OVERVIEW

X-FACTORS

Planning and managing shutdowns, Turnarounds and outages in the process plant environment is a
complex and demanding function. If Turnarounds are not properly planned, managed and controlled;
companies run the risks of serious budget overruns, costly schedule delays and negative impacts on
customers. The engineering world is littered with examples of poor shutdowns with massive
overruns in costs and problems in resource planning. This workshop gives you an excellent review
of shutdown management from the perspective of someone who has done it from the trenches.
Performing an effective shutdown is an example of applying many of the principles of good Project
Management with some important exceptions; these are outlined in the workshop.

Build the best Turnaround team

possible from available resources
Educate senior management in there
Turnaround roles and responsibilities
Use the Model of Excellence to
maximise the benefits of planning and
preparation

The purpose of the course is to use the Model of Excellence for Turnarounds and the principles of
Challenge Planning to equip attendees with an advanced approach to Turnaround Management. The
course backed by real situations will explore the underlying mechanisms and levers that shape a
Turnaround to demonstrate why we sometimes succeed and sometimes fail and to introduce new
conceptual approaches that can increase our chances of succeeding.

Develop an improved process based

on the most powerful question in
planning
Model of Turnaround Management Excellence

COURSE LEADER

&

Tom has created a Model of Excellence for Turnarounds/ Shutdowns and the
5T Challenge Planning Process for Critical Path Compression. He is the author
of the first ever best seller to be published on Turnaround, Shutdown and
Outage Management.

Sy
st
Timem
e SSim
&
av plif
Co
ed ied
mp
lia
nc
eA
ud
its

Logistics
Approach

Event
Execution &
Termination
Streamlined approach
reviewed post-event

Improvement via repeatability

COURSE DELIVERY
Presentations
Exercises
Case studies & Group discussions

Get Discounts
1

Contractor
Strategy

tem

Cost
Control

Effectively
planned &
managed

Sy
s

Organisation
Design

ch
oa
pr
ap
ty
t
ali
ofi t
qu
Pr en
tal
tor em
to
ac iev
A
ntr ch
Co to A
d
tie

Book Now

Minimum numbers
Maximum impact

Planning
System

d
se
ali d
e
t
ion na
ns
rat limi
tio
sts E
ica
Co ste
un
Wa
mm
Co
ve
cti

He has trained and consulted in UK, Ireland, Holland, Belgium, Russia, USA,
Argentina, Colombia, Venezuela, South Africa, India, Tunisia, Iran, Abu Dhabi,
Bahrain, Qatar, Dubai, Kuwait, Saudi Arabia, Malaysia, Thailand, Singapore,
Indonesia, Australia and New Zealand.

fe
Ef

Tom Lenahan

For the last 16 years, he has trained and consulted with many clients to assist
them in the resolution of Turnaround issues of various types including; setting
up Shutdown Centers of Excellence, Turnaround (Project) Management,
Works-cope to Work Pack process, Critical Path Compression, Contractor
Strategy, Logistics, Shutdown Economics, Safety and Quality on Shutdowns,
procedural failures and patterned thinking.

sa
fe
sy
ste
Wo
m
Du rk
of
rat ra
wo
ion tio
rk
Sh nali
or sed
ten
ed

MANAGEMENT OVERVIEW

Tom has over 35 years working experience with Petronas, ICI UK, Kynoch
S.A. Torness Nuclear Power Station, Head Wrightson Ltd. (Nuclear).
Darchem Eng. Ltd. (Nuclear), Dupont. He specializes in Shutdown/
Turnaround/ Outage Management from initial concept through to on-site
completion in the Power Generation, Petrochemical and Manufacturing
industries.

www.questmasterclass.com

WHO SHOULD ATTEND

BENEFITS OF ATTENDING
Describe typical Turnaround management techniques
Coordinate a simple Turnaround project from planning to execution and
hand-over
Coordinate the personnel in a shutdown and Turnaround project

Directors, Heads, GMs, Senior Managers,

Managers, Assistants, Supervisors and Engineers
responsible for:
Shutdown & Turnaround
Scheduling

Apply shutdown best practices and planning

Maintenance

Build an effective Maintenance project plan for Shutdowns

Operations

Use Critical paths to identify risks and manage these risk effectively
Plan to meet deadlines and complete Turnaround projects within budget
and on time

