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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.
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 start-up. 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 start-up of the plant is simply the reverse of the shutdown, depending upon the type of plant, the start-up 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.
He is an acknowledge 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
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
To 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
We can come to you too! If you have a team of six or more, why not hold a private course?