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AM-98-54 MANAGING TURNAROUND COSTS

Michael D. Jeansonne, AltairStrickland, Deer Park, Texas

Format:
Electronic (digital download/no shipping)

Associate Member, International Member, Petrochemical Member, Refining Member - $0.00
Government, NonMember - $35.00

Description:

Today, nearly everyone seems to be asking, “What can we do differently when managing turnarounds?” Certainly, better planning is part of the answer. Yet, managing turnarounds and their costs is not as simple as using the latest planning techniques and software, nor is it simply by beginning to plan earlier, nor by better defining the project’s scope. Although all of these factors are key to the equation, the main thing we can do differently is to change our mindset about turnaround management. This paper represents my personal experience in turnaround management and presents suggestions of ways we can change our mindset about the process. I believe we can no longer. treat a turnaround as part of our regular maintenance routine, but that we must begin to apply the same methodology we now use for grass roots projects to turnaround management. Unfortunately, there is no clear-cut beginning and end to good turnaround management. Just as the quality process is a continuous process, so is turnaround management. We must take the lessons we have learned and use them to develop our own best practices. Yes! We can cut turnaround costs significantly without sacrificing scope, quality, safety and without undue risk of litigation. We can share our lessons learned without giving away “trade” secrets. Turnarounds are the last frontier for saving money. First, in my opinion we must change the way we think. Then and only then, will the cost savings follow.

Product Details:

Product ID: AM-98-54
Publication Year: 1998