While most turnaround work happens during execution, the shutdown, cleanup, and startup (SCS) phases can make or break overall safety and performance. These phases are often underestimated, yet they hold significant potential to reduce duration, control costs, and improve operational outcomes.
Ideally, SCS activities should take a fraction of the total turnaround time. But poor planning around blind lists, procedures, permits, and chemical cleaning can quickly extend timelines, increase the risk of accidents, and inflate budgets.
Predictability of SCS work is critical
Timing is everything. Complete SCS work too early, and maintenance resources may not be ready—missing an opportunity to shorten the turnaround. Complete it too late, and you pay for idle resources. These costs add up. One refinery lost $160 million over ten years due to consistent overruns in cleanup and startup durations.
To avoid these pitfalls, organizations must apply the same rigor to SCS planning and execution as they do to the main turnaround phase.
Related: A Leader’s Role in Improving Safety Performance
Success factors for SCS performance
Based on field experience, here are seven essential strategies to improve SCS outcomes:
- Dedicate resources for SCS planning and scheduling
Start with clear roles and responsibilities. Choose people with unit knowledge, planning experience, and technical skills in scheduling tools. - Release key resources early
Especially for those with limited turnaround experience, early release allows time to learn and to prepare critical deliverables. Protect these resources from being pulled back into unit operations unless absolutely necessary—and communicate clearly if changes occur. - Complete deliverables on a ratable basis
Track progress on blind lists, procedures, and permitting plans regularly. Ratable completion enables integration with the broader execution schedule and improves predictability and safety measures. - Manage quality of deliverables
Use standard templates and examples to drive consistency. Conduct regular quality reviews to ensure deliverables meet expectations across units. - Conduct detailed planning and scheduling
Treat SCS phases with the same discipline as execution. Document and share lessons learned to build institutional knowledge. - Capture lessons learned
Make sure insights—especially those related to timing—are captured and shared. This supports continuous improvement and helps future teams avoid repeat mistakes. - Measure and review progress regularly
Use reviews with the Turnaround Team and Steering Team to surface barriers and align on corrective actions. Focus on three key metrics:- Ratable completion of deliverables
- Quality review results
- Planned vs. actual SCS durations
Senior leadership involvement is essential. Their oversight drives accountability and ensures high-quality performance discussions.
Bottom line
SCS phases are often overlooked—but they’re critical to turnaround success. By applying behavioral discipline, strategic planning, and consistent feedback, organizations can reduce duration, control costs, and improve outcomes. These phases deserve the same attention as execution. Don’t leave them to chance.
Let’s talk about improving shutdown, cleanup, and startup performance.
Related posts:
- What’s The First Step to Turnaround Success? Building the Team That Leads It.
- Reducing Late Scope in Turnarounds: Five Leadership Moves That Work
- Why Contractor Liaisons Are the Linchpin of Turnaround Success
- Is Your Turnaround Team Meeting Driving the Results You Need?
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