 5004 230
E-mail: [email protected]

Company profiles 107

Our Company Projects and References

Founded in 2000 McLaren Software is a leading provider Enterprise Engineer is used by many of the world leading
of Engineering Document Management and control Appli- owner operators in a range of asset intensive industries.
cations designed to support the lifecycle of an operational
asset or facility.

Portfolio and expertise

Enterprise Engineer supports over 80,000 owner operator

users in asset intensive industries including Oil & Gas,
Utilities, Life Sciences and Progress Manufacturing.

Comprising of four interoperable modules, Enterprise

Engineer is a suite of applications supporting capital
projects, transmittals, handover and operations and main-
tenance. Best practice engineering, document and dra-
wing control processes help ensure the safe, efficient and
compliant construction and operation of a plant or facility,
further configurable to meet individual work practices.

Accredited by leading Enterprise Content Management

(ECM), McLaren provide a full range of consultancy, im-
plementation, training and customer support services.

Turnaround strengths and specialized

fields Facts and figures

Plant turnarounds require validated asbuilt documenta- McLaren Software operates in the USA, Canada, Europe,
tion to avoid engineering re-work, project delays and to Middle East, Southeast Asia and Australia.
comply with start-up regulations. Enterprise Engineer
maintains a secure vault of auditable, synchronized mas- Contact
ter and released documents and drawings.
McLaren Software
Asbuilts may be concurrently checked out to multiple pro- 10375, Richmond Avenue
jects. Synchronizing document and drawings between Houston, Texas 77042, USA
teams, on a single asset can significantly reduce the time
Phone: +1 (0) 713 357 4710
for a plant turnaround. As projects reach completion, the
Fax: +1 (0) 713 357 471
reconciliation process ensures the modified asbuilts are
Internet: www.mclarensoftware.com
further validated for operations.
Contact person
Name: Tim Taylor
Function: Chief Marketing Officer
Phone: +1 (0) 713 357 4710
E-mail: [email protected]

108 Company profiles

Our company Projects and references

Our business revolves around products and services for Overhaul of a 60-MW turbine at a power station in Berlin
measuring the geometry and optimizing the availability of in cooperation with 'Energie und Umwelt Service GmbH
rotating machines and plants. We work as independent Berlin' using CENTRALIGN® Ultra - a turbine alignment
partners in maintenance projects. system.

Portfolio and expertise Complete measurement of roll parallelism on the PM4 pa-
per machine at 'UPM Nordland Papier Dörpen'.
Laser measuring systems and industrial maintenance
service.

Shaft alignment; measuring the alignment of bores and

bearing shells; determining the flatness of flanges, machi-
ne beds and foundations; measuring the straightness of
rails and guides; measuring the parallelism of rolls using
an innovative technology with highly precise ring laser
gyroscopes; permanent and continuous monitoring of
positional changes in plants, foundations and buildings;
complex measurements of plant geometries; precision
measurements of gas and steam turbines during new ins-
tallation and overhaul projects; testing machine functions
Facts and figures
and evaluating machinery alignment condition; complete
range of product training, consultancy services and semi-
With headquarters in Ismaning, Germany, the group has
nars in proactive maintenance at our facilities or on site.
470 employess worldwide, is present in 70 countries, with
an annual turnover of Euro 50m.
Turnaround strengths and specialized
fields
Contact
Precise laser measurement of the alignment of half-shells
PRÜFTECHNIK
of gas and steam turbines matched with more than 15
Alignment Systems GmbH
years of experience within the power industry.
Freisingerstraße 34
85737 Ismaning, Germany
Service for determining the parallelism of rolls in the
paper, printing, packaging, foil and steel processing in-
Phone: +49 (0) 89 99 616 0
dustries using a unique and innovative inertial measuring
Fax: +49 (0) 89 99 616 122
system that incorporates high-precision ring laser gyro-
Internet: www.pruftechnik.com
scopes. Permanent measuring system for short to medi-
um term monitoring of relative plant displacement or foun-
Contact person
dation settlements, especially during overhaul work on
Name: Markus Brotsack
turbines or large equipment, such as printing machines.
Function: Head of Sales and Marketing, Germany,
Austria, Switzerland
Phone: +49 (0) 89 99 616 144
E-mail: [email protected]

