We were engaged to work within the existing structures and teams within our client organisation, with two guiding principles:

• Avoid increasing the workload of the team: work towards our own measurable results and own our deliverables.
• Make it sustainable: Partner with the team in a way that would allow our implementation to become part of their ways of working in future TAs.

Two Implementation Coaches used RLG’s Turnaround Excellence Framework (TARx) to support our client’s focus areas:

• Operations Optimisation: An intensive series of Schedule Quality Reviews (SQRs) optimised durations and reduced the schedule risk for shutdown, decontamination and start-up. These workshops prioritised those units which were critical or near critical path, had a high schedule risk or uncertainty, or which would undergo chemical cleaning for the first time.
• Schedule Optimisation: Improved visibility through an integrated capital project and maintenance schedule, helping avoid an unmanageable workload for the scheduling team immediately before their key delivery milestone. Facilitated a series of SQRs to optimise the critical path in each production line and to align the execution teams around a predictable schedule.
• Productivity in Execution: Our team worked with the execution leads to establish an effective Operating Rhythm. This ensured that the right information was available throughout their organisation at the right time. In addition, we worked closely with our client’s Operational Excellence team to build their coaching skills to effectively pass on productivity recommendations in execution.