Pre-Conference Workshops

Workshop A: Learning as You Go: How to Capture Lessons from Your Turnaround Crew and Utilize Them to Improve Future Turnarounds

Dec 5, 2016 8:30am – 12:00pm

Speakers

Colin Xander
Regional Overhaul and Capital Program Manager
Lucite International

Workshop B: Achieving Turnaround Excellence: Mindset, Methods and Learnings

Dec 5, 2016 1:00pm – 4:30pm

Speakers

Roger Laing
Vice President/Business Unit Leader
RLG International

Rick Heyland
COO, Americas
RLG International

Day 1 - Tuesday, December 6, 2016

7:30
Registration Opens and Refreshments Served in Exhibit Area
8:30
Welcoming Remarks from CI Energy
8:35
Opening Remarks from the Conference Chair
8:45
KEYNOTE PRESENTATION
The Narrow Envelope of Influence: Inspiring Safety Engagement amongst Short-term Employees
9:15
Turnaround Continuous Improvement: Case Study on the Journey to Turnaround Program Enhancement
10:00
Networking Refreshment Break in Exhibit Area
10:20
A Different Approach to Shutdowns
11:15
Effective Leadership in Times of Uncertainty and Change
12:00
Networking Luncheon for Delegates and Speakers
1:00
Effective Cost Management Strategies for On-Budget Project Execution
1:45
Planning Techniques to Ensure Pre-Shutdown Readiness
2:30
Networking Refreshment Break in Exhibit Area
3:00
Elevate Your Turnaround Performance with Bullet-Proof Scheduling
4:00
Workforce Development and the Critical Need for Data Management
4:45
Closing Remarks from the Conference Chair and Day 1 Adjourns

Day 2 - Wednesday, December 7, 2016

8:00
Refreshments Served in Exhibit Area
8:30
Opening Remarks from the Conference Chair
8:35
KEYNOTE- Effectively Managing Shutdowns and Turnarounds in Low Earth Orbit
9:30
Key Relationships and Communication Skills for Successful Turnarounds
10:15
Networking Refreshment Break in Exhibit Area
10:45
Achieving Successful Turnaround Execution Through Continuous Improvement
11:30
Managing the Client/Contractor Relationship to Establish Accountability and Improve Project Execution
12:15
Networking Luncheon for Delegates and Speakers
1:15
Improving Safety Performance During a Shutdown: Ensuring Safety is a Key Priority with Contractor and Owner Workforces
2:15
Successful Response Management When an Unplanned Emergency Occurs
3:00
Networking Refreshment Break in Exhibit Area
3:15
Expert Panel Discussion — What Can We Learn from the Most Efficient Turnarounds?
3:45
Closing Remarks from the Conference Chair and Conference Concludes
4:00
Evaluations and Prize Draw

Day 1 - Tuesday, December 6, 2016

7:30
Registration Opens and Refreshments Served in Exhibit Area
8:30
Welcoming Remarks from CI Energy
8:35
Opening Remarks from the Conference Chair

Frank Engli
Turnaround Manager
Shell Canada Ltd.

8:45
KEYNOTE PRESENTATION
The Narrow Envelope of Influence: Inspiring Safety Engagement amongst Short-term Employees

Bob Pragada
President, Industrial and Buildings & Infrastructure
Jacobs

This session will focus on how to engage short-term employees as safety advocates during turnarounds that require mobilization of large, temporary workforces.

9:15
Turnaround Continuous Improvement: Case Study on the Journey to Turnaround Program Enhancement

Josh Higginbotham
Maintenance Manager
Maintenance Manager PCS Nitrogen Fertilizer, PotashCorp - Geismar

Learn about the journey to turnaround program improvements at this PCS Nitrogen facility.

  • Best practices in setting the initial scope and early scope development
  • What steps need to be taken to ensure scope is accounted for at the outset?
  • Highlighting key areas for improvement including: scheduling, KPI development, bid package development, organization development, manpower quality control, QA/QC programs, logistics planning, plot plan development with work densities, area segregation, work systemization, work grouping, contractor mix and more

10:00
Networking Refreshment Break in Exhibit Area
10:20
A Different Approach to Shutdowns

Mark Banham
Shutdown Manager
ConocoPhillips

In this session, ConocoPhillips will share a new approach to plant shutdowns with a plan to significantly reduce labour requirements and hours worked.

  • How is the planning stage different from the past approach to shutdowns?
  • How is the shutdown coordinated and executed over a longer period of time?
  • What are the anticipated skilled/craft labour requirements?
  • What is the impact of taking the plant down in smaller chunks?
  • What are the challenges and what are the expected outcomes of this approach?

