Despite The Best Planning, Pushing To Stay Under Budget And Ahead Of Time Can Put Sub-Optimal Equipment Back Into Service, Resulting In Early Failure.
By R. Todd Swinderman and Daniel Marshall
Scheduled shutdowns ensure optimum productivity but are also necessary from both a maintenance and safety standpoint. Some unwritten truths about shutdowns include:
- There is never a “convenient” time.
- It is impossible to be totally prepared.
- Completing a shutdown with zero injuries equals success, regardless of how much was accomplished.
Shutdowns are busy times, with in-house and contractor personnel working on tight timescales to complete an array of projects before the scheduled restart date.[1] Budgets, timelines and production quotas all complicate plant shutdowns.
Despite the best planning, pushing to stay under budget and ahead of time can put sub-optimal equipment back into service, resulting in early failure. The rush to get back into production can also quickly cascade into a workplace hazard causing “turnaround injuries,” or incidents that result from working too quickly under stringent – sometimes unrealistic – timelines.
Elements of a Plant Shutdown
The planning should start directly following the previous shutdown, as it can take months to complete all the required steps. Scheduled shutdowns have five general – often complicated – steps:
- Scope.
- Plan.
- Schedule.
- Execute.
- Evaluate.
Identify the main areas of concern and prioritize the list by adding task labels to checklist items according to need: testing, repairing, replacing, deferring or doing nothing.
Choosing Servicers and Contractors
For safety and efficiency purposes, it is wise to choose trusted providers who are familiar with the site and involve them early in the process to gather bids, discuss details and obtain their expert input.
The terms “servicer” and “contractor” are sometimes used interchangeably, since servicers are contracted, but their roles can be very specific.
- Servicers are technicians who perform specialized scheduled tasks such as belt cleaner replacement or other conveyor maintenance.
- Contractors are often generalists supplying outside labor or specialists used for major equipment installation and construction, such as crane operators or structural engineers.
However, during a shutdown, these may be the same person or company. In most cases, factory-trained technicians will have greater experience and expertise than in-house personnel or third-party workers, because they don’t need to be trained on the nuances of products and installation techniques while on the job.
The goal should always be a project completed safely within the allotted time and budget. But that’s often not the case. An unexpected obstacle that requires a pivot in the plan, a logistical issue with receiving the proper equipment or a serious workplace injury can derail a timeline, resulting in extended downtime and increased costs.
The benefits of using the right specialized servicers during a shutdown are:
- Training and expertise – They can quickly get the job done, identify potential issues and troubleshoot if necessary.
- Faster access to the supplier – They often have maintenance and installation documentation on hand and quick access to support from the supplier.
- Safety and certification – Certifications are required for some specified tasks for safety purposes. Using an uncertified individual can increase the risk of injury and could be a liability issue.
- Equipment considerations – Specialized contractors generally have the proper tools on hand to overcome obstacles.
- Engineering solutions – When unforeseen problems arise mid-project, experienced contractors can devise a safe workaround either onsite or by communicating with the equipment manufacturer’s engineering staff.
- Logistical considerations – Servicers often work for or have a parts agreement with the equipment manufacturer, providing them quick access to replacement parts.
- Insurance – Specialty contractors typically carry specialized liability and workers compensation insurance, which provides better protection for the customer than general insurance coverage.
Custom solutions should be coordinated by the contractor, then engineered and delivered well before the shutdown.
Gathering Bids
Detailed proposals are among the reasons why contractors and servicers are so valuable. Identify outside resources who can help complete items on the checklist and then solicit plans and bids, i.e., a Request for Quote (RFQ). These bids – delivered as a proposal or statement of work (SOW) – will offer a detailed account for materials, purchased components, contract services and in-house labor.[2]
Provide ample time for contractors to examine the proposed project, provide a bid and prep worksites.
Quotes for materials should consider lead time not only for the delivery, but also for the secondary operations such as preparatory engineering, electrical installation or component fabrication. When the RFQ is issued, ensure that all necessary specifications for purchased components are provided. Of the four areas requiring hard quotes, contracted labor can be the most difficult for which to obtain accurate estimates.
