Large, complex capital projects typically involve a variety of contractors, sub-contractors, and suppliers whose activities must be closely planned and coordinated to meet project deadlines, budgets, and the owneroperator’s operational requirements. This planning and coordination also extends to the training provided to operations and maintenance personnel for the different equipment, instrumentation, and systems installed in the plant, mill, factory, or other industrial facility.

1. ARC VIEW
JUNE 9, 2016
As ARC Advisory Group learned in a
recent briefing with SNC-Lavalin Global
Training and Simulation (GTS), there
are many benefits associated with
having a single contractor responsible
for developing and coordinating the
training portions of each EPC package
for capital projects.
New Integrated Approach for Operations and
Maintenance Training
By Janice Abel
Keywords
Operations and Maintenance Training, Integrated Training Supplier, EPC,
MAC, OTS, Industrial Training, RFO, Operational Readiness
Summary
Large, complex capital projects typically involve a variety of contractors,
sub-contractors, and suppliers whose activities
must be closely planned and coordinated to meet
project deadlines, budgets, and the owner-
operator’s operational requirements. This planning
and coordination also extends to the training
provided to operations and maintenance personnel
for the different equipment, instrumentation, and
systems installed in the plant, mill, factory, or other
industrial facility.
Integrated Training Supplier Concept
It often makes sense to have a single contractor responsible for developing
and coordinating an integrated commissioning and start-up (CSU) plan for
a grassroots industrial facility. In this type of engagement, the integrated
CSU contractor would develop a plan that addresses all interdependencies
between the different engineering, construction and procurement (EPC)
contracts and ensure schedule alignment between the various EPC
packages. This is similar to the main automation contractor (MAC)
approach that is so appealing to owner-operators and their EPC companies
looking for single-source responsibility and a consistent automation
approach for large, complex capital projects.
As ARC Advisory Group learned in a recent briefing with SNC Lavalin
Global Training and Simulation (GTS), it’s also important to have a single
VISION, EXPERIENCE, ANSWERS FOR INDUSTRY

2. ARC View, Page 2
contractor responsible for developing and coordinating the training
portions of each EPC package. This “integrated training supplier” could be
a separate contractor, or the responsibility could be included within the
scope of the CSU contractor, the MAC, or other contractor.
The integrated training supplier would assume responsibility for
developing and delivering an integrated training program for all plant
automation and production assets. The goal, of course, is to reduce the
time, effort, and cost required to develop the necessary skills to bring
operations and maintenance staffs up to speed quickly to be able to operate
and maintain a grassroots industrial facility effectively, efficiently, safely,
and in full compliance with all applicable regulations.
SNC-Lavalin, a global EPC firm with significant domain knowledge across
multiple industrial sectors, also has commissioning and operations &
maintenance (O&M) capabilities. It provides training and simulation
services that span from the engineering to the O&M phases of the facilities
lifecycle. The company recently briefed ARC Advisory Group about its
innovative integrated training supplier approach.
The Challenge
Operational readiness involves a large and important scope of activities and
requires domain expertise in multiple areas. An operational readiness
group, or Ready for Operations (RFO) team, will look at multiple aspects of
the operations of the future plant such as HSE and procedures; operational
philosophy, plans, and procedures; maintenance philosophy, plans, and
procedures; administration and information systems; and human resources
and training. Hence, the operational readiness group typically acts as a
coordinator, and it may be an external company specialized in the field, or
an internal group formed by representatives of the different functions
(operations, human resources, information technology, etc.) within the
owner-operator’s own organization. Initiatives are assigned to the
different groups and an overall and integrated plan is prepared and
monitored.
EPC packages may include operations and maintenance training.
Typically, operator training simulators (OTS) are either part of the EPC’s
scope or, most frequently, included in the MAC’s scope. The operational
readiness group will thus monitor the overall progress of the training and
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3. ARC View, Page 3
With the integrated training approach,
the training component that’s normally
included in the EPC and MAC packages
would be carried out by one company
that is responsible for all training
aspects of the entire plant and
throughout all project phases.
OTS supported by the operational experts assigned to each of the EPC and
MAC packages. This presents a number of challenges when it comes to
training for operational readiness due to:
• Lack of coordination and standardization in training material because
the training is developed by different companies that may use different
approaches
• Suboptimal use of learning tools due to the lack of integration in the
overall training of operators
• Poor instructional design in training materials
In addition, many owner-operators and even many EPCs no longer have
the considerable resources they once had. As a result, managing the large
network of contractors and subcontractors for a given project can be
overwhelming.
