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.
The document discusses Process Safety Management (PSM) and provides an overview of its key elements. PSM is a comprehensive management system that proactively avoids incidents in hazardous industries handling toxic chemicals. It integrates risk management across 14 elements, including employee participation, process hazard analysis, operating procedures, training, and compliance audits. The presentation aims to help organizations manage process safety risks in a more structured way.
This document outlines IGO's standards for operations integrity, design, construction, and commissioning. It discusses engineering practices and specifications, process safety, new plant and equipment, maintenance, inspections, testing, design, construction, and commissioning. The key points are:
1. It sets minimum standards for maintaining asset integrity and preventing unplanned releases.
2. Engineering specifications must meet legislation, IGO standards, and other relevant standards.
3. Process safety objectives and KPIs are used to measure performance, which is reported regularly.
4. Risk assessments must be conducted for new plants, equipment, and processes.
C&D Zodiac ADC has implemented a maintenance program consisting of five functions: planned maintenance, unplanned maintenance, predictive maintenance, preventive maintenance, and corrective maintenance. The goals of the program are to reduce production downtime and equipment failures through collecting, recording, and analyzing maintenance data. Within each maintenance type, C&D Zodiac ADC utilizes systems like MaintainIt and a SharePoint database to generate work orders, record maintenance tasks and issues, and track parts/labor to improve the maintenance process over time.
The document outlines the key elements of the OSHA Process Safety Management (PSM) Standard including:
1) The PSM standard applies to processes involving certain chemicals above threshold quantities and requires facilities to implement 14 elements to prevent accidental releases.
2) The 14 elements include procedures for employee participation, process hazard analysis, operating procedures, contractor management, emergency planning, and compliance audits.
3) The goal of the PSM standard is to ensure facilities have the necessary information to safely manage processes involving highly hazardous chemicals and prevent accidental releases.
A real-world introduction to PSM’s 14 Elements360factors
A number of recent incidents in various parts of the world have highlighted the increasing importance of effective Process Safety Management (PSM). This webinar presents a high-level overview of OSHA’s PSM requirements as well as real-world examples of how companies handle compliance.
Objectives
• Describe some of the major catastrophes which led to the formulation of PSM regulations.
• Introduce the 14 Elements of PSM.
• Present examples of various implementation approaches.
John Holt has over 20 years of experience in facility management, operations and maintenance, project management, and safety compliance. He currently works as a project manager for K Corp Technology Services, managing facilities and staff for the GSA in Laredo, Texas. Previously, he has held roles as a facility engineer, manager, superintendent, and inspector for organizations such as Lockheed Martin, the City of Houston, and Wolf Creek Federal Services. He has extensive experience overseeing maintenance operations, budgets, personnel, and safety compliance.
This document discusses upcoming changes to process safety management (PSM) regulations and standards. It notes several major industrial accidents in recent decades that prompted reforms. New PSM requirements in California will likely be adopted more widely and require more prescriptive tasks, reporting, and accountability. To ensure future PSM success, the document recommends: making no distinction between internal/external compliance; expanding the definition of mechanical integrity; understanding "double jeopardy"; not replacing investigations with management of change; knowing what the operations team is doing; and clarifying teamwork expectations regarding stop work authorizations.
The document discusses Process Safety Management (PSM) and provides an overview of its key elements. PSM is a comprehensive management system that proactively avoids incidents in hazardous industries handling toxic chemicals. It integrates risk management across 14 elements, including employee participation, process hazard analysis, operating procedures, training, and compliance audits. The presentation aims to help organizations manage process safety risks in a more structured way.
This document outlines IGO's standards for operations integrity, design, construction, and commissioning. It discusses engineering practices and specifications, process safety, new plant and equipment, maintenance, inspections, testing, design, construction, and commissioning. The key points are:
1. It sets minimum standards for maintaining asset integrity and preventing unplanned releases.
2. Engineering specifications must meet legislation, IGO standards, and other relevant standards.
3. Process safety objectives and KPIs are used to measure performance, which is reported regularly.
4. Risk assessments must be conducted for new plants, equipment, and processes.
C&D Zodiac ADC has implemented a maintenance program consisting of five functions: planned maintenance, unplanned maintenance, predictive maintenance, preventive maintenance, and corrective maintenance. The goals of the program are to reduce production downtime and equipment failures through collecting, recording, and analyzing maintenance data. Within each maintenance type, C&D Zodiac ADC utilizes systems like MaintainIt and a SharePoint database to generate work orders, record maintenance tasks and issues, and track parts/labor to improve the maintenance process over time.
The document outlines the key elements of the OSHA Process Safety Management (PSM) Standard including:
1) The PSM standard applies to processes involving certain chemicals above threshold quantities and requires facilities to implement 14 elements to prevent accidental releases.
2) The 14 elements include procedures for employee participation, process hazard analysis, operating procedures, contractor management, emergency planning, and compliance audits.
3) The goal of the PSM standard is to ensure facilities have the necessary information to safely manage processes involving highly hazardous chemicals and prevent accidental releases.
