Only through effective Fixed Asset

Management and Risk/Cost Benefit

Analysis can the Workscope and
Budget for a STO Event be
managed and controlled…

Only with a formal process,

supported by technology and best-
practices can a STO Event be
planned, executed and controlled
efficiently…

A competent STO Manager,

7Shutdowns, Keys
to successful
supported by a Stakeholder
Steering Committee and a Project
Controls Team is essential in
establishing, and achieving the
STO KPI’s (Key Performance
Turnarounds
& Outages
Indicators) …

How each Stakeholder intends to

add value—to meet the STO
KPI’s—needs to be established,
communicated and practiced as an
integrated strategy…

Detailed Planned Job Packages

(PJP’s) must be created with input
from all Stakeholders, prior to
Dynamic Schedule Management by
the Project Controls—What-if—
Team…

Executing according to the Plan to

meet Safety, Quality and Wrench-
time performance targets, while
providing accurate and timely
status updates from the field to
produce a revised Shift Report…

Continuous Improvement is the

last, but not least, key to successful
Shutdowns, Turnarounds &
Outages by capturing Lessons-
learned…
EJ Lister
201-5262 Oakmount Crescent | Burnaby, BC Canada | V5H 4R7 | +1-604-760-9847 | www.stonavigator.ca
Copyright © 2019 STO Navigator Inc.
Not-for-profit distribution only. Not to be copied, scanned or distributed without the written
consent of the author: EJ (Ted) Lister – [email protected]
STO Navigator Inc.
201 – 5262 Oakmount Crescent
Burnaby BC Canada V5H 4R7
Mobile: +1-604-760-9847
All rights reserved.
No part of this manual may be reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical, photocopying, recording, or otherwise,
without written prior permission of the creator.
V3 - First printing 2015

www.stonavigator.ca

STO Navigator Inc. provides industry with Shutdown, Turnaround, Outage products,
services and training. Visit our website for more information: www.stonavigator.ca
Be sure to visit www.stonavigator.ca/downloads to check out free downloadable tools, best-
practices, checklists and more.

ISBN: 978-0-9938936-3-6
 Author & CNO (Chief Navigating Officer): EJ Lister

Author & CNO (Chief Navigating Officer) Dear Reader,

Thank you for supporting my desire to share years

of lessons-learned experience with you and your
team through the purchase of this manual. I am
confident you will benefit greatly, unlocking doors
of opportunity with these 7 keys to enhance your
STO (Shutdown, Turnaround & Outage) events.

I began my career working construction and maintenance projects as an

Electrician & Instrumentation Technician, eventually accepting the
position of Maintenance Planner for Shell Canada in the upstream gas-
processing industry in Alberta, Canada, where I gained invaluable
experience in Turnaround management and computer-assisted
scheduling & planning. In 1995, I established my own consulting
business, specializing in planning & scheduling and project controls.
Now, more than 30 years later, I’m pleased to be passing on my
international lessons-learned knowledge and experience through these 7
keys to those who desire to enhance the outcome of their STO Events.

“Knowledge unused is ignorance…”

EJ (Ted) Lister

CNO (Chief Navigating Officer)

STO Navigator Inc., Canada

Author of Successful Change Management - ISBN 978-0968841716

To arrange for author in-house training, short-term consulting or speaking

engagements, email: [email protected]
JUST THE TIP OF THE ICEBERG
Like the tip of the iceberg, STOworx®
elegant UEI (User-Experience Interface)
sits impressively atop a solid, unseen,
powerful platform where elements of data
are shared on a web-based collaborative
workspace, with real-time dashboards,
configurable for navigating even the most
complex and risky industry shutdown,
turnaround & outage events.

STOworx® Suite – on Elements® Industrial

Digitalization Platform – is the only true
digital solution for automating methodology
workflows and eliminating ad hoc database
tools and spreadsheets, providing industry
with efficient management and effective
control of their STO Events.