Given these challenges, operators, maintenance technicians, and other key
plant personnel may not be fully ready for operations at the time the
physical assets are operational, creating unnecessary project risks that could
extend well into the operating lifecycle of the facility.
Integrated Training Supplier Approach
With the integrated training approach, the training component that’s
normally included in the EPC and MAC packages would be carried out by
one company that is responsible for all training aspects of the entire plant
and throughout all project phases. The two figures
on the next page show a delivery model using this
approach for a large and complex project and the
typical services provided by the integrated training
supplier.
The integrated training supplier works directly
with the owner-operator client, EPC, and MAC
suppliers, as well as third parties to help ensure that the training is
consistent, complete, accurate, and aligned with the owner-operator’s
vision.
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4. ARC View, Page 4
Integrated Training Delivery Model for a Large, Complex Project
(Source: SNC-Lavalin)
Typical Services Provided by an Integrated Training Supplier
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5. ARC View, Page 5
As an integrated training supplier, SNC-Lavalin assumes responsibility for
designing and delivering the integrated training program, developing and
producing appropriate training materials for both online and classroom
instruction, and developing highly effective virtual simulation solutions to
familiarize plant personnel with the plant automation systems and
production assets in a virtual environment. The company also develops
and employs operator training simulators (OTS), and manages vendor
training package development and delivery. If needed, this could be done
before the plant is operational to help reduce time-to-startup.
According to the company, this integrated training approach can provide:
• Improved productivity and profitability by shortening start-up time,
reducing unplanned shutdowns, and quicker return to normal
operations following an upset
• Reduced risk of environmental incidents
• Better equipment reliability and life expectancy
Benefits of Integrated Training Supplier Approach
The integrated training supplier could provide significant benefits when it
comes to coordinating efforts and materials across a global enterprise. For
instance, instead of being developed separately, all plants within the
owner-operator’s organization could share some common material such as
induction and general health, safety, and environment (HSE)-related
materials, with appropriate accommodation for any language differences.
This could reduce both the time and costs needed to develop these
materials. Overall costs could also be reduced due to synergies between
resources and overhead costs, since only one project management and
administration team would be needed for the entire project, as opposed to
one for each EPC training development project. Integrated management of
vendor training development and delivery could also help further reduce
costs.
In addition to delivering homogenous training materials, the approach can
also provide an integrated framework for learning and competency
management that allows for consistency in performance management and
movement of personnel across multiple units.
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6. ARC View, Page 6
When using an integrated training
supplier, training materials are
developed by training experts from the
same company using a common set of
training objectives and competencies,
providing a standard and consistent
approach across all job profiles.
A properly designed and implemented training program can also include
learning tools normally not used in traditional training provided by EPC or
MAC suppliers. These tools can include multimedia, games, and role
playing to help enrich and improve learning experience. An integrated
training supplier could also help improve the quality of the training, and
provide better utilization of training material. For example, instead of using
an OTS solely at the end of the training as normally done when it is
supplied by the MAC, it could be used throughout the training process to
reinforce learning objectives and improve retention rates.
Incorporating these tools in the mainstream training program could
improve process understanding and provide better prepared workers who
would make fewer errors.
Conclusion
Companies that provide EPC and MAC services are generally not training
specialists and therefore may not be in the best position to develop and
evaluate the skills and competencies needed to perform each job. They may
also employ different training approaches, resulting in inconsistent sets of
competencies. Coordinating the training effort of
different suppliers for each plant requires a great
deal of effort and does not guarantee a common
and unified approach.
When using an integrated training supplier,
however, training materials are developed by
training experts from the same company using a
common set of training objectives and competencies, providing a standard
and consistent approach across all job profiles. The supplier provides
essential knowledge when it comes to instructional design and can provide
an integrated framework for learning and competency management, as
well as a single source of responsibility for all phases of training over the
lifecycle of an asset, from initial operational readiness to eventual
decommissioning.
For further information or to provide feedback on this article, please contact your
account manager or the author at jabel@arcweb.com. ARC Views are published
and copyrighted by ARC Advisory Group. The information is proprietary to ARC
and no part of it may be reproduced without prior permission from ARC.
©2016 ARC • 3 Allied Drive • Dedham, MA 02026 USA • 781-471-1000 • ARCweb.com