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Charting the Evolution of Turnaround Excellence at TINC Europe 2018

Amsterdam, The Netherlands | March 20th – 22nd, 2018

TINC Europe 2018

Increasingly, effective turnaround performance is being recognized as a vital element of the overall health of the business, with a tangible effect on the bottom line. With that recognition comes a renewed drive to redefine turnaround excellence. Sites are targeting competitive turnaround outcomes more aggressively than ever before, with a focus on maximizing turnaround readiness and optimizing the turnaround work process. At TINC Europe 2018, that energy was on full display as owner-operators from throughout the upstream and downstream industries got together to share their stories of challenges and triumphs and forge a path forward.

Presentations

Brad Hase | Keynote Address: Turnaround Excellence Program – Is it Really Necessary?

BP | Global Turnaround Director

TINC Europe 2018

Brad Hase served as this year’s Keynote Speaker. During his presentation, Brad spoke about the journey BP has undertaken to implement a global Turnaround Excellence Program, including the difficult task of aligning multiple sites across the globe, each with their own strengths and challenges. The first phase of the process was to use benchmarking, data, and onsite visits to evaluate BP’s past and current state of turnaround performance. Using that information, Brad was able to develop a strategy for improvement that includes short-term and long-term goals that are measurable and designed to increase alignment and improve performance across BP’s sites. Key to Brad’s message was the ability to gain leadership buy-in in order to affect positive change in the organization.


Bart de Weert | Benchmarking: Company Rankings, Part I − Turnaround Practices

AP-Networks | Senior Consultant

Bart de Weert was up next and provided conference attendees with an opportunity to explore benchmarks and trends throughout the turnaround industry. Bart’s presentation focused on the practices employed in upstream and downstream turnarounds, and how those practices correlate to turnaround readiness. Drawing from the AP-Network Turnaround Database, which contains observations from more than 1,650 turnarounds, he was able to clearly show what separates Industry leaders from laggards.


Leon van Hout | Benchmarking: Company Rankings, Part II − Turnaround Outcomes

AP-Networks | Senior Consultant

The following presentation, delivered by Leon van Hout, continued to leverage the AP-Networks Turnaround Database to dive into Industry-wide turnaround performance, this time from a turnaround outcomes perspective. Leon presented on Industry trends in the areas of Safety, Environmental, Operability, Cost and Schedule Performance, and Cost and Schedule Predictability.


Aura Cuellar | Building and Optimizing the Turnaround Organization

Shell | Projects and Turnarounds Manager

TINC Europe 2018

After lunch, Aura Cuellar took the stage to discuss how Shell is building an effective turnaround organization at their Moerdijk Refinery. Aura discussed the challenge of understanding what a site’s organizational capability is, and reminded the audience that “if you are not working for the turnaround, maybe you need to reconsider your priorities.” Her presentation also focused on the ability to use data and front-end loading requirements to understand and mitigate site staffing shortfalls.

Jan Hendrik Bredée | Optimizing Execution Controls and Tools

BP | TAR Controls Leader

TINC Europe 2018

Jan Hendrik Bredée from BP’s Rotterdam Refinery kept up the afternoon’s momentum with a presentation on optimizing execution controls and tools. Jan Hendrik spoke about the importance of setting aggressive, yet realistic targets, and then implementing a controls team early on with the capability to accurately track and measure progress. He advised the attendees to implement “spot-on” controls and ensure that the tools employed by their site match the site’s work process and organizational capability.


Gordon Lawrence | Event Contracting Strategies

AP-Networks | Practice Area Manager, Major Capital Project Consulting

For the final presentation of Day One, we took another deep dive into the AP-Networks Turnaround Database to examine the myths and realities of event contracting strategies. Gordon Lawrence built upon a study first conducted in 2015 to determine whether or not one contracting strategy held a competitive advantage over the rest. After crunching the numbers, Gordon was able to reiterate the importance of overall turnaround readiness and its impact on contracting effectiveness.


John Alkemade | Turnaround Value Practices: The Foundation for Improved Competitiveness

AP-Networks | Managing Director – Europe, Middle East, and Africa (EMEA)

TINC Europe 2017

Day Two kicked off with a presentation from John Alkemade. John’s presentation focused on a study conducted by AP-Networks into the practices of sites that are able to transition from second quartile predictability and competitiveness to top quartile. John’s presentation pinpointed the 21 Turnaround Value Practices (TVPs) that were identified in the study as out-of-the-ordinary practices that produce big results. John was able to show how Industry leaders move beyond simply completing these activities as part of their work process, and manage to truly focus on the proper TVPs that have the greatest impact on their events.