A real-world introduction to PSM’s 14 Elements360factors
A number of recent incidents in various parts of the world have highlighted the increasing importance of effective Process Safety Management (PSM). This webinar presents a high-level overview of OSHA’s PSM requirements as well as real-world examples of how companies handle compliance.
Objectives
• Describe some of the major catastrophes which led to the formulation of PSM regulations.
• Introduce the 14 Elements of PSM.
• Present examples of various implementation approaches.
John Holt has over 20 years of experience in facility management, operations and maintenance, project management, and safety compliance. He currently works as a project manager for K Corp Technology Services, managing facilities and staff for the GSA in Laredo, Texas. Previously, he has held roles as a facility engineer, manager, superintendent, and inspector for organizations such as Lockheed Martin, the City of Houston, and Wolf Creek Federal Services. He has extensive experience overseeing maintenance operations, budgets, personnel, and safety compliance.
This document discusses upcoming changes to process safety management (PSM) regulations and standards. It notes several major industrial accidents in recent decades that prompted reforms. New PSM requirements in California will likely be adopted more widely and require more prescriptive tasks, reporting, and accountability. To ensure future PSM success, the document recommends: making no distinction between internal/external compliance; expanding the definition of mechanical integrity; understanding "double jeopardy"; not replacing investigations with management of change; knowing what the operations team is doing; and clarifying teamwork expectations regarding stop work authorizations.
The document discusses predictive maintenance in oil refineries using analytics. It notes that most refinery shutdowns are unplanned and due to mechanical failures. Traditional maintenance methods are reactive or preventive. Predictive analytics uses real-time equipment data and historical maintenance records to monitor equipment health and estimate remaining lifespan. This allows refineries to schedule maintenance more efficiently to avoid breakdowns and reduce downtime. The document provides examples of predictive algorithms and dashboards that can integrate data for predictive maintenance to optimize operations and supply chain processes. It estimates that a typical 100,000 bpd refinery could save over $3.5 million annually through predictive maintenance.
Critical Review of PSM In Petroleum Industry | Mr. Hirak Dutta, Executive Di...Cairn India Limited
This document summarizes the key points from a presentation on process safety management in India's petroleum industry. It notes that India has become a major exporter of petroleum products, with over 200 million metric tons of annual refining capacity and significant crude oil and gas production. It outlines the pillars of process safety like operational integrity and discusses taking a systemic approach. It emphasizes the importance of recognizing warning signs to avoid accidents and highlights lessons around focusing on leading indicators and inherent safety principles. The document concludes by outlining the Oil Industry Safety Directorate's focus on key drivers of process safety like procedures, hazard identification, and managing change.
The Predictive Maintenance solution accelerator is an end-to-end solution for a business scenario that predicts the point at which a failure is likely to occur. Use this solution accelerator proactively to optimize maintenance and to create automatic alerts and actions for remote diagnostics, maintenance requests, and other workflows. The solution combines key Azure IoT services like IoT Hub and Stream analytic.
The document discusses elements of an effective maintenance program, broken into different maturity levels. It emphasizes focusing first on the basics like management, work identification, and routine maintenance before more advanced elements. It also provides examples of business processes that should be defined, such as work identification, job planning, work scheduling, and history recording. Finally, it lists some maintenance best practices such as developing work management processes, integrating safety systems, and using condition-based monitoring techniques.
At Effluent Treatment Innovations our Wastewater Treatment Consultancy Service approaches wastewater treatment through a unique process of Risk Assessment from the water source to the effluent discharge and then provides the client with a detailed Risk Management Plan to reach and maintain consistent discharge Compliance.
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
This document outlines various internal risks faced by a company across different departments and the actions taken to mitigate those risks. Some of the key risks mentioned include rejection due to untrained employees, low productivity, absenteeism, delay in recruitment, quality issues, production losses, supplier non-performance, and market risks like low product awareness. Mitigation measures involve training programs, monitoring systems, preventative maintenance, supplier development, and marketing initiatives. Responsibilities for risk mitigation are assigned to relevant heads of departments.
This document provides an overview of Process Safety Management (PSM) and summarizes the 14 elements required by OSHA's PSM standard. It describes each element, including process safety information, process hazard analysis, operating procedures, employee training, management of change, incident investigation, and compliance audits. The document provides guidance for small businesses on how to address each element and comply with PSM requirements for hazardous chemicals and processes.
The document discusses sustaining production operations during economic downturns by focusing on asset integrity. It notes that the UK North Sea oil industry is in decline, with costs rising significantly. Early-stage asset design and ongoing reliability improvements throughout a asset's lifecycle can optimize performance while reducing costs and risks. Current activities at ONL include categorizing safety-critical equipment, optimizing preventative maintenance, and developing risk-based inspection approaches, all aimed at improved safety, compliance and substantial cost savings. Benefits include a more sustainable future for oil production in the UK North Sea.
