• All aspects are critically reviewed shortly after the end of the shutdown
• Improvements are put in place
For our first shutdown, we followed the recipe given above in detail and it paid dividends:
• No significant accidents
• Minimal rework
• Shutdown duration was a day less than planned, bringing increased sales of about US $400,000
• Cost was less than budget
• Start-up and next two year's run were trouble free
• Have a shutdown only if it will improve the ability of the plant to make on-specification product or retain integrity now and into the future.
• Delay is usually a good thing, but do not run the plant into the ground. What matters is attained overall availability, not macho run lengths.
• Have a clear purpose and derived objectives along with visible man agement commitment to these.
• Have a small scope of work driven by business, use RBI, and modern practices.
• Use a small, competent workforce.
• Emphasize a cohesive team working an integrated plan.
• Do it better every time.
Production plants are machines for making money, so don't shut them down unless there is a good business reason. Recipes for success are available, but the will to succeed must be there in the first place.