Author: James E. SchragerPublisher:
ISBN:
Category : Corporate turnarounds
Languages : en
Pages : 139
Book Description
Turnaround Management III
Author: James E. SchragerPublisher:
ISBN:
Category : Corporate turnarounds
Languages : en
Pages : 139
Book Description
Turnaround Management
Author: Tom LenahanPublisher: Elsevier
ISBN: 0080519792
Category : Technology & Engineering
Languages : en
Pages : 193
Book Description
Manufacturing and process plants must be regularly closed down for planned maintenance operations. This may entail the complete shutdown and re-start of large-scale serial and batch operations and must be performed in as short a period of time as is cost-effective. This is the process of turnaround, and as the processes are often high value and the maintenance operations intensive, complex and costly, it is vital that it be planned and carried out effectively. Tom Lenahan is an acknowledged expert in this field, who has worked and consulted internationally, and his book will show the maintenance manager or project leader how to get the job done correctly. This will include ensuring that lost production value (including sourcing replacement capacity) is balanced against intensive maintenance costs, as well as numerous other factors that may not be obvious to the first-time shutdown manager. The book draws upon his many years of experience with ICI, and has been written in conjunction with Eutech Engineering Services Ltd. - Foreword by Anthony Kelly, author of Maintenance Strategy and Maintenance Organization and Systems
Turnaround, Shutdown and Outage Management
Author: Tom LenahanPublisher: Elsevier
ISBN: 008052527X
Category : Business & Economics
Languages : en
Pages : 281
Book Description
Shutdown management is project management of a special kind: managing the repair, replacement or maintenance of critical systems. Manufacturing and process plants, computer systems, airliners, and many other systems must be regularly closed down or taken out of service for planned maintenance operations. This book provides a complete shutdown project planning guide along with a new, detailed model of excellence and step-by-step project guide. In a critical field, this book shows the maintenance manager or project leader how to get the job done correctly.*Covers all aspects of major maintenance project planning, minimizing downtime and improving maintenance schedules *Covers projects ranging from weekend overhauls through to complete plant rebuilds*With detailed checklists and a new step-by-step project guide
Investment Guides Series
Author: Process Plants
Author: Trinath SahooPublisher: CRC Press
ISBN: 1466517344
Category : Science
Languages : en
Pages : 398
Book Description
With large amounts of revenue at stake, process industries are focusing more on turnaround management as they strive to lengthen the interval between turnarounds. This book outlines a strategy to execute optimized shutdown and turnaround by changing plant operating conditions and inspection techniques. Because shutdown cost for a petroleum refinery is normally 30 percent higher than annual maintenance costs, this book details how to manage the more favorable turnaround option. The author explores different aspects, including philosophy, planning and scheduling, estimation, contractor management, and execution.
Turnaround management
Author: Donald ThainInternational Turnaround Management
Author: Bo ArpiTurnaround management
Author: Bo ArpiPublisher:
ISBN: 9789188595546
Category :
Languages : sv
Pages : 384
Book Description
Turnaround Management
Author: Publisher:
ISBN:
Category : Corporate turnarounds
Languages : en
Pages : 158
Book Description
International Turnaround Management Standard
Author: Christoph LymberskyPublisher: CreateSpace
ISBN: 9781491084939
Category : Business & Economics
Languages : en
Pages : 826
Book Description
This is version 1.5. -------------- The ITMS is a guided system through a corporate turnaround based on over 1500 references, countless interviews and over 150 turnaround cases. It is applicable to virtually any situation and industry targeting the most common reasons why turnarounds fail while utilizing the success factors and strategies that led to successful turnarounds over the past 30 years. The ITMS is based on project management techniques and existing restructuring methods and tools, However it is not only about project management and turnarounds, it furthermore includes financial restructuring techniques, strategic & operational strategies, marketing aspects, crisis communication aspects with stakeholders (to maximize the support and minimize bad press) and internally, controlling, quality control processes, of the turnaround itself, risk management, etc., etc.Imagine you are the CEO of a troubled company or a turnaround manager. The ITMS will be a framework that is divided into different stages, in which you can easily find the situation that your company is in. Let's say you have products that don't sell well, you are in a certain competitive environment with few global players that practically own the market, and you have financial difficulties. You will find your situation in the ITMS and the ITMS will tell you proven, through our examination of more then 150 case studies, strategies out of that situation (if there is a way out). The International Turnaround Management Standard (TIMS) is a method and guided way to achieve a sustainable turnaround. The ITMS includes all possible aspects and business areas that need to be analyzed and considered when restructuring a company: Financial Strategies Strategic- & Operational Strategies HR Aspects Crisis Communication Management Project Management Techniques and Methods Change Management Controlling and Management of Risk Marketing Aspects Quality Control processes Process Improvements The standard, furthermore serves the turnaround management team as a guideline of what they need to do at what time, how to do it and who you need to provide information too and what other aspects you need to take care of. In a nutshell: The ITMS targets all the major problems why companies fail in turnarounds; insufficient support of shareholders and lenders, non-comprehensive turnarounds (with other words things where simply overseen, or not regarded as important), targeting of symptoms rather than issues, unstructured approaches to turnarounds, etc.