The document outlines the specific duties and responsibilities of a warehouse manager which include securely receiving and storing materials, maintaining accurate inventory records, preparing reports, performing cyclical inventories, assisting with establishing stock levels, ensuring proper waste handling procedures are followed, and participating in daily safety meetings and emergency response.
This document discusses principles and methods for integrated business improvement (IBI). It outlines key steps for understanding a business such as knowing products, customers, processes and statistics. Methods covered include flowcharts, process maps, ABC analysis and data representation tools like histograms and scatter diagrams. The goal is to understand all aspects of a business and identify opportunities to improve processes, reduce variability, eliminate waste and benchmark performance.
A technical audit evaluates processes, systems, or projects to identify deficiencies or areas for improvement. The document outlines the objectives, stages, and benefits of technical audits. It also discusses how to plan and conduct an audit, including staffing an audit team, developing a plan and checklists, analyzing results, documenting findings, and addressing resistance to recommendations. Technical audits aim to improve processes, ensure quality, manage risks, and enhance transparency and cost-effectiveness.
This document discusses state-based control and its benefits over traditional control systems. State-based control recognizes that processes operate in different states, such as running, startup, or shutdown, and the control system should change based on the current process state. This allows the control system to optimize for each state rather than just the running state. Some key benefits of state-based control include improved safety, reduced downtime, increased productivity, knowledge capture from experienced operators, and freeing up operators to manage processes at a higher level.
Incorporating a predictive maintenance strategy has been proven to provide savings. Learn how to use your pressure and temperature gauges as part of your initiatives.
ENLES GmbH & Co. KG offers technical inspection services for solar parks, including assessment of installation performance, identification of optimization opportunities, and preparation of comprehensive reports. Their services also include long-term technical management, failure management, cleaning, and location maintenance. They have over 14 years of experience in solar energy projects and can provide inspection and support services internationally.
The document discusses Process Hazard Analysis (PHA) and Management of Change requirements under the Process Safety Management standard. It emphasizes that PHA is the most difficult but important part of implementing PSM, as it identifies hazards and safeguards. The PHA must address all equipment, processes, incidents, controls, and consequences of failure. Management of Change procedures are also required to manage any changes to the covered process system and ensure related documentation and training are updated. The PHA and MOC work together to identify hazards, implement prevention, and manage any necessary changes to the process safely.
IRJET- Maintenance Management of Construction Equipment on Construction P...IRJET Journal
This document discusses maintenance management of construction equipment on construction projects. It begins by stating that construction equipment costs can range from 25-40% of total project costs. Proper maintenance is important for equipment efficiency and productivity. The document recommends creating a database to record equipment maintenance and utilization records. It also discusses different types of maintenance, including reactive, preventative, and predictive maintenance. Reactive maintenance involves fixing equipment only after failure, which can lead to downtime, higher costs, and safety hazards. Proper maintenance planning and record keeping is necessary to reduce equipment downtime and losses on construction projects.
Maintenance management involves keeping production equipment in good operating condition on a daily basis. This includes maintaining existing plant and equipment, inspecting and lubricating machinery, and installing new equipment. The main goals of maintenance are to maximize equipment uptime and efficiency while minimizing repair costs and production downtime through activities like preventative maintenance, equipment inspections, and reliability engineering. An effective maintenance program requires planning work activities, scheduling tasks, and controlling costs.
The document discusses predictive maintenance in oil refineries using analytics. It notes that most refinery shutdowns are unplanned and due to mechanical failures. Traditional maintenance methods are reactive or preventive. Predictive analytics uses real-time equipment data and historical maintenance records to monitor equipment health and estimate remaining lifespan. This allows refineries to schedule maintenance more efficiently to avoid breakdowns and reduce downtime. The document provides examples of predictive algorithms and dashboards that can integrate data for predictive maintenance to optimize operations and supply chain processes. It estimates that a typical 100,000 bpd refinery could save over $3.5 million annually through predictive maintenance.
Critical Review of PSM In Petroleum Industry | Mr. Hirak Dutta, Executive Di...Cairn India Limited
This document summarizes the key points from a presentation on process safety management in India's petroleum industry. It notes that India has become a major exporter of petroleum products, with over 200 million metric tons of annual refining capacity and significant crude oil and gas production. It outlines the pillars of process safety like operational integrity and discusses taking a systemic approach. It emphasizes the importance of recognizing warning signs to avoid accidents and highlights lessons around focusing on leading indicators and inherent safety principles. The document concludes by outlining the Oil Industry Safety Directorate's focus on key drivers of process safety like procedures, hazard identification, and managing change.
The Predictive Maintenance solution accelerator is an end-to-end solution for a business scenario that predicts the point at which a failure is likely to occur. Use this solution accelerator proactively to optimize maintenance and to create automatic alerts and actions for remote diagnostics, maintenance requests, and other workflows. The solution combines key Azure IoT services like IoT Hub and Stream analytic.
