Turnaround Project Planning Primer

Conducting Daily Turnaround Progress Meetings

Daily turnaround progress meetings should include only personnel in a supervisory capacity, and be as brief as possible. The best time to hold such meetings is, of course, between shifts, so that the working force has no opportunity to slow down during the absence of supervision.

A set of progress reports should be distributed to all meeting participants, at the beginning of the meeting.

The meetings should not be allowed to turn into a complete narrated history of the events of the shift. It should be kept focused only on significant highlights. Supervisors whose presence is critical in the field should be allowed to present their information first, and leave the meeting early, if needed.

During the daily turnaround meeting, the critical path and the impact of the shift’s progress (or lack thereof) should be mentioned; to reinforce upon all participants of the importance of the schedule and keep everyone’s morale up as well.

Also, the rate of progress should be mentioned, to alert of the necessity to increase, hold or reduce the workforce.

Level of Expectation and Achievement

During the daily turnaround progress meeting, the objectives and goals should be restated, to reinforce the expectations of achievement of the field supervision.

Achievements towards the objectives and goals should also be mentioned, to help bolster morale and provide an incentive for greater efforts, to ensure that the goals (schedule, costs) can be met.

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The Turnaround Project Management Primer is an abridged version of the STO Management Handbook.

For further reading, we also recommend Joel Levitt’s Managing Maintenance Shutdowns and Outages.