Cost Challenge
Cost challenging is an approach to optimize already defined TAR costs; and the challenge is conducted by applying two methods. Firstly, a top-down challenge, which looks at high-level sensibility checks by measuring against appropriate benchmark costs or creating a cost bridge to other available data, for example historic data. Secondly a bottom-up challenge, which reviews all significant detail costs and related contracts in respect of necessity and reasonability. The ultimate aim is to eliminate unnecessary costs and obtain required quality procurements at the best possible price. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

TAR Scope Challenge/Control
Scope challenging should consider whether local or site scope maxims exist and if rules are in alignment with industry standard. The rules in question include the following issues: any work that could be carried out ‘on the run‘ and is not executed during the TAR; inspections required by legislation are TAR scope; non-inspection scope must be justified by a risk-assessment; spared equipment is not executed during a TAR and capital expenditure (capex) scope is not accounted for as TAR cost. The challenge involves checking that scope has been developed in accordance with these rules in mind. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Contractor Management
Contractor management is the process of systematically and efficiently managing TAR contract creation, execution and performance assessment. Its practise ensures that a third party delivers services and goods in accordance with contractual agreements. Depending on contract type (for example fixed price, time and material etc.) the required management process or systems may vary. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Schedule Optimization
Schedule optimization by our expert team using good scheduling practices will involve a detailed plan to improve your existing TAR schedule. There are a number of advantages achieved by different means including: reduction in TAR duration (by using critical path optimization and removing unrequired contingency); optimized use of resources (by resource leveling, planning with activity and minimum/maximum resources) or for enhanced use as an execution management tool (by making contingency visible, scheduling structure in line with actual field management structure, and including multiple reporting layers). We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below.

Infrastructure/Logistics
TAR logistics is the movement of people, material and equipment during a TAR. The objective is to achieve these movements on time, as quickly and cost efficiently as possible. The required infrastructure to achieve efficient movements needs to be in place (e.g. roads, parking spaces, laydown areas). But there are further TAR infrastructure elements that are required for the successful completion of a TAR (e.g. accommodation, sufficient equipment washing areas, catering facilities, communication and IT, access gates). Insufficient TAR logistics and infrastructure can be a major TAR cost driver. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Work Permit Management
Work permits exist for safe execution of any TAR work. The requirements and process for work permit issue can vary significantly between companies; however the operations department, on most sites, is responsible for the preparation and issue of permits. A good TAR work permit management can be recognized by the quick issue of the correct permits and hence minimal waiting times for the person(s) executing TAR work whilst complying with Health Safety Security Environment (HSSE) regulations. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Risk Management
With TARs being projects that span over a long period of time and involve many people and interactions it is in the nature of TAR operations that they carry a dynamic level of uncertainty and risk. TAR risk management is a structured approach to capture, monitor, assess and mitigate these uncertainties. Good risk management involves the transparent, centralized capture of all risks, the assessment of likelihood, probability and impact of each risk and development and implementation of mitigation actions. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Execution Support
Execution support is a measure to aid clients during the execution phase of a TAR to achieve better results. The measure depends on each client’s circumstances. The range of requirements can include aims such as improving execution productivity, by supporting the implementation of a streamlined work permit process, implementing a more effective management, by creating more transparency with an effective key performance indicator (KPI) system or by identifying improvement potential by conducting studies. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Cluster Strategy
The cluster strategy is a site’s long term approach to deciding which asset will have a TAR and at which point in time. The strategy is influenced by a number of factors (e.g. interdependencies between assets, legislation, customer commitments, required flexibility to react to market changes, organizational capability etc.). The definition of the strategy has a big impact on the overall profitability of a site as it effects TAR duration (and related margin loss), complexity of a TAR depending on TAR size and TAR cost. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

TAR Scope Strategy
The TAR scope strategy is the general definition of what constitutes TAR scope under consideration of legal requirements, site maintenance strategy and performance targets (availability and utilization). Derived from the strategy is the process of defining, challenging and managing scope for specific TARs. The scope management process can be divided into two phases: firstly, up to scope freeze and secondly, post scope freeze. Scope strategy and management process are critical for the preparation and execution of a TAR as they affect all other preparation and execution activities. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Contractor Strategy
Contractor strategy is a site medium to long term approach to identifying and contractually engaging contractors in the preparation and execution of TARs. A good contractor strategy is characterized by a competitive selection process, adequate contract types for site and specific TARs, assurance of a high quality and reliable service delivery. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Planning/Scheduling Strategy
TAR planning is the function that develops all scope/work list items into individual activities required to execute a scope/work list item. It involves estimating the time required to execute individual activities (ie based on norms) and development of TAR work packs (eg drawings, measurements etc). Scheduling is the function that develops the execution project plan. The schedule should integrate all activities during a TAR (eg capital expenditure, shut down, start-up). Its framework must reflect the execution management structure so it can be used as a key administration tool to track TAR progress. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

TAR Process
The TAR process is organised in phases that are separated by control gates. The phases may have different names for different organisations but in principle the following structure is usually applied: preparation, initiation, definition, planning, execution, shut down, work execution, start up and operation. Our consultants will develop and define a number of key milestones for your facility for each phase. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

TAR Organization
The organization that is responsible for the preparation and execution of TARs is a temporary organization that is dissolved after TAR completion. Depending on the number and size of TARs to be executed a site may have a dedicated TAR department which provides resources to the temporary TAR organizations. Most other functional departments also provide resources to a TAR (eg inspection, operations). The size of the TAR organization should be adequate for the size of the TAR. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Capex Project Integration
Some capital expenditure (capex) project work can only be carried out when an asset is not in operation. This opportunity arises during TARs; however, the amount of capex work carried out during a TAR should be minimized to reduce complexity. This is achieved by executing any possible capex work whilst the asset is running and only doing tie-in work during TAR execution. The capex project needs to be fully integrated into the TAR work (eg organization, schedule, contractor selection). The timely and full integration of capex work is critical for the success of the TAR event. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

Skill Development
The preparation and execution of TARs requires a multitude of skills which include project management and scheduling. A site needs to define which skills or key competencies are critical for the successful delivery of a TAR execution and which can be outsourced to contractors. Defining the correct core competencies, having employees with the relevant skills, continuous skill gap assessments, gap closure programs and active succession planning greatly influence the success of a TAR organization. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

TAR Stage/Gate Process
The process of pre-project planning and executing a TAR consists of phases which are separated by gates from beginning to end. A new phase should only start after all predefined gate deliverables of the previous phase have been completed. Each phase itself consists of activities and milestones. Roles and responsibilities are assigned to all activities and milestone deliverables. The process and its management is geared towards executing a TAR in accordance with the objectives defined by the business. The common priority of objectives are: safety, duration, quality and cost. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.

General
We bring a unique blend of technical challenge, change management and business pragmatism which is based on specifics and strong method tools to ensure that the work we undertake with our clients is credible and sustainable in the unique business, culture and language environment they inhabit. We understand TARs have unique project management characteristics and these challenges feature in our animated Turnaround Optimization diagram below. Our case studies on the right demonstrate how we work.