The document discusses elements of an effective maintenance program, broken into different maturity levels. It emphasizes focusing first on the basics like management, work identification, and routine maintenance before more advanced elements. It also provides examples of business processes that should be defined, such as work identification, job planning, work scheduling, and history recording. Finally, it lists some maintenance best practices such as developing work management processes, integrating safety systems, and using condition-based monitoring techniques.
At Effluent Treatment Innovations our Wastewater Treatment Consultancy Service approaches wastewater treatment through a unique process of Risk Assessment from the water source to the effluent discharge and then provides the client with a detailed Risk Management Plan to reach and maintain consistent discharge Compliance.
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
This document outlines various internal risks faced by a company across different departments and the actions taken to mitigate those risks. Some of the key risks mentioned include rejection due to untrained employees, low productivity, absenteeism, delay in recruitment, quality issues, production losses, supplier non-performance, and market risks like low product awareness. Mitigation measures involve training programs, monitoring systems, preventative maintenance, supplier development, and marketing initiatives. Responsibilities for risk mitigation are assigned to relevant heads of departments.
This document provides an overview of Process Safety Management (PSM) and summarizes the 14 elements required by OSHA's PSM standard. It describes each element, including process safety information, process hazard analysis, operating procedures, employee training, management of change, incident investigation, and compliance audits. The document provides guidance for small businesses on how to address each element and comply with PSM requirements for hazardous chemicals and processes.
The document discusses sustaining production operations during economic downturns by focusing on asset integrity. It notes that the UK North Sea oil industry is in decline, with costs rising significantly. Early-stage asset design and ongoing reliability improvements throughout a asset's lifecycle can optimize performance while reducing costs and risks. Current activities at ONL include categorizing safety-critical equipment, optimizing preventative maintenance, and developing risk-based inspection approaches, all aimed at improved safety, compliance and substantial cost savings. Benefits include a more sustainable future for oil production in the UK North Sea.
The document outlines the specific duties and responsibilities of a warehouse manager which include securely receiving and storing materials, maintaining accurate inventory records, preparing reports, performing cyclical inventories, assisting with establishing stock levels, ensuring proper waste handling procedures are followed, and participating in daily safety meetings and emergency response.
This document discusses principles and methods for integrated business improvement (IBI). It outlines key steps for understanding a business such as knowing products, customers, processes and statistics. Methods covered include flowcharts, process maps, ABC analysis and data representation tools like histograms and scatter diagrams. The goal is to understand all aspects of a business and identify opportunities to improve processes, reduce variability, eliminate waste and benchmark performance.
A technical audit evaluates processes, systems, or projects to identify deficiencies or areas for improvement. The document outlines the objectives, stages, and benefits of technical audits. It also discusses how to plan and conduct an audit, including staffing an audit team, developing a plan and checklists, analyzing results, documenting findings, and addressing resistance to recommendations. Technical audits aim to improve processes, ensure quality, manage risks, and enhance transparency and cost-effectiveness.
This document discusses state-based control and its benefits over traditional control systems. State-based control recognizes that processes operate in different states, such as running, startup, or shutdown, and the control system should change based on the current process state. This allows the control system to optimize for each state rather than just the running state. Some key benefits of state-based control include improved safety, reduced downtime, increased productivity, knowledge capture from experienced operators, and freeing up operators to manage processes at a higher level.
Incorporating a predictive maintenance strategy has been proven to provide savings. Learn how to use your pressure and temperature gauges as part of your initiatives.
ENLES GmbH & Co. KG offers technical inspection services for solar parks, including assessment of installation performance, identification of optimization opportunities, and preparation of comprehensive reports. Their services also include long-term technical management, failure management, cleaning, and location maintenance. They have over 14 years of experience in solar energy projects and can provide inspection and support services internationally.
The document discusses Process Hazard Analysis (PHA) and Management of Change requirements under the Process Safety Management standard. It emphasizes that PHA is the most difficult but important part of implementing PSM, as it identifies hazards and safeguards. The PHA must address all equipment, processes, incidents, controls, and consequences of failure. Management of Change procedures are also required to manage any changes to the covered process system and ensure related documentation and training are updated. The PHA and MOC work together to identify hazards, implement prevention, and manage any necessary changes to the process safely.
IRJET- Maintenance Management of Construction Equipment on Construction P...IRJET Journal
This document discusses maintenance management of construction equipment on construction projects. It begins by stating that construction equipment costs can range from 25-40% of total project costs. Proper maintenance is important for equipment efficiency and productivity. The document recommends creating a database to record equipment maintenance and utilization records. It also discusses different types of maintenance, including reactive, preventative, and predictive maintenance. Reactive maintenance involves fixing equipment only after failure, which can lead to downtime, higher costs, and safety hazards. Proper maintenance planning and record keeping is necessary to reduce equipment downtime and losses on construction projects.
Maintenance management involves keeping production equipment in good operating condition on a daily basis. This includes maintaining existing plant and equipment, inspecting and lubricating machinery, and installing new equipment. The main goals of maintenance are to maximize equipment uptime and efficiency while minimizing repair costs and production downtime through activities like preventative maintenance, equipment inspections, and reliability engineering. An effective maintenance program requires planning work activities, scheduling tasks, and controlling costs.
