This material is excerpted from Practical Management for Plant Turnarounds and is used by permission from the author, John A. McLay.  Click here if you would like to purchase your own copy.

Chapter 1 PLANT TURNAROUND

Plant shutdowns for scheduled major maintenance work are the most expensive and time-consuming of maintenance projects because of the loss of production and the expense of the turnaround itself. They can be complex; and as the complexity increases, they become more costly and difficult to manage. A plant shutdown always has a negative financial impact. This negative impact is due to both loss of production revenue and a major cash outlay for the plant turnaround and shutdown expenses. The positive side is not as obvious; therefore, it is often over looked. The positive impacts are an increase in equipment asset reliability, continued production integrity, and a reduction in the risk of unscheduled outages or catastrophic failure.

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Courtesy of Industrial Press, publishers of this and many other fine books on maintenance management and related fields.

Selling Planning, Coordination, and Scheduling to Management and Operations By Don Nyman and Joel Levitt

How can the crucial maintenance functions of planning, coordination and scheduling be sold to management and how can all departments be convinced to follow the procedures necessary to capture the full benefit of planning and scheduling? The first challenge is to gain managerial approval to fund planner positions, train the staff, and build databases of crucial support information. The second challenge is to gain true commitment from Operations, Purchasing, Storeroom, and other organizational units.

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