Any other culture invites compromise and equivocation. When we think about any other critical rule we have in place, we set forth the expectation of one- hundred percent compliance—safety should be no different—all accidents are preventable.
How does a gradual approach compromise the improvement process? When two or three fixes are implemented while the other problem areas are still negatively impacting turnaround performance, the remedies may be seen as ineffective. Infatuation with the solutions is diminished causing partial or whole abandonment.
At Onpoint, we strive to consistently improve all aspects of our organization—from training classes to skilled & knowledgeable employees; each year new standards must be met. Turnaround management and planning changes as new technology is developed, but these six irrefutable laws serve as a good reminder that while we’re certainly improving our turnaround performance, we still face the inevitable challenges that come with unpredictability.
A person deciding to pursue the exhilaration of human flight could step from the ledge of the 100-story John Hancock Building and enjoy about 8 seconds of bliss. Whether the flight is successful all depends on how well one controls the landing. Turnarounds often seem to be going nicely until you near the end of the project and discover it is quickly spiraling out of control. That last 5% can be all too illusive, often consuming far more man hours, project duration and budget than you ever forecasted. A poor finish can be negatively consequential to team confidence and to a team leader’s reputation.
Most turnaround organizations are frustrated by inconsistent, incomplete or altogether incorrect cost analysis, cost reporting and cost controlling. How is it possible we could land men on the moon and bring them back safely with less technology than contained in a modern smart phone, but with all our state-of-the-art analytics, we can’t forecast the cost of a turnaround we have done many times before?