CI Energy Group's 3rd Annual Shutdowns Turnarounds Fort McMurray

Registration Opens and Coffee in Exhibit Room

Welcome from CI Energy

Opening Remarks from the Conference Chair

Ensuring Operational Readiness for Successful Turnarounds

• Embedding the belief that the turnaround is a joint operations, maintenance and technical activity
  • the role of operations in the lead up to the event, the shutdown and safing of the assets and the restart of the assets after completion of the maintenance activities
• Establishing clear scope criteria during the preparation phase of the turnaround and using a ‘Risk Based Scope Review’ process to manage the execution requirements
• Determining when operations deliverables should be defined and organized
• Ensuring an effective ‘Pre Startup Safety Review’ is completed to ensure a successful startup of the assets

Successfully Managing and Avoiding Scope Creep During Your Shutdown

• Ensuring scope management starts at the design stage
  • best practices in setting the initial scope
• Understanding the cost of scope creep
• What early identification methods can be used to identify potential discovery work?
• Effective contingency planning for any and all eventualities and emerging work
• Managing frozen scope throughout the planning phase. What does frozen scope mean?
• Establishing an effective change management process
• How to manage the unexpected

Networking Coffee Break

Best Practices for Capital Project Integration with Turnarounds

Many industry turnarounds are executed in conjunction with one or more large capital projects that heighten the complexity of the event. In this session learn how you can plan for work on simultaneous projects:

• How can overlapping teams cooperate and use labour and materials most effectively? Aligning the goals of team members and upper management
• What gaps exist and how can risk be managed between the turnaround and capital project teams? Ensuring that performance gaps are identified early to mitigate risks
• What are the key integration phases for maintenance turnarounds and capital projects?
• Project milestones being incorporated into the turnaround
• Projects following full process as turnaround including ‘scope freeze dates’
• Ensuring all elements including planning, scheduling and costs are accounted for in project integration; developing a detailed turnaround action plan

Networking Luncheon for Delegates and Speakers

The Leadership Leap – From Team Lead to Supervisor

Making the transition from Team Lead to Supervisor can often be a leap from the proverbial frying pan into the fire for some employees. Strong individual contributors and gifted technical experts often fail to make a smooth transition to the position of leading others. This session will examine:

• Selection techniques for successful transition candidates
• Strategies to set employees up for success as they move to supervisory roles
• Best practices for the ongoing development of leaders
• Qualities sought by the rest of the team; what they expect from “the boss”

Regulatory Compliance and Communication: Quality Assurance on a World Class Scale

• How to meet the intent of both federal and provincial regulations
• Outlining  the structured approach that they have taken and how to meet the needs of schedule and performance from a quality perspective to comply with provincial and CSA standards
• How to maximize efficiencies and streamline as found inspection results to key stake holders 
• Progressive turn over, providing visibility towards mechanical completion in support of a PSSR (Pre Start Up Safety Review)

Networking Coffee Break

How a Work Sampling Analysis Led to New Strategies that Improved Productivity and Time on Tools

Understanding which activities your workforce are engaged in is the first step in identifying what needs to change. The goal is to have them spend more time “Working with Tools” and less time in non-contributory activities.

• What is Work Sampling?
• Why would you choose to do Work Sampling?
• How to conduct Work Sampling
• What you can expect from Work Sampling?
  • Some real examples
• What comes after Work Sampling?

Attracting and Retaining Skilled Labour in a High Demand and Competitive Environment

• How are we planning for the current and expected workforce requirements?
• What strategies are needed to help manage the craft labour shortage in a competitive marketplace?
• Current plans for investing in training and mentorship programs – what exists and what’s working?
• Exploring incentive programs to for incoming workforce to attract and retain quality workers
• What role can apprenticeships and foreign workers play? Are current federal and provincial programs enough?
• Assessing labour and skills requirements by working closely with labour providers, labour unions and owner stakeholders

Implementing Turnaround Projects Services in a Continuous Improvement Environment

• Developing an Estimating Methodology to ensure accuracy and commonality across multiple sites
• Documenting and tracking costs of  contractors who do not enter time directly into SAP
• Allocating capital vs. expense costs accurately
• Managing scope growth

Closing Remarks from the Conference Chair and Day 1 Adjourns

Cocktail Reception: 4:15 – 5:30 p.m.

Sponsored by:

Coffee in Exhibit Room

Opening Remarks from the Conference Chair

Ensuring Safety is a Key Priority and Improving Safety Performance During a Shutdown

• Managing a diverse work force and ensuring buy-in to safety rules from contractors and employees
• What steps need to be taken in planning your shutdown to ensure safety is a key priority and safety performance is increased?
• Establishing the key elements for the design of safe work practices and operating, maintenance and control procedures
• How is onboarding used to ensure that workers arriving on site have optimal safety training?
• How can you ensure the required steps are taken to enhance the safety of facilities for workers in a temporary work setting?

The Significant Impact of Maintenance Support Services in Providing Optimal Support and Logistics to Highly Complex Turnarounds

• Strategy of the support group
• Preparation, scope of work and budgets
• Managing the services and expectations of the service
• Interesting logistics around the individual services
• Continuous improvements
• Handling of incidents
• Fulfilling a vendor like role for the services

Networking Coffee Break

How to Achieve an Outstanding Turnaround with World Class Planning and Scheduling

• Designing the optimal shutdown plan including framework and work preparation
• Formulating the plan of action for assembling and sourcing skilled workers
• What obstacles were overcome? What are the takeaways?

Special Presentation: Behavioural Safety – Pressure, Courage and Interventions

Tom Wilson, the sole survivor of a plane crash, leads this impactful session on behaviours, decisions and safety attitude and ultimately, how to improve Safety Culture

Networking Luncheon for Delegates and Speakers

The Benefits of Using Maintenance Excellence Practices to Evaluate Turnaround Scope Reviews

In this session you’ll learn what practices to employ from your routine maintenance activities to ensure that you’re keeping scope as tight as possible during your turnaround.

Networking Coffee Break

Emerging Industry Best Practices for Changing Site HSSE Management from a Cost Center to a ValueGenerator

This session will examine the latest safety management trends that are producing safer and more productive turnarounds, while lowering costs and risks.

• A close look at effective full cycle Knowledge Capture, “the learning loop”
• On site safety resource management techniques to improve productivity
• How efficient safety resource management can improve overall “safety culture”

Closing Remarks from the Conference Chair and Conference Concludes