Pat Toomey | Continuous Improvement: The Power of Performance Benchmarking (Case Study)

Chevron | Base Business Advisor

Next, Pat Toomey with Chevron Upstream took the stage to present a case study that detailed how Chevron was able to use benchmarking to drive continuous improvement across their assets. Pat highlighted the challenges and constraints presented by the offshore environment, and spoke to how Chevron used benchmarking, process improvement, resources, controls, and overall readiness improvements to capture a larger piece of the competitiveness prize.


Lindsey Swonke | NaviTrack: Recent and Upcoming Functionality Enhancements

AP-Networks | Manager – Turnaround Industry Network Conferences

After lunch, Lindsey Swonke took the stage to talk about some exciting enhancements to the Turnaround Network and NaviTrack. Lindsey’s presentation highlighted recent updates, including the addition of the Deliverable Workflow and RACI feature. She also introduced the Online Data Collection Tool, which allows for real-time benchmarking. Lindsey ended her presentation with a focus on upcoming features, including a handshake feature that will link the Turnaround Network with the Capital Project Network in order to help sites achieve stronger integration between their turnaround and capital project teams.


Bart Smulders | Heavy Industry Shutdown (Case Study)

TATA Steel | Manager Asset Development

For the final client presentation, Bart Smulders kept Day Two going strong with a case study looking at a recent project completed by TATA Steel. Among the challenges that Bart detailed, he discussed the effort to integrate the project, commissioning, and maintenance activities into a single event.


Thashen Pillay | Turnaround Governance

AP-Networks | Senior Consultant

For the final presentation of the conference, Thashen Pillay tackled the strategic subject of effective turnaround governance. Thashen outlined the gains that an organization can realize by focusing on the development of a turnaround standard, corporate expectations to comply with that standard and set targets accordingly, periodic assurance reviews to assess readiness, and the ability to put in place an organization at both a corporate and site level to drive the governance process.


Discussion Segment

On Day Two, Brett Schroeder—Managing Director of AP-Networks—led a moderated Question and Answer session where attendees could ask questions of two of their peers:

  • Aura Cuellar – Projects and Turnaround Manager, Shell Moerdijk
  • Håkan Hermansson – Turnaround Manager, Preem Lysekil

The discussion touched on several thought-provoking topics, including:

  • How to Build and Maintain a High-Functioning Steering Team
  • Obtaining Senior Leadership Buy-In
  • Delegating Responsibilities Within the Organization
  • Recommended Practices for Effective Risk Management
  • The Importance of Effective Scope Selection, Control, and Management

Breakout Sessions

Breakout Sessions are at the heart of TINC Europe, as attendees gather together each year in small, focused groups throughout the conference to discuss challenges and share firsthand experience. This year, the Breakout Sessions focused on the following topics:

  • Work Package Planning − What are the proven methods for planning and the best interfaces with cost estimating and scheduling systems?
  • Scope Selection − When and how do you engage the whole site in defining turnaround scope? How do you ensure scope is well-defined, screened, and challenged?
  • Project Portfolio Definition and Integration − Early definition of projects is critical to being ready for the Event. Who has been successful at making this happen and how? What does project and turnaround integration mean within your company, and how do you drive early integration efforts?
  • Resourcing the Preparation Phases − How do you overcome the dilemma caused by shrinking turnaround teams and increasing turnaround preparation demands?
  • Managing Execution − What are the proven best practices for execution management? How do you successfully drive safety, efficiency, coordination, and productivity?

Takeaways from TINC Europe 2018

In his closing remarks, Thashen Pillay thanked the presenters and attendees and highlighted some of the most important aspects of TINC Europe 2018, including:

  • The need to change corporate mindsets to give leadership and decision makers the ability to view turnarounds as a top site priority that is critical to the core business
  • The need to see “what good looks like” and to focus on “proven practices” rather than “best practices”
  • The importance of benchmarking and resource analysis to both upstream and downstream turnarounds, allowing a site to translate cost and schedule benchmarks into realistic, yet aggressive goals within the context of organizational capabilities
  • The importance of Steering Team effectiveness
  • The introduction of Turnaround Value Practices (TVPs) and corporate turnaround governance as the next evolution in achieving turnaround excellence