For more information on STOworx®, the world’s first

and only true digitalization solution for Shutdowns,
Turnarounds & Outages visit: www.stoworx.com
Table of Contents Introduction .......................................................................................................... i
STOrm Chaser Tips & Trix ............................................................................... ii
Links to Tools & Materials on STO Navigator Inc. Website .............................. ii
Best-Practices .................................................................................................. ii
YouTube Channel Videos ................................................................................. ii
How to get the Most out of this Manual............................................................ iii
7 Keys to Successful Shutdowns, Turnarounds & Outages (Definition) .......... iv
Key Terminology & Acronyms ........................................................................... 1
Key 1 – Fixed Asset Management for STO ....................................................... 3
Steps (Key Milestones) to Implementing Fixed Asset Management for STO ... 4
Key Milestone Events from Operational Readiness to Production .................... 5
Business Needs: 5- 10- 20-year production plan (Process Optimization) ......... 7
RAMP (Reliability Asset Management Process) ............................................... 8
RAMP Model .................................................................................................. 10
The Closure Phase Advantage ....................................................................... 10
RBSR (Risked-based Scope Review)............................................................. 11
Worklist Cut-off & Initial Budget Freeze .......................................................... 13
Kick-off Meeting with STO Steering Committee .............................................. 14
Fixed Asset Management for STO Exercise ................................................... 15
Fixed Asset Management for STO Quiz ......................................................... 15
Fixed Asset Management for STO Crossword Puzzle Exercise ..................... 15
Key 2 – STO Methodology ................................................................................ 15
The STO Methodology.................................................................................... 15
The STO Methodology Process ...................................................................... 15
Business Processes & Workflows .................................................................. 15
Methodology / Workflow Digitalization ............................................................ 15
SOP (Standard Operating Procedures) .......................................................... 15
Plan2Plan (the Milestone Schedule) ............................................................... 15
GPS (Guaranteed Project Success) & Digital Dashboards ............................. 15
STO Methodology Exercise ............................................................................ 15
STO Methodology Quiz .................................................................................. 15
STO Methodology Crossword Puzzle Exercise .............................................. 15
Key 3 – The STO Organization ......................................................................... 15
The STO Organization .................................................................................... 15
The Steering Committee ................................................................................. 15
The Core Team .............................................................................................. 15
Mission Control ............................................................................................... 15
Meeting & Communication Plan ..................................................................... 15
Team Task Management ................................................................................ 15
HpO *(High-performance Organization) & HrO (High-reliability Organization) 15
Organization Capability Calculations .............................................................. 15
Direct & Indirect Resources ............................................................................ 15
Resource Management .................................................................................. 15
Owner vs. Contractor (Coordinator vs. Supervisor) ........................................ 15
 The STO Organization Exercise ..................................................................... 15
The STO Organization Quiz ........................................................................... 15
The STO Organization Crossword Puzzle Exercise ....................................... 15
Key 4 – Strategic Planning ............................................................................... 15
Plan2Plan—FEL (Front-end Loading) Milestone Schedule ............................ 15
Understanding Strategic Planning .................................................................. 15
Stakeholder Strategic Plans ........................................................................... 15
Strategic Planning Workshop Sessions .......................................................... 15
Creating Functional Plans .............................................................................. 15
Contracting and Execution Strategies ............................................................ 15
Field Coordination .......................................................................................... 15
Tactical War Room Planning .......................................................................... 15
Strategic Planning Exercise............................................................................ 15
Strategic Planning Quiz .................................................................................. 15
Strategic Planning Crossword Puzzle Exercise .............................................. 15
Key 5 – Planning & Scheduling ....................................................................... 15
Planning & Scheduling Defined ...................................................................... 15
Creating Step-out-Plans ................................................................................. 15
Estimating & PF (Productivity Factors) ........................................................... 15
Work Package Development .......................................................................... 15
ITPs (Inspection & Test Plans) ....................................................................... 15
MOC (Management of Change) Process ....................................................... 15
Step-by-Step Scheduling Methodology .......................................................... 15
DSM (Dynamic Scheduling Methodology) ...................................................... 15
Primavera™ P6 for STO Event Management & Control ................................. 15
Digitalizing Work Package Planning ............................................................... 15
Overview: Planning, Estimating, Packaging, and Scheduling ........................ 15
Work Packages .............................................................................................. 15
Attributes: Level I to Level V Project Plans ..................................................... 15
Planning & Scheduling Exercise ..................................................................... 15
Planning & Scheduling Quiz ........................................................................... 15
Planning & Scheduling Crossword Puzzle Exercise ....................................... 15
Key 6 – Execution & Control ............................................................................ 15
Execution Phase Defined ............................................................................... 15
Execution Strategy & Contracting Strategies.................................................. 15
Owner and Contractor Roles & Responsibilities ............................................. 15
DEM (Dynamic Execution Management) ....................................................... 15
The Project Controls Team............................................................................. 15
Safe Work Permits ......................................................................................... 15
Isolation, Zero-energy, LOTO (Lock-out/Tag-out) .......................................... 15
Risk Management & Density Modeling ........................................................... 15
Daily Shift Reports.......................................................................................... 15
Logistics, Mobilization and Demobilization ..................................................... 15
Updating & Progressing (how to real-time accurate field updates) ................. 15
 War Room Strategies & Tactics ...................................................................... 15
How to Pilot & Navigate your next STO Event ................................................ 15
KPI (Key Performance Indicator) Dashboards ................................................ 15
EvPM (Earned-value Performance Management) .......................................... 15
Adf .................................................................................................................. 15
PSSR (Pre-start-up Safety Review ................................................................. 15
Execution & Control Exercise ......................................................................... 15
Execution & Control Quiz................................................................................ 15
Execution & Control Crossword Puzzle Exercise ........................................... 15
Key 7 - Lessons-learned ................................................................................... 15
Establish a Lessons-learned Program ............................................................ 15
Categorizing and Tracking Lessons-learned .................................................. 15
The Closure Phase ......................................................................................... 15
The Close-out Report & Critique Audit............................................................ 15
SWOT (Strengths, Weaknesses, Opportunities & Threats) ............................ 15
Contractor Evaluations ................................................................................... 15
Establish a Continuous Improvement Process ............................................... 15
Open (initiate) a Subsequent STO Event........................................................ 15
Lessons-learned Exercise .............................................................................. 15
Lessons-learned Quiz ..................................................................................... 15
Lessons-learned Crossword Puzzle Exercise ................................................. 15
Acknowledgments ............................................................................................ 15
List of Illustrations 5- 10- 20-Year Plan aka Long-range Production Plan.............................. 8
RAMP Model Illustration ......................................................................... 10
RBSR (Risk-based Scope Review) Tool in Excel Format ...................... 12
STOworx® Work Order Interface ........................................................... 13
Workscope/Budget Calculator ................................................................ 14
STOp-event Management Process Checklist ........................................ 15
Workflow Digitalization Illustration .......................................................... 15
SOP (Standard Operating Procedure) Illustration .................................. 15
GPS (Guaranteed Project Success) & Digital Dashboards Illustration ... 15
Plan2Plan (the Milestone Schedule) ...................................................... 15
The Steering Committee Illustration ....................................................... 15
Mission Control in STOworx® Illustration ............................................... 15
HpO (High-performance Organization) Map Illustration ......................... 15
Plan2Plan STOworx® Illustration ............................................................ 15
Tactical War Room Planning Illustration ................................................ 15
Work Package in STOworx® Illustration ................................................. 15
DSM (Dynamic Scheduling Methodology) Step-by-Step Illustration....... 15
KPI Dashboard Illustration ..................................................................... 15
EvPM (Earned-value Performance Management) S-curve .................... 15
PSSR (Pre-start-up Safety Review) ....................................................... 15
Lessons-learned STOworx® Illustration .................................................. 15
Close-out Report Illustration ................................................................... 15
SWOT (Strengths, Weaknesses, Opportunities & Threats) Illustration .. 15
Contractor Evaluation Illustration ........................................................... 15
 EJ Lister

Introduction

Introduction “The most successful STO Events reduce operating risk,

increase process availability, and generate profits…”
STO Events (Shutdowns, Turnarounds, Outages), including pitSTOps, are
undoubtably the most risky, complex and challenging projects on Earth—
consider for a moment the massive mobilization of a transient workforce into
hydrocarbon-production units—units designed to be operated and maintained
by small dedicated Owner’s teams. It’s just one of the many challenges faced
in the industry today by those accountable for STO Event performance. Add-
in these conditions (temperature, pressure, flow, hoisting, scaffolding,
contractor competence, mobile equipment, blast zones, height, space,
congestion, unknowns…whew!) And the sheer amount of logistics alone
equals a theatre-of-war. Needless to say, you can quite easily understand
how difficult it can be to navigate a STO Event under these conditions and
still meet the established KPI (Key Performance Indictor) Targets: Safety,
Quality, Wrench-time Efficiency, Schedule Duration and Cost.

Hence the reason I have published this manual to share with you my years of
lessons-learned experience and acquired best-practices to help you prepare
for an expedition, a journey of sorts, to help you navigate the risks and
complexities of planning, executing and controlling STO Events.

Regardless of which position you are assigned on a STO Event to contribute

to its success, you’ll benefit from knowing more about your specific role and
the role of others on the STO Team through the content and tools associated
with this manual. Afterall, STO’s are cross-functional events; every
department, every stakeholder, and every vendor/supplier involved needs to
be fully integrated into the event, often from its inception (Kick-off) to Closure
and Lessons-learned.

This manual outlines the importance of effectiveness (what work to execute

based on risk management—Leaders’ accountability) as well as efficiency
(how to execute the work) based on change management—Managers’
responsibility. In addition, effectiveness is related to the Scope of Work and
Strategic Planning while efficiency is related to Scope of Services and
Detailed Work Package Planning.

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7 Keys to Successful Shutdowns, Turnarounds & Outages

STOrm Chaser Tips & Trix

Meet, STOrm Chaser, our key resource for Tips & Trix. Throughout this
manual, you’ll find STOrm in the left-hand margin of key pages providing tips
and tricks for enhancing everything from permitting to shifting, methodology to
technology, training to orientation; just to name a few of the hundreds of
opportunities you’ll find in this manual to enhance STO Event performance.

