Pörner To Cope with Three Major Revamps

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Integrated Scheduling

In addition to other small projects, Pörner supported the OMV-TAR team to coordinate the integrated scheduling for the stop. This included a total of 13 industrial plants and 15 projects with approximately 35,000 work packages.

The Pörner Group developed a central schedule via Primavera, detailing all shutdown work, and thus coordinating the activities of all 2,500 employees of the 50 partner companies involved. The planning process included not only the actual maintenance work, but also the shutting down and starting up of the respective plants, as well as the networking between them.

Several workshops were held where all interfaces between stop activities, projects, maintenance, operational requirements (shutting down, starting up etc.), etc. were made visible and a joint workload planning and layout was achieved. So it was possible to observe the time critical path objectively, use the synergies and solve conflicts before they occurred.

Prior to the stop, the progress was already being measured. Weekly developments of the scaffolding, the prefabrication of spools and the stripping was examined. During the turnaround the plans were updated daily and reports per plant or per project were compiled. It was of crucial importance that there was continuous contact held with all stakeholders and the interfaces were well managed.

With its successful scheduling for various projects in Schwechat Pörner / EDL was the first point of contact for the concept of integrated scheduling.

The integrated scheduling was the basis for successfully completing the turnaround. Michael Schölm, head of Pörner scheduling team commented: "The integrated scheduling supported the execution of a complex turnaround significantly. We could detect early dependencies and overlaps in the shut down and start up, and between the projects. Everyone maintained transparency regarding what and when happened, in the plant and we could at any time, and for all plants, identify the need of resources. The resulting understanding of the requirements of the operation (What needs to be available when?) and the appropriate prioritization, contributed decisively to the success of the project."

The OMV-TAR 2016 in numbers:

Up to 2,500 employees of partner companies

50 partner companies

600,000 working hours

16 process working hours

16 process furnaces

44 columns

478 heat exchangers

503 containers/filters/tanks

1,090 safety valves

2,128 fittings

17 large machines

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Austria: Challenge ‘Turnaround’

Pörner To Cope with Three Major Revamps

Integrated Scheduling