An Empirical Study on the Scope Management of Turnaround Project–with Petrochemical Factory as a Case Study

• Main Authors: Liang-Chih Tsai, 蔡量志
• Other Authors: Shan-Yau Wu
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/49978909793915435399

碩士 === 國立高雄應用科技大學 === 工業工程與管理系 === 98 === Turnaround means the oil refining and petrochemical processing industries encompass all types of industrial projects for existing process plants including mandatory I&Ts （Inspection & Testing）, shutdowns, emergency outages, debottlenecking projects, revamps, catalyst regeneration, etc. where an operating plant must be shut down until the work is completed and then restarted the unit/plant. Turnaround project planning and scheduling is an important function that has a direct and dramatic impact on maintenance costs and bottom line profitability of a process plant. Through judicious planning and scheduling, a maintenance planner / scheduler can help his organization save on manpower costs, ensure the shortest possible downtime, and achieve the most efficient use of equipment. The study try to develop turnaround（TA）7-phase work process and scope control methodology that fundamentally covers all aspects of TA scope planning, preparation and execution as well as encompassing the up-front strategic planning, using Risk Assessment（RBI）to scope control and follow up learnings aspects of TA. The results of empirical study demonstrated the modle can control the turnaround scope optimisation and assure the resources apply effectively. In the same time, the author wish the proposed method can also provide the guidelines to the other plants during units turnaround.