With this said, one of the most challenging areas that continues to allude our attention is establishing true understanding of realistic,transparent productivity factors that are endorsed by senior management, benchmarked and applied.
Too often resources burdened with the bias associated with unsatisfactory production and ability. Unfortunately the reality in most cases begins when the logistics associated with indirect activities such as permitting, safety, tools, equipment, materials, labor & non-labor support are coupled with insufficient instructions to execute scope are not satisfactorily expressed and quantified. The output of the isolation between planned work and indirect factors constitutes the Chaos Theory of Turnaround Management. This theory is often artfully expressed at the grassroots level as quoted "Chaos is Cash", which seems to be the underlying motto for many Turnarounds. Although statements such as the "Chaos is Cash" motto may suggest and endorse the lack of confidence with craft disciplines skillset and work ethic the opposite is true. Without an established Turnaround Management Plan reinforced by best practices, tailored processes, policies and procedures and a mature team of subject matter experts, craft resources will continue to carry the responsibility of unsatisfactory productivity and competency.
By establishing a clearly defined and engineered plan coupled with a high level of accountability for schedule compliance the risks associated with productivity can be defined, articulated and managed. Variance analysis tools can be effectively utilized exposing legitimate claims that validate real risks. The risks then can be documented to improve current and future dilemmas prior to becoming realized consequences.
In time the understanding of expectations, limitations and constraints will better define productivity and redefine the Turnaround environment.
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