Capital projects requires significant work up front – planning, engineering, development, testing. If the process is fragmented, handoffs and misunderstandings delay startup - it’s all investment and no return, millions of dollars lost. Shell Oil, one of the pioneers of business process management, tackled this problem through a new Commissioning-to-Operations process.

1. New Asset Commissioning and Startup
A Process Approach
Webinar
June 1, 2016
Tom Purves
Hickory Ridge Development Company
To subscribe to the webinar series, email info@fcbpartners.com or call 617 245 0265

2. 1©2016 FCB Partners. All rights reserved.
2016 Webinars and Courses on the Theme
of Smart Work
Webinars
Title Date
Improving the Performance
Environment
Robert Sher, CEO to CEO
May 11
Smart Work: Book Launch
Steve Stanton, FCB Partners
May 18
Asset Commissioning & Startup
Tom Purves, VP Shell (ret’d)
June 1
Optimizing Process Analytics
Frank Capek, Customer Innovations
June 15
Smart Strategy
Tim Collins, Director, Rich Products
June 29
Courses
Title Date and Location
Power of
Process
Steve Stanton
Hammer Certification
New Orleans, LA
October 24-25
Implementation
and Execution
Kay Coleman
Advanced Certification
New Orleans, LA
October 26-27
Leading
Transformation
Walter Popper
Hammer Certification
Walter Popper
New Orleans, LA
October 26-28
For information about onsite courses and workshops call 617 245 0265 or
contact us by email: info@fcbpartners.com

3. 2©2016 FCB Partners. All rights reserved.
The Challenge
Major Capital Asset Commissioning and Startup (CSU) activities are
very intensive, highly visible and complex
CSU occurs at the point in a project where the vast majority of the
money has been sunk and the owners are anxious for returns
Many different systems or approaches have been used yet success
seems to depend more on individuals involved
Common belief has been that this activity is too dynamic and complex
to use process thinking
Overlap with construction completion provides point of conflict

4. 3©2016 FCB Partners. All rights reserved.
A Recent Example

5. 4©2016 FCB Partners. All rights reserved.
The Evolution of C&SU Approaches
People Dependent
Contractor Led
Defined Boundaries
Lengthy Process
Custom Checklists
Inconsistent Results
Difficult Handover
Procedure Dependent
Joint Teams
Defined Boundaries
Shorter Process
Standard Checklists
Better Results
Handovers Planned
“Best Practices”
Process Driven
Owners Team
Few Boundaries
Eliminate Time Waste
Standard Checklists
Excellent Results
No Handover
Solid Foundation for
Normal Operations
1980’s and Earlier 1990’s – 2000‘s 2012 (this project)

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Our Approach
Requirements
Processes To Deliver Requirements
Jobs and Tools to Execute Processes
Organization to Support People

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Operationalizing the Approach
“Seamless CSU to Operation” strategy
Standard operating and maintenance processes
People who would ultimately operate and maintain the asset
Scaled up processes to use in high-demand environment
Organization in place at start of CSU
Process and hardware learned simultaneously
Clean break with construction
Result: Virtually no “handover”

8. 7©2016 FCB Partners. All rights reserved.
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