FREE copy of the Uptime Elements Implementation Guide once you subscribe to Reliability Weekly
59.99
Bulk Orders
Contact us if you would like to order multiple copies of this title
Phone: (239) 333-2500
Email to Order
October 2021
About This Title
There are many reasons why a turnaround could fail to achieve the goals set by the organization. In fact, more efforts of this nature are deemed a failure than are deemed a true success. The question that must be asked and answered is why do extremely expensive and work intensive efforts of this nature fail? One possible answer that can derail a turnaround effort even if it is well planned and executed is the lack of proper planning, preparation and execution by Operations. While the execution phase is highly important, of equal and possibly even more importance is the pre-and post-turnaround efforts executed by Operations as well as the support they provide during actual work execution.This book was written to address all of the activities that Operations needs to consider to be able to successfully support a turnaround effort.
This “one-of-a-kind” text addresses all of these aspects in a comprehensive fashion and provides those in Operations a guidebook that can truly support a successful work outcome.
About the Authors: Steve Thomas and Ken Jackson
Steve Thomas
Steve Thomas has 50 years of experience working in the petrochemical industry. During this time, through personal involvement at all levels of the maintenance and reliability work process, he has gained experience in all phases of the business. Coupled with a B.S. in Electrical Engineering from Drexel University and M.S. degrees in both Systems Engineering and Organizational Dynamics from the University of Pennsylvania, this experience has enabled him to add significant value to the many projects on which he has worked. In addition, he has published eleven books on topics including organizational and culture change, goal achievement, workforce productivity, turnaround logistics, data integrity, and mobility of the workforce. Two of these books are fictional stories explaining the various aspects of culture and organizational change.
Ken Jackson
Ken Jackson is a uniquely qualified performance improvement consultant with a distinguished career in both organizational development and refinery operations assignments. His diverse experience includes several downstream process operation roles, corporate leadership positions with proven success in strategic development responsibilities, and the design and implementation of systems and processes that have improved operational effectiveness and business performance.
Contents
Preface
Acknowledgments
Terminology and Acronyms
Getting Ready
Chapter 1 – General Information
Chapter 2 – Strategy
Chapter 3 – Staffing
Chapter 4 – Operations and Scope Development
Chapter 5 – Pre-Work General
Chapter 6 – Operations Turnaround Training
Pre-Turnaround
Chapter 7 – P&ID / Piping Isometrics
Chapter 8 – Deinventory Planning
Chapter 9 – Utilities
Chapter 10 – Equipment Preparation
Chapter 11 – Permitting Strategy
Chapter 12 – Waste and Sewer Management
Chapter 13 – Live Line Program
Chapter 14 – Blind Management
Chapter 15 – Insulation and Fireproofing
Chapter 16 – Scaffolding, Ladders, Decking and Walking Surfaces
Chapter 17 – Operations Oversight, Facilities, Equipment and Supplies
Chapter 18 – Operations Pre-Turnaround Assessment
Oil Out – Shutdown
Chapter 19 – The Definition of Oil Out
Chapter 20 – Shutdown Plans
Chapter 21 – The Shutdown Timeline
Chapter 22 – Managing Essential / Nonessential Personnel
Execution
Chapter 23 – Operations in the Execution Phase
Chapter 24 – Cold Eye Isolation Assurance Review
Chapter 25 – Tactical Permitting
Chapter 26 – Activity Related to Non-Turnaround Units
Chapter 27 – Operations’ Involvement with Inspection
Chapter 28 – Support of Maintenance
Chapter 29 – Meetings
Oil In – Start-Up
Chapter 30 – Two Phases to Start-Up Following Turnaround Execution
Chapter 31 – Conducting an Incident-Free Start-Up
Chapter 32 – Pre-Start-Up Checks
Post Turnaround
Chapter 33 – Post Turnaround Review and Lessons Learned
Chapter 34 – Post Turnaround Related Documentation
Chapter 35 – Turnaround Evaluation
Chapter 36 – Operations Oversight: Back to Operations Mode
Other Functional Interactions
Chapter 37 – Safety
Chapter 38 – Industrial Hygiene
Chapter 39 – Information Technology
Moving Forward
Chapter 40 – The End of the Beginning
New Releases
e-Books