Company profiles 109

Our company nance jobs include a quick response thanks to the group's
international organization, as well as flexible personnel
With a wide range of industry services, the Rohrer deployment with permanent and external staff.
Group – ILG Group is today a major, privately owned
medium-sized enterprise. Special equipment, bundle pulling, heat exchangers,
cleaning, column service
Portfolio and expertise
Projects and references
Turnaround management, AV, as-built, costing, schedu-
ling and resource planning, coordination, controlling, ma- • OMV AG : TAR management, industrial cleaning, tech-
nagement nical insulation, scaffolding, coordination
• OMV Petrom S.A.: TAR scheduling, TAR management,
Plant service, pipeline construction, steel construction, industrial cleaning, technical insulation, scaffolding
daily maintenance, plant maintenance, transport, heavy • Shell: Scheduling/resource planning, industrial cleaning,
assembly, documentation scaffolding
• OXEA: As-built documentation, complete TAR planning, in-
Industrial insulation, thermal insulation, cold insulation, cluding controlling, TÜV coordination, technical insulation
sound and fire protection, mattress insulation, sheet metal
structures, customer-specific insulating structures, engi- Facts and figures
neering, asbestos clean-up, further training and advanced
education Staff of 1,600 worldwide at more than 40 locations, with
annual turnover of around Euro 200m.
Industrial modular scaffolding, special structures, inclu-
ding engineering, hanging and heavy-duty scaffolds, Contact
mobile scaffolds, weather protection, keder and roof sys-
tems, freight and passenger lifts Rohrer Group
Landesstrasse 35
8712 Proleb, Austria
Industrial cleaning, chemical cleaning, tank cleaning/
rehabilitation, dry sandblasting, high-pressure water jet
Phone: +43 (0) 3845 82727
cleaning, wet/dry suction work, injection of residues, un- Fax: +43 (0) 3845 82815
derpressure maintenance/ventilation Internet: www.rohrer-grp.com

IIG Gruppe
Turnaround strengths and specialized Ulrichstraße 6
fields 45891 Gelsenkirchen, Germany

We specialize in the development of turnaround concepts, Phone: +49 (0) 209 97061 0
consultancy and optimization services for planning and Fax: +49 (0) 209 97061 50
scheduling processes, as well as scheduling, execution Internet: www.iig-grp.com
and management of turnarounds no matter how complex.
Contact person
Effective scheduling and resource planning (Primavera)
Name: Volker Zillekens
are top priorities, along with coordination (according to
Function: CEO, IIG Revisionsmanagement
RAB 30 [OSH guideline]) as well as complex work prepa- Phone: +49 (0) 209 97061 22
ration right through to controlling. Our USPs for mainte- E-mail: [email protected]

110 Company profiles

Our company

Sulzer Pumpen (Deutschland) GmbH is part of Sulzer

Pumps, a division of the Swiss Sulzer Group. We are suc-
cessful on the international market and as a technology
leader we are a driving force for the industry.

Portfolio and expertise

Sulzer Pumpen (Deutschland) GmbH manufactures sin-

gle and multi-stage rotary pumps, mainly for the energy
sector, the mineral oil and process industries as well as
industry in general. With customized design, state-of-
the-art production and test bed facilities, we address the
changing needs of customers and markets. Our service
network with more than 60 locations worldwide, including
15 in Germany, ensures local presence for our customers
and hence short response times. Besides spare parts and
repairs, Sulzer Pumpen (Deutschland) GmbH offers main-
tenance contracts to ensure ongoing plant availability. We
modify pumps to handle changing operating conditions
and optimize pumps with a view to energy consumption
and reliability. Facts and figures

