IndaverIndaver Shutdown Management

The task
For every line, a shutdown of two to three weeks is scheduled each year to replace the fireproof part in the rotating drum furnaces. During these shutdowns, projects are realized and the planned maintenance is carried out.
The shutdowns were often not realized within the planned time and the quality of the work performed was too often substandard.
Indaver has asked Mainnovation to bring the maturity level of the preparation, execution and aftercare of the shutdowns to a higher level.

The approach
In the first phase, the consultant observed the various phases. Based on this, an improvement plan has been drawn up together with the stakeholders.

Highlights of the improvement program were:
– Drafting a long-term Shutdown master plan.
– Implementation of a Shutdown governance structure with a Shutdown steering committee and preparation and execution teams.
– Describing the Shutdown processes and RASCI. These were supplemented with practical work instructions for a number of important items (eg. preparation planning, handling contractor performance, commissioning). Feedback loops were entered in various places and some KPIs were implemented.
– Contractor assessment.
– Training and education on the job according to the 70/20/10 principle of work preparation personnel, planners and implementation managers.
– Improvements were implemented and evaluated after every Shutdown and adjusted if necessary.

Mainnovation’s added value
– Due to the new way of working, the shutdowns are better controlled. Work is better prepared, planned and followed up.
– Knowledge of Shutdown management.
– Facilitate teams so that widely supported solutions are formulated.
– Coaching and training using the 70/20/10 methodology.
– Practical follow-up and adjustment before, during and after the shutdown.

Improvements were implemented and evaluated after every Shutdown and adjusted if necessary.