Production
Reliability

Manage resources effectively on a Turnaround project

Security

Develop the management plan, work plans, resource plans and budget

Quality Assurance

Develop the personal skills critical to effective Turnaround project

management

Facility

Organize and improve performance to create a productive and competent

team

Asset Management

To provide a Turnaround management system framework

Procurement

Planning
Scheduling

To present the Turnaround team area of responsibility for all silos

To establish a coherent and logical forward progression of the Turnaround
procedure
To introduce that 80% of the know-work scope is known 90 days after the
last Turnaround
To demonstrate why the Operations Plan is critical to the success of the
Turnaround / shutdown
How to motivate, maximize and maintain your contractor momentum
To show how to nip the ends of the 'S' curve
To prove that a scheduled outage on time and on budget is also safe, with
acceptable quality and a fun event to participate in

Health & Safety

OUR PAST ATTENDEES

Korea National Oil Company Chevron Corporation State
Trading Organization (Maldives) Energy Philippines CPC
Corporation Petron Corporation Kuwait Energy Sui Northern
Gas Pipelines Bangladesh Petroleum Corp. Oil India PTT
Exploration & Production HPCL Petronas (Malaysia)
ABB(Indonesia) DuPont(UK) BP(UK) QGPC(Qatar)
Petrochemical Industries Kuwait Pakistan Petroleum Ltd.
Takreer Ceylon Petroleum Corporation Petronet LNG
Orpic(Oman) BG Exploration & Production ENOC Eppco(UAE)
ONGC Adnoc Mubadala Tethy's Petroleum SNGPL
Bapco(Bahrain) Gasco Tenaga Nasional( Malaysia) Al Hosn
Oil India HPCL Kuwait Petroleum Corporation Oman LNG
Abu Dhabi Gas Liquefaction Bumi Armada (Malaysia) Petroleum
Development Oman Oman Gas SAFER Exploration & Production

PRE-CLASS QUESTIONNAIRE (PCQ)

To ensure that you gain maximum benefit from this event, a detailed questionnaire will be sent to you to establish exactly what your training needs are. The completed
forms will be analyzed by the course trainer. As a result, we ensure the course is delivered at an appropriate level and that relevant issues will be addressed. The
comprehensive course material will enable you to digest the subject matter in your own time. This training course is designed specifically for participants to work
through a dedicated strategic planning process. It is a high-level, intensive and vigorous programmed that will move rapidly. The trainer will introduce the sessions
and then participants will have the opportunity to develop their own plan. It is an extremely practical training course where participants will spend considerable time
working on their own ideas that will enable them to achieve superior performance within their personal work domains. This training course will contain case studies
and learning principles from various organizations, which will enable participants a frame of reference from which they can then launch into their own activity.

www.questmasterclass.com

DAY 1
Reprise of Basic STO Principles from
a Systems Perspective
The importance of Strategy (front end loading)
The critical characteristics of a Turnaround (coping
with uncertainty)
The Turnaround as a rational process (exploring the 5
phases)

Integrating Logistics (what should logistics cover?)

Defining logistics (right thing > right place > right
time)
The critical relationship (aligning, planning and
logistics)

Communications
Information is the life-blood of the Turnaround
Good communication on-site

A Process for Safety

Hazard and Risk (defining magnitude and probability)
The Turnaround safety plan (controlling safety inputs)

The concept of Total Quality (before, during and after

the event)

Effective Execution (you've talked the talk now walk

the walk)
The stages of a Turnaround (product to product
control)
Common problems (a brief overview)

The need for Quality (recognising the GIGO Rule)

The two critical aspects of quality (defining assurance
and control)

Organizational Issues
A crucial role and a critical activity

The Planning Process (putting the Turnaround

together)
Planning the Process (creating a preparation program)

DAY 2
The Structure of Turnarounds
The Turnaround Process
The basic structure (exposing the skeleton of a
Turnaround)
Where things can go wrong (where mistakes are made
and why)
The Planning illusion (it looks like a plan - but is it?)
Planning facts and fallacies (truth or fiction?)

