re: Any of you baws work a turnaround without fatigue days?

Did a 96 day one at the beginning of this year. Started off working 13 and 1, but towards the end that changed to #NODAYSOFF.

In the end wasn't that bad, but when you get a check over 70 hours, Uncle Sam takes too much damn money!

p66 Belle Chasse?
If so heaven help you.
I was down there in a consulting role for TA's in 2014 and 15. One could write a nice case study on how to not execute a TA for either of those events, but especially Alky 2015

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p66 Belle Chasse? If so heaven help you.

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Yes in Belle Chasse.

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was down there in a consulting role for TA's in 2014 and 15. One could write a nice case study on how to not execute a TA for either of those events, but especially Alky 2015

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I was here for the 15 turnaround Consulting role? Planning, Engineering, Construction management?

It was their largest one for the site ever and large for anyone's standards really. 5,000-6,000+ headcount a day.

In general, do any turnarounds go smoothly as planned? I've only been through 2 (one large and one small - this will be my third one).

Yeah, some go well. Most will end up finishing within a few days of schedule and within 5% of budget plus or minus.

That 2015 was a shite show in the making for a long time. The plant put off all major maintenance for a long time and then threw it all into that event. Didn't plan it well and then to hit the budget estimate, they took stuff out, but added it back later. Also had just had a pretty big TA 8 or so months before.

The maintenance manager at the time was a token minority woman who wasn't qualified to run a McDonalds.

There was a shite load of major projects work going on to get them up to code for EPA requirements that they had put off until the last minute.

Started the event right around mardi gras, hotel rooms couldn't be found or were too expensive for the contractors. Ton's of other events in the region that the contractors chose to go to over being all the way down there.

They had a big vessel being fabbed in Houston that was late from the beginning. When it finally ended up leaving the shop, the damn thing fell off the truck in the middle of I-610. Made the news and everything. LOL

Then they had two power outages during attempts to start up and a fire. Didn't follow shutdown procedure for heater and some of the tubes got clogged with coke and had to be cut out and reworked.

End of the day, they were about 25 days later and something like $12 million over budget. That little event made the quarterly earnings report for P66 as a reason they were missing numbers.
Fun times.

Yeah I hated Karen with a passion. She was universally made fun of.

I'm not saying who I worked with, but I had planned to be there for a while. They had to make cuts and I was let go too.
Things worked out very well for me as I'm in a much better place

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There was a shite load of major projects work going on to get them up to code for EPA requirements that they had put off until the last minute.

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It wasn't put off to the last minute it was just way behind schedule. Issues with management/changes in management and main contractors/subs. Also, safety issues with contractors and cranes put it even more behind.

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The maintenance manager at the time was a token minority woman who wasn't qualified to run a McDonalds.

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I know exactly who you are talking about. Had to deal with here in some of the RLT meetings.

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they were about 25 days later and something like $12 million over budget

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I don't think it was that late although they had major issues with startup. I know what the real budget overrun was but I'm not mentioning it.

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Also, safety issues with contractors and cranes put it even more behind.

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Yeah B&G fcked that up pretty good didn't they.

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I don't think it was that late although they had major issues with startup. I know what the real budget overrun was but I'm not mentioning it.

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I used to know it myself. Down to the penny. I just through out an estimate as my memory of that whole nightmare is foggy.

Cracked me up that during the first week or two of the event they knew that the budget was total horse shite, but KF was keeping them from reporting it to the higher ups, especially the folks in Houston. She was scared shitless to let info get out.

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How was the organization in the warehouse? Seems like every turnaround I've been a part of was a complete disaster from a logistic and material standpoint

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I worked for P66 as a contractor so I'm not sure on that.

Turner? I&I? Safway?