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| Reformer shutdown critical path
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Context / Scope of project
The client faced a complicated 40 day shutdown (16,000 scheduled items, labour peaking at 1,000 people) for a major four-yearly reformer maintenance plus processing capital. Total spend was exceeding $50 million with a daily cost of delay of over $500,000 in direct costs and lost production margin. Management wanted to reduce the duration and cost of the shut without compromising safety and ensure that the plan was robust, ie, tested by maintenance, project engineering, planning and process teams for logic, completeness, and for risk management.
Client achieved:
- Over 30 changes were made to the shutdown schedule
- 20% reduction in critical path – from the 40 days baseline to 32 days at completion
- More than $2m in increased margin and reduced direct costs.
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What we did:
- Working with the shutdown manager and his team, we brought all key participants together for practical training in PIP’s rigorous six step approach to critical path reduction (CPR)
- Over two days, we worked through the shutdown plan – from production ramp down to resumption of full production – with the shutdown manager and his team. In this time we applied PIP’s CPR methodology to the existing shutdown plan, identified opportunities for cost and time reduction, analysed and critiqued these opportunities, and then changed the shutdown plan to accommodate those improvements that the whole team agreed were executable.
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