Planning a Plant Shutdown
Here is where the budget comes in. Once the scope, specifications and timeline have been established, operators find that a large portion of planning has already been accomplished. However, sign-off is needed on the bids, which can take time. Be aware that each SOW may have a purchase order (PO) and once that’s signed, the plant has committed to the provisions on the SOW.
A PO generally contains a payment schedule with an upfront payment before the shutdown begins to complete material orders, confirm commitments to sub-contractors to secure their schedule, etc.
When planning, be aware of weather, holidays, pending labor contracts and compliance (permitting) issues during the closure period. All of these can bring a project to a grinding halt.
This is also the phase when key performance indicators (KPIs) are set for each project. These are metrics that indicate the performance and measures of success of each project involved in the shutdown.
Scheduling a Plant Shutdown
When designs are finalized for components and subassemblies, the handoff between design and manufacturing must take place. The schedule, scope and specifications should be reviewed by the project manager with all of those involved in the supply of the project components and subassemblies. After a project is underway is not the time to experiment with new vendors.
As materials, components and subassemblies are delivered, they need to be inventoried and inspected. To avoid project delays, vendors need to be informed immediately of any shortages or nonconforming items and the intended resolution determined. Material shrinkage – through damage or pilferage – is a concern in many sites the world over and can affect both project cost and schedule.
Scheduling and Safety
The scheduling process is a good time to ensure all the required safety protocols and equipment are clearly understood by everyone involved in the shutdown. Ensure that proper certifications are up to date and that any specialized equipment is available, lockout/tagout procedures are explicit and followed religiously, and all contractors certified with the appropriate health and safety authorities.
Underestimating timelines for projects can rush the work and drastically erode safety. Several different projects overlapping in the same area can also become a major safety concern and must be avoided.
Execution
The project manager (PM) is responsible for controlling all work produced within the project scope. The PM must watch for – and carefully control – any changes in scope, commonly called scope creep. Changes for any reason must be documented by a change order.
Communication of the timeline and scope improves safety and success.
Sometimes internal employees (direct labor) will overlook safety needs when planning shutdowns, because they work at the plant every day and are familiar with the hazards that are present during operations. Most projects that are undertaken during a plant shutdown are considered “non-routine tasks” with “non-routine safety hazards.” These are projects that are out of the normal operations for the plant.
Evaluation of a Plant Shutdown
This phase of the project will utilize the pre-defined KPIs to measure the success of the solution. Evaluation regarding the performance of the system should be ongoing to ensure that it meets or exceeds expectations measured against the initial requirements in the scope and specifications phase of the project.
An important part of the evaluation phase is also measuring the ROI for each project. This will often inform budgets moving forward and could serve to raise budgets in future shutdowns to deliver greater improvements.
KPIs can be logged utilizing modern data collection and monitoring technology.
Conclusion
By thoroughly following the steps described, maintenance managers will have a good starting point from which to deliver a successful shutdown. Skipping any steps may result in more unanticipated complications that could extend downtime and reduce overall efficiency. Allowing the time for projects to be completed in a safe, systematic and compliant manner results in fewer injuries and better performance of installed equipment over the long term.
References
[1] Swinderman, R. Todd; Stahura Sr., Richard P.; Marshall, Daniel; et al: Foundations for Conveyor Safety; First Edition; page 318; Martin Engineering; Worzalla Publishing Company; Stevens Point, Wisconsin 2009. https://www.martin-eng.com/content/page/552/foundations-conveyor-systems-book
[2] Swinderman, Todd; Marti, Andrew; Marshall, Daniel: Foundations: The Practical Resource for Cleaner, Safer, More Productive Dust & Material Control, Fourth Edition; pg. 146, pg. 443, pgs 459-462, pg. 465. Martin Engineering; Worzalla Publishing Company; Stevens Point, Wisconsin 2009. https://www.martin-eng.com/content/page/552/foundations-conveyor-systems-book
R. Todd Swinderman is president emeritus of Martin Engineering. With nearly 20 years at Martin Engineering, Daniel Marshall has been instrumental in the development and promotion of multiple belt conveyor products. All photos and charts copyright 2025 Martin Engineering.