2013-10-23 12:50:31 - "The critical issues in a plant turnaround are: Evaluation of its strength, weaknesses and threats detect..stated Mohammed Hafeezurrahman, Electricity Specialist at Royal Commission Jubail & Yanbu.
"The critical issues in a plant turnaround are: Evaluation of its strength, weaknesses and threats detect and fill the most pressing and persistent needs for plant rehabilitation and replacement prepare and implement a recovery plan, especially for old and ailing plants, continually review its progress and make changes to the plan on need basis", stated Mohammed Hafeezurrahman, Electricity Specialist at Royal Commission Jubail & Yanbu. Mohammed Hafeezurrahman is part of the prestigious speaker panel at the 3rd Annual Plant Shutdown & Turnaround Forum. The forum will be held on 18 - 20 November 2013 at Crowne Plaza Doha – The Business Park,Qatar.
Petrotechnics, strategic partner for the forum is a solution provider of enterprise software and service solutions that help
organisations in hazardous industries to pro actively balance workload against risk according to corporate policy, from the frontline to the boardroom. Andy Bartlett, QHSE Consultant from Petrotechnics expressed his views during a pre forum interview on standards that should be followed in turnaround management. He stated, "Communication is really key. It’s essential that everyone know how they performed yesterday and what’s expected today. This has to be more than a list of jobs. It needs to be a comprehensive but easy to digest understanding of jobs and the associated risk dependencies that actually exist when the jobs are due. To keep turnarounds as efficient as possible that information must be up to date. when it comes to actual execution phase. If we can do that there’s an increased likelihood for the ops team to be on time and on budget.
Instantaneous recovery plan implementation - Inevitably we’re going to encounter something completely unexpected or unpredicted. We must have better more effective ways of adjusting our working to minimize the impact on the overall turnaround project and keep us as close to plan as possible. Too frequently supervisors are left to make those decisions with little or limited support or visibility of the broader impact of their decisions.We need better ways to handle change requests but more importantly to identify trends for the same change requests. If we’re able to recognize a repeated behavior, we need to adjust our turnaround plans in advance to take this into account rather than introducing avoidable inefficiencies into our turnaround activities."
3rd Annual Plant Turnaround & Shutdown Forum will help attendees strategize & manage like leading plant operators. Critical issues in three phases of turnaround: planning & logistics, shutdown & execution & start-up & evaluation will be delved into in-depth for the three days of the forum. Maintenance experts from Qatar Petroleum, Qatar Gas, Saudi Aramco Total Refining Petrochemical Co. and others will enlighten the attendees on improving ground zero realities through effective outage management.
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