43.
Execute as many checkout plans and task verifications
as possible while the shutdown is in progress. Attach
the checkout procedure as part of the work order. Do
not leave anything for last minute checkout unless
absolutely necessary.
44. Always provide planned time
to collect parts and information for root cause
analysis and statistical equipment databases.
45. Develop or borrow special
tools for precision alignment of all rotating
equipment. This step contributes to high reliability.
46. In order to debug critical
jobs, keep your paper work current. Maintain a
chronological event chart. Record observations of what
is happening and set point values at each milestone.
Use designed experiment techniques, then stick to the
arranged checkout plan whenever possible.
47. If changes or modifications
have been made, check that the drawings and operating
procedures have been updated and re-issued.
48. Try to develop a specific
startup crew, then use the same crew every time. This
crew develops a good learning curve and becomes
efficient at this task.
49. Confirm the startup set
points. Establish new set points for modified
equipment.
50. Preheat large equipment
items, if needed, to be at a set temperature for
startup.
51. Measure the shutdown. How
well did the plan work? How well did the startup go?
How many surprises happened and why? What went well
and what could be improved for next time? Use active
learning to avoid repeat mistakes. Get feedback from
all sectors.
52. Remember that every shutdown
is different. You indeed need to always sweat the
small stuff. Re-communicate the details to all
stakeholders each time.
References
1. Goldratt,
Eli. “Critical Chain.” Great Barrington,
Massachusetts: The North River Press, 1997.
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