Advance Masterclass

in Shutdown, Turnaround
and Recommissioning
22 - 24th May, 2022
3 days Virtual Online Class

Eric Scott
Training Director
35+ years of Turnaround Execution Exp
Author of Various Books
 About the course

The planning, preparation and execution of The basic principles of the

a turnaround is a complex undertaking that
demands an effective strategy, a high methodology is:
degree of control and great attention to
detail. It also requires a profound There are only two types of work on a
understanding of the critical elements that turnaround, routine and unexpected. If the
go to make up a turnaround and the routine is under control there is time to
drivers and constraints that shape the deal with the unexpected but if the routine
event. This requires the involvement of becomes unexpected the unexpected may
every level of the company from senior become catastrophic”.
management who set the framework for
the event through to the craft personnel Each module offers a practical approach
who perform the actual work with exercises and examples that draw out
and develop participants learning and
The shutting down and start up phases of a experience in addition to that offered by
turnaround are critical to the success or the workshop.
failure of the event and as such must be
planned and prepared in as much detail as
the mechanical phase
The objectives of the
workshop is to
There comes a point in each area of the
turnaround at which most tasks have been Enhance the company’s strategic
completed and the systems may be Turnaround capabilities
handed back to operations for start up.
Improve the company’s approach to
This is a critical transition phase and if not
planning and scheduling
properly controlled, time, money and effort
can be wasted. Although it may seem to
Provide a framework for effective
the casual observer that the start up of the turnaround execution
plant is simply the reverse of the shutdown,
Depending upon the type of plant, the start Highlight the unique safety requirements
up process can last anything from a few of turnarounds
hours to many days. Whatever the length
of time, the handover must be done Foster the “one team” approach to
effectively. The operations team must turnarounds
control the start up in the same way as the
shutdown and engineering work. To ensure a safe and orderly transfer from
Turnaround phase to Start-up phase
The Course is the product of over 30 years
of practice by turnaround professionals Provide a comprehensive knowledge base
working in different industries in many for turnarounds
countries around the globe and its
Demonstrate the latest planning
principles are embodied in the “ Model of
techniques for turnarounds
Excellence for Turnarounds” that forms the
central pillar of the workshop. To share ideas and issues

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 Trainer Profile

ERIC SCOTT
Maintenance and Turnaround Consultant

Eric is an acknowledge expert in the field companies International Turnaround

of Maintenance and Turnaround Management Group. In 1997 seconded from
Management who has worked and ICI to Petronas Malaysia as Senior Manager
consulted internationally. He is Maintenance/ Turnaround Manager -
accomplished in many aspects of responsible for setting up a turnaround
maintenance, projects, construction and management organisation responsible for
turnaround management. He has the management of turnarounds throughout
specialised in managing turnarounds and the 40 operating units including the
similar projects from concept through to recruitment and training of all personnel.
completion in a wide range of industries This group undertook some 20 turnarounds
including Mining, Nuclear, Offshore, per year. Project managed a number of
Petrochemical, Refining and Manufacturing. Turnaround Management Workshops/
Other major areas of expertise include Conferences in the UK and the Far East
writing project, maintenance and involving key note speakers from around the
turnaround methodologies, auditing and globe also including exhibitions and taste
benchmarking maintenance and and try sessions.
turnaround projects and training client
personnel in house from board level to From 2010 to 2013 involved with Sellafield
hourly paid workers. He has trained, Nuclear Reprocessing Group, Artlant and
consulted and worked with international Advansa writing up best practice turnaround
clients in UK, Europe, USA, Chile, Australia, and maintenance methodologies to suit their
New Zealand, South Africa, Singapore, needs and carrying out training events for in
Malaysia, Georgia, Bahrain, Thailand, house personnel.
Indonesia, Turkey, Abu Dhabi, Doha, Saudi
Arabia, Oman, Papa New Guinee, Involved in Benchmarking and
Kazakhstan, Qatar and Trinidad & Tobago troubleshooting both maintenance and
Turnaround Practices against “World Class
Spent 35 years with ICI most of which was standards” most recently in the Middle East,
in senior management roles. For 5 years as USA and Asia
ICI’s Senior Inspection Engineer
responsible for the registration and Currently involved as resident trainer with
inspection of pressurised systems the Oil and Gas Academy in the UK running
throughout the company. Followed by 30 Maintenance/Turnaround Management
years in Turnaround Management, training
responsible for setting up ICI’s Turnaround
Management Organisation, including three
years as the Senior Manager for the

