11. Recognize that some resources may be unavailable at the last minute due to circumstances such as sickness, jury duty, and family emergency. Develop contingency plans in advance.

12. Understand the limitations of human effort. Three to four days of 12-hour work reduces physical energy and mental focus for everyone. Poor work and rework often result from too demanding of a schedule.

13. Recall that people's ability to focus and engage the detail of each job decreases with the number of jobs assigned and the time allowed for preparation. Focusing on two or three tasks is easier than ten or more tasks.

14. Set up win-win situations with production workers whenever possible. They can be good resources, assisting with many jobs. However, they can also be detrimental to the job if their skills or desires are not in line with the objectives.

15. Prior to the shutdown, check that all test equipment is calibrated and ready for use.

16. Prior to the shutdown, obtain all fire permits, lock out and tag out paperwork, and any other forms needed for the shutdown. Schedule the fire and safety departments, to be ready to support the shutdown.

17. Consider vibration and noise control. Communicate to all stake holders. Adjacent operations often continue to operate and could be impacted by the shutdown.

18. Provide areas to marshal materials and equipment.

19. Clearly tag and identify the various lines and systems that will be worked on during the shutdown.

20. Consider possible clean-up situations. Plan to contain dust, vapors, and liquids, keeping them from traveling to other areas of the operation.

21. Be ready to bleed down (empty slowly) and recharge the various systems using proper procedures. Some services may take considerable time to restore operational readiness.