This document discusses implementing information security projects. It explains that an organization's information security blueprint must be translated into a detailed project plan. The project plan should address leadership, technical considerations, budgets, timelines, and organizational resistance to change. It also discusses strategies for implementing the project plan, such as using a work breakdown structure and addressing various planning considerations. Project management is critical for complex security projects, and the document outlines the roles and responsibilities of project managers.
This document discusses operational readiness challenges that can lead to value leakage during the ramp-up phase of new capital projects. It notes that up to 30% of anticipated early project benefits can be lost due to issues like startup delays, equipment failures, skill deficiencies, and other factors. It also points out that actual long-term operations and maintenance costs are typically 1-2% higher than expected. The document examines why these issues persist due to cultural and organizational divisions between construction and operations teams that prioritize different goals. Improving operational readiness practices can help reduce risks and costs.
The document summarizes the commissioning process for a new building project. It outlines 13 key steps in the commissioning process including scoping meetings, developing commissioning plans and procedures, functional testing, training staff, and compiling a final report. The goals are to facilitate project acceptance, transfer to maintenance staff, and ensure occupant comfort.
IRJET- Productivity Improvement by Implementing Lean Manufacturing Tools ...IRJET Journal
This document discusses implementing lean manufacturing tools in plastic manufacturing industries to improve productivity. It begins with an abstract discussing quality and productivity improvement initiatives using tools like lean manufacturing, TQM, TPS, Six Sigma etc. in Indian SMEs.
The document then reviews lean manufacturing and its principles of minimizing waste to maximize value. It identifies the seven types of waste as overproduction, defects, inventory, transportation, waiting, motion and overprocessing.
The scope of work is to implement applicable lean tools in a plastic industry to reduce waste, reduce cycle time and improve productivity. The tools will be observed and validated against past records. A research framework is presented to identify opportunities from lean tools for plastic industries through implementation and suggestions
- A shutdown is a complex, multidisciplinary project that requires thorough organization. It involves five phases: initiation, scoping, preparation, execution, and evaluation.
- During the initiation phase, which occurs well before execution, the strategic and operational objectives for the shutdown are defined and the management determines the timing, budget, and resources. Proper initiation allows for better preparation and a more streamlined execution.
Software Solution for Production Planning and SchedulingIRJET Journal
This document describes a software solution for production planning and scheduling. It discusses how the software allows a user to input customer orders, forecast future demand, and generate a production plan that schedules work according to priority rules and capacity constraints. The software calculates metrics like critical ratio to determine scheduling priorities and allows the production quantity to be broken into daily requirements. It aims to improve on a previous manual system and help optimize resource utilization, reduce lead times, and ensure orders are completed on time. The software was created using Visual Basic.NET and MS Access to provide a graphical interface and database for inputting and storing production data.
SOLVED SMU MBA ASSIGNMENTS AVAILABLE....Naveen Kumar
Remaining Answers are available in Paid Assignments……..
Contact us for complete assignments…..
NAVEEN KUMAR: 09958511016 /09971164259
E-MAIL: naveenk31@yahoo.co.in / smuassignments2014@gmail.com
Website: www.smustudy.com
ALL OF OUR ASSIGNMENTS ARE IN WORD FORMAT AND AS PER NEW GUIDELINES OF SMU………
This presentation describes unique management principles and provides a comprehensive, high-level overview of the necessary program elements for operating a mission critical facility efficiently and reliably throughout its life cycle. Practical management tips and advice are also given.
The document discusses the essential elements of an effective operations and maintenance (O&M) program for a data center. It notes that 70% of data center outages are due to human error, so an O&M program is critical. The 12 essential elements described are: environmental health and safety, personnel management, emergency preparedness and response, maintenance management, change management, documentation management, training, and infrastructure management. An effective O&M program focuses on risk mitigation, relies on well-trained personnel, and uses asset tracking and preventative maintenance to reduce downtime and costs over the lifecycle of the data center.
Measuring and Maximizing the Business Impact of Network AutomationItential
As networks become more complex, the rate of change is exceeding human capacity and automation is needed to scale. Automation provides opportunities to re-engineer business processes and shift from human-centric processes to machine-centric in order to maximize business value. However, given all of the choices involved in selecting and implementing an automation platform, decision makers should focus on evolving their ability to evaluate options and measure the business impact of network automation through creating a metric driven automation strategy.
In this webinar, we’ll dive into the following:
- Getting started with measuring automation value by selecting the right use cases.
- How to measure success factors for an effective automation strategy.
- Constructs of a framework for assessing automation value.
- Key metrics to consider when evaluating automation solutions.
- Considerations for scaling automation strategies to support business objectives.