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 Trainer Profile

Running on-line training in Turnaround Eric Scott - Client Base

Management, Maintenance and Reliability
ICI – various plants in the UK – USA, Europe,
and Planning and Scheduling courses for Taiwan and Australia
training organizations, Petrochemical and
contract companies. BP – Various plants in the UK and USA

Dow Chemicals – Various plants in the UK

Also involved with several training and USA
providers carrying out Master Class in
Turnaround Management, maintenance and Dupont – Various plants in UK and USA
reliability training in Adu Dhabi, Doha,
Huntsman – Various plants in UK & Malaysia
Dubai, Saudi Arabia, Oman, South Africa,
Trinidad, Chile, Turkey, Malaysia, Singapore, Methanex – South America, South Africa
USA, Kazakhstan , Australia, New Zealand,
Union Carbide – Ethylene Oxide plant
Taiwan, Indonesia, Papa New Guinea and Malaysia
Philippines
Engen – Plants in Chile and South Africa
He is the author of ICI’s “Model of
AECI – South Africa
Excellence” in Turnaround Management
which is used by clients worldwide Lindsey Oil Refinery – UK

Author of Sellafield Nuclear Group - Sellafield – UK

Turnaround Management Methodology EVC – Germany and Italy

Author of Advanca (PTA) Turnaround KMC – Taiwan

Management Methodology Petronas – Malaysia

Author of OGP (Petronas) Turnaround Reliance - India

Management Methodology
ABF – Sarawak
Other Turnaround Management Pusri & PIHC – Indonesia
publications
Petroleum Institute - Thailand

PIHC – Indonesia

Gold mines – Turkey

Timber Mills – New Zealand

Mining – Australia

Methanol, Ammonia & LNG – Trinidad

Power Stations – UK

Hydro Power Plants – Turkey, UK,

For Registrations: [email protected] | +91 9902409282 3

 Topics - Day 1

Module 1 - Introduction Module 2 - Initiating the

Shutdown/Turnaround
• Business contribution (Front End Loading)
• Terminology (Turnaround. Shutdown,
Outage)
• Introduction (what is Front End
• Long term strategic maintenance
Loading)
planning
• Outage Policy (size, duration,
• The principles of work management
frequency)
• 4 phases of the Turnaround
• The steering group
• Overview of Shutdown/Turnaround
• Duration – what to consider before
Methodology
declaring a duration
• Need for the Shutdown/Turnaround
• The benefits of good Front End
• Understanding the customer
Loading (data gathering)
• New Techniques (reduction in work
scope)
• Preparation Team
• Shutdown/Turnaround Preparation
Plan
• Shutdown/Turnaround Preparation
Audit process

Module 3 - Validating Module 4 - Planning

the Work scope • Introduction
• Planning Systems (Latest thinking)
• Introduction
• Database
• Work Listing Strategy
• Major Tasks, Small Tasks, Bulk Work
• Integration of functional support
• Shutdown and Start Up Logic
groups (to aid planning)
• Scheduling the Work
• Maintenance Work scope
• The Turnaround Plan
• Work list Meeting
• Project Team approach to planning
• Meetings to aid the work listing process
• Scheduling process
• Validation of work scope
• Input to the Planning Process
• Unnecessary Work
• Scheduling Shutdown and Startup
Plans
• Monitoring Progress (updating the
schedule)
• Auditing preparation to ensure targets
are met

(Discuss and analyse case study )

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 Topics - Day 2

Module 5 - Preparation Module 6 - Logistics

Management
• Controlling Outage Materials
• Long Delivery Items • Logistics team
• Pre fabrication • Roles and responsibilities
• Specialist technologies • Elements of Site Logistics
• Vendors representation • Plot Plan
• Preparation Framework • Mobilization of materials,
• Shutdown/Turnaround logistics equipment and services
• Meetings to aid preparation • Off-site elements
• Introduction to site logistics • Demobilization and site clean up
• The Team

