A Number of Evaluations for Your Turnarounds

IPA has developed several products, described below, specifically for evaluating turnaround performance and assisting turnaround teams in the use of Best Practices. These products are aimed at producing excellent turnaround outcomes, thereby increasing competitiveness.

Turnaround System Analysis

IPA will develop a database of your company’s turnarounds and compare the performance of your turnarounds to that of Industry. A company benchmarking typically includes 8 to 20 turnarounds from various company sites. We evaluate your company's competitiveness and predictability in executing turnarounds, and compare your company's practices and outcomes with industry average and Best-in-Class turnaround practices and performance. The system analysis can include an individual evaluation (discussed below) for each turnaround.

Turnaround Site Analysis

Similar to the system analysis, the turnaround site analysis provides a comprehensive look at how a particular site’s turnaround performance compares with that of industry. The site analysis typically includes the most recent four to six turnarounds completed at the site. The goal of this analysis is to assess the site’s performance as well as the planning practices used. IPA presents the analysis results to the site, and conducts a workshop to discuss changes to the site’s turnaround planning process that will add the most value.

Individual Turnaround Analysis

For individual turnarounds, IPA evaluates a turnaround at three points in its life cycle by conducting an initial prospective analysis early in turnaround development, a readiness review shortly before shutdown, and a closeout report after the facility resumes operations.

• In the prospective analysis (completed 120 to 180 days before turnaround start), we evaluate the level of your turnaround planning, team integration, and the aggressiveness or competitiveness of your cost and schedule targets. In addition, we provide recommendations for achieving a Best Practical level of Turnaround Front-End Loading (TFEL) and for setting competitive targets at the completion of the planning phase.
• For the readiness review (completed 40 to 50 days before turnaround start), we evaluate the level of TFEL achieved by the turnaround team at the end of the planning phase and compare it with that of Industry and the Best-In-Class turnarounds. During the readiness reviews, we also provide an update of the targeted cost and schedule effectiveness.
• The closeout report provides metrics that compare the turnaround with the industry average and Best-in-Class turnarounds in terms of cost and schedule competitiveness and predictability, safety performance, and labor hour growth. Lessons learned for future turnarounds are also provided as part of the closeout evaluation.

Small Project Site Benchmarking and Turnaround Analysis

Small Project Site Benchmarkings allow you to compare your site-based capital project performance with that of other sites and Industry. Typically, substantial small project work must be completed during a turnaround. Therefore, IPA combines the small project site benchmarking with a turnaround closeout evaluation to provide a comprehensive analysis of how the site’s project system is integrated with the turnaround system, and how project performance and turnaround performance compare with Industry.

Turnaround and Capital Project Integration Workshop

Integration of turnarounds and capital project work is a key area that IPA has studied. IPA research has shown that capital project and turnaround integration is crucial in producing excellent turnaround outcomes. The goal of this workshop is to bring the turnaround team and the project team together to work through IPA’s Turnaround Planning Roadmap. The roadmap is designed to specifically address points of integration, and is used as a tool for aligning both teams. This exercise adds the most value if it is done about 8 to16 months before the turnaround, and typically requires 2 days.