Annual maintenance of industrial and energy plants requires good preparation. Over the years, we have carried out hundreds of annual maintenance shutdowns and learned how to succeed.
This info package guides you through the most important items – from preparation to activities during the actual maintenance procedure.
How to successfully
carry out annual
Tips on good process management
Maintpartner helps you to succeed
Annual maintenance of industrial and energy plants
requires good preparation. Over the years, we have
carried out hundreds of annual maintenance shutdowns
and learned how to succeed.
This info package guides you through the most important
items – from preparation to activities during the actual
Maintpartner is a leading industrial operation and maintenance company in Northern Europe
and the leading actor in the energy sector in the Nordic countries. We help our customers
improve the productivity of their production facilities and minimize process disruptions.
In addition to long-term operation and maintenance agreements we offer development,
installation and engineering services. Our digital solutions represent the best-in-class
development in the field.
Maintpartner Group employs approximately 1,900 people. Our net sales in 2016 amounted to
some EUR 160 million. The Group has offices in Finland, Sweden, Poland and Estonia. More
information at www.maintpartner.com
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Successful shutdown planning is a significant
competitive advantage – and saves costs
COSTS: Downtime in production
represents typically some 10–30%
of the annual maintenance costs.
On average, annual production in
process industry is reduced by 2%
due to planned shutdowns.
Bad shutdown management may lead to losses of 5–10% of the total annual
production when, for example, schedule and budget are exceeded. Necessary
tasks may also remain undone which causes machine breakages and failures
when back in operation.
Typical failures in shutdowns and their
The maintenance system is not
No predictive maintenance
Condition of the machines and
equipment has not been
Work objects and the various
work stages have not been
clarified with sufficient precision
The overall management
There are work on the agenda
that need not be done during
The required safety and other
inductions have not been made
Access permits have not been
Locking procedures and
process isolations have not
Project plan is not available
Start-up plan has not been
finalized in time
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• It is not known which
equipment would require
• Surprises during or after
the downtime (malfunctions
during operation and
• Spare parts are missing,
and they can’t be delivered
quickly due to the suppliers'
• There is not enough
workforce, and during the
high season it is difficult to
• Express deliveries,
overtime, and schedule
overruns increase costs
• Work cannot be started on
• Overtime and schedule
overruns increase the costs
• Unnecessary hurry poses
• Personnel do not know
their work tasks
• Spare parts and tools are
not ready at the work
• Hassle, trouble and safety
• Shutdown costs may rise
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Lessons from the previous shutdown
Financing of investments
Condition monitoring of the plant
Lessons from previous maintenance
Think about the previous annual maintenance, how did it
go considering e.g.
Safety at the site
Quality; claims, positive feedback
Investments and refurbishment work
Spare parts, subcontractors, suppliers
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YOU HAVE TAKEN CARE OF
THE FINANCING OF THE
INVESTMENTS ALREADY IN
THE AUTUMN OF THE
PREVIOUS YEAR, HAVEN’T
• Find out as early as possible
those changes to the
investment program that
shall be implemented in the
• Ensure that their funding is
Did you stay within the schedule and budget, did
you meet the quality requirements?
Always register the repairs, alterations and new parts
etc. in the maintenance management system or site
diary without delay.
Continuous and proactive monitoring of the
• By sensory evaluation find out whether there are oil leaks,
noise, abnormal heating, abnormal smell?
• Take care of condition monitoring and analyses during
operation (e.g. vibration, temperature, compressed air
• Go through the fault logs in automation systems and those
of the operators.
• Check what topical regulatory liabilities there are and what
kind of statutory work needs to be done in the annual
• Find out the scheduled maintenances that have been
defined in the preventive maintenance program and,
where necessary, those defined by the equipment
• Estimate, how much the plant has been in operation
compared with the average; is the wear and tear higher or
lower than in the previous years, based on the present
operation? Consider also the load of the coming year.
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Establishing a shutdown in the system
Ordering and reserving resources
Freezing a shutdown
Communication and regulatory requirements
Starting shutdown planning
Name a responsible project manager.
Run the selected work from the maintenance management system to the shutdown plan.
Note that it is not necessary to perform all upcoming maintenance work during the
shutdown. They can be made outside the shutdown and thus make the downtime
Draw up the total budget for the shutdown when each individual work has its own budget
taking into account the work duration, resources, and spare parts.
Safety matters must be given serious consideration already at this stage.
Identify risks and establish measures for risk management; it is advisable to make risk
assessments well in advance.
At sites, which require work permits, production needs to start preparing for work permits well
in advance before the shutdown starts.
Communicate in time the upcoming changes also to the maintenance personnel at the plant
and other persons participating in the project to ensure timely work planning and to avoid
quality deviations due to surprises.
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Setting up a shutdown project in a common
• A shutdown project shall include all the work that is known to be
done during the shutdown:
Planned repair work
• The projects usually run independently but it is good to have them
in the overall plan as well.
• It is advisable to set up an ”open shutdown” in the system as
well. There you can add work that needs to be done during a
shutdown, but you do not know yet, which one.
