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Leveraging Corporate Knowledge to Improve Project Performancehot!

06.06.2007

The petro-chemical industry invests billions annually in new technology, IT solutions and work processes to reduce capital costs, improve cycle time and operability.  Unfortunately, these investments do not always pay off.  An often overlooked area, however, that can yield large benefits at low costs is the development of a corporate wide process that uses internal project experience and transfers that knowledge into new projects.  This paper details how AP-Networks worked with a large petroleum company to help implement and maintain a company wide capital projects database that is central to increased shared learning and improved capital productivity across the company.

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A Culture of Turnaround Excellencehot!

03.07.2007

The value of improving turnaround performance has been long overlooked in the refining industry.  Some refiners have recognized the need for improved turnaround performance, yet recognition and successful implementation have proven to be worlds apart.  This paper explores how a mid-sized refining company successfully instituted a culture of excellence in approaching and managing turnarounds.  Their step-by-step implementation of turnaround excellence can be used a roadmap that will benefit other refiners.

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Leading Indicators of Turnaround Performance Outcomeshot!

03.07.2007

Turnaround outcomes are impacted by numerous factors with varying degrees of controllability.  Based on quantitative data collected from recent turnarounds, this paper examines and presents the drivers ("Leading Indicators") of turnaround performance and quantifies their effect on turnaround outcomes.  The paper introduces turnaround risk and readiness indices ("TRI") and their relationship to turnaround outcomes.  Further, the concept of a standardized turnaround scope index is explored.  Finally, benchmarks of best turnaround practices are shared.

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Turnaround Performance Excellence – Break the Barriers of Traditional Learninghot!

03.07.2007

Organizational learning is a fundamental attribute that can separate companies that are able to learn and adapt quickly from those that are not.  Traditionally, learning has focused on training from those more expert.  Today's problems, however, are much different from those in the recent past and solving these problems with expert systems has proven to be limiting.  This paper presents a three part overview of the theory and practice of going beyond the bounds of traditional approaches to learning to ensure delivery of turnaround excellence.

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Maximizing Plant Productivityhot!

03.07.2007

Increased project complexity and pressure to improve plant uptime has driven many improvements in the process industry over the past decade.  Some of this improvement is a result of identification and repeated implementation of best practices gathered through benchmarking and incorporated into standardized project management systems.  Although project management technology has greatly improved over the last 10 years, the industry itself face substantial challenges due to a large knowledge gap developing as seasoned professionals retire and take with them decades of knowledge.  This paper will examine how combined project management, risk assessment and asset management tools and methodologies can achieve optimum systems integration capable of addressing every aspect of a project.

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