Murali Palani is a Senior Manager currently working at SCA Hygiene in Malaysia. He has over 23 years of experience in engineering and management roles. He holds a Master's degree in Business Administration and a Bachelor's degree in Electrical and Electronics Engineering. His responsibilities include managing maintenance budgets, implementing safety and quality programs, developing staff capabilities, supporting production goals, and driving cost improvement initiatives.
This document provides an overview of production and operations management. It defines production as the process of transforming inputs into outputs through a set of controlled activities. Operations management is responsible for planning, coordinating, and controlling resources to produce goods and services. The key activities in the production cycle are product design, planning and scheduling, production operations, and cost accounting. The production cycle involves information flowing from one activity to the next. Facility layout planning is important for arranging resources in a way that ensures smooth material flow and maximizes productivity. The main types of layouts discussed are process, product, fixed position, cellular manufacturing, and hybrid layouts.
This document provides an overview of the process design development and considerations. It discusses establishing the initial project scope, types of designs from preliminary to detailed, feasibility surveys, process development, design procedures including flow diagrams, batch versus continuous operation, comparing different processes, equipment design, scale-up considerations, and safety factors. The key stages of process design include preliminary and detailed designs, feasibility studies, process development, and final firm designs for construction.
Sachin Tagalpallewar has over 8 years of experience in project management, industrial safety management, and maintenance and operations management across various sectors in India. He holds a Bachelor's degree in Mechanical Engineering and has received appreciation from previous employers for his effective team handling and timely project completion. His skills include project management, maintenance strategies, team handling of up to 50 resources, vendor management, and industrial safety management. He is currently seeking new opportunities to contribute to organizational success through leveraging his skills and experience.
Essential Elements of Data Center Facility OperationsSchneider Electric
This presentation describes unique management principles and provides a comprehensive, high-level overview of the necessary program elements for operating a mission critical facility efficiently and reliably throughout its life cycle. Practical management tips and advice are also given.
Engineering Design: Prototype to Product-Planning, Scheduling, Inventory Cost...Naseel Ibnu Azeez
The document discusses prototyping, rapid prototyping, and testing and evaluation of designs. It states that prototyping involves building a first fully operational production of a design solution to test it under real conditions, while rapid prototyping uses 3D printing to quickly fabricate a scale model from 3D CAD data. Testing and evaluation allows customers to provide feedback, identify faults, and suggest improvements before finalizing production costs and design.
Project and process engineering management industrial engineering managementLuis Cabrera
Project and process engineering management focuses on managing engineering projects and processes. It uses standard project management methodologies to oversee tasks like scheduling, purchasing, documentation approval, and budget/cost management. An example project discussed is implementing an ERP system called Maximo to manage maintenance and calibration activities across multiple manufacturing sites. Key aspects of the proposed Maximo implementation include transitioning to electronic record keeping, enabling statistical analysis, and ensuring consistency. Resources, costs, timelines, and success metrics are outlined for the implementation. Risks are also assessed and mitigation plans proposed.
TCUK 2013 - Adrian Morse - The challenges of remote managementTCUK Conference
The document discusses the challenges of managing remote teams and outlines considerations for effective remote management. It covers remote work scenarios, trends in teleworking in the UK, and considerations for hardware, ergonomics, communications, meetings, access to resources, software, employee performance, security, backups, and international issues. Remote management requires policies for equipment, communications, and processes to monitor performance and ensure data security while allowing access to company systems and backups. With the right policies and oversight, remote management can be rewarding.
Similar to How to succeed with annual maintenance breaks (20)
Maintpartner Group Oy reaffirms its support of the UN Global Compact's Ten Principles regarding human rights, labor, environment, and anti-corruption. It describes actions taken to integrate the Global Compact into its strategy, culture, and operations. Maintpartner respects human rights as defined by the UN, supports fair treatment, and protects personal data in compliance with GDPR. It complies with labor laws and regulations, promotes occupational health and safety, and measures outcomes through personnel surveys. Maintpartner aims to minimize environmental impact and requires suppliers to comply with these principles. It follows deviations and improvement proposals. Maintpartner does not engage in corruption and has established ethical guidelines and supplier requirements regarding anti-corruption.
Kunnossapitojärjestelmän laaturaportti MQR, Maintpartner 2019Maintpartner Group
Kunnossapidon korkea luotettavuus on saavutettavissa vain laadukkaalla tiedolla kunnossapidon operatiivisesta toiminnasta, suunnitelmallisuudesta ja vaikuttavuudesta. Kunnossapitojärjestelmä antaa paljon silloin, kun sitä käytetään optimaalisesti ja se sisältää laadukasta dataa. Maintenance Quality Report on analyysimme ennakkohuolto-ohjelmien ja laiterekisterin sisällön laadusta.
Dynaaminen ennakoiva kunnossapito tehostaa teollista kunnossapitoa ja tekee siitä suunnitelmallista. Sen kautta hiomme laitoksen kunnossapitojärjestelmän laitehierarkian ja laitekriittisyyksiin perustuvat huolto-ohjelmat parhaiksi mahdollisiksi. Tuloksena on entistä parempi laitteiden luotettavuus, töiden resursointi ja varaosahallinta sekä harkitummat, ajantasaiset investointipäätökset.
