Turn‐around maintenance management in a processing industry: A case study Available to Purchase

Purpose – The purpose of this paper is to provide a case study for professionals who are in research and practice in maintenance engineering. Design/methodology/approach – This is a case study. Therefore, on‐site involvement in the development of steps for maintenance projects has been included. Findings – The case study shows that, if project management practice and involvement of external experts and parties are allowed in the maintenance projects, then issues in maintenance projects can be addressed more clearly and the cost and schedule for such a maintenance project can also be optimized. The use of information technology in the whole process can be facilitated not only during the planning phase, but also during the execution and review process. Research limitations/implications – Implication of this study can be seen in TAM projects where time and energy have to be spent to get the best practice. The case study will show a real life example of TAM. Practical implications – The paper should help one to understand the implications of starting a turn‐around maintenance project and the issues built therein. The case study highlights that collaborative planning and execution of TAM are useful. Collaboration could be in terms of internal parties, such as decision makers and managers, or of external parties, such as external experts and contractors. Originality/value – There are only a few studies in the turn‐around management process. As oil refining is an important economic process, learning of cases in one of the major oil‐refining plants can help others to emulate the process so that overall efficiency of turn‐around maintenance can be increased across the industry.