STO REALITIES -- Issue #3 -- Timelines

???????????? ?????????????????? ???????????????????????? ???????? ???? ?????????????????? ???? ????????!

?????????????? ???????? ???????????? ???? ????????????, ?????? ???? ???????????? ???? ?????????????? ?????????? ????????.

In Issue #1 of STO Realities we talked about “Scope”, or more to the point, who owns and is accountable for Scope.?

?????????? ??????’?? ?????????? ?? ???????????????????????? ?????????? “??????????????????”.

This is a lot more difficult and complex discussion than our Scope discussion, perhaps a portion of the complexity is simply because this is as much a part of human condition as it is a Major Maintenance challenge.

We all have agreed upon “??????????????????”, that is of course ?????????????????????? ???? ???? ?????????????? ??????????????????????.?

Most likely a great deal of collaborative effort went into determining what a realistic and meaningful timeline for a successful Shutdown event would look like for your organization.??

Beginning with the ????????-?????????? ?????????? ?????????????????????? ????????, what does good look like??

Everyone’s Shutdown or Turnaround Process will be designed around an agreed upon timeline, be that 18 months, 24 months, 28 months, 36 months, possibly even longer, b???? ?????? ???????? ???????????? ???? ???? ??????? ????????.

The open question for everyone, Shutdown Teams as well as Clients;?

“?????? ???????????????????????? ???????? ?????? ???????? ???? ???????????????? ???? ?????? ?????????????????? ??????’???? ?????? ?????? ?????????????????????”?

Is there agreement that the set timelines are correct??

Early in Process development people will question, but typically by the time a Program/Process is approved into existence, we’ve achieved basic agreement that the prescribed timelines are what we would require to reliably execute with Excellence.

Since we all agree it should be easy to make it happen right?

So why then is compliance to timelines, ?????? ???????? ?????? ?????????????????? ???? ???????, so difficult?

?“I’ll get back to you next week” Tick!

“We’ll take a look at that on Friday” Tock!

“The specialist who’s view we most desire is on vacation until the end of the month.” Tick!

“No time to talk future work right now, too busy.” Tock!

Time is a slippery little devil to manage, I’m relatively certain we can all agree to that.?

If we really want our Shutdown/Turnaround Process to deliver the Excellence that we are all striving for we, both the provider Teams and the Client Teams simply must drive compliance to our agreed upon Process Timelines.?

We have got to grab hold of that slippery little devil of time and own it, at least in terms of our Process and our work, but how? (???? ?????? ???????????? ???????????? ????????? ?????? ?????????? ???? ?????? ???????????????? ?????????? ???? ???? ???????? ???? ???? ?????????????????? ???? ?????? ????????-??????????.)

This is not as simple as a personal development exercise --“32 ways to better organize your life.”?

It is just not that simple, because Success and ?????????????????? ???????????????????? ?????? ?????????? ???????????????? ???? ?????? ?? ???????? ??????????????!

The interwoven nature of deliverable's is a fundamental reason for the timeline in the first place.?

Activities are dependent on predecessor activities.??

What might seem like a relatively simple task of lower importance to the task owner, might be a foundation stone for another individual or groups activity(s).?

????? ?????????? ???? ?????? ???????? ?? ?????????????????? ?????????????????? ???? ???? ?????????????????? ???????????????, ???? ???? ???????? ???????? ???? ????? ???????????? ?????????????? ???????? ?????????? ???? ???????????.

Earlier I wrote, “?????????????????? ???????? ?????? ????????-?????????? ?????????? ?????????????????????? ????????”.?

A meaningful Long-Range Plan is critical to the success of any Shutdown/Turnaround Process, how critical cannot be overstated!?

It is my view that this one deliverable, delivered from the Strategy Team, and enforced by the Steering Team, a plan that looks at least five years into the future, and with considerable detail regarding Asset Integrity and maintenance...

This plan is one of the Foundation Stones I mentioned earlier, arguably a properly built and fully realized Long-Range Plan is “??????” foundation stone.??

Without it there is no structure to support the dream of timeline compliance.

How critical is it that your Strategy Team develop, review and continuously maintain such a formal Long-Range Major Maintenance plan??

I’m sure everyone agrees that a robust Long-Range plan is a great idea, for your Shutdown/Turnaround Process it is not merely a “great idea”.??

It is fundamental to the success of the Process.?

When this one deliverable is done well, timelines suddenly become achievable, and Excellence has roots from which to grow.

Just like our previous discussion about Scope ownership, the Long-Range Plan must be owned, developed and maintained by the Operations Management Team.?

This is the Key Deliverable from the Strategy Team, and the enabling document for Shutdown Process Timeline delivery.?

?????????????????? ???????????????????? ???? ???????? ???? ?????? ????????-?????????? ?????????????????? ?????????? ?????????????????????? ????????!