Turnaround Management and Recordable Incident Rates

One of, if not the most important single element that has the most impact on Turnaround success is Safety. Fortunately, I believe, we have significantly evolved as an industry during the past two decades to the point where all incidents are reported and investigated. Better yet we have learned from our experiences to the extent that Turnaround Safety Management Strategies are established to meet the complex needs of the scope. Through increased experience, maturity and clearly defined processes we are able to make clear unambiguous decisions with the best confidence.
During the execution phase of most every Turnaround most stakeholders will feel the effects of working extended hours, increased responsibility and overall stress due to the level of activity. Often these factors manifest themselves into an exhibition of perceived urgency as the found work scope and corresponding workload increases. It is my experience that when these ingredients are blended together is when we rely on our approved strategies, processes and practices. By integrating safety best practices and procedures starting with the scope definition process through to planning, scheduling and managment the cultural shifts will be easier to maintain.

The following are some incident calculations relating to Facility Turnaround Projects taken from a study conducted by the Construction Industry Institute.
1. Catagory: Resources/ People
      1.1. Prior to Turnaround, when does the hiring of resources begin?
               Less than 2 weeks prior to execution start:                   0.58
               2 - 6 weeks prior to execution start:                             0.22

      1.2. Worker familiarity with work type and scope?
                Available resources not familiar with work:                  2.28
                Skilled resources familiar with work:                            0.47

2. Catagory: Planning & Scheduling
      2.1. Was a scheduling software utilized to schedule work?
                No                                                                              2.92
                Yes                                                                             0.72

      2.2. What duration granularity was utilized?
                Days                                                                            1.51
                Shifts                                                                            0.68
                Hours                                                                           0.45

      2.3. Combined: Worker familiarity and Scheduling by the hour.
                Not familiar/ Not Hours                                                1.75
                Familiar or Scheduled by Hours                                    1.08
                Familiar and Scheduled by Hours                                  0.28

      2.4. Days worked per week
                7 Days/ week                                                                0.96
                6 Days/ week                                                                0.67

      2.5. Typical Turnaround duration
                2 - 8 Weeks                                                                   1.20
                Less than 14 days                                                           0.62

      2.6. Combined: Turnaround Duration and Days Worked per Week
                At least 4 Weeks at 7 Days/Week                                  1.34
                Less than 2 Weeks and 6 Days/Week                             0.38

       2.7. Crew size (span of control)
                Over 12 Workers                                                           1.62
                7 or less Workers                                                           0.55

It is important not to be too focused on the actual numbers but the relationship they represent.

From an ethical, business and regulatory perspective an established Turnaround Safety Management Plan harmonized within the Planning, Scheduling and Managment framework will ensure all stakeholders will realize increased dividens.