Sources of Turnaround work (identifying the need)

Recognizing Turnaround Characteristics
Turnaround Economics (money in context)
Long term Turnaround business plan

There is more to Turnarounds than just technical work

Complexity (the principle of interconnectivity)
Uncertainty (unknown unpredicted unplanned)
Unfamiliarity (the first time is always the hardest)

www.questmasterclass.com

Building a framework for Success

It all starts with Planning (Rudyard Kipling's 6 honest
serving men)

The Concept of Challenge

The Dynamics of Challenge (change isn't always easy)

The coordinates of Planning (nailing it all down)

Why Challenge? (to create the new we must destroy

the old)

A planning process (the logical sequence of activities)

What do we challenge? (underlying assumptions)

How the focus has changed over time(we have come

full circle)

Challenge Planning Presuppositions (a way of

thinking)

Exploring a Model Of Excellence for Turnarounds

Can one question change our approach? (THE most

powerful question)

A graphic model (critical Turnaround elements)

An outline model (exploring the sub-elements)
A detailed Model (the fractal approach?)
Using the model as an auditing tool (measuring
effectiveness)
The value of process map

The 5T Challenge Planning Process

The Context
- Teamwork (The collegiate approach)
- Trade off (The Strategic ingredient)
The Content
- Timing (The logic and sequence of activities)

Case Study: Building a process map

- Technique (how we do what we do)

- Technology (mechanisms and processes)

DAY 3
A New Direction in Planning?
Challenge Planning
A way Forward (challenging the planning status quo)
What use is a schedule?
Alternative STO approaches (critical path Vs. critical
chain)
Two Extreme philosophies (saturation or minimalist)
Examples of Profound Knowledge (the hidden levers)
Scheduling is in the eye of the beholder (different
approaches)

Exercise: Challenge Planning

TESTIMONIALS
Great course if you require insights into successfully organizing
shutdowns. The basic principles make the understanding of these
complex undertakings a lot easier.
M.van Bourgonje, Maintenance Manager,
Air Products, Netherlands
The event was useful for me in terms of gaining new knowledge and
experience. Also got answers to some questions important for me in
regards with Turnaround management.
Rashid Gabdeyev, Department Head, Lukoil, Uzbekistan
Great course for people involved daily with shutdowns, gives a good
insight in the processes and issues involved with shutdown
preparation and execution.
Jan Bosmans, Engineering Manager, IBR, BE

www.questmasterclass.com

REGISTRATION CONTRACT
Participants Details
Delegate Name:

Delegate Name:

Designation:

Designation:

Email:

Email:

Mobile:

Mobile:

Delegate Name:

Delegate Name:

Designation:

Designation:

Email:

Email:

Mobile:

Mobile:

Delegate Name:
Designation:
Email:
Mobile:

All delegate fee is exclusive of Govt. / Local Taxes @ 6%

For Group Discount for more than 5 delegates, please email to
shailendra@questmasterclass.com
This is a non residential course.

Payment Options:
Payment is required within 5 working days from date of invoice.

Organization Details & Authorisation

I / we hereby confirm to the above and authorize our participants to the programme.
Please send the invoice to:
Company Name:
Authorized by Name:
Designation:

Signature

Email:
Company Postal Address:
Telephone No:
Terms & Conditions:
1. Fees are inclusive of programmes materials and refreshments and the event is nonresidential
2. Payment Terms: Following completion and return of the registration form, full payment is required within 5 days from
receipt of invoice PLEASE NOTE: Payment must be received prior to the conference date.
3. Cancellation/Substitution: Provided the total fee has been paid, substitutions at no extra charge are allowed.
Cancellations must be received in writing by mail or fax six (6) weeks before the conference is to be held in order to obtain
a full credit for any future Quest ontheFRONTIER conference. Thereafter, the full conference fee is payable and is non
refundable. The service charge is completely nonrefundable and non-creditable. Nonpayment or non-attendance does
not constitute cancellation. By signing this contract, the client agrees that in case of dispute or cancellation of this contract
that Quest ontheFRONTIER will not be able to mitigate its losses for any less than 50% of the total contract value. If, for any
reason, Quest ontheFRONTIER decides to cancel or postpone this conference, Quest ontheFRONTIER is not responsible
for covering airfare, hotel, or other travel costs incurred by clients. The conference fee will not be refunded, but can be
credited to a future conference. Event programme content is subject to change without notice.
4. Copyright etc: All intellectual property rights in all materials produced or distributed by Quest ontheFRONTIER in
connection with this event is expressly reserved and any unauthorized duplication, publication or distribution is
prohibited.
5. Governing law: This Agreement shall be governed and construed in accordance with the law of Abu Dhabi and the
parties submit to the exclusive jurisdiction of the Singapore Courts. Quest ontheFRONTIER Singapore will be marketing
the event although the event will take place in Abu Dhabi.

* This booking is invalid without signature.

Registration and Enquiries

Quest ontheFrontier
Contact: Shailendra Dwiwedi
Direct Line: +91 22 6771 5340
General Line: +91 22 6771 5333
General Fax: +91 22 6771 5375
Email: shailendra@questmasterclass.com

www.questmasterclass.com