1. Produced by: Use The Fundamentals To Drive Waste From Your STO By: Craig Pindell

2. About Me: 35+ Years STO Experience Includes Nuclear and Fossil Fired Power Plants, Chemical Plants, Refineries, Pharmaceutical Plants, Breweries, Paper Mills Roles: Pipefitter, Welder, Foreman, General Foreman, Superintendent, Planner, Scheduler, Coordinator o First Turnaround - September 1975, 1 st year pipefitter apprentice o 1987- Seven STOs in one year

3. Slide 3 Why Use The Fundamentals To Drive Waste from Your STO Using fundamental STO systems, practices, and techniques will drive wasted time, wasted cost, and wasted effort from your STO. The companies that execute STO fundamentals well, continually excel in cost control and execution of their STO events.

4. Our company is too advanced- too big- and far too complicated for such basics………… Our company doesn’t have time for this beginner stuff……. We are the only ones who know what our company needs………….. Who Needs The Fundamentals?

5. Slide 5 “First, master the fundamentals” Larry Bird “I had to spend countless hours, above and beyond the basic time, to try and perfect the fundamentals” Julius Erving “All compromise is based on give and take, but there can be no give and take on fundamentals. Any compromise on mere fundamentals is a surrender. For it is all give and no take” Mahandas Gandhi “Some people try to find things in the game that don’t exist but football is only two things- blocking and tackling” Vince Lombardi Even superstars understand it is not always easy: The Fundamentals

6. The Checklist Teamwork Organizational Structure Defined Goal Communication Scope Work Packages Planning and Scheduling Execution Capture the History What are the Fundamentals? Slide 6

7. Slide 7 Teamwork Build The Dream Team Be sure the Stakeholders are represented o Understand how the Team Members can affect the outcome o Think Lean - right size and most effective

8. Slide 8 Organizational Structure Even if everyone knows who will do what, put it in writing - Create and publish an organizational chart As a team, review it - is it accurate? Does it work? Is there buy-in? Is the Team the correct size?

9. Slide 9 The Defined Goal If the goal is not defined, success can not be achieved The STO is a project that must have a target - you must be able to paint the picture of what success will look like and be able to communicate this vision to the stakeholders Focus on the goal - no wasted effort, no wasted time

10. Slide 10 Communication Meetings How many meetings? Who will attend? How long will they last? What time of day? What is the actual cost of the meetings?

11. Slide 11 Communication Newsletter or Email Blast Daily, weekly, monthly? Who is responsible?

12. Slide 12 Scope Without work scope management (scope creation, scope freeze, a defined process for scope additions and reductions after scope freeze), managing the STO is like herding cats- entertaining for the bystanders, but not satisfying for those responsible for the STO success.

13. Slide 13 Work Packages The systematic process of converting work scope to executable job activities Includes o Required parts o Support equipment o Specialized tools o Support resources o Duration estimates o Activity steps

14. Slide 14 Planning and Scheduling The process of turning the work scope (or work packages) into a plan that contains enough detail to allow the efficient synchronization of the activities from start to finish A proper schedule supports the reporting required by management and financial Stakeholders o Planning and scheduling are separate functions that can be accomplished by the same person if necessary

15. Slide 15 Execution Relief or Heartache? All of the elements come together o Everything has to be ready at starting time on Day One o Contractors are part of your team - the first impression can affect the success of the partnership o Monitor the resource load

16. Slide 16 Capture The History Record what happened and what was found during the STO Use this knowledge to: o Understand the shortcomings of this STO o Better plan for the next STO o Improve the reliability of the facility

17. What do I do now? Use the Checklist Be Organized Document Everything Improve! Key Points to Take Home

18. Produced by: Craig Pindell Maintenance Enterprises Incorporated craigpindell@mindspring.com