A major fertilizer plant was having problems with “pet projects” and unnecessary items making their way into turnaround scope. There was a lack of understanding on the part of the operations team regarding the expense incurred during a turnaround, and the need to keep scope limited. With more than 700 scope items slated for the upcoming turnaround, the site was at a loss as to how to comprehensively review and assess scope. The company had a strong relationship with AP-Canada, and approached us for help with this challenge in the form of a Risk Based Scope Review (RBSR).
As the first step of the RBSR engagement, we input each of the more than 700 scope items into our Risk Based Selection Tool (RBST). Using this tool, we were able to categorize the scope items, and focus in on specific areas and equipment types. Once we knew where to look, we sat down with the turnaround manager. With the help of the RBST, we were able to call in the relevant personnel for each equipment type, asking them to justify each scope item to the turnaround team. By scheduling the interviews around equipment type, we were able to go through the scope list efficiently to determine which items were necessary. During these interviews, plant personnel got a chance to speak directly with all relevant members of the turnaround team. By having to justify the necessity of each item to the team, the originators of each piece of scope learned what criteria to consider when suggesting an item for inclusion in the turnaround.
$8 million of scope was removed from the $22 million of scope scheduled for inclusion in the turnaround. That equates to more than 1/3 of the total turnaround scope, resulting in a post-RBSR turnaround poised to achieve much more competitive cost and schedule performance. In addition, operations personnel left the RBSR better prepared to evaluate potential scope items in the future.