TAR execution improvement analysis results in 23% labor savings at Scandinavian refinery

Identifying improvement potential
At a Scandinavian refinery, the T.A. Cook team was brought in to identify improve-ment potential for TAR preparation and execution.

During an initial 3-week analysis, the T.A. Cook and client team identified a number of key areas for improvement via a combination of observation, data analysis and interviews with key TAR and mainte-nance personnel.  These included:

  • Low level of execution productivity: only 35% of the paid available time was spent on value-adding activities versus the 60-65% recognized industry best practice;
  • Insufficient management and coordination of the TAR execution schedule leading to delays and poor productivity;
  • The planning base had been overestimated by up to 100% in comparison to the industry average;
  • Lack of adequate TAR scope challenge;
  • Inadequate work permit process leading to loss of productivity at the start of the day.

Regaining productivity focus
Based on these outcomes, recommenda-tions for the best ways of refocusing on execution productivity were set out.  

Firstly, the development of options for a revised permit system that met safety requirements in a 'cold plant' environment was outlined and communicated to the team.  This included fully clarifying roles and responsibilities at each level to prevent overlap and to free up maintenance capacity. Job plans were then distributed which assigned a full day’s work to each trade.

Additionally, by defining a Management Control and Reporting System the client’s decision-making and problem-solving abili-ties were vastly improved. Activities could then be planned and scheduled according to priority.

Alongside the key levers needed to achieve productivity improvements, additional solutions were developed to optimize the client’s current practices in a number of different fields such as logistics, material management and scope challenge process.

By promoting one single line of report and reviewing and improving the planning base, 18% of mechanical hours were reduced. 

Altogether an increase in productive time of 100 minutes per craftsman per day was gained, as well as a 2% scope reduction.