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Turnaround Management - Business Process Self Assessment Questionnaire                                                                                                                                                                                                                                                                                                                                                                    Score
Develop Turnaround Strategy		1      2      3      4
1	Turnaround / shutdown policy & high-level procedure are driven by safety, integrity and reliability. The policy and procedure documents and explains the critical processes and some of the (best) practices.
2	A detailed, long-term turnaround plan (5-10 years) targets industry best practice turnaround intervals and durations, with the aim of limiting the size and scope of turnarounds.
3	Turnarounds are done on single units or on small groups of units.
4	Turnaround intervals and durations are set using rigorous analysis, with knowledge of industry best practice.
Manage Turnaround Workscope
5	The turnaround worklist is identified and frozen 6-9 months before the shutdown. Input is received from inspection, operations, maintenance, technical, purchasing/warehouse and projects disciplines.
6	In the year prior to the shutdown, active steps are taken to identify and finalise worklist items: - plant operation and monitoring should test for areas of fouling - on-line inspection programmes should verify corrosion rates
7	Turnaround / Shutdown work scope is aggressively and independently challenged and strict discipline is applied to additional work after the freeze date.
8	As much maintenance and inspection work as possible is performed while the unit is in operation, i.e. outside the turnaround/shutdown.
Plan the Turnaround
9	A structured and disciplined approach to pre-shutdown activities is used, driven by a single person, including a documented pre-shutdown activity schedule.
10	Disciplined project planning processes are applied to the planning and scheduling of turnarounds and shutdowns, including contracting strategies, comprehensive work-packs and dedicated resources (operations, inspection & maintenance).
11	A detailed turnaround execution plan is produced - a combined operations and maintenance document.
12	A single, fully integrated schedule includes all operations, maintenance, inspection and project activities and is the basis for timelines and resource levelling prior to and during the turnaround.
13	A separate, documented HSE plan is prepared covering all aspects of HSE, including induction requirements, key HSE controls and waste management measures.
Execute the Turnaround
14	Leadership for the turnaround is clear and attention to detail applied to all phases of the turnaround.
15	Maintaining an overview and driving the shutting down and starting up activities 24hrs/day is critical, carefully managing the interface between steps and the shift handovers.
16	Each shutdown/start-up is unique and a detailed shutdown and start-up procedure and operations schedule is specifically prepared for each turnaround - for each unit.
17	Emergent work must be expected and a process put in place to manage this work based on evaluation of risk.
18	The shutdown performance and workforce is monitored against targets: measures of safety, quality, productivity and cost.
19	A formal Completion or RFSU process is used for all equipment and projects that structures and documents the handover of equipment from maintenance to operations. A pre-start-up process is used to ensure all preparations are complete, safety systems are in place and the unit is safe to start.
Review the Turnaround
20	A structured and timely (within 1 month) review of individual turnaround ⁄ shutdown performance is performed.
21	An annual review of the long-term turnaround plan and turnaround strategy is performed.