STOrm has many years of international experience in the planning, execution

and control of STO Events. He has worked as a Scaffolder, Safety Coordinator,
Quantity Surveyor, Planner, Execution Coordinator and Dynamic Scheduler on multiple STO
Events across various industries. STOrm practices and promotes IAF (Incident & Accident
Free) policies, procedures and guidelines in the workplace. He has received numerous awards
for contributing to the success of STO Events related to safety, quality and worker wrench-time
efficiency, all of which resulted in the lowest cost/shortest duration events ever!

Links to Tools & Materials on STO Navigator Inc. Website

This symbol appears in the left-hand page margins whenever there is an
appropriate tool or document to download, which support related content. For a
partial list of tools, procedures, presentations, files and much more, visit:
www.stonavigator.ca/downloads

Best-Practices
This symbol indicates that a topic, quote, statement, policy, procedure and/or
guideline is based on proven industry practices, which results in the best
performance. Many of these best-practices are a result of my research and
global assignments; however, not every best-practice will be appropriate for
your facility or business. It’s important to remember that you must focus on establishing your
own best-practices through lessons-learned and continuous improvement.

YouTube Channel Videos

This symbol indicates that a YouTube video is available to support topics and
content. I’ll be adding monthly videos to our YouTube Channel over the next
year covering many topics related to STO Event performance. To visit our
YouTube Channel, follow this link:
https://www.youtube.com/channel/UCLOySkmYM0Cwv8PpLeeuHdA?

ii | www.stonavigator.ca 2019 ©
 EJ Lister

How to get the Most out of this Manual

Your time is valuable, so how you invest it, spend it, trade it or enjoy it is important. When it
comes to trading your time for money—aka working (time you might or might not enjoy; might
or might not benefit from other than from wages)—you should know that there is another, more
valuable option: invest your time in learning to allow you to make a more significant, enjoyable
contribution to a company or client, to profit in any number of ways: satisfaction, recognition,
status, bonuses, advancements, autonomy, benefits, cashflow and much, much more.
Therefore, I suggest you invest as much time as possible in this manual. I suggest you begin
by skimming through the contents to get a feel for how its content flows—navigating this
manual is similar to navigating a STO Event from Kick-off to Closure—then pick out the most
relevant section(s) which pertain to your interest and role, or potential role, and read through
them thoroughly. Then, when you feel you have a relatively good understanding of its contents,
tools and materials, begin to put what you’ve learned into practice using the many tools,
checklists, templates, procedures and instructions as you yourself can implement.

You’ll be amazed at how much you can improve your current level of understanding and
contribution to STO Events, regardless of how much knowledge or experience you have by
simply reading, studying and practicing the contents of this manual.
Group Learning
One of the most effective methods of learning is through group sessions, or workshops, where
a facilitator (this could be you) will take a key section or topic from this manual and study it in a
roundtable format. This could lead to a change improvement initiative where the
implementation of lessons-learned and best-practices can further lead to improved
performance in multiple areas of a STO Event, e.g., strategies, resource optimization,
planning, scheduling, asset management, etc.

Similar group learning sessions will be scheduled during the Strategic Planning Phase of your
STO Events (see Strategic Planning Workshops in Key 4: Strategic Planning for more
information).

Best-Practice: Companies who possess their own reference manuals for STO
Event management, including workflows, procedures, policies, guidelines and
tools, are the most successful. Consider taking the contents of this manual and
expanding on them, or customizing them, to create your own reference manual in
eBook format, accessible to everyone in the organization.

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7 Keys to Successful Shutdowns, Turnarounds & Outages

Manual Owner (for customized company manuals with corporate logo, email: [email protected] )

Name: __________________________________________________

Company: ________________________________________________

Mobile: __________________________________________________

Email: ___________________________________________________

TIP: Print multiple copies of this manual and distribute to each member of your
STO team. Ask contractors to purchase a copy and work together to enhance your
STO Events: https://stonavigator.ca/download/7-keys-to-sto/

Download: Navigate the Perfect STOrm presentation:

https://stonavigator.ca/download/navigate-perfect-storm/

7 Keys to Successful Shutdowns, Turnarounds & Outages (Definition)

Asset Management: Only through effective Asset Management and Risk/Cost Benefit
Analysis can the Workscope and Budget for a STO Event be managed and controlled.

Methodology Process: Only with a formal process, supported by technology and best-
practices can a STO Event be planned, executed and controlled efficiently.

The STO Organization: A competent STO Manager, supported by a Stakeholder

Steering Committee, Core Team (Mission Control) and a Project Controls Team is
essential in establishing, and achieving the STO KPI’s (Key Performance Indicators).

Strategic Planning: How each Stakeholder intends to add value—to meet the STO
KPI’s—needs to be established, communicated and practiced as an integrated strategy.

Planning & Scheduling: Detailed Planning Job Packages (PJP’s) must be created with
input from all Stakeholders, prior to DSM (Dynamic Scheduling Methodology) by the
Project Controls—What-if—Team.

Execution & Control: Executing according to the Plan, to meet Safety, Quality and
Wrench-time performance targets, while providing accurate and timely status updates
from the field to produce a revised Shift Report.

Lessons-learned: Continuous Improvement is the last, but not the least, key to
successful Shutdowns, Turnarounds & Outages by capturing Lessons-learned.

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 EJ Lister

Key Terminology & Acronyms

Terminology & Acronyms “Nothing is more important than terminology when it

comes to communicating, analyzing, and decision-
making, whether verbally or through data…”
The planning, management and control of STO Events is not unique to one
specific industry or region. STOs are international events which account for
billions of dollars in execution and lost production; and they need to be
executed—Turnarounds, in their true sense of compliance, must be
scheduled to ensure asset integrity.

Surprisingly, given their global status, much of the terminology in STO

management either differs, or is misunderstood, making it difficult to
benchmark and continually improve. For that reason, I have included what I
consider to be key terms and acronyms for STOs, with the hope that the
language of STO will become standardized across the various industries
(Oil & Gas—upstream/midstream/downstream, Petro-Chemical, Mining,
Power Generation & Distribution and Product Manufacturing).

