Just three months away from the start of the largest shutdown in the history of a strategic production asset, our client made the difficult decision to terminate its general contractor. Up to this point, the contractor had owned and driven the turnaround. To add to our client’s concerns, the same contractor was responsible for construction of a new sister plant which was running 18 weeks behind schedule.
With a turnaround budget set at $60M and potential losses across the asset totaling $3M per day for every day of overrun, fast and decisive action was required to avert a major cost overrun. The operator needed to identify the gaps, close them and reallocate responsibilities to ensure that the shutdown happened on time, on budget and without anybody getting hurt. Determined that postponement was not an option, the asset manager called on a trusted contact at Maine Pointe to deliver.
Maine Pointe analyzed the company’s previous turnaround experience to identify where support was most needed and developed tools that would enable them to:
Our team remained on site throughout the shutdown working alongside company personnel to be sure they had everything they needed at their disposal.
With the eyes of the worldwide oil & gas industry on them, this was an outstanding collaborative effort that saw personnel and contractors at all levels taking responsibility for safeguarding each and every part of the process. This resulted in the largest and the safest turnaround in the plant’s history and one of the largest anywhere in the world that year.