A Simple Calculation

Posted By   Posted on  September 16, 2013 Leave a comment
A-Simple-Calculation

A simple calculation speaks volumes.   The status graph [s-curve] is a very important source of information. It not only tells us how we’re doing, but it allows us to project current earned-value averages forward, to provide an indication of where we’ll be as things change, or, if we’re lucky, don’t change.   Once the earned-value for an

Lessons-learned

Posted By   Posted on  September 16, 2013 Leave a comment
Lessons-learned

The value of Lessons-learned during a STO project cannot be underestimated. Surprisingly, however, many STO Organizations fail to effectively identify, record, classify, store and utilize the Lessons-learned from past STO projects. In many cases, Lessons-learned are taken solely by Contractors when they demobilize, for their own benefit; leaving the Owner’s employees with simple memories, stored in the heads

Indirect Costs

Posted By   Posted on  September 13, 2013 Leave a comment
Indirect-Costs

You may be surprised to know that Indirect Costs for a STO project can be as high as 115% of Direct Costs (wrench-hours), which is a significant factor when establishing a budget. Many STO projects go over budget due to poor Indirect Cost calculations; especially, non-productive time, which can be as high as 45%. Understanding Indirect Costs allows you to

Data Integrity

Posted By   Posted on  September 11, 2013 1 comment
Data-Integrity

The way you manage data (Data Integrity) in your organization is a direct indicator of how well your business and its assets and resources function, and ultimately profit your shareholders. I know from experience that if you can’t manage the data within your Technology by following a defined Methodology with competent People, your Production Assets and Business Unit

Key Performance Indicators

Posted By   Posted on  September 9, 2013 1 comment
Key-Performance-Indicators

STO projects have long since measured their success based on Key Performance Indicators (KPI’s)—Safety, Cost, and Schedule being the most prominent. You’ve most likely said, or heard, at one time or another the statement: On time, on budget; as if those two Key Performance Indicators were the most important factor in measuring success. But are they, really? What if

Process Availability

Posted By   Posted on  September 5, 2013 1 comment
Process-Availability-1

Process Availability is the single most important manufacturing objective. If you can’t satisfy your customers with quantity and quality of product as promised, you can’t satisfy shareholders. The challenge, however, is not in establishing Process Availability, rather, the challenge is doing it with the least amount of overhead, which includes, but is not limited to: Optimized Shutdowns Turnarounds

Saving Money-Making Money

Posted By   Posted on  September 4, 2013 Leave a comment
Saving-money-making-money

It may seem obvious at first, but you’d be surprised at how making money—Process Availability—is more important in the manufacturing industry than saving money—Effective Equipment Reliability and Stakeholder Efficiency. You could argue that $90.00+ USD/bbl has something to do with it; however, the losses associated with downtime are just as high, if not higher.   Unfortunately, you can’t have

Critical Path Scheduling

Posted By   Posted on  September 3, 2013 1 comment
Critical-Path-Scheduling

Critical Path Scheduling is a Project Management term that implies an Activity, or series of Activities within a project, run concurrent from Project Start to Project Finish with no Total Float. Although this scenario does occur in Shutdown, Turnaround and Outage (STO) projects, we don’t use the term Critical Path Scheduling. Instead we use Longest Path and Critical