24. Check whether the right materials and spare parts are on site before the shutdown begins. Otherwise, cancel that task. Eliminate all surprises.

25. Determine the kind of training that production, maintenance, and support groups will need, given the new modifications. Schedule this activity to be held before or if necessary, during the shut down. The crews and mechanics will need to be up-to-date when they use the modified equipment for the first time.

26. Always provide a back-up resource, equally familiar with the tasks, for critical technical skills on key projects. Avoid having only one person for any critical key job during the shutdown. The first person may be too exhausted from completing the job to commission the work. Then, if problems develop, that person is required to do even more, leading to a cycle of mistakes and confusion. In this scenario, the entire site could be at risk if the system isn't operational. A second resource can verify the work and increase factory effectiveness by alternating shifts during the commissioning phase.

27. Break all jobs and blocks of work down to their smallest increment. Smaller parts of projects can then be implemented over time.

28. If possible, design project work and system modifications so that the original equipment conditions can be restored if the new design fails.

29. If several similar pieces of equipment are to be upgraded, work on only one initially. Confirm that the expected results have been achieved before changing the rest.

30. Use short, frequent linestops as the most effective way to perform routine maintenance and predictive maintenance checks. All day crews should be mobilized to provide assistance during the linestops. Complete all routine PMs during normal linestops. Use the shutdowns for major work.