Turnaround strengths and specialized Sulzer Pumps 2010 figures

fields • Order intake: CHF 1,614m
• Turnover: CHF 1,576m
Our repair and maintenance services are not restricted to • Return on Sales: 12%
pumps, but cover the entire range of rotating machines and • Staff: 5,904
plant parts. Thanks to the excellent qualifications and plant
expertise of our service personnel, we are able to identify Contact
and eliminate the reasons for shortcomings in plant opera-
tions. Within the scope of turnaround projects, Sulzer Pum- Sulzer Pumpen (Deutschland) GmbH
pen (Deutschland) GmbH executes the work packages of Ernst-Blickle-Straße 29
individual trades or even plans turnarounds, including the 76646 Bruchsal, Germany
coordination of other service firms. Our large service orga-
nization can respond to peak demand in a flexible manner. Phone: +49 (0) 7251 76 0
Fax: +49 (0) 7251 76 401
Projects and references Internet: www.sulzerpumps.com

Sulzer Pumpen works worldwide for renowned enterprises of Contact person

the oil and gas, process, pulp and paper industries as well as Name: Daniela Haldenwang
the water and the general industry sectors. Its paramount so- Function: Assistance & Marketing
lution expertise renders Sulzer Pumpen the partner of choice Phone: +49 (0) 7251 76 202
for customers who expect more than just a routine job. E-mail: [email protected]

Company profiles 111

Our company Projects and references

The T/ANGO Turnaround Management Group is a pro- T/ANGO successfully plans and manages turnarounds in
vider of professional shutdown and turnaround manage- Germany, the UK and France.
ment services.

Portfolio and expertise

T/ANGO plans and manages turnaround projects for refi-

neries, the petrochemical industry as well as companies
in the chemical and utility sector. T/ANGO can strengthen
or supplement your internal project management resour-
ces or perform this service completely on its own. Our tur-
naround experts are then integrated as interim managers
into your organization. This philosophy avoids additional
interfaces and enables one-stop project management. We
attach great importance to the key levers in this coopera-
tion so that T/ANGO can deliver what you expect: a suc-
cessful turnaround – on time, in budget.

Turnaround strengths and specialized

fields

T/ANGO bundles all strategic project management services

and thus creates a central platform for the entire turnaround Facts and figures
project (project management centre). Seasoned turnaround
staff are employed throughout the entire project. We work 9 employees generating annual turnover of Euro 1.6m
exclusively in the interest of our customers and are indepen- (2010).
dent of turnaround service firms.
Contact
Our team supports you in the following matters:
T/ANGO Turnaround Management Group GmbH
• Overall project management Graf-Adolf-Platz 15
• Scope management 40213 Düsseldorf, Germany
• Overall planning
• Scheduling Phone: +49 (0)211 88 242 402
• Budgeting and controlling Fax: +49 (0)211 88 242 200
• Contractor management Internet: www.tar-experts.com
• Execution management

Contact person
Name: Dirk Träger
Function: CEO
Phone: +49 (0)211 88 242 402
E-mail: [email protected]

112 Company profiles

Our company action with commercial workflow systems, such as standard
ERP solutions (for example, SAP or Microsoft Dynamics AX
Tectura's Enterprise Project Management (EPM) business and NAV) and repository-based engineering systems, is
area is part of the global Tectura Group, one of the leading possible at any time.
Microsoft business solutions and integration partners.
Projects and references
Portfolio and expertise
Tectura's shutdown management system has been in use
Tectura's EPM business area specializes in consultancy/ for many years at reputable enterprises in the refinery
IT solutions for technical project (CAPEX/OPEX) ma- and chemicals industries as well as providers of industrial
nagement for operators and service providers in the pro- services. The solution is successfully being used in major
cess industry. We develop IT solutions for company-wide and small turnarounds.
project management and controlling as well as shutdown
management. We rely on Microsoft Project, Microsoft Tectura's customers include, for example, MiRO, Total,
Project Server and Microsoft SharePoint technology and IMO and Infracor.
integrate our solutions into existing ERP systems as well
as the customers' specific engineering solutions.

