Blog by Aya Hariri
In the complex world of turnarounds, the orchestration of various tasks and stakeholders demands a comprehensive and unified approach. I had the privilege to speak with Sjors Wijgerde, a seasoned Turnaround Manager. Together we delved into the pivotal role that proper data management, integration of diverse data sources, and analytics play in achieving efficiency during turnaround projects.
1. Transformative Collaboration Through Integrated Data:
Sjors emphasized the transformative impact of using a single tool to integrate data from multiple disciplines. For example, uploading pictures of equipment helped the scaffolder plan the scaffold. Providing a visual guide for the insulator, mechanic, or E/I technician helps them understand their tasks.
Alongside other documents like plot plans, P&ID’s, isometrics, loop sheets, and data sheets, everyone had a clear idea of the tasks at hand. This enhanced collaboration and communication among all stakeholders, ultimately boosting efficiency.
2. Streamlining Processes Through Data Integration:
Sjors also highlighted the challenges of manually collecting and processing information from various sources, such as ERP systems. The time-consuming process of exporting data to Excel for analysis resulted in delays and inefficiencies. He underlined the need for a more automated and integrated approach, allowing for real-time updates and reducing the burden of manual information processing.
3. Overcoming Integration Challenges:
Sjors acknowledged the challenges posed by contractors using different tools and the difficulties in achieving seamless integration. Despite attempts, the limitations in overcoming IT security barriers between larger companies and short time frames during turnarounds presented persistent challenges. However, the pursuit of integration remains a goal for future improvement.
4. Data Analytics for Informed Decision-Making:
Real-time data updates and analytics played a vital role in decision-making during turnarounds, according to Sjors. Comparing key performance indicators (KPIs) with past projects and incorporating lessons learned improved decision-making. The ability to analyze a wealth of data enabled a more nuanced understanding of project dynamics, leading to better-informed choices.
5. Ensuring Data Accuracy and Consistency:
Sjors stressed the importance of regular progress updates to ensure data accuracy and consistency. Encouraging field personnel to report progress promptly (ideally on-site) not only enhances accuracy but also provides immediate access to the entire work pack. This accessibility streamlines operations and minimizes the risk of overlooking critical details.
6. Data-Driven Post-Turnaround Analysis:
During a turnaround, the primary focus is always on successful completion. While any mishap tends to garner attention, many aspects can go unnoticed. Some tasks may take longer, while others may be completed more quickly, and without recording these details, valuable insights are lost.
Capturing information post-turnaround (such as planned timelines, completion dates, field changes, punch items, etc.) allows for a thorough examination of performance and identifies areas for improvement. Analyzing data provides valuable insights and enables the reuse of past project information, enhancing the planning of future executions. This is particularly crucial for tasks performed infrequently, ensuring continuity and allowing for continual improvement in job processes despite personnel changes.
Conclusion
In conclusion, the journey towards a successful turnaround hinges on the ability to leverage a single source of truth. Integrated data management, supported by analytics and a commitment to continuous improvement, propels efficiency, collaboration, and informed decision-making. The experiences shared by Sjors Wijgerde underscore the transformative potential of a cohesive data strategy in the dynamic landscape of refinery turnarounds.
About the authors
As a turnaround consultant, Sjors Wijgerde helps Cleopatra Enterprise clients drive business growth with a deep understanding of the turnaround industry in an international business environment. He has over 10 years of experience in the field of maintenance and turnarounds in several roles (TA Manager, planner, scheduler) and holds a bachelor’s degree in chemical engineering and a post-bachelor’s degree in maintenance management.
Aya Hariri holds a Bachelor’s degree in Engineering with focus on Civil and Environmental Engineering. She is a business developer at Cleopatra Enterprise assisting our clients in various sectors with their STO projects.
To learn more about how you can improve your STO performance, check out our Turnaround Management & Control Academy Course!