NOTE: if you have Terminology & Acronyms you’d like to add, please email
me (include definitions) and I’ll add them to the next revision of this manual:
[email protected]

Pay special attention to definitions related to:

Shutdowns, Turnarounds, Outages and pitSTOps

Planning, Estimating, Scheduling, Coordination
Project Controls, EvPM (Earned-value Performance Management)
Budget Control vs. Cost Management
Indirect Cost vs. Direct Cost
Direct Resources vs. Indirect Resources
Contracting and Execution Strategies Integration
Lessons-learned and Closure Phase
Methodology and Digitalization
Process Availability Optimization (5- 10 – 20-year production plan)

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7 Keys to Successful Shutdowns, Turnarounds & Outages

5- 10- 20-Year Plan: A corporate long-range production plan established to optimize Process
Availability (production throughput) by strategically scheduling STOp-events over a 5- 10- 20-
year plan without compromising safety, reliability or licence-to-operate. Also know as: Long-
range Production Plan.
Accountable vs. Responsible: The main difference between responsibility and accountability
is that responsibility can be shared while accountability cannot. Being accountable not only
means being responsible for something but also ultimately being answerable for your actions
or the actions of those responsible.
Activities: These are the steps on the Step-out-Plan in a Work Package (Job Plan) and in the
scheduling software that logically complete a Work Package/Work Order Task by Direct
Resources.
AMT (Asset Management Team): The Asset Management Team (Operations, Engineering,
Inspection, Reliability, Maintenance) is accountable for equipment reliability at the lowest
risk/cost to enhance overall throughput of a unit or a plant (Process Availability). The AMT
creates the OMR (Operation/Maintenance/Reliability) strategies and plans and is a vital part of
Continuous Improvement/Defect Elimination.
Asset Integrity: Refers to the condition of physical equipment (Fixed Assets) related to its
material’s exposure to wear and tear, environment, rust, cracking, fatigue and its ability to
continue to function as designed (safety) before requiring inspection, repair, or replacement.
Especially important in piping and pressure equipment where insurance companies and
government regulators impose strict rules on operating/inspection parameters. Most Asset
Integrity work is scheduling during a Turnaround. Summary: The condition of an asset
compared to its original design; measured by material degradation.
Asset Management: Refers to fixed and mobile equipment and their OMR strategies and
plans, e.g., SOP’s, PM’s, PdM (Condition Monitoring), CR (Corrective Repair). Asset
Management is automated by a CMMS with Work Request/Work Order expenditure approvals
by the AMT.
Availability vs. Reliability: Availability is the of a system, unit or facility to support the
designed throughput/conversion of raw materials (Feed-stock)
Baseline: A snapshot of an approved Project Plan, saved in the background of the scheduling
software for SPI comparison (Earned % vs. Burned $ or Earned vs. Planned vs. Actual or
Variance).
Best-practices: SOP’s which deliver the best results when practiced repeatedly (safety,
quality, effectiveness, efficiency, RoI).
Budget Control: Using LEMS and Detailed Work Package Planning to calculate the estimated
expenditure (Burn $) for STO Event Scope of Work plus Contingency.
CAPEX: Capital expenditure (costs associated with project work related to Fixed Assets or
Mobile Equipment for replacement, upgrades, modifications or additions. Might be investment
or loss, which affects a company’s tax and depreciation calculations).
Change Management: Related to variance in Scope of Work or Daily Shift Schedule where
Managers and Execution Coordinators need to incorporate change into the War Room
Strategy Sessions.

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 EJ Lister

Change Order: A formal document generated by a Change Order Process (approved for
expenditure from existing budget, contingency or revised budget). Used to ensure the change
has been vetted through the MOC process and to avoid Claims disputes by vendors or
contractors.
Closure Phase: The Closure Phase is the forth phase of the STO Management Process and
the phase which concludes the event with completion data, KPI target +/- variance, lessons-
learned, critiques, reviews, demobilization, celebrations and most importantly, a list of work for
subsequent STO Event.
CMMS: Computerized Maintenance Management System (aka Work Order System or
EAM/ERP)
Contingency: A 15- 20% allowance added to the Control Budget for Indirect Cost overruns.
Not to be used for Found/Discovery Work, which requires a Change Order.
Continuous Improvement: Using benchmark data and best-practice potential to establish a
gap between current-practice and best-practice, resulting in a strategy to close the gap for
fixed production asset and/or mobile equipment performance, procedure performance, human
resource performance, or business performance. Part of the Performance Management
element of the RAMP Model.
Contract Type: Refers to the type of contract awarded for products or services based on the
type of work, service or product required. Examples: T&M, Fixed-price, Lump-sum, Unit-rate,
Target-reimbursable, or Service. Terms & Conditions might be common across all contract
types.
Contracting Strategy: A method of matching the type of work with a type of contract best
suited to execute the work; e.g., Fixed-price for capital projects, T&M (Time & Materials) for
Turnaround, Unit-rate for vac trucks, etc. with Terms & Conditions to establish who is
responsible for what (PPE, consumables, supervision, etc.) and expectations regarding
timekeeping, quality, efficiency, safety, paperwork, etc. The Contracting Strategy is tied to the
Execution Strategy as the two most important strategies to be created during the Strategic
Planning Phase.
Control Budget: The Approved Budget for the STO Event plus contingency, to be baselined
for measuring Indirect & Direct Cost burn and variance.
Coordination: Preparing work-fronts and mobile equipment as per the Execution Strategy and
Daily Shift Report following the Night-shift War Room Session. Coordination is the
responsibility of the Owner (Execution Coordinators; whereas, supervision is the responsibility
of the Contractor).
Core Team: Stakeholder and Functional Department Leads who sit on the Mission Control
Team of a STOp-event, reporting to the Event Manager (Navigator). Accountable for Strategic
Planning, driven by the Plan2Plan FEL (Front-end Loaded) Milestone Schedule.
CPI: Cost Performance Index. Direct and indirect burn $ compared to budget and contingency
by cost center, contract, work type, WBS (Work Breakdown Structure), etc.
Critical-path: Refers to critical activities with zero float (or pre-determined float calculation set
by the Scheduler; e.g., 24 hours of total float will flag activities as critical (red). Not to be

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7 Keys to Successful Shutdowns, Turnarounds & Outages

confused with Longest-path, which also uses total float, but whose activities are not critical in
terms of complex, risky, unknown; e.g., catalyst change-out is long, but not complicated.
Cut-off Date: The date when all Approved Budgeted work is frozen, and the Initial Budget is
created. Suggest T-minus 9 Months, depending on complexity of STO Event and budgeting
process.
Daily Shift Report: From the War Room, following the Backshift DEM (Dynamic Execution
Management) session, a Daily Shift Report is generated in time for the Day Shift Direct
Workers to arrive on site, and for Safe Work Permits to be prepared. The Daily Shift Report
includes all Activities to be executed for a 24-hour period to match current conditions, priority
and resource availability.
Defect Elimination: Actions taken as part of the Performance Management element of the
RAMP Model where data has suggested that fixed production assets and/or mobile equipment
requires redesign, replacement, component replacement, maintenance strategy
implementation, SOP’s or changes in feedstock.
DEM (Dynamic Execution Management): An integrated strategy to support DSM (Dynamic
Execution Management).
Density Modelling: Simulating the amount of work and resources scheduled each shift in
various units based on a Grid System.
Digitalization (Digitalisation): Ones & Zeros (big data) captured from apps, probes, sensors,
cameras, drones, GPS, etc. in real-time (on dashboards) to produce an action based on smart
technology, AI (Artificial Intelligence), machine learning, human decision-making; e.g., autopilot
on planes and a pilot’s ability to fly the plane and know the health of the plane (asset) in real-
time.
Digitization: Computer-based documents and/or spreadsheets, databases. Taking a manual
method of writing, drawing, communicating, etc. and digitizing it; e.g., scanning documents,
CAD (Computer Assisted Drafting). The process of converting information into a digital format,
in which the information is organized into bits.
Direct Workers: Those who turn valves and turn wrenches to execute work; who earn %
complete value on planned work. Their time is measure as Actual-value $ from timesheets
against Tasks and Activities on the Daily Shift Report.
Discovery Work: Work identified during the execution of a Work Package which was not part
of the original plan; e.g., refractory repairs, cleaning, welding repairs, etc. These activities
should be flagged as Discovery Work on the Schedule after completion.
DSM (Dynamic Scheduling Methodology): A method of scheduling based on a Scheduler’s
programming logic and the software’s (Primavera™ P6 for example) algorithms and ability to
level resources automatically. Also applicable to War Room Sessions and Execution Strategy
for driving your STO Event. See DSM (Dynamic Scheduling Methodology) section for more
information, or read this blog post: https://stonavigator.ca/dynamic-scheduling-methodology/
EAM/ERP: Enterprise Asset Management/Enterprise Resource Planning—both refer to
software programs deployed across the Organization and its various business units and
departments. Typical systems include: SAP, IBM, JDE.