Our solution portfolio includes:

• Estimating, costing
• Processing of legacy data
• Interface services, data hub
• Special planning add-ons for Microsoft Project
• Resource optimization
• Tools for simple electronic feedback Facts and figures
• Visual project cockpits with special status and holding
points for tracking and monitoring Tectura employs a staff of 1,600 worldwide and is there to
• Online reporting and evaluation serve you in more than 20 countries.
• A web-based platform for company-wide project
management Contact

Tectura AG
Turnaround strengths and specialized Listemannstraße 10
fields 39104 Magdeburg, Germany

Tectura has special engineering consultancy and project Phone: +49 (0) 391 254 97 0
expertise and has configured Tectura® Shutdown Manage- Fax: +49 (0) 391 254 97 20
ment as an industry solution specifically for turnaround pro- Internet: www.de.tectura.com
jects. The solution is suitable for both small and partial tur-
narounds as well as major turnarounds involving more than Contact person
100,000 activities. It enables planning, scheduling and mo- Name: Udo Ramin
nitoring of all phases and resources of a turnaround. Inter- Function: Head of the EPM Division
Phone: +49 (0) 391 254 97 10
E-mail: [email protected]

Company profiles 113

Our company Projects and references

ThyssenKrupp Xervon is one of the leading technical To date, ThyssenKrupp Xervon has successfully planned
service providers for the construction of new and mainte- and executed more than 300 turnarounds in Germany and
nance of existing industrial plants worldwide, focusing on abroad. Examples from 2010:
the chemical, petrochemical, energy, shipbuilding as well
as steelmaking and construction industries. • Deutsche Shell Holding GmbH: Harburg (03/10), Godorf
(04/10), Heide (09/10)
Portfolio and expertise • MiRO Mineraloelraffinerie Oberrhein GmbH & Co. KG,
Karlsruhe, Germany, (02/10)
For more than 40 years, Xervon has been developing in- • Neste Oil, Porvoo, Finland, (04/10)
telligent and efficient maintenance strategies, offering its • OMV AG, Schwechat, Austria, (06/10)
customers a portfolio of services of unparalleled depth • Preem, Lysekil, Sweden, (09/10)
and breadth: from technical trades, such as scaffolding,
insulation, surface treatment and pipeline construction, to
the maintenance of process plants and the related static
and rotating equipment, process control/electric control
and instrumentation systems, process analysis equip-
ment, including comprehensive turnaround management,
budgeting and maintenance planning, infrastructure servi-
ces, operation of ancillary units (such as supply/disposal),
Facts and figures
materials management and logistics.

With a staff of around 9,000, ThyssenKrupp Xervon ge-

Rounded off by professional subcontractor management
nerates turnover of around Euro 700m (in FY 2009/2010).
as well as the most demanding QHSE standards, Xervon
is in every respect a powerful partner for its customers.
Contact

ThyssenKrupp Xervon GmbH

Turnaround strengths and specialized
Theodorstrasse 180
fields
40472 Duesseldorf, Germany

Beyond the respective resources on site, ThyssenKrupp

Phone: +49 (0) 211 54242 600
Xervon operates an independent turnaround organization
Fax: +49 (0) 211 54242 950
for efficient turnaround planning, scheduling and execu-
Internet: www.thyssenkruppxervon.com
tion.

Contact person
Highly skilled staff and, more importantly, experienced
Name: Dietmar Schuerken,
construction managers working in well-attuned teams
Juergen Schuh
along with optimum contractor management and a pool
Function: Regional Manager South,
of equipment designed to meet the needs of shutdown
TAR Manager
projects ensure the necessary flexibility, speed and time-
Phone: +49 (0) 8402 2195 150
liness for turnaround projects of any size.
+49 (0) 8402 2195 301
E-mail: [email protected]
[email protected]

114 Company profiles

Our company

Voith Industrial Services is an international industry ser-

vice provider with a staff of more than 19,000 at 170 loca-
tions, recording turnover of around Euro 960m.

Portfolio and expertise

Our Energy-Petro-Chemicals division performs technical

services for the oil and gas industry as well as enterprises
in the energy sector everywhere in Europe. These servi-
ces include on-site service, assembly, tank and container
construction, welding jobs, electric control and instrumen-
tation equipment as well as the planning, scheduling and
execution of shutdowns. Drawing on decades of experi-
ence in this field, we can execute turnarounds on sche-
dule and at fixed prices. Safety, timeliness and quality are
key elements of this service.

