Turnaround maintenance management has reached a turning point in its industrial lifespan emerging from a black art to a more precise science. In this decade, society has moved from the industrial age to the highly technical space age. Turnaround management is having to merge industrial hands-on knowledge and control with the implementation of computer technology, ensuring competitiveness in the marketplace, withstanding the scrutiny of corporate boardrooms, and surviving the merciless demands of controller's red ink.
To effectively control and optimize the financial Performance of their operating location, facilities management teams are required to directly influence their non-proportional cost elements With turnaround activity consuming greater than 20% of the non-proportional operating budget, reliable, concise and easily accessible data is essential. Adequate tools in the form of planning and work control systems have become mandatory. By achieving a safe and timely execution of a turnaround within budget, a well chosen turnaround duration and a critically reviewed work scope 5ignificantly reduces overall costs.These systems can reduce the planning effort and allow alternatives, including variations in turnaround duration, start time, shifting, work scope, and manpower availability to be quickly compared. This allows the operation and maintenance team to select the approach that best suits its overall objectives.
In recent years, major clients have tabled recommendations for improvements in profitability and reliability in maintenance. Increased demands on facility equipment as well as increased operating cost awareness affected all concerned. The result was a commitment to a modernized maintenance information system.
Agreeing to a fundamental change in the approach to " equipment performance and the maintenance workload, further analysis indicated that old methodologies could not be effectively enhanced.
Generically, the high frequency of failures and problems causes plants to develop a posture of panic with decisions made on the basis of " feel or fear". This contributes to high maintenance costs, poor equipment reliability and availability. Changes are then required in the decision making process to overcome equipment behavior and performance, based on past history, and governing decisions of what to do. The decision process must include targeted timing for work, designated completions. and cognitive business risk determined from the deployment of the most cost effective alternatives.
The primary objective of maintenance management Is always to achieve the optimum balance between facility availability and maintenance resource utilization. This matching of labour and material resources for planning/control is a dynamic activity requiring a different approach than static systems historically generated by accounting and corporate Information Systems departments. Furthermore, management must be supplied with reliable data on both equipment performance and cost ensure that they make informed decisions.
The mix of maintenance experience and planning ability with the correct high-tech systems provides an effective integration of all turnaround activities.
Experience is the master teacher. Believing that, Catalytic Maintenance / Delta Projects contract maintenance company analyzed thirty years of literally millions of turnaround activities both major and minor worldwide. The resulting proven recipe. for turnaround organization and execution whether it be manual or automated planning, demanded that the following basics had to be addressed and were not all-inclusive in