11:15
Effective Leadership in Times of Uncertainty and Change

Stephen Quesnelle
Partner
Sacred Cow Company Ltd

  • As a team lead, how do you effectively communicate changes to process, resources, strategy and get ‘buy-in’ from the team?
  • How do you effectively implement changes and what strategies can you use to adapt and make lasting change?
  • How do you positively address on-going challenges to achieve goals and ‘champion’ success?

12:00
Networking Luncheon for Delegates and Speakers
1:00
Effective Cost Management Strategies for On-Budget Project Execution

Robin Harris
Turnaround Cost Control Lead
Phillips 66

  • How budget forecasting can be utilized for controlling costs
  • Estimating the right level of contingency necessary and how to increase the likelihood of including this in the project budget; how to apply contingency funding when problems arise
  • Designing a robust cost tracking system and developing a daily reporting procedure to determine how budget is performing compared with tasks completed
  • Tracking the shutdown during execution phase so that required actions can be taken to bring the shutdown back on schedule and budget
  • Identifying which software tools can be used for improved productivity, efficiency and cost management

1:45
Planning Techniques to Ensure Pre-Shutdown Readiness

Frank Scherzer
CEO
Westcorp Solutions Ltd.

  • Ensuring standardized processes including on-track meetings, kick-off meetings and all documentation is in place
  • What key metrics are needed to ensure planning is on schedule?
  • Developing the milestone plan to ensure robust planning and design early in the project life cycle

2:30
Networking Refreshment Break in Exhibit Area
3:00
Elevate Your Turnaround Performance with Bullet-Proof Scheduling

Colin Xander
Regional Overhaul and Capital Program Manager
Lucite International

  • Engaging schedulers early in the process for more effective scheduling
  • Ensuring the schedule is communicated to all stakeholders to avoid surprises; using contractor input in the pre-planning stage before it’s too late to modify the schedule
  • Moving from the spreadsheet to a resource loaded schedule
  • How do you perform a good schedule review?
  • Assessing the usual areas where schedules break down
  Case Study — Building your P6 Schedule
  • What kind of detail is necessary for an effective critical path?
  • How to ensure your base scope fits within the calendar, and how to adjust if necessary?
  • How do you manage schedule reporting during the event?

4:00
Workforce Development and the Critical Need for Data Management

Scott Marshall
Vice President of Human Resources, Field Services
Jacobs

With the continued need to address labour cost pressures in the industry, Scott Marshall will discuss the key role data management plays in supporting the development and retention of a local workforce, including:

  • Workforce demographics
  • Data Management Systems (DMS) with a global focus and local data access
  • Leadership training
  • Skills validation and the elimination of redundant training
  • The value of metrics

4:45
Closing Remarks from the Conference Chair and Day 1 Adjourns

4:45 p.m. – 6:45 p.m. Casino Cocktail Reception

Day 2 - Wednesday, December 7, 2016

8:00
Refreshments Served in Exhibit Area
8:30
Opening Remarks from the Conference Chair

Mike Daley
Vice President, Safety, Security, Health and Environment
Syncrude Canada Ltd.

8:35
KEYNOTE- Effectively Managing Shutdowns and Turnarounds in Low Earth Orbit

Ed Van Cise
Flight Director
National Aeronautics and Space Administration (NASA)

The International Space Station is a unique off-world research laboratory where out of this world science is conducted every day. It is also a remote outpost in space that requires reliable hardware and software, reliable maintenance and logistics planning, and well-trained crews, operators, and engineers to work through contingencies. The methods used by the leadership laboratory that is Mission Control, in Houston, Texas, for managing this spacecraft provides unique insights into how to prepare for and implement both shutdowns and turnarounds in low Earth orbit. This even includes using a toothbrush to save a spacewalk.

9:30
Key Relationships and Communication Skills for Successful Turnarounds

James Hudson
Maintenance Manager
Honeywell-Geismar Plant

  • The importance of setting a clear, communicated vision for the TAR
  • Key characteristics of a successful TAR leader
  • The criticality of teamwork
  • Key elements of communication in the planning phase of a TAR
  • Key elements of communication in the execution phase of a TAR

10:15
Networking Refreshment Break in Exhibit Area
10:45
Achieving Successful Turnaround Execution Through Continuous Improvement

Donald Desjardins
Operations/Maintenance Coordinator Utilities
Shell Canada Ltd.

  • Identifying the key areas for process improvement — permitting, safety, planning and scheduling, management
  • What methods were used to improve processes? What strategies worked and what didn’t?