When starting to plan the annual maintenance shutdown,
the ”open shutdown” is checked for work that will be done
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• When planning, set up a
document folder where
you put all the
during the shutdown.
meeting memos, risk
• Ask the supplier for
e.g. material and
Determine for each work
Work-related tasks (electricity,
automation, machine installation,
Locking procedures and process
Locate necessary drawings/pictures.
Set up all work stages as individual work
so that the complete scope is shown in
the shutdown plan.
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Ordering and delivery of spare parts,
machines and equipment
Define the needed spare parts and order them
in good time.
Apply the defined procurement channels and
written order contracts with their terms and
PRO TIP: Let independent consultants help you:
when acquiring systems and equipment it is
advisable to consult an expert in electricity and
automation to ensure that
spare parts are commonly used types and
automation system can be accessed also
by other than the representatives of the
manufacturer or importer.
Before the shutdown, the warehouse staff puts
together the spare parts for each individual work
in one pile, together with the shutdown work slip.
This helps in collecting the parts to the
workshop or from the warehouse during the
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Reserving human resources on the basis of
the annual maintenance shutdown plan
Reserve enough workforce – during the most busy season it is
difficult to get more workers.
Utilize the experience of the employees when defining the time
taken up by various work tasks:
How many persons can simultaneously work at the same
In which order is the work performed?
In detail, how many persons are needed for each specific
This gives you the total need for workforce.
Try to arrange inductions, access permits etc. in advance.
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• Persons who write work
• Machine fitters
• Automation technicians
• Project management,
persons responsible for
the annual maintenance
• Supervisors for various
• Safety coordinator
Freezing the shutdown and communicating
Define at what stage the shutdown is
”frozen”, i.e. no new work is added to the
shutdown (unless there is an extremely good
reason for it).
Plan together with the project promoter to
make all needs clear and allow
subcontractors to recruit suitable seasonal
workforce – demanding work requires
Communicate clearly to all parties their
Draw up a visual project plan which you can
deliver to participants and workshops /
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Getting out of silos –communicating
Ensure that regulatory requirements are
being taken care of, such as
Obligation to inform, for example
possible emissions when shutting
down the facility.
Inspections required by the
authorities when working e.g. with
pressure vessels, electrical drives and
Safety coordinator, where necessary,
Inform relevant stakeholder about the
impact of the annual maintenance shutdown:
Possible interruptions in deliveries or
other impact on the neighboring
inhabitants, customers etc.
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During the annual
Meeting practices, monitoring and
Production startup and end of the project
Safety comes first
Safety is the first priority in every job.
Everyone is responsible for
compliance with the safety regulations
and is obliged to address the
deficiencies / offenses.
Perform work-specific risk
assessments and project risk surveys.
Safety issues are dealt with at each
Each team leader, work planner and
project manager will undertake daily site
inspections during the standstill and make
a written memorandum.
It is also possible to ask other staff
members in the area to make observation
walks and to check work permits and use
of protective equipment.
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Monitoring, additional work, documents
Close co-operation and communication with partners are
Have meetings related to the shutdown 1–2 times/day:
Go through the completed, ongoing and upcoming work,
are you on schedule and whether changes have
occurred. Production is responsible for its part.
Agree on add-on and stand-alone work daily in writing
through a site diary, write them down in the meeting
Also consider first whether the work in question is
necessary to be dealt with during this maintenance
Follow-up costs regularly.
Finalize in good time the startup plan / detailed plan for test
Make a separate risk assessment for the startup phase.
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Preparing and executing production startup
Complete a startup plan where you ensure that:
Functional testing is defined and guidelines are available
Checklist for critical items: During the startup, leaks or
other minor repairs may occur and need to be quickly
handled to allow the production to run up
Responsibilities of operators and production are clear
All activities during the startup are scheduled
Good interaction and tacit knowledge shared by different
Make a thorough final cleaning and organizing, and take care
of defects before starting up.
Ensure that there are adequate resources for the production
Ending the annual maintenance project
When the production is running normally, it is time to look at
how the shutdown succeeded.
Go through the shutdown plan; was all work done, what was left
undone and why. What kind of problems were encountered and
where did you succeed.
Stakeholders prepare a comprehensive final report.
Updating documents, final report, financial report, report
on spare parts, maintenance reports, device registry
update, safety issues documentation.
Go through step-by-step successful things and things to
develop + safety issues, schedules, technical changes,
Minutes of the acceptance inspection and memorandum
of the closing meeting.
Put together all documents related to the shutdown.
out as well
Contact us. We'll be pleased to tell you more.
Markku Leinonen, President, Project, Installation & Engineering Services Finland
Tel. +358 (0)46 851 6195
Hannu Leskelä, President, Industrial Service Agreements Finland & Estonia
Tel. +358 (0)40 546 8580
Timo Partanen, President (act.), Energy, Operation and Maintenance Finland & Poland
Tel. +358 (0)50 454 7200
Jukka Kallioniemi, President, Maintpartner Sweden
Tel. +358 (0)50 453 2727
Wojciech Serafin, President, Maintpartner Industry Poland
Tel. + 48 32 231 3265
Emails in the format firstname.lastname@example.org
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We keep the industry in operation
and in good condition.