Turnaround strengths and specialized

fields

We can execute turnarounds as the main contractor. Exter-

nal contractors are commissioned by Voith Industrial Ser-
vices.
Facts and figures
• Turnaround planning, engineering and organization
• Preparation of tender documents The Energy-Petro-Chemicals division employs a work-
• Turnaround execution as the main contractor force of 1,478 and generated a turnover of Euro 193m in
• New construction, conversions and modifications: Voith the 2009/2010 financial year.
Industrial Services additionally offers its services in the
field of plant and pipeline construction for conversions, Contact
connections or modifications of production plants.
• Contract design: Voith Industrial Services offers long-term Voith Industrial Services GmbH
contracts to ensure the execution of turnarounds at Jahnstraße 25
reliable prices and quality. 63533 Mainhausen, Germany
Phone: +49 (0) 6182 939 0
Projects and references Fax: +49 (0) 6182 939 105
Internet: www.voithindustrialservices.de
Our customers include renowned corporations, such as
Shell, BP, ExxonMobil, Total, OMV, Basell as well as refi- Contact person
neries, such as Holborn, MIRO, H&R and others. Name: Martin Karges
Function: CEO
Phone: +49 (0) 6182 939 0
E-mail: [email protected]

Company profiles 115

T.A. Cook & Partner Consultants GmbH
T.A. Cook is a management consulting firm focusing on Asset Performance Management with offices in Berlin,
Birmingham, Houston, Paris, Raleigh and Rio de Janeiro. The core competence of the consulting business is
the sustainable implementation of asset, operations and service-oriented excellence. As a change manage-
ment specialist, the firm delivers measurable value enhancement and bottom-line productivity gains. In order
to achieve these results T.A. Cook offers a wide range of professional services which ensure that all business
processes – from strategy definition through management to organisational design – are effective, efficient and
sustainable. Complementing the consulting business, the T.A. Cook Academy has become a leading organiser
of international conferences and seminars relating to Asset Performance Management. Annual events include
the MainDays summit as well as conferences centred on topics such as Shutdowns & Turnarounds and Capex
Management. T.A. Cook’s clients are typically businesses, their suppliers and contractors working with signi-
ficant industrial assets across multiple sectors. The company has particular expertise in the petrochemicals,
plastics, pharmaceutical, transport, mining and food sectors as well as excellent knowledge of the regulated
environments occupied by gas, water and electricity utilities.
For more information please visit www.tacook.com

T.A. Cook Research & Studies

The Research & Studies division conducts detailed market and company analyses in the area of Asset Perfor-
mance Management. The focus of the team is to systematically investigate and clarify current market concerns
and requirements as well as anticipated developments and their consequences for market players. As well as
studies on topical issues, we compile trend reports and continually expand our database of specialised know-
ledge, which can be applied to each study as needed.

Current studies:
• Scheduling Practices for Turnarounds/Shutdowns (2011)
• Technical Services for Turnarounds in Petrochemical Plants – Western Europe (2011)
• Offshore Wind Farm Operations & Maintenance – Benchmarks, Costs and Best Practices for Current and
Future Wind Farms (2010)
• How Companies use RFID in Maintenance (2010)
• Technical Services for Turnarounds in Petrochemical Plants – Germany, Austria, Switzerland (2010)

116
Contact:

T.A. Cook & Partner Consultants GmbH

Leipziger Platz 2
D-10117 Berlin, Germany

Phone: +49 - 30 - 88 43 07-0

e-mail: [email protected]
www.tacook.de

T.A. Cook Consultants Ltd.

4th Floor, Mclaren Building
46 The Priory Queensway
Birmingham, B4 7LR, UK

Phone: +44 - 845 094 0442

Phone (int.): +44 - 121 200 3810
www.tacook.co.uk

T.A. Cook Consultants Inc.

9212 Falls of Neuse Road, Suite 201
Raleigh, North Carolina 27615, USA

Phone: +1 - 919 - 5 10 81 42
e-mail: [email protected]
www.tacook.com

117
 www.tacook.com

118