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Operations: A Critical Element of Successful Turnarounds, Outages and Shutdowns


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288 pages 6" x 9"

ISBN: 978-1-7356964-4-7



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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.




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


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


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


Maintenance Leadership 101

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