The planning, preparation and execution of a turnaround is a complex undertaking that demands an effective strategy, a high degree of control and great attention to detail. It also requires a profound understanding of the critical elements that go to make up a turnaround and the drivers and constraints that shape the event. This requires involvement of every level of the company from senior management who set the framework for the event through to the craft personnel who perform the actual work

The shutting down and start up phases of a turnaround are critical to the success or failure of the event and as such must be planned and prepared in as much detail as the mechanical phase.

There comes a point in each area of the turnaround at which most tasks have been completed and the systems may be handed back to operations for startup. This is a critical transition phase and if not properly controlled, time, money and effort can be wasted. Although it may seem to the casual observer that the startup of the plant is simply the reverse of the shutdown, depending upon the type of plant, the startup process can last anything from a few hours to many days. Whatever the length of time, the handover must be done effectively. The operations team must control the start up in the same way as the shutdown and engineering work.

The Course is the product of over 30 years of practice by turnaround professionals working in different industries in many countries around the globe and its principles are embodied in the “Model of Excellence for Turnarounds” that forms the central pillar of the workshop.

The basic principles of the methodology is:

There are only two types of work on a turnaround, routine and unexpected.  If the routine is under control there is time to deal with the unexpected but if the routine becomes unexpected the unexpected may become catastrophic”.

Each module offers a practical approach with exercises and examples that draw out and develop participants learning and experience in addition to that offered by the workshop.

• Enhance the company’s strategic Turnaround capabilities
• Improve the company’s approach to planning and scheduling
• Provide a framework for effective turnaround execution
• Highlight the unique safety requirements of turnarounds
• Foster the “one team” approach to turnarounds
• Ensure a safe and orderly transfer from Turnaround phase to Start-up phase
• Provide a comprehensive knowledge base for turnarounds
• Demonstrate the latest planning techniques for turnarounds
• Understand the “Ultimate Goal” for any company engaged in Plant Turnarounds
• Improve your company’s performance on Shutdowns, Turnarounds and Outages by application of the processes taught in this course
• Discover the elements and characteristics that make Plant Turnarounds unique so that they demand a different approach from other projects
• Learn how to apply the “Rational Cost Model” to improve Turnaround cost estimation and control
• Streamline the company’s approach to Site Logistics in order to increase productivity on the Turnaround
• Incorporate the principle of Continuous Improvement into your company’s Turnaround approach

• Shutdown/ Turnaround
• Maintenance
• Planning
• Scheduling
• Engineering
• Manufacturing
• Production
• Facilities

• Cost Control
• Reliability
• Plant/ Project
• Outage
• Asset Management
• Operations/ Audit
• Safety

The trainer is an acknowledged expert in the field of Turnaround Management who has worked and consulted internationally. He is accomplished in many aspects of maintenance, projects, construction and turnaround management. He has specialised in managing turnarounds and similar projects from concept through to completion in a wide range of industries including Nuclear, Offshore, Petrochemical, Refining and Manufacturing.

Other major areas of expertise include writing project, maintenance and turnaround methodologies, auditing and benchmarking maintenance and turnaround projects and training client personnel in house from board level to hourly paid workers. He has trained, consulted and worked with international clients in UK, Europe, USA, Chile, Australia, South Africa, Singapore, Malaysia, Georgia, Bahrain, Thailand, Indonesia, Turkey, Abu Dhabi, Doha, Saudi Arabia, Oman and Trinidad & Tobago.

He spent 35 years with ICI most of which was in senior management roles. For 5 years as ICI’s Senior Inspection Engineer responsible for the registration and inspection of pressurised systems throughout the company. Followed by 30 years in Turnaround Management, responsible for setting up ICI’s Turnaround Management Organisation, including  three years as the Senior Manager for the companies International Turnaround Management Group. In 1997 seconded from ICI to Petronas Malaysia as Senior Turnaround  Manager –  Turnaround Group responsible for setting up a turnaround management organisation responsible for the management of turnarounds throughout the 40 operating units including the recruitment and training of all personnel. This group undertook some 20 turnarounds per year.

He project managed a number of Turnaround Management Workshops/Conferences in the UK and the Far East involving key note speakers from around the globe also including exhibitions and taste and try sessions.

From  2010 to 2013, he was involved with Sellafield Nuclear Reprocessing Group,  Artlant and Advansa writing up best practice turnaround and maintenance methodologies to suit their needs and carrying out training events for in house personnel.

He was involved in Benchmarking and troubleshooting both maintenance and  Turnaround Practices against “World Class standards” most recently in the Middle east, USA and Asia

He is currently involved with the Oil and Gas Academy in the UK running Turnaround Management training

He is the author of tho following:

• ICI’s “Model of Excellence” in Turnaround Management which is used by clients worldwide
• Sellafield Nuclear Group – Turnaround Management Methodology
• Advance (PTA) Turnaround Management Methodology
• OGP (Petronas) Turnaround Management Methodology
• Other Turnaround Management publications

• ICI – various plants in the UK – USA, Europe, Taiwan and Australia
• BP – Various plants in the UK and USA
• Dow Chemicals – Various plants in the UK and USA
• Dupont – Various plants in UK and USA
• Huntsman – Various plants in UK & Malaysia
• Union Carbide – Ethylene Oxide plant Malaysia
• Engen – Plants in Chile and South Africa
• AECI – South Africa
• TTMC – Trinidad
• Lindsey Oil Refinery – UK
• Sellafield – UK
• EVC – Germany and Italy
• KMC – Taiwan
• Petronas – Malaysia
• Reliance – India
• ABF – Sarawak
• Pusri & PIHC – Indonesia
• Petroleum Institute – Thailand

• PIHC – Indonesia
• Gold mines – Turkey
• Timber Mills – New Zealand
• Mining – Australia
• Methanol & LNG – Trinidad
• Sellafield – UK
• EVC – Germany and Italy
• KMC – Taiwan
• Petronas – Malaysia
• Reliance – India
• ABF – Sarawak
• Pusri & PIHC – Indonesia
• Petroleum Institute – Thailand
• PIHC – Indonesia
• Gold mines – Turkey
• Timber Mills – New Zealand
• Mining – Australia
• Methanol & LNG – Trinidad