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RMC-12-16 Turnaround Excellence Through Organizational Transformation

Pete Shirley Senior Consultant – Turnaround Consulting Services AP-Networks

Format:
Electronic (digital download/no shipping)

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

Description:

Approximately 1 in 4 turnarounds are considered to be total “train wreck” failures, and nearly 80% of all turnarounds do not meet established goals. Organizations with best in practice processes and procedures can find themselves mired in failure. The reasons for these failures can be complex, subtle and rooted in an organization’s fabric. As such, teams often do not identify their functional shortcomings until it is too late to effect positive change. Most organizations have the physical tools and structure necessary to make the transition to high performance, but they often inadvertently undermine their own transition to high performance. Implicit goals that directly conflict with explicit goals, hidden dysfunctional reward systems, ambiguous priorities, strict deadlines, ineffective communications, and the site personnel’s inability to identify and correct these problems “real time” are key detractors to turnaround success. Born in the manufacturing sector to shorten product development times, cross functional teams have taken root in today’s industry. Turnarounds are no different. The forming of a turnaround team is the first step to executing a turnaround. Using the statistic above, twenty five percent of the time it is the first step executing a disastrous turnaround. This paper discusses some of the more subtle atmospheric conditions which can negatively influence a team’s performance with real life examples and provides some examples of tools that have been effectively used to steer teams back to success.

Product Details:

Product ID: RMC-12-16
Publication Year: 2012