Shutdown & Turnaround Maintenance

PII pursues Turn around Maintenance (TAM) using a Total Systems Approach to meet the expectation of the Management. An Advanced TAM Planning Team (ATPT) is formed to carry out the integration of the various activities before the commencement of the actual TAM. This ensures the successful completion, given the very tight schedule for carrying out the TAM.

PII members are currently operating 17 refineries in India, of which, the Refinery at Digboi is over 100 years old. It is with much pride that we would like to state that all the refineries are operating at over 100% capacity utilisation, including the refinery at Digboi and PII member companies have successfully conducted over 140 TAMs. The PII consortium has been able to replicate its success stories in carrying out various activities overseas mainly in Port Harcourt Refining Company(Nigeria), Kuwait National Petroleum co.(Kuwait) and Oman Refinery (Oman).PII can undertake the overall responsibility to carry out the job extensively for the entire complex or in specific areas/units as desired. The service provided have been performed in the most cost effective and time bound manner and has given PII a unique competitive edge in global markets, where it has surpassed various multinationals operating in their respective regions

EXPERIENCES

AT WARRI REFINING AND PETROCHEMICALS COMPANY (WRPC); Nigeria.
PII in consortium with a local company Private Network Link (PNL) has successfully undertaken the first turn around maintenance of Wari Refining and Petrochemical Company (WRPC) petrochemicals plant in 1994 against stiff competition from reputed foreign multinational companies. The prestigious assignment was completed in stipulated time to the entire satisfaction of WRPC.
 
AT PORT HARCOURT REFINING COMPANY (PHRC); NIGERIA.
During 1st and 2nd TAM of PHRC New Refinery, PII Maintenance Engineers, along with fellow Engineers, accomplished successfully the Departmental TAM work. This included assistance to Vendor/Specialists of Mechanical, Electrical and Instrumentation, items and services required as per scheduled programme.The team set about the process of planning for materials/manpower and equipments based on the management objectives. This ensured timely procurement of material, day to day co-ordination and regular follow-up of multiplicity jobs in the plant & facilities during the TAM. Regular reviews helped to highlight the areas of concern for which prompt corrective action could be taken. The work done by PII was highly acknowledged and appreciated by the management.

OMAN REFINERY CO. LLC, OMAN
PII has conducted the complete Inspection services for the 1996 Turnaround of Oman Refinery Co. LLC by deputing inspectors to assist the dedicated team identified for the turn around. The service was performed under the supervision of the management. PII has also conducted Seminars on Efficient management of Turnarounds for ORC and also for several other companies by sharing their practices and experiences.

SOLIMA REFINERY, MADAGASCAR
PII was given the overall responsibility for operation and maintenance of the refinery and terminal at Tamatave in Madagascar post privatization. One of the silent highlights was to plan and implement Turn Around Maintenance of the refinery which was conducted after the lapse of more than 6 years. This was a challenging task as no major inspection of the equipments were carried out for a long time hence no base data was available However, with the extensive experience of PII and its consortium members, the team could reasonably foresee the likely problem areas which needed to be inspected and rectified/replaced. This greatly facilitated the planning, procurement and resource requirements for timely execution of the jobs. As the resource from the local market was not easy to obtain, PII outsourced most of the procurement items from the countries abroad in a well planned and cost effective manner.

The execution of the Turn Around Maintenance, which was done under adverse and challenging conditions, was highly appreciated by the World Bank authorities and management.