MP INtelligence - predictive analytics of industrial processesMaintpartner Group
MP INtelligence is an advanced Machine Learning based offering that enables you to deliver concrete value from your existing operational data. By e.g. minimizing stoppages and avoiding downtime, you will be able to show significant value to the business, build momentum and expand as you learn more about how to leverage AI/ML to your business.
Maintpartner on sitoutunut YK:n Global Compact -vastuullisuusaloitteeseen yrityksille. Tämä on toinen vuosiselontekomme aloitteen ihmisoikeuksia, työvoimaa, ympäristöä ja korruption vastaista toimintaa koskevien periaatteiden noudattamisesta.
Maintpartner is committed to support the Ten Principles of the United Nations Global Compact in the areas of Human Rights, Labor, Environment and Anti-Corruption. This is our second annual Communication on Progress.
Maintpartner: kompleksowe usługi utrzymania ruchu i eksploatacjiMaintpartner Group
W Maintpartner na pierwszym miejscu stawiamy bezpieczeństwo pracy. Naszym klientom pomagamy w poprawie produktywności i ograniczeniu przestojów w produkcji. Poza standardową obsługą w ramach długoterminowych kontraktów utrzymania ruchu realizujemy różnego rodzaju projekty i usługi specjalistyczne. W naszej ofercie posiadamy innowacyjne dla branży rozwiązania cyfrowe.
Teollisen kayton ja kunnossapidon ammattilainen 2018-06Maintpartner Group
Maintpartner on teollisuuden turvallinen kumppani, joka auttaa parantamaan tuottavuutta ja minimoimaan prosessihäiriöitä. Pitkäaikaisten käyttö- ja kunnossapitokumppanuuksien lisäksi tarjoamme joustavat resurssit monenlaisiin projekti-, suunnittelu- ja asennustöihin. Digitalisaatiolla ja tekoälypohjaisilla ennakoivilla ratkaisuillamme on yhä vahvempi rooli teollisuuden käytössä ja kunnossapidossa.
Maintpartner - professionals of industrial operation and maintenance 2018-06Maintpartner Group
Maintpartner is a safe partner for industry. We help improve productivity and minimize process disruptions. In addition to long-term operation and maintenance contracts we offer flexible resources for project, engineering and installation work. Digitalisation and our AI-based preventive solutions are becoming increasingly essential for industrial operation and maintenance.
Transfer of industrial operation or maintenance responsibility, or both, to an external partner requires good preparation. Over the years Maintpartner has carried out this process for about a hundred times and has expertise on how to manage the change. This information package guides you through the process successfully.
Teollisen käytön, kunnossapidon tai molempien toimintavastuun siirtäminen ulkoiselle kumppanille vaatii hyvän valmistelun. Vuosien mittaan olemme Maintpartnerilla tehneet tämän prosessin noin sata kertaa ja oppineet hallitsemaan vaadittavan muutoksen. Tietopakettimme kertoo, miten siinä onnistutaan.
Teollisuuslaitosten voiteluöljyt muuttuvat käytössä kemiallisesti ja fysikaalisesti. Säännöllinen öljyn kunnon seuranta ja öljyhuollot ehkäisevät hallitsemattomia seisakkeja ja pitävät hydrauliikan kunnossa.
Maintpartner - experter inom industriellt drift och underhållMaintpartner Group
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Pidämme asiakkaidemme teollisuuslaitokset käynnissä ja kunnossa. Olemme turvallinen kumppani, joka auttaa parantamaan tuottavuutta ja minimoimaan prosessihäiriöitä. Pitkäaikaisten käyttö- ja kunnossapitosopimusten lisäksi palvelemme teollisuutta projekti-, suunnittelu- ja asennustöissä. Digitaaliset ratkaisumme tehtaiden kunnossapitoon edustavat alan huippukehitystä. Tutustu meihin ja 1.850 työntekijäämme Suomessa, Ruotsissa, Virossa ja Puolassa.
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2. 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
maintenance procedure.
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
Copyright Maintpartner Oy 20182
3. 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.
PRODUCTION LOSSES:
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.
