To illustrate the effects of capital project integration, we have selected two case studies that represent a well-integrated turnaround and a poorly integrated turnaround. Both turnarounds had approximately one-third of the total labor hours in capital project scope.
Case Study A represents a large turnaround with poor integration. The capital project and maintenance teams operated independently and the schedules and execution strategies were completely separate. The capital project engineering packages were completed as the unit was being shutdown, which is significantly later than Best Practice.
The results reflect the poor integration. Both the project and maintenance costs grew and the turnaround required 24 more days than average. The total cost to the company was more than $30 million.
Case Study B represents a large turnaround with good integration. Both the capital and maintenance scopes were planned and executed by one integrated team. The project delivered engineering packages early and the schedule had all activities for both scopes. As a result, the turnaround spent less and required fewer days than average. The upshot of the good integration result was a combined savings of over $6 million.