Module 7 - Organisation and Module 8 - Contractor

training Packages
• Basic Principles • Contract Syles
• Single Point Responsibility • Out sourcing maintenance work
• Constraints • Contractor selection strategy
• The Hierarchy • Assessing the contractor skill base
• Technical Support • Contractor capability audit process
• Integrated team with Contractors • Control of contractor performance
• Sample Organisation – preparation, • Contractor development
execution, start-up • Organisation Combination
• Roles and Responsibilities • Productivity Sampling (value for
• Training policy money)
• Job Profiles/Competency Model • Managing the Sub Contractors
• Communication

(Discuss and analyse case study )

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 Topics - Day 3

Module 9 - Estimating and Module 10 - Manpower

Cost Control Management (Resources)
• Introduction • Identification of work skills and
• Commercial awareness numbers
• Initial Estimate • Optimisation of job methods and
• Methods of producing Cost estimates resource numbers
(early doors through to control) • Optimisation of working patterns
• Proposed Cost Estimate and duration
• Approved Shutdown/Turnaround • Levels of management and
Budget supervision
• Controlling Costs during the • Appropriate preparation
Shutdown/Turnaround • How to ensure appropriate skill
• Closing out Costs and reporting levels

Module 11 - Executing the Module 12 - Start-up and

Outage Commissioning
• Shutting Down the Plant
Management
• The Routine • Start-up Management
• The Unexpected • Roles and responsibilities
• Control of work • Integrated team approach
• Control of Emergent work • Definitions
• Event control • Hand over procedure
• Trip and Alarm Management • Start-up strategy
• Problem Solving • Safety and Quality aspects
• Wrench Time and how to improve • What can go wrong
• Controlling work during execution • Problem management

(Discuss and analyse case study )

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 Topics - Day 3

Module 13 - Safety Module 14 - Quality

Management management
• Introduction • Introduction
• Management of, and responsibility • The Quality System in relation to
for Safety Shutdown/Turnarounds
• Safe Systems of Work (permit to • Controlling Quality through
work, rules, regulations, safety Preparation, Execution and Post
audits) Turnaround Phases
• Complying with safety • Continuous Improvement
• Planning for Safety • Engineering Systems of Work
• Safety Team Training • Quality investigations
• Toolbox Talks • Contractor skills assessment
• Walk the Talk sessions
• Job Safety Analysis
• Environmental Plan
• Accident investigations
• Safety Auditing
• Job Freeze Module 15 -
• Emergency Procedure Shutdown/Turnaround
• Safety Passport
data/Close Out
• How to manage safety during
execution phase • Auditing
How to audit
What to audit
• Benchmarking
What is benchmarking
How to benchmark
• Measurement
The importance of measurement
What to measure
• Productivity
The importance of productivity monitoring
How do you measure productivity
• Demobilization of the Site
• Final Inspection and Handover
• Post Shutdown Critique/debrief
• Final Outage Report

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 Our
Clients Include

Testimonials

One of the best Worldclass trainers and The trainer and the
trainings I’ve attended! concepts, Kaihatsu organizer, exceeded
never disappointed us. my expectations.

North Oil Qatar

Q-Chem – Qatar SIPCHEM – Saudi

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 About
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 Training Methodology
Online Live –
Zoom Professional / MS Teams

This program is designed to transfer Who Should Attend?

knowledge and to be a stimulating
experience. It is highly interactive with This workshop is designed to be beneficial
many discussions, group activities and case to all individuals who interface with or
studies. involved in the planning, preparation,
execution and commissioning of Chemical
Participants can share examples from their Plants during and following a turnaround. It
own experience based on the new is especially useful to managers, engineers,
methodologies and work in teams with operations, planners, schedulers, logistics
other participants to locate problems and coordinators, cost managers, and
develop actions for improvement. supervisors. It would also be of use to
safety officers, inspection and engineering
Virtual lecturing personnel in order to increase their level of
awareness of the workings of turnaround
Case studies management.

Individual and Group activities

Quizzes

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