May - Library

SHUTDOWNS AND TURNAROUNDS
Day One: Monday, 21 June 2004 ◆ Eden on the Park, Melbourne
8.30 REGISTRATION AND COFFEE
9.00 OPENING REMARKS FROM THE CHAIR
Bill Holmes, Director
Industrial Maintenance Roundtable
SIRF ROUNDTABLES
PLANNING AND SCHEDULING FOR
SHUTDOWNS AND TURNAROUNDS
9.10 DELIVERING HIGH PLANT RELIABILITY AT
THE LOWEST POSSIBLE COST
High plant reliability at the lowest sustainable cost is the
target for many organisations. Bill will discuss how
organisations develop environments that deliver safe,
timely and on budget shutdowns.
Key elements to successful plant maintenance
Common practices of organisations with best practice
maintenance strategies
Understanding the key areas that require process
improvement
Bill Holmes, Director
Industrial Maintenance Roundtable
SIRF ROUNDTABLES
9.50 KEYS TO A SUCCESSFUL SHUTDOWN AND
TURNAROUND: LOY YANG POWER
STATION UNIT 1 MAJOR OUTAGE
The Unit 1 major outage involved completion of >200,000
Mhrs of work in 42 days and included the replacement and
/ or repair of major turbine, generator and boiler plant. This
lifted the Unit's output from 500MW to >570MW and
positioned it for a further six years service at >97%
availability. After three years of planning and preparation,
the $70M project came in on time and budget with
zero lost time injuries (LTIs), setting a new benchmark
in power station outage project management. Drawing
on his experiences, Colin will detail:
Planning
Safety during the outage
Forward ordering and material management
Layout and distribution of contracts that drive
performance
Change management
Colin Young, Engineering Manager Power
LOY YANG POWER VICTORIA
10.30 MORNING TEA
10.50 CRITICAL SUCCESS FACTORS FOR A
SHUTDOWN: PHASE I TO III - FROM PRE
TO POST PLANNING AND SCHEDULING
Shutdowns at the Qenos Olefins Plant
Shutdowns versus turnarounds
Shutdown drivers
Phase I - pre shutdown
Collecting work scope - the "expected work", the
"other" work and the "cut off date"
Planning and scheduling
Integrating process and maintenance work into the
schedule
Phase II - executing the plan and keeping track of
progress
Phase III - closure and the wash up meeting
Joao Santos, Maintenance Engineer
QENOS
EXPERT COMMENTARY
CASE STUDY
CASE STUDY
COMMUNICATION AS A KEY TO EFFECTIVE
SHUTDOWN PLANNING
11.30 STRUCTURING CRITICAL COMMUNICATION
AND COORDINATION PROTOCOLS
Hear how Woodside Energy is ensuring that all parties
involved during a shutdown are aware of the shutdown
plan, scope of project, scheduled tasks and deadlines by
effectively communicating its plan across the organisation.
Coordinating roles between projects
Hand overs and communication protocols
Using good project management protocols as a guide
to planning a shutdown
David Birney, Head of Shutdown Planning
WOODSIDE ENERGY
12.10 LUNCH
1.20 ALIGNING SERVICE PROVIDERS AND
BUSINESS GOALS TO MEET COMMON
SHUTDOWN OBJECTIVES
When it comes to an effective shutdown, finding the right
balance between quality and time is critical.There is little
point in a shutdown being completed on time if the quality
of work done does not provide long-term solutions. Hear
how Edison Mission identifies and communicates its
shutdown objectives to its contactors, maintenance and
operations divisions. In this session,Wayne will discuss:
Setting KPIs to meet business goals
Tracking KPIs during shutdowns
Finding the right balance between quality and on time
shutdowns
Structuring and managing the relationship with your
alliance contract
Wayne Buckley, Maintenance Coordinator
EDISON MISSION ENERGY
2.00 DEFINING THE OVERALL PLAN FOR
SHUTDOWNS AND ESTABLISHING
PROJECT SEQUENCES
The overall plan for outage (objectives and goals)
Setting milestones and scheduling with production
and outage timelines
Allocation of trades and supervision
Spare parts, tools and equipment isolations (tag and
test)
Commencement of work and monitoring the
performance against the plan
Commissioning and wrap up
Shutdown critique
Kristian Boyd, Maintenance Supervisor
ALCOA AUSTRALIA
2.40 AFTERNOON TEA
3.00 MOVING FROM A PREVENTATIVE TO A
PREDICTIVE MAINTENANCE MODEL
Looking to history and condition monitoring to
predict maintenance scheduling
Improving overall plant efficiency and reducing down
time through predictive maintenance
Utilising routine inspections to identify jobs during
shutdown planning
Rob Ellis, Maintenance Manager
GOODMAN FIELDER
3.40 CLOSING REMARKS FROM THE CHAIR
3.50 CLOSE OF DAY ONE
4.00 NETWORKING DRINKS
Call (02) 9223 2600 To Register Or (02) 9229 1024 To Exhibit
CASE STUDY
CASE STUDY
CASE STUDY
CASE STUDY