Understanding Planning Blind Spots in Process Plant Turnarounds: A Key to Success

In the realm of process plant turnarounds, where meticulous planning and exhaustive efforts are invested by all involved, failures can still occur despite everyone's best efforts. Surprisingly, the primary reason behind such setbacks often lies in the failure to identify blind spots or unforeseen risks by the turnaround team.

These blind spots can manifest across various elements of Turnaround Management, spanning scoping, materials, scheduling, quality requirements, safety requirements, and other associated risks. Overlooking or failing to recognize these blind spots significantly contributes to the failure of a Turnaround execution.

The categorization of these blind spots depends on the degree of clarity within the elements of Turnaround Management:

1.Known-Knowns (Facts & Requirements): This category signifies a scenario where all elements of the Turnaround are not only identified but also effectively communicated to all stakeholders involved. Such comprehensive understanding, communication and collaboration ensure a foolproof success rate for the turnaround.

2.Known-Unknowns (Classical Risk): Here lie the identified risks or known blind spots in each element, which are managed through various mitigation strategies. However, there are instances where these risks tend to surpass the scope of mitigations due to inadequately identifying residual risks, leading to potential complications.

Example: The scope of Internal cleaning and repair requirement for a process vessel, where no actual data/historical data available from previous turnarounds and based on an expert opinion an estimated contingency added in the schedule to mitigate the unknown scope.

3.Unknown-Knowns (Hidden Facts): Considered one of the primary reasons behind the failures of Plant Turnarounds, this category primarily a result of inadequate collaboration and communication among the stakeholders involved in the Turnaround management. In many instances, critical information and existing facts pertaining to specific elements remain undisclosed or unrecognized by the individuals working within that element. This lack of transparency and dissemination of vital information significantly contributes to the failure.

Example: Planners do not receive the inspection requirements in a timely or proper manner, and the allotted duration is insufficient to complete the inspection adequately.

4.Unknown-Unknowns (Emergent Issues): Representing a domain of complete blind spots, this category embodies information or knowledge that is entirely absent or unrecognized. To address these unknown-unknowns, meticulous planning and data gathering strategies become essential. A proactive approach and the implementation of risk based predictive mechanisms serve as crucial methods to effectively tackle this category. The utilization of new-generation AI/Generative AI technology-based data-driven solutions greatly assists in reducing these blind spots.

Example: A valve used for isolating the very high-pressure (VHP) line is not functional during the startup process. This could have been avoided by conducting critical process systems components review during scoping, pre-turnaround site walkdowns and predictive system based on historical data.

The complexity of managing a process plant turnaround demands a thorough understanding and awareness of these blind spots to avoid any potential pitfalls. Proper identification and management of these blind spots are crucial for ensuring the success and efficacy of the Turnaround Management.

In conclusion, the identification and understanding of these hidden factors play a pivotal role in the success of Turnaround Management. Proactive planning, effective communication, enhanced collaboration, meticulous data collection, and the implementation of data driven predictive systems serve as invaluable tools in reducing the impact of these hidden elements, ensuring a smoother and more successful turnaround management. Leveraging emerging technologies to implement solutions can significantly assist in reducing these blind spots.

Article has been authored by Anil Sasi , PMP ( Head Turnaround Excellence @ Maximl )

Read More in our series of articles on Turnaround Management:

1. Major turnaround management challenges faced in process industries.
2. An effective way of managing scope for turnarounds in process industries.