Managing Shutdowns, Turnarounds and Outages

Why Attend

Shutdowns and turnarounds are the highest risk activities that we routinely perform in the industry, but they are also an area of massive variability in approach and outcome.

Many companies do not have written methodologies and have not trained their staff in best practice for shutdown and turnaround management; despite the fact that many shutdowns and turnarounds typically lead to the highest peaks in safety incidents, downtime and fixed cost spend each year. There has also been a historic gap in meaningful guidance – there are very few books on shutdown and turnaround management. Unfortunately, too often companies see shutdowns and turnarounds as something to be survived.

If shutdowns and turnarounds are not properly planned, managed and controlled, companies run the risks of serious safety and budget penalties, costly scheduled delays and negative impact on customers. The industry is full of examples of poor shutdowns and turnarounds, which have injured people and damaged businesses. As a consequence, operators are starting to explore turnaround best practices and establish a more robust methodology.

Managing Shutdowns, Turnarounds and Outages is based on the Carcharodon “best of the best” Model of Excellence for shutdown management. This model has been created and refined by some of the world’s most experienced shutdown specialists, with all this experience condensed into a core methodology – our blueprint for success. It converts shutdowns from a high-risk nuisance to a strategic opportunity and has been used on multiple sites around the world, and has been the basis of two books and is supplemented by a chronological guide to building a successful turnaround.

Course Methodology

This is an interactive course. There will be open question and answer sessions, regular group exercises and activities, videos, case studies and presentations on best practice and the fundamentals of shutdown and turnaround management. Participants will have the opportunity to share with the facilitator and other participants on what works well and not so well for them, as well as work on issues from their own organizations.

Course Objectives

By the end of the course, participants will be able to:

  • Position shutdowns and turnarounds as part of an overall strategy of improving business performance
  • Build the best shutdown and turnaround team possible from the resources available
  • Reduce the cost and downtime associated with shutdowns and turnarounds whilst simultaneously improving safety performance
  • Understand the critical processes, skills, and tools required to establish outstanding shutdown performance
  • Use our best-in-class Model of Excellence to analyze their own performance, explain key principles to others and build a detailed methodology tailored to their own needs
  • Maximize the benefits of planning and preparation through our proactive challenge planning process
  • Build a turnaround from the ground up: From concept to execution and review

Target Audience

Turnaround managers, planners, schedulers, reliability engineers, maintenance managers, maintenance supervisors, project managers, project engineers, operations managers, shift managers, operations supervisors and people who are in training for these positions. This course is also designed for contractors who want to contribute to the shutdown performance of clients.​

Target Competencies

  • Shutdown strategy development
  • Shutdown and turnaround planning
  • Shutdown management and cradle to grave control
  • Shutdown and turnaround execution


South Africa

Training Dates:

Each course starts every Monday of each week. Please book your training on a date that is a Monday.

Course Duration:

Unit Standard:

NQF Level:

Number of Credits:

Course Fees

Note: Please fill in the online application form on the left or bottom if this page to receive a quotation with detailed pricing from AATICD.

How to Apply:

To Apply Simply Fill in the Online Enquiries / Applications form on the Right Sidebar or Bottom of this website


When filling the online application form; please take note of your desired Training Month, Duration in Weeks and Training Session. This will give us the exact dates you will be attending your classes.

Also note that Tuition Fees must be paid upfront on or before training start date. This is to ensure that all resources are made availabe for you before you start. You will not be allowed into training if fees are not paid and verified.

Also note that Tuition Fees Cancellations must be made 14 business working days before the starting date of training. This will allow us to do a 50% refund of the total amount paid. If cancellations are made thereafter note that no refund will be made to delegates.

Tuition Fees include teas and lunch as well as either a laptop or tablet which a delegate will take home free of charge.

Tuition Fee DOES NOT include Accommodation, Dinners and other Extra Curricular Activities or Incidentals. Delegates are expected to fund this on their own. AATICD will not be held accountable for any incidents to delegates.

In-House Trainings are also available for 3 or more delegates for any duration. Please consult with our Administration for such In-House training bookings.

Course Outline

  • Setting shutdowns in context
    • The impact of shutdown performance on a business
    • Where people tend to go wrong
    • How shutdowns fit with asset and maintenance strategies
    • The impact of shutdowns on safety, availability, and costs
    • Where does best practice come from
  • The unique complexity and risks of shutdowns
    • How turnarounds differ from construction and maintenance work
    • The conflict of an inherent bottom-up process for scope development
    • Complexity
      • The interconnectivity of multiple tasks
    • Uncertainty
      • Unknown tasks
      • Unpredicted elements
      • Unplanned work
    • Unfamiliarity
      • Novel tasks
      • New personnel
      • First-time operations
    • The resource challenge and assembling the right skills to succeed
  • A structured Model of Excellence for shutdown management
    • Origins of the model of excellence and why it was developed
    • A graphic model and the critical elements required for success
    • An outline model and exploring the sub-elements
    • A detailed model, the blueprint for success
    • The importance of strategy and the principle of front end loading
    • How pacesetters have moved to structured work processes
      • Processes for safety and quality control
      • Defining the right shutdown organization
      • Planning and logistics
      • Execution and review
      • Shutdown economics from forecasting to closure
  • Developing and controlling a shutdown strategy
    • The strategic focus has evolved
    • The ultimate business goal
    • Reducing the annualized penalty of shutdowns
    • The key strategic focus for the modern engineer
    • The role of the steering team
    • Where steering teams go wrong and how to avoid this
    • Human factors
      • Communication and creating buy-in
      • How to develop effective teamwork
      • Competency development and how we learn
      • Managing risk
        • Understanding hazard and risk
        • A Methodology for predicting strategic risks
          • safety, schedule, and cost
        • How to reduce and control risk
        • Transforming safety performance
        • How to avoid conflict between safety, quality, schedule, and cost
      • The art of planning
        • The importance of controlling the scope
        • How to optimize the scope of work
        • Developing the worklist and controlling late work
        • The basic components of competent planning
        • Planning facts and fallacies
        • Advanced planning techniques
        • Moving to a pit-stop mentality and a breakthrough process in planning
        • Pacesetter habits for mobilizing towards the execution phase
      • Execution and review
        • The basic structure
          • Exposing the skeleton of a shutdown
        • Achieving the best possible start to an event
        • Tracking and driving progress
        • Managing logistics
        • Control meetings and management systems
        • Achieving effective plant hand back
        • Alternative methods for the