In 2004, CITGO's Center of Excellence Turnaround Team examined its refineries' performances on turnarounds over the 3-year period 2000-2002. While the average final cost of the turnarounds was only 4% over the budgeted costs, the actual cost on 37 of the 56 individual turnarounds fell outside of the targeted final cost of + 10% with some well outside of the envelope. The degree of variability in costs indicated that there were potentially many different problems that may have caused these inconsistent results. The Turnaround Team's challenge was to develop a "process" that could produce more consistent and reproducible results. This paper describes the process that the Turnaround Team went through to define and eliminate inconsistent results and describes the automated turnaround process that was developed.
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