Effective Plant Shutdown and Turnaround Management (Shutdown2008)

Venue: Malaysia Kuala Lumpur

Location: -

Event Date/Time: Aug 11, 2008 End Date/Time: Aug 13, 2008
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The benefit of attending this course is to learn the necessary areas of responsibility of the turnaround team and the impact they have on the safety, success and efficiency of a plant shutdown. Two detailed and extensive tasks will be used to reinforce the practical implementation of these areas of responsibility when planning, organizing and executing a plant turnaround. Careers may be made or lost with a plant turnaround. A safe, efficient, on time, one budget turnaround will raise a persons profile whereas a safety incident prone and inefficient project may leave a corporate black cloud. The difference is knowledge.

The first step in developing shutdowns plans is to start: this can some times be the hardest. Once the first package is developed it becomes a prototype and the rest of the packages become similar. Packages are put together for two basic structures; the development of the known shutdown work package and the development of work support package. You will get the opportunity to develop one of each over the course of the seminar.

To achieve this, the participants will be given two tasks on the first day. One task will be a vertical vessel with bubble cap trays requiring known mechanical turnaround repair work; the other task will be to mobilize and demobilize a contractor to complete these repairs. In giving these two typical shutdown tasks early in the seminar, allows the individual to develop a path forward using the seminar educational instruction, peer brainstorming and reading the technical manual Practical Management for Plant Turnarounds as resource tools while concepting their own facilities as a background.

John McLay, P.Eng.
Course Facilitator


Additional Information

In his over 38 years of experience in heavy industry, John has been involved in 100 shutdowns ranging from 1-day to 6-week outages. He has completed over 200 engineering packages, having been engineering manager on $1 billion worth of projects. He has supervised turnarounds involving 13 contractors, completing construction of a 220 foot high by 16 foot vessel in only 11 days, while managing Quality Assurance with 880 persons in the construction of a $100 million expansion.