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EBSR (Evidence-based Scope Review): Using historical data to quantitatively decide when
Fixed Assets require inspection or maintenance, as opposed to RBSR (Risk-based Scope
Review). EBSR is often used in conjunction with RBSR.
Effective vs. Efficient: Effective is the ‘What?’ while Efficient is ‘How’. Scope of Work is
Effective (what to work on) while Execution Strategy is Efficient (how to work on).
Estimating: The method of establishing how much time, money, resources, equipment,
materials, support and information is required to execute a given Work Order Task or Activity.
Estimating is a left-brain-right-brain function that relies on historical and calculated data and
experience. Estimating is a function of Planning, with an applied PF (Productivity Factor) for
Non-productive Time (waiting for permits, JSA, Meetings, Walking/Windshield Time, Breaks,
Lunch and Washup) with an element of Pf (Performance factor) calculated during Scheduling.
EvPM (Earned-value Performance Management): Activity direct percent complete and/or
indirect dollars burned against planned. Not related to Actual-value which is a measure of
physical time/dollars spent to achieve Earned-value. Earned-value can never be more than
Planned-value; however, Actual-value can be more than Earned-value or Planned-value. This
is where the calculation for Pf (Performance factor) comes in, and the resulting wrench-time
calculation.
Execution Phase: Between Feed-out and Feed-in, from Shutdown to Start-up; the Execution
Phase is further phased into: Shutdown, Open, Inspect/Repair, Close, Start-up. Sometimes
referred to as Mechanical Phase. During the Execution Phase, production is less than
nameplate design—from 0 - 99% depending on whether it’s a pitSTOp, Shutdown, Turnaround
or Outage.
Execution Strategy: Related to the Execution Phase and how the planned work will be
carried out in relation to priority, resource availability, equipment availability, work type,
contract terms & conditions, etc. Tied to Contracting Strategy and used to support DSM
(Dynamic Scheduling Methodology) and the Night Shift War Room Sessions.
Feed-out/Feed-in: When feedstock is cut to the operating process and the Shutdown Phase
of the STO Event begins until the Start-up Phase when feed is reintroduced. Feed-in to Feed-
out dates determine the duration of the Execution Phase (reduced or zero production) and is
typically represented by the Longest-path or Critical-path or both.
Feed-stock: Raw materials (crude oil, ore, watershed, gas, salt, sugar cane, etc.) fed into a
physical manufacturing process to produce a marketable product; e.g., electrical energy,
steam, gasoline, kerosene, silver, goal, copper, etc.
Fixed Asset Register: The hieratical (systemization, WBS or FLOC) list of process, ancillary
and utility equipment stored in the CMMS (ERP) from which historical data is stored from Work
Order and/or Service Order planning, estimating, scheduling, execution and follow-up.
Fixed Asset: Physical process, ancillary or utility equipment; e.g., pumps, pipes, vessels,
tanks, analyzers, towers, compressors, etc.
Flange Management: A process for ensuring each flange cracked open on process piping or
Fixed Assets for isolation or scheduled work execution have been bolted up with the correct
gaskets, studs & nuts (and lubricated with anti-seize), torque and thread settings, and most
importantly, alignment—to prevent leaks (might be down twice; once when cold and again
when hot).

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7 Keys to Successful Shutdowns, Turnarounds & Outages

Float: the amount of time an activity or task can slip before it becomes a critical job (before it
exceeds Process Availability).
FLOC: Functional Location – Physical location of Fixed Assets within a hierarchy in the CMMS
(ERP).
FMEA: Failure Modes & Effect Analysis, used to establish equipment and spares criticality and
maintenance strategies for all fixed and mobile equipment; e.g., run to failure, spared
equipment, rotable spares, redundancy, inspection, overhauls, etc.
Grid System: A map of an operating facility broken into grids, or squares, with X and Y axis
(A, B, C, etc. and 1, 2, 3, etc. to make a combination of letters and numbers for locating
equipment in a Unit or Plant; e.g., H-17). Might also contain Z for height. Useful for Density
Modeling.
HpO: High-performance Organization (visit www.leadmanagedig.com for more information).
Indirect vs. Direct: Indirect refers to the resources, products and services, and associated
costs, to support Direct Workers
Initial Budget: Established by calculating LEMS (Labor, Equipment, Materials, Services)
against the Approved Scope of Work at Scope Freeze and STO Event Kick-off.
ITP: Inspection & Test Plan.
Job List: see Worklist.
JSA: Job Safety Analysis - used to assess the risks associated with performing Direct Work
after a Safe Work Permit is issues and prior to executing the work. Using ‘What-if’ analysis for
surrounding area/environment related to weather, potential LEL, vapors, hoisting, adjoining
work, etc.
Kick-off Meeting: A first ‘Mission Control’ (Steering Committee or Core Team Leads) meeting
to begin Plan2Plan for a STO Event.
KPIs (Key Performance Indices): Industry standard indicators used to measure compliance
to set targets or deliverables for: Safety, Quality, Wrench-time Efficiency, Cost and Schedule.
Late Work: Work Orders or Job List Items approved after Cut-off Date and before Feed-out.
Leaders: Those who are accountable for being effective—deciding what to do (vision) and
setting targets for each deliverable (goals & objectives). The STO Event Manager is actually a
Leader (Managers report to the Leader. Managers are responsible for how the goals &
objectives will be achieved in the safest and most efficient manner).
LEL: Lower Explosive Limit—the lowest concentration (by percentage) of a gas or vapor in air
that can produce a flash of fire in presence of an ignition source (arc, flame, heat).
LEMS: Labor, Equipment, Materials, Services—used to create the Planning Budget.
Lessons-learned: A method of tracking weaknesses, opportunities or threats to take
corrective action and/or benefit from them the next time a specific procedure or soft- hard-task
is executed. This is part of the Continuous Improvement Process (see Key 7: Lessons-learned)
Longest-path: An activity or series of activities on the Project Plan that stretches from Feed-
out to Feed-in with zero Total Float.

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LOTO: Lock-out/Tag-out – related to zero energy/hydrocarbon isolation to protect people,

community, environment and assets from potential danger when working on production
equipment (Fixed Assets) and systems.
Managers: Stakeholder Leads responsible for supporting Direct Resources (Workers).
Responsible for Change Management and Efficiency.
Mission Control: The location of a meeting room or war room where the STO Event team
meet and work to prepare and execute a STO Event. Typically located near the event itself, in
a separate building or trailer, with a monitoring & communication-style atmosphere (NASA).
MOC: Management of Change – a document/form attached to all non-Replacement-in-Kind
Work Orders and or Change Orders. Typically completed by Operations, Engineering and
Reliability prior to materials and services being procured and the planned work being
executed.
Non-productive Time: Time that Direct Workers cannot be pulling wrenches during their shift
due to walking, meetings, waiting, lunch, breaks, wash-up (legitimate time that is not available
for them to Earn value on a Planned job (see PF for more information).
OEM: Original Equipment Manufacturer.
Operational Readiness: During construction and commissioning of a new (greenfield)
plant/unit or brownfield expansion, preparing to operate requires all departments, including the
STOp-event Management Team, to establish its resources, training, SOPs, strategies, tools,
etc. Operational Readiness ensures seamless handover from Construction to Operations.
OPEX: Operating expenditure (overhead or investment related to operating and maintaining a
facility, both direct and indirect costs).
Outages: Scheduled or unscheduled events with minimum production loss required to
maintain equipment (Fixed Assets) or to preform project work that cannot otherwise be done
onstream (when the equipment or unit is operating). Outage work is tied to the OPEX or
CAPEX budgets, even when scheduled in a Shutdown, Turnaround or pitSTOp.
Pf (Performance Factor): A measure of Earned-value vs. Planned-value against Actual-value
with PF assigned.
PF (Productivity Factor): A factor applied to a benchmark estimate on an Activity (Step in the
Step-out-Plan) during scheduling to account for Non-productive Time for Direct Workers.
Phases: The stages of planning and executing a STO Event; e.g., Strategic Planning Phase,
Scheduling Phase, Pre-work Phase, Shutdown Phase, Open Phase, Inspection Phase, etc.
pitSTOps: pitSTOps are short, intense stoppages scheduled on fixed production assets,
systems, units or plants to execute STO—asset integrity Turnaround, process integrity
Shutdown and/or maintenance/project Outage—activities to help reduce the Scope of Work for
future Shutdowns and/or Turnarounds (part of the 5- 10- 20-year plan—Long Range
Production Plan).
Plan2Plan: The plan (also known as the Milestone Schedule) to prepare for the Execution
Phase of a STO Event (including Pre- and Post-work)
Planner: A title given to the person responsible for Planning, who might also do Estimating,
but not Scheduling. There is no such thing as a Planner/Scheduler in that you cannot be

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7 Keys to Successful Shutdowns, Turnarounds & Outages

certified or licenced like you can an Engineer; and it’s very difficult for a left-brained logical
person to perform a right-brained creative function like Scheduling.
Planning Budget: After the Initial Budget is approved, the Planning Budget takes over until
the Control Budget is established and frozen, just prior to Feed-out. The Planning Budget
considers any Late Work or Cancelled Work and is refined as the Work Packages are
developed in detail, using more accurate LEMS and estimates.
Planning: A left-brain logical function required to create a Work Package and the associated
logical Activities (Step-out-Plan) necessary for work execution deliverables. Not to be confused
with Estimating.
Process Availability: The capacity to produce on-spec finished product from feedstock raw
materials over a pre-defined period. Also refers to the availability of a unit, system or fixed
asset during a STO Event to execute work while the process is not producing; e.g., Flare
System is available from Day 5 to Day 14 of a Turnaround—making Process Availability 9
days before Process Operations requires the system back for Commissioning/Start-up.
Process Integrity: The condition inside Fixed Assets due to corrosion or fatigue and/or the
quality of feed or mediums required to produce on-spec product. Typically related to cleaning
and catalyst change during STO Events. Shutdowns are for Process Integrity and might be
scheduled or unscheduled on assets, systems, trains, units or plants on the WBS (Work
Breakdown Structure) or FLOC (Functional Location) related to Systemization.
Production Stoppage: A scheduled or unscheduled Shutdown or Outage or an ESD
(Emergency Shutdown), each resulting in lost production (reduced Process Availability).
PSSR: Pre-safety Start-up Review—related to QA/QC and Operational Readiness, ensuring
Fixed Assets and Systems are Fit-for-Service and mechanically complete as per the Work
Package details, SOP’s and Start-up Plans.
Purpose & Parameters: These are the STO Event’s Goals & Objectives in objective, factual
format; e.g., Schedule Shutdown for cleaning fouled Amine System—4 days at 17% production
reduction.
QA/QC: Quality Assurance/Quality Control (Owner is responsible for QA. Contractor is
responsible for QC).
Quantitative vs. Qualitative: Quantitative data is information about quantities; that is,
information that can be measured and written down with numbers (objective view). Qualitative
is more subjective (subject to a person’s point of view). RBSR requires Quantitative (objective)
data for the best results when establishing the approved Scope of Work.
RAMP (Reliability Asset Management Process): A formal process for establishing and
maintaining Fixed Production Asset condition to ensure availability at the lowest risk/cost—
using various strategies and methods summarized on the RAMP Model (criticality, planning,
scheduling, defect elimination, and so on).
RAMP Model: An illustration of the RAMP (Reliability Asset Management Process) showing
the four elements of Reliability Management for Fixed Assets and/or Mobile Equipment with
support for direct and indirect resources to contribute to reliability and protection related to
Safety/Environment, Fixed Assets and Mobile Equipment, Infrastructure, Community,
Corporate Image, Overhead and Dollars).

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RBSR: Risk-based Scope Review—to create the Approved Scope of Work and Scope-of-
Scope of Work—signaling the Initial Budget creation and STO Event Kick-off.
Readiness Assessment Program: A compressive checklist and review process carried out at
pre-defined stages to ensure compliance to the Plan2Plan. Conducted through a series of
interviews with Core Team Leads and reviews of documents, strategies, functional plans;
creating action items for non-compliance issues.
Replacement in Kind: Anytime Fixed Assets, components, materials or parts are replaced
with identical items and no MOC (Management of Change) is required.
Revenue vs. Profit: Revenue is generated by the sale of finished products. Profit is what’s left
after business overhead is paid. STOp-events (Shutdowns, Turnarounds, Outages, pitSTOps)
and a company’s 5- 10- 20-year plan (Long Range Production Plan) are high overhead events,
but with high potential for increasing profits if executed with the right Scope of Work and Scope
of Services, and by following the contents of this manual.
RoI: Return on Investment.
Rotatable Fixed Assets: Fixed assets which have identical spares (2—with only the serial
number being difference) for the purpose of rotating through service, shop repair and in-stores
item, allowing for quick replacement in kind.
Safe Work Permit: A safe work permit is document that identifies the work to be done, the
hazard(s) involved, and the precautions to be taken. It ensures that all hazards and
precautions have been considered before work begins. Safe work permits should always be
used when work is performed by an outside agency or employer.
Scheduling: (a right-brain creative function) a method of prioritizing work and assigning
resources (direct and indirect workers, materials, equipment, time, information) to planned
activities to achieve the highest execution efficiency (wrench-time—with least amount of direct
and indirect resources), and effectiveness (longest-path, critical jobs), without compromising
safety or quality. Typically accomplished using scheduling software such as Primavera™ P6
and/or MS Project® by a dedicated person (Scheduler) assigned as a key player on the
Project Controls Team, supported by Execution Coordinators, Operations, Logistics and Safety
personnel.
Scope Freeze: see Cut-off Date.
Scope of Scope of Work: Refers to the details of the Scope of Work items with respect to
details of what needs to be done to refurbish the Fixed Asset; e.g., type of inspection, amount
of cleaning, number of tubes to clean, etc.
Scope of Services: Refers to the indirect support required by specialty vendors or contractors
where there are no measurable deliverables other than terms & conditions.
Scope of Work: Refers to the direct work to be executed by a vendor or contractor where
measurable deliverables are well defined in the contract and its terms & conditions.
Scope Type Codes: Codes used to control Scope of Work and Budget by phase; e.g.,
Budgeted Work (Approved Work), Late Work, Extra Work, Potential Work, Discovery Work.
Shutdowns: Scheduled or unscheduled events at any WBS level to establish Process
Integrity.

