Managing a Successful Temporary Plant Shutdown
Plant shutdowns are both a necessary and a stressful time for any manufacturing plant. Each day that the plant is not producing products is costing the company lost revenue. Even so, without the improvements to the production line that are accomplished during the plant shutdown, the plant probably cannot continue being as profitable. Balancing the need for a plant shutdown for improvement with the need to keep the line running for profitability is one of the most difficult balancing acts in manufacturing. While plant shutdowns are often necessary to perform critical maintenance and improvements, proper planning, coordination and execution are essential. Proper management of the plant shutdown will ensure that all necessary work is accomplished, while preventing any unnecessary loss in company revenue due to problems and delays. While management of the shutdown itself is normally in the hands of maintenance and manufacturing engineering, success requires the coordinated effort of a wide variety of support departments, such as purchasing and project management, as well as a number of vendors and contractors.
Phase 1 – Planning. In the planning phase of the plant shutdown, the scope of work that is to be accomplished is determined. Once established, it is important to guard against “scope creep” where various departments, projects and individuals try to add additional work to the plant shutdown plan. These individuals will often see the shutdown as a golden opportunity for their pet project, not realizing how it will affect the overall plan and schedule. With the scope in place, it is time to begin working on the logistics. What materials will need to be purchased; what contractors will need to be hired; and what manpower will need to be assigned to ensure that everything in the scope is included in the time allocated for the plant shutdown. While the length of time scheduled for the shutdown is theoretically negotiated between the prime contractor and the shutdown manager, in reality it is dictated by the plant’s upper management. Their prime interest is in getting the plant up and running once again; therefore, work is often accomplished around the clock, through the entire time of the shutdown.
Phase 2 – Coordinating. A successful plant shutdown requires excellent coordination between company management, the various departments involved, vendors and contractors. The entire time frame has to be mapped out, verifying that the necessary work can be accomplished in the time allocated and that individual tasks will not interfere with each other. Each player needs to receive full communication about all phases of the plant shutdown, even parts that don’t seem to affect them. With the many different players involved in a typical shutdown, proper coordination and communication are keys to avoiding problems.
Phase 3 – Procurement. Most plant shutdowns require materials, equipment, supplies and personnel from outside the company. While procurement of these items is listed as the third phase, the process begins much earlier. The sooner specific needs are identified and contracts negotiated, the better the chance of avoiding pitfalls. Personnel involved in the procurement of equipment and services have much more to do than merely negotiate and sign contracts and purchase orders. In order to ensure that the plant shutdown schedule is fulfilled, it is necessary for them to provide constant follow-up on every step of the procurement process, up until the materials are on site and in the maintenance department’s hands.
Phase 4 – Execution. Once the start date for the plant shutdown arrives, the entire project team must change from preparation mode to active mode. This is where everything happens and it must be accomplished with as much coordination and finesse as a professional football backfield.
This is also the phase where problems are likely to occur. Those responsible for managing the plant shutdown must be ready at all times to drop what they are doing and deal with problems that arise. It is these problems which are most likely to cause problems in completing the schedule on time; therefore, management’s ability to deal with them is their most critical task.
Phase 5 – Return to Service. As each part of the work to be accomplished during the shutdown is finished, it needs to be tested in preparation for returning to service. In many assembly lines, the actual return to service must be phased in order to allow certain processes time to come up to speed, before others begin. A proper restart of the assembly line gives everyone involved a reason to celebrate.
Serco, Inc. understands your company’s needs for a successful plant shutdown. To find out more about our capabilities, Contact Us via email , or give us a call at (806) 273-7614. Our personnel will be glad to help.
Phase 1 – Planning. In the planning phase of the plant shutdown, the scope of work that is to be accomplished is determined. Once established, it is important to guard against “scope creep” where various departments, projects and individuals try to add additional work to the plant shutdown plan. These individuals will often see the shutdown as a golden opportunity for their pet project, not realizing how it will affect the overall plan and schedule. With the scope in place, it is time to begin working on the logistics. What materials will need to be purchased; what contractors will need to be hired; and what manpower will need to be assigned to ensure that everything in the scope is included in the time allocated for the plant shutdown. While the length of time scheduled for the shutdown is theoretically negotiated between the prime contractor and the shutdown manager, in reality it is dictated by the plant’s upper management. Their prime interest is in getting the plant up and running once again; therefore, work is often accomplished around the clock, through the entire time of the shutdown.
Phase 2 – Coordinating. A successful plant shutdown requires excellent coordination between company management, the various departments involved, vendors and contractors. The entire time frame has to be mapped out, verifying that the necessary work can be accomplished in the time allocated and that individual tasks will not interfere with each other. Each player needs to receive full communication about all phases of the plant shutdown, even parts that don’t seem to affect them. With the many different players involved in a typical shutdown, proper coordination and communication are keys to avoiding problems.
Phase 3 – Procurement. Most plant shutdowns require materials, equipment, supplies and personnel from outside the company. While procurement of these items is listed as the third phase, the process begins much earlier. The sooner specific needs are identified and contracts negotiated, the better the chance of avoiding pitfalls. Personnel involved in the procurement of equipment and services have much more to do than merely negotiate and sign contracts and purchase orders. In order to ensure that the plant shutdown schedule is fulfilled, it is necessary for them to provide constant follow-up on every step of the procurement process, up until the materials are on site and in the maintenance department’s hands.
Phase 4 – Execution. Once the start date for the plant shutdown arrives, the entire project team must change from preparation mode to active mode. This is where everything happens and it must be accomplished with as much coordination and finesse as a professional football backfield.
This is also the phase where problems are likely to occur. Those responsible for managing the plant shutdown must be ready at all times to drop what they are doing and deal with problems that arise. It is these problems which are most likely to cause problems in completing the schedule on time; therefore, management’s ability to deal with them is their most critical task.
Phase 5 – Return to Service. As each part of the work to be accomplished during the shutdown is finished, it needs to be tested in preparation for returning to service. In many assembly lines, the actual return to service must be phased in order to allow certain processes time to come up to speed, before others begin. A proper restart of the assembly line gives everyone involved a reason to celebrate.
Serco, Inc. understands your company’s needs for a successful plant shutdown. To find out more about our capabilities, Contact Us via email , or give us a call at (806) 273-7614. Our personnel will be glad to help.