4. Typical failures in shutdowns and their
effects
Source data
The maintenance system is not
up-to-date
No predictive maintenance
program
Condition of the machines and
equipment has not been
monitored
Shutdown planning
Work objects and the various
work stages have not been
clarified with sufficient precision
The overall management
stumbles
There are work on the agenda
that need not be done during
the shutdown
Preparing
The required safety and other
inductions have not been made
Access permits have not been
arranged
Locking procedures and
process isolations have not
been defined
Execution
Project plan is not available
Deficient communication
Start-up plan has not been
finalized in time
Copyright Maintpartner Oy 20184
• It is not known which
equipment would require
maintenance
• Surprises during or after
the downtime (malfunctions
during operation and
production disturbances)
• Spare parts are missing,
and they can’t be delivered
quickly due to the suppliers'
holidays
• There is not enough
workforce, and during the
high season it is difficult to
get more
• Express deliveries,
overtime, and schedule
overruns increase costs
• Work cannot be started on
time
• Overtime and schedule
overruns increase the costs
• Unnecessary hurry poses
safety risks
• Personnel do not know
their work tasks
• Spare parts and tools are
not ready at the work
objects
• Hassle, trouble and safety
risks
• Shutdown costs may rise
5. 5 Copyright Maintpartner Oy 2018
Preparing
Lessons from the previous shutdown
Financing of investments
Condition monitoring of the plant
6. Lessons from previous maintenance
shutdown
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
Maintenance-related repairs
Spare parts, subcontractors, suppliers
Copyright Maintpartner Oy 20186
YOU HAVE TAKEN CARE OF
THE FINANCING OF THE
INVESTMENTS ALREADY IN
THE AUTUMN OF THE
PREVIOUS YEAR, HAVEN’T
YOU?
• Find out as early as possible
those changes to the
investment program that
shall be implemented in the
annual maintenance.
• Ensure that their funding is
budgeted.
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.
7. Continuous and proactive monitoring of the
plant
• 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
leaks).
• 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
maintenance.
• Find out the scheduled maintenances that have been
defined in the preventive maintenance program and,
where necessary, those defined by the equipment
manufacturer.
• 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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8. 8 Copyright Maintpartner Oy 2018
Planning
Planning process
Establishing a shutdown in the system
Ordering and reserving resources
Freezing a shutdown
Communication and regulatory requirements
9. 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
shorter.
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.
Copyright Maintpartner Oy 20189
10. Setting up a shutdown project in a common
system
• A shutdown project shall include all the work that is known to be
done during the shutdown:
Projects
Preventive maintenance
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
during it.
Copyright Maintpartner Oy 201810
DOCUMENTING THE
ANNUAL SHUTDOWN
• When planning, set up a
document folder where
you put all the
documents gathered
during the shutdown.
• Pictures/drawings,
meeting memos, risk
assessments,
protocols on
measurements, tests
etc.
• Ask the supplier for
necessary documents,
e.g. material and
classification certificates
11. Work-specific planning
Determine for each work
Time
Duration
Resources
Spare parts
Work-related tasks (electricity,
automation, machine installation,
construction work)
Locking procedures and process
isolations
Budget
Locate necessary drawings/pictures.
Set up all work stages as individual work
so that the complete scope is shown in
the shutdown plan.
Copyright Maintpartner Oy 201811
12. 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
conditions.
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
shutdown.
Copyright Maintpartner Oy 201812
13. 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
object?
In which order is the work performed?
In detail, how many persons are needed for each specific
work?
This gives you the total need for workforce.
Try to arrange inductions, access permits etc. in advance.
Copyright Maintpartner Oy 201813
IN GENERAL,
WORKFORCE INCLUDES
E.G.
• Persons who write work
permits
• Machine fitters
• Welders
• Electricians
• Automation technicians
• Project management,
persons responsible for
the annual maintenance
• Supervisors for various
technical work
• Safety coordinator
14. Freezing the shutdown and communicating
responsibilities
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
experienced workforce.
Communicate clearly to all parties their
responsibilities.
Draw up a visual project plan which you can
deliver to participants and workshops /
coffee rooms.
Copyright Maintpartner Oy 201814
15. Getting out of silos –communicating
outwardly
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
hazardous chemicals.
Safety coordinator, where necessary,
etc.
Inform relevant stakeholder about the
impact of the annual maintenance shutdown:
Canteen
Access restrictions
Possible interruptions in deliveries or
other impact on the neighboring
inhabitants, customers etc.
Copyright Maintpartner Oy 201815
16. 16 Copyright Maintpartner Oy 2018
During the annual
maintenance
Occupational safety
Meeting practices, monitoring and
documentation
Production startup and end of the project
17. 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
meeting.
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.
Copyright Maintpartner Oy 201817
18. Monitoring, additional work, documents
Close co-operation and communication with partners are
indispensable.
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
memos.
Also consider first whether the work in question is
necessary to be dealt with during this maintenance
shutdown.
Follow-up costs regularly.
Finalize in good time the startup plan / detailed plan for test
runs.
Make a separate risk assessment for the startup phase.
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19. 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
coordinators
Make a thorough final cleaning and organizing, and take care
of defects before starting up.
Ensure that there are adequate resources for the production
startup.
20. 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.
Closing meeting:
Go through step-by-step successful things and things to
develop + safety issues, schedules, technical changes,
etc.
Minutes of the acceptance inspection and memorandum
of the closing meeting.
Put together all documents related to the shutdown.
Register the
work carried
out as well
as learnings
Plan next
annual
maintenance
Carry out
annual
maintenance
21. 21
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@maintpartner.com
Copyright Maintpartner Oy 2018
22. We keep the industry in operation
and in good condition.