EUROMAINTENANCE JOURNAL - DNV Germany

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INTERVIEW Organisation structure Johan De Coster: “The idea to organise the event in Belgium came from Wim Vancauwenberghe and Wout Theuws who as member of the Board of Directors and Maintenance Manager of Bosal, represents our organisation to the EFNMS. We were in competition with a number of Eastern European countries, but in the end we won thanks to our presentation, approach and organisational structure”. Wim Vancauwenberghe adds: “It may sound ambitious, but the organisers’ aim is to have at least one person of each production company attending a conference session or a workshop, as it may be a long time before Belgian maintenance managers are offered a similar opportunity in this country or in a neighbouring country. As said before, the themes to be discussed must cover different methodologies and industries. We resolutely go for content, with added value being provided by the international Maintenance exhibition organised concurrently by easyFairs. There is a clear and direct link between the conference and the exhibition – the exhibition fl oor is also used for the conference/workshops – and here too the focus is on content and not only on being a showroom for companies. “Choosing and fi nding the right guest speakers or the most appropriate keynote speaker(s) is less evident than it seems. Wim Vancauwenberghe: “We have already selected 120 top speakers and other maintenance gurus from the huge list of candidates, again on the basis of very stringent criteria. Although it can never be completely excluded, we have taken special care to properly co-ordinate the presentations, so that they do not overlap but complement each other, and are anything but commercial. The idea is for the participants to gather knowledge in order to perform their jobs even better and more professionally.” When we study the programme in detail, it is clear that the organisers do not want to waste any time with unnecessary frills. Day one starts at nine o’clock and goes directly to the heart of the matter. The same applies for days two and three. In other words, it is clear that the participants get their money’s worth. Johan De Coster: “Such an organisation is obviously an expensive undertaking, and the event would not be possible without our sponsors and the support of other professional organisations. We have nevertheless attempted 8 Euromaintenance Journal, January 2008 to keep participation fees as low as possible. That is why all participants can put together their own programme, and attend the sessions/workshops of interest to them”. A ticket to attend the complete conference programme costs €1,865. However, the sooner you re-gister, the less expensive the ticket. Those who reg- n Euromaintenance 2008 will be organised together with easyFairs Maintenance, which for the fi rst time take place not in Antwerp, but in Brussels. Very high targets have been set for both events. ister before 15 February 2008 receive a 25% discount. The organisers have also struck a deal with SN Brussels. Foreign participants can save 25% when booking their fl ight through SN Brussels. Formula 1 and networking In addition to the large number of sessions/workshops, ample time will be reserved for networking. Johan De Coster: “Euromaintenance is not only an information-gathering event, but also an opportunity to get to know other people (better). This allows you to develop your personal network, so you can contact the right persons when you need them, for example, to solve specifi c questions or problems, or when facing a new challenge, etc. Networking is therefore an important element in our programme. The rather heavy but instructive conference programme also includes two nights for networking by the participants”. And Wim Vancauwenberghe concludes: “Participants will obviously have the opportunity to forge useful contacts with their (foreign) counterparts. Take the slightly academic-oriented opening night, which is expected to be attended by some thousand people from the sector, and which consists of two blocks: the offi cial opening session with, amongst others, the presentation of the “Euromaintenance Award”, followed by a debate on the economic signifi cance of industrial maintenance. On day two there is also the “Euromaintenance Event”. This is a more socially oriented night, for which an audience of about two thousand people is anticipated, and which combines the agreeable with the useful. On this occasion Renault’s technical director, Bob Bell, and a few other key members of the ING Renault F1 team will talk about the techniques and methods used to put down top performances. This exclusive look into the internal workings of a F1 team will certainly be of interest to maintenance people. It is for a reason that a shutdown is often compared to a pitstop in Formula 1 racing.” Bemas certainly does not lack ambition. The organisation of Euromaintenance this year may well pave the way for further initiatives at other locations in Europe. What is clear, though, is that the informational value of the programme is of an exceptionally high level. Euromaintenance 2008 will be a genuinely international event, and a must for anyone active in industrial maintenance. Make sure to mark 8 April 2008 in your agenda, for it is not often you get the chance to attend such an event in your own back garden.
HIGHLIGHTS SHUTDOWNS – TURNAROUNDS - OUTAGES READINESS REVIEW TO IDENTIFY AREAS OF RISK FOR TURNAROUND “The evaluation of turnaround preparations in order to reveal the differences between the current status of the work preparation process in comparison to PDM Best Practices”. This is the objective of the readiness reviews conducted by PDM during the preparation phase of planned, complex turnarounds with various renowned enterprises. Only in this way, we are able to identify risk areas for turnarounds may at an early stage. Recently, PDM conducted such a review for a major refi nery in Europe, that will be facing a substantial turnaround in 2008. Thanks to our many years of experience in this fi eld, some time ago, we received the order to conduct a readiness review for a famous refi nery in Europe, in preparation for a substantial turnaround in 2008. No less than 1.3 million man hours were budgeted for the operation. It entailed performing maintenance and inspections as well as the realisation of improvement projects (including plant changes),” says Bas Broods, consultant with PDM. Approach Broods: “Upon the client’s request and together with the client’s peer-review team, we participated in a readiness review in May 2007 to identify potential risk areas in the preparatory phase for the prospective turnaround. Moreover, we were invited to make short-term and long-term recommendations. The short-term recommendations are aimed at the prospective turnaround. The long-term recommendations relate to future turnarounds. Readiness reviews The bulk of the readiness review consisted of interviews held in conformity with the PDM readiness review system. These interviews were staged with the representatives of the various disciplines involved in the turnaround-organisation, such as planning, scheduling, cost control, engineering, maintenance and operations. Broods: “Based on the results of these interviews and PDM best practices, our consultants identifi ed the realistic risks for which corrective actions will be required. They presented their fi ndings and recommendations to the turnaround management team”. Reports Subsequently, we compiled the concluding report in close consultation with the PDM Turnaround Expert. The report contained all of the fi ndings as well as the short-term and long-term recommendations. The concluding report was submitted to the client’s peer-review team. Broods: “All in all, we may conclude that we have succeeded to identify all possible risk areas for the planned, substantial turnaround of 2008. This success was achieved thanks to the excellent cooperation between the client’s peer review team and PDM. Our report enables the client to take all of the necessary preventative measures on time. By doing so, he will reduce the risks to a minimum. All of this will result in a more optimal work preparation and execution of the turnaround”. The BASF Steamcracker turnaround Safety risks, maintenance costs, downtime losses. These three aspects must be closely monitored in case of a shutdown, since they have an immediate effect on the annual results and on the company’s image. A detailed project approach is vital if expansion projects must be carried out in addition to a ‘normal’ shutdown. Kris Bakelants, Technical Manager with Profs for Industry: “The assignment of BASF was to increase system capacity by 35%”. All of the required changes had to be carried out by the engineering fi rm who had constructed the system 14 years ago. The assignment was substantial and complex. Also the production staff with all of their daily duties were not able to assist punching and precommissioning activities. Bakelants: “So our organisation was invited to offer support in this respect. Our support consisted of taking and punching new line systems, the creation of a general punch list as Euromaintenance Journal, January 2008 9
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