11:30
Managing the Client/Contractor Relationship to Establish Accountability and Improve Project Execution

Colin Xander
Regional Overhaul and Capital Program Manager
Lucite International

  • Strategies to get the most out of increasingly limited contractor availability and resources
  • How to build and maintain relationships with quality contractors
  • Enlisting contractor buy-in to engage all parties and render accountabilities
  • Motivating your partners to achieve the project goals
  • Maintaining consistency of contractors throughout the project
  • Communicating clear expectations in the vendor-customer relationship
  • Ensuring that close-out information is captured from contractors after the shutdown

12:15
Networking Luncheon for Delegates and Speakers
1:15
Improving Safety Performance During a Shutdown: Ensuring Safety is a Key Priority with Contractor and Owner Workforces

Joe Jackson
Turnaround Manager
LyondellBasell

  • Managing a diverse work force and ensuring buy-in to safety rules from contractors and employees
  • What steps need to be taken in planning your shutdown to ensure safety is a key priority and safety performance is increased?
  • Establishing the key elements for the design of safe work practices and operating, maintenance and control procedures
  • How is onboarding used to ensure that workers arriving on site have optimal safety training?

2:15
Successful Response Management When an Unplanned Emergency Occurs

Colin Woods
Manager, Enforcement and Surveillance (In Situ)
Alberta Energy Regulator

Mark Banham
Shutdown Manager
ConocoPhillips

Using examples from the unexpected fires in Fort McMurray and the region, what lessons were learned in emergency response and resource management?

  • How was the evacuation managed to ensure the safety of workers?
  • Key steps in the re-mobilization strategy for a safe return to work
  • What lessons were learned for future cases of unplanned shutdowns?

3:00
Networking Refreshment Break in Exhibit Area
3:15
Expert Panel Discussion — What Can We Learn from the Most Efficient Turnarounds?

Interactive discussion with our panel of experts to discuss solutions to the top challenges raised during the conference. Questions from the audience are welcome and encouraged

3:45
Closing Remarks from the Conference Chair and Conference Concludes
4:00
Evaluations and Prize Draw

ELITEPASS*: Both Workshops

Workshop A: Learning as You Go: How to Capture Lessons from Your Turnaround Crew and Utilize Them to Improve Future Turnarounds

Dec 5, 2016 8:30am – 12:00pm

Colin Xander
Regional Overhaul and Capital Program Manager
Lucite International

What is it about?

(Registration Opens at 8:00 a.m.) This session will delve into the best ways to capture valuable lessons from the turnaround to ensure they become ‘best practices’ for future projects. This workshop will cover:
  • Performing the ‘lessons learned’ review and capturing key performance indicators
  • New and innovative ways to document work and retain knowledge and lessons learned
  • Who should be providing feedback for the debrief report and who is responsible for reviewing it?
  • What documentation formula should you be using?
  • How to avoid losing valuable lessons for next time
  This workshop is designed for anyone involved in supporting or executing turnarounds including planners, schedulers, project controls, reliability, and operations. Colin Xander is Regional Overhaul and Capital Program Manager with Lucite International and recently became the Purchasing Manager for the US Region of Lucite International Inc. Previously he was the Reactor Maintenance Officer of the aircraft carrier USS CARL VINSON where he led a team of more than 400 sailors and 10,000 shipyard workers through a $2 billion, 48-month overhaul, the culmination of his 26-year naval career. He has also played key roles in the execution of several overhauls at civilian nuclear facilities as well as additional construction, deconstruction, and overhauls of several nuclear powered ships.

Workshop B: Achieving Turnaround Excellence: Mindset, Methods and Learnings

Dec 5, 2016 1:00pm – 4:30pm

Roger Laing
Vice President/Business Unit Leader
RLG International

Rick Heyland
COO, Americas
RLG International

What is it about?

(Registration Opens at 12:30 p.m.) Turnaround Excellence is no accident. It flows from a commitment to step change performance by the leader, broad engagement by all stakeholders (including often forgotten contractors) and a nested set of conversations at every stage to ensure delivery as promised by all parties. Drawing on our world-wide turnaround experience, this session will:
  1. Address the role of turnaround leadership in setting the expectations and context for step–change performance.
  2. Outline specific steps to engage and ensure accountability for planning and execution excellence.
  3. Address how to move from a “you should” to a “why don’t we” set of conversations that engage all stakeholders in optimizing performance.
  4. Summarize learnings from other turnaround projects around the world.
  Roger Laing brings 30 years of performance improvement to RLG’s oil and gas sector. Roger has led RLG’s work in the United States, Europe and Canada. Within RLG’s implementation work, Roger brings particular skills in the development of senior leaders and their role in calling for step-change shifts in behavior and results. Rick Heyland, has been influential in developing RLG’s leadership tools. He leads the Americas business units, with a primary focus on synergy and consistency, driving excellence and collaborating with the European, Russian and Australasia teams