Advanced Shutdown and Turnaround Management

Turnarounds overrun for reasons established long before the plant comes down. The work list was never frozen, scope arrived after the materials were ordered, long lead items were identified late, and the contractor was appointed without a realistic schedule to price. Once the plant is down the cost of every decision multiplies, so execution management is largely about having removed the decisions in advance. This week runs the cycle from work list development and freeze through to start up and close out, with the emphasis on the preparation phase.

It runs 6 times over the published calendar, in 6 cities. Every date is the same programme with the same content and the same certificate.

• Develop and freeze a work list, and hold the freeze against late scope.
• Identify long lead items early enough for the date to survive.
• Build a schedule a contractor can price and be held to.
• Manage discovery work without losing the critical path.
• Close out so the next turnaround starts from evidence rather than memory.

Turnaround and shutdown managers and coordinators, maintenance and project engineers, planners, and operations and HSE staff with turnaround responsibilities.

Short input, then work. Across 5 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A work list development and freeze procedure with the gates defined.
• A long lead and materials readiness plan for one turnaround.
• A discovery work process that protects the critical path.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.