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7 Keys to Successful Shutdowns, Turnarounds & Outages

SOP: Standard Operating Procedure (based on Best-practices).

SPI: Schedule Performance Index (used to measure adherence or variance of a Baseline
Project Plan).
Steering Committee: A team of managers who represent various business units and
departments established to provide oversight of each STO Event as required. The STO Event
Manager reports to the Steering Committee. In some cases, the Core Team Leads
(department heads) will assume the roll of the Steering Committee. If this is the case, they
report to the STO Event Manager and the STO Event Manager reports to the GM (General
Manager) or Plant Manager.
Step-out Plan: A list of planned and estimated Activities in a Work Package which breaks
down a Work Order Task into logical and manageable steps, which are then scheduled,
executed and updated to measure SPI and CPI.
STO: Shutdowns, Turnarounds, Outages
STOp Events: Shutdowns, Turnarounds, Outages, pitSTOps
Strategic Planning Phase: Following the Asset Management Phase of each event (at Kick-
off) the Strategic Planning Phase begins with the Plan2Plan, assigning tasks to the Core Team
Leads in preparation for the Execution Phase. The primary goal is to establish key strategies
and functional plans to support the event; e.g., Inspection Strategy, Communication Plan,
Execution Strategy, Contracting Strategy, etc.
SWOT: Strengths, Weaknesses, Opportunities & Threats – a method of mitigating risks,
managing weaknesses and taking advantage of strengths and opportunities to enhance STO
Event performance.
Systemization: Setting limits on utility, ancillary and process systems or sub-systems where
isolation (LOTO) is required to make it safe for scheduled work to be executed. Might be based
on WBS (Work Breakdown Structure) or FLOC (Functional Location) or both.
T&M: Time & Materials—a Contract Type where a Contractor will invoice the Owner for the
Direct Worker time
T-minus: Working back from a future date, in this case, from the Feed-out date of a STO
Event in order to prepare for the Execution Phase.
Total Float: The calculation of available time which activities can be delayed at the start or
finish without turning critical (by hitting a Milestone and creating negative variance). Compared
to Critical-path, Longest-path activities are not typically critical, risky or complex.
Turnarounds: Scheduled regulatory compliance events at Facility, Plant, Train or Unit to
establish Asset Integrity.
War Room: Where the STO Project Controls Team strategies and drives the STO Event with
DSM (Dynamic Scheduling Methodology) using night shift sessions to produce the next Daily
Shift Schedule (see War Room Session topic for more information).
WBS: Work Breakdown Structure.
Wish-list: Prior to each STOp-event (approximately 2 – 4 months pre-Kick-off milestone date)
a list of work is submitted by each department (Process Operations, Maintenance, Reliability,

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Inspection, Safety/Environment, Engineering, etc.) for consideration, which is then fed into the
RBSR (Risk-based Scope Review) process along with work identified and/or deferred from the
Closure Phase of the previous STOp-events.
Work Order: An approved (for expenditure) Work Request, allowing planning, scheduling,
execution and follow-up to occur for services (might be tied to a Purchase Order or Service
order).
Work Package: Contents by various sources (Contributors—Core Team Leads, Vendors,
Planners, Coordinators, etc.) assembled to support Work Order Step-out-Plans (detailed
planning of Activities and Logic imported into the scheduling software). Contents are meant to
enhance Worker Safety, Job Quality and Wrench-time Efficiency; e.g., specification, drawings,
photos, instructions, materials, tools, SOP’s, etc. (see Work Package Development)
Work Request: A formal request (typically through CMMS) for a potential expenditure—to
assign resources or procure services—for potential work to be performed for corrective action
or cost/benefit investment. To be turned into a Work Order, Purchase Order or Service Order.
Worklist: List of jobs compiled by various stakeholders (Work Orders, Work Request, Excel
lists, or other) in preparation for RBSR (Risk-based Scope Review) and Scope Freeze.
Workscope Cut-off Date (Scope & Budget Freeze): A date, typically T-minus 9 months to 1
year prior to Feed-out when Budgeted Scope of Work and Initial Budget are established.
Wrench-time: Also know as: Tool-time. The percentage of time that Direct Workers are
earning percent complete on planned and scheduled activities each shift or day. Typically
tracked at the Work Order/Work Package Task level. Earned-value % is recorded each shift on
the Daily Shift Report by Owner’s Execution Coordinators while Actual-value $ is reported by
Contractor’s Supervisors on timesheets. The calculation for Wrench-time can then be
established with this formula: Earned-value hours / Actual-value hours.

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7 Keys to Successful Shutdowns, Turnarounds & Outages

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Key 1 – Fixed Asset Management for STO

1 – Fixed Asset Management “Scope-of-work determines the future reliability and

profitability of a facility’s day-to-day operation.”
Both fixed and mobile assets (direct production equipment and indirect
mobile equipment—vac trucks, cranes, shovels, etc.) in the manufacturing
of minerals and hydrocarbons—including power generation—require
periodic maintenance, inspection, repair/replace and upgrades to ensure
they are available when/as required, and reliable during their in-service-
schedule, from commissioning (cradle) to decommissioning (grave).

To ensure these assets contribute to a safe and reliable facility, and to

maintain the desired process availability throughput of raw material
feedstock to finished on-spec product at the lowest risk/cost, it’s necessary
to make prudent decisions about when to maintain, how to maintain, when
to inspect and repair/replace, or when to modify, and to which budget the
expenditure will be costed and which account will receive depreciation.

This #1 Key (Fixed Asset Management) as it pertains to STO Events should

be considered the effective part of the manufacturing business, where the
Scope of Work is established from various requirements:
Safety/Environment, Routine Maintenance, Inspection Compliance,
Reliability, Process and Capital Projects. And to be effective, a method of
determining what to work on needs to be implemented based on a RAMP
Model and RBSR (Risk-based Scope Review).
Key Lessons

Business Needs: 5- 10- 20-year plan (Process Optimization)

Fixed Asset Management for STO
RAMP (Reliability Asset Management Process) & RAMP Model
The Closure Phase Advantage
RBSR (Risked-based Scope Review)
Worklist Cut-off & Initial Budget Freeze
Budget Control (Establish an Initial Budget)
Workscope/Budget Calculator
Kick-off Meeting with STO Event Steering Committee

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7 Keys to Successful Shutdowns, Turnarounds & Outages

Steps (Key Milestones) to Implementing Fixed Asset Management for STO

If you consider a STO Event as a journey, one you need to carefully navigate from a defined
starting point, you might think of Fixed Asset Management for STO as the beginning—as in T-
minus 12 or 18 months from Feed-out, for example. Which makes sense given that each STO
Event is a project of sorts and needs to start somewhere, right?

You’re not wrong thinking each STO Event is a project; it’s just that STO Events are an integral
part of a sustainable operation and therefore do not have a beginning or an end, at least as
long as the operation is producing—until it’s decommissioned.

To explain, let’s consider the business needs—something we’ll discuss next, in more detail,
along with the methodology process of a STO Event in the following Key chapter—to better
understand the cyclical nature of scheduled events required to maintain a safe and reliable
operation: they’re continuous, which means the end of one event is the beginning of another,
even if they’re years apart—so the close of one event, is the opening of another; so to speak.

The journey never really ends, as it were; so when we think about a methodology process for a
STO Event, we think in terms of Phases (Opening, or in this case, Fixed Asset Management
for STO; Strategic Planning; Detailed Planning; Execution; and Closure). And contrary to what
some might believe, it’s during the Closure Phase where we begin the next journey with Fixed
Asset Management for STO by identifying much of the next event’s Scope of Work (and Scope
of Scope of Work) and lessons-learned, regardless of when the next Shutdown, Turnaround,
Outage, pitSTOp or Opportunity Stoppage (unscheduled production loss) occurs.

TRIX: Use your EAM (Enterprise Asset Management) and CMMS (Computerized
Maintenance Management System) to categorize Fixed Assets by STO
(Shutdown, Turnaround, Outage – Process Integrity, Asset Integrity,
Maintenance). This will assist with Scope of Work definition and Budget control
during RBSR.

As previously mentioned, Fixed Asset Management for STO is the effective nature of process
safety and reliability business needs—the ‘what?’, as opposed to the subsequent phases in the
STO Methodology, such as Strategic Planning and Detailed Planning which establish the
efficient nature of a STO Event—the ‘how?’. It’s from here that we begin the journey with
sufficient direction to establish a vision (KPIs – Key Performance Indicators and Goals &
Objectives) within the STO Methodology Process and its Key Milestones.

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Key Milestone Events from Operational Readiness to Production

Key milestone events (see STO Methodology and Plan2Plan for more details) are what each
STO Event requires in order to prepare for the lowest cost/shortest duration production
stoppage; however, before an initial STO Event can be scheduled (Opened) the established
during the construction and commissioning of new (greenfield) plants/facilities or unit
expansions (through Operational Readiness), others scheduled as part of the 5- 10- 20-year
long range production plan for STOp-event optimization. Let’s begin now with the Steps (Key
Milestones) to Opening your next STO Event with consideration to Fixed Asset Management:

Download: Plan2Plan Milestone Schedule for MS Project® from:

https://stonavigator.ca/download/plan2plan/

1. Step 1: From the Closure Phase (more on the Closure Phase and Lessons-leaned are
available in Key 7: Lessons-learned) of previous STOp-events (Shutdowns,
Turnarounds, Outages, pitSTOps) any and all Scope of Work and Scope of Scope of
Work identified or deferred at the end of each event should now be prepared along with
the ‘wish-list’ for RBSR (Risk-based Scope Review) for the up-coming event (T-minus
is anywhere from 2 to 4 months pre-Kick-off depending on the complexity of the next
STOp-event – see Plan2Plan for more information on T-minus and complexity).
2. Step 2: Support the Business Needs with a 5- 10- 20-year production plan (Process
Optimization) to establish a realistic sustainable target for Process Availability; e.g.,
98.8% over 20 years. The purpose of this plan is to identify which Plants, Units, Trains,
Systems or Fixed Assets require Shutdowns (process integrity), Turnarounds (asset
integrity) or Outages (mechanical integrity) and, if possible, identify opportunities for
pitSTOps to reduce the amount of work to be executed on scheduled STO Events
without compromising safety, reliability/throughput.
a. Establish an Asset Management Team and RAMP initiative to determine fixed asset
category/criticality and perform FMEA to establish Maintenance/Reliability
Strategies, which in turn will support the 5- 10- 20-year production plan (this will
also support the 52-week Routine Maintenance Plan).
b. Establish an Fixed Asset Management and Production Team initiative to create
Process Availability forecasts based on RAMP, market, term crude contracts,
feedstock availability, commodity prices, shareholder confidence, competition,
expansion/acquisitions, global economy and geopolitical and HpO/HrO vision.
c. Include pitSTOps to reduce the Scope of Work associated with Shutdowns and
Turnarounds—with optional Outage work.

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7 Keys to Successful Shutdowns, Turnarounds & Outages

Note: Step 2 only needs to be done once if it hasn’t already been done as part of a RAMP
initiative during construction and commissioning of the facility, or as part of a RAMP initiative
after start-up. The goal here is to know which Fixed Assets and Systems require STOp-events
over the next twenty years (or whichever long-range plan the Operator decides to establish).

3. Key Milestones: Initiate subsequent STO Event:

a. Establish STO Event Purpose & Parameters
b. Establish Feed-out Date and work backward from this date as T-minus (?) for the
Kick-off Meeting (aka Cut-off Date or Scope Freeze Date).
c. Set the Kick-off Meeting date based on STO complexity and the Plan2Plan
(Milestone Schedule) dates; e.g., Major Turnaround Event T-minus 18 months;
Significant Shutdown Event T-minus 12 months; System Outage Event T-minus 9
months, and so on.
d. Set the RBSR (Risk-based Scope Review) Date for Worklist screening to establish
the Scope of Work and Initial Budget (4 weeks prior to Kick-off).
e. Compile Scope of Work and Scope of Scope of Work from previous STOp-events
identified during the Closure Phase of previous events.
f. Establish the Wish-list timeframe to accumulate a list of work (Worklist) from all
stakeholders (Process Operations, Engineering, Reliability, Maintenance,
Inspection, HSE, Capital Projects) in a standard format (Work Request/Work Order,
spreadsheet, STOworx®) in preparation for RBSR (Risk-based Scope Review).
TIP: Compile a wish-list of potential work from each stakeholder on a common
application with standard fields of information; e.g., Category, Equipment ID (Fixed
Asset Tag), Location, Task Description (Short Text), Reason/Justification Code,
Risk or Cost Benefit.

4. Step 3: RBSR (Risk-based Scope Review) and EBSR (Evidence-based Scope

Review):

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