Effective Work Planning, Organization, and Scheduling
This area is characterized by:
- • Clearly-stated objectives for the shutdown, focusing efforts appropriately
- • Site departments' alignment on these objectives
- • Agreed framework for action, see Table 19.4
- • Effective and visible business-driven leadership
- • Integrated planning (Production, Maintenance, Inspection, etc.) for shutting down, work processes, starting up, etc.
- • Detailed plans for critical issues (heavy lifts, permits, productivity, competent, waste, etc.)
- • Challenging, but realistic targets
- • Effective learning-capture processes
- • All aspects are critically reviewed shortly after the end of the shutdown
- • Improvements are put in place
For our first shutdown, we followed the recipe given above in detail and it paid dividends:
- • No significant accidents
- • Minimal rework
- • Shutdown duration was a day less than planned, bringing increased sales of about US $400,000
- • Cost was less than budget
- • Start-up and next two year's run were trouble free
- • Have a shutdown only if it will improve the ability of the plant to make on-specification product or retain integrity now and into the future.
- • Delay is usually a good thing, but do not run the plant into the ground. What matters is attained overall availability, not macho run lengths.
- • Have a clear purpose and derived objectives along with visible man agement commitment to these.
- • Have a small scope of work driven by business, use RBI, and modern practices.
- • Use a small, competent workforce.
- • Emphasize a cohesive team working an integrated plan.
- • Do it better every time.
Production plants are machines for making money, so don't shut them down unless there is a good business reason. Recipes for success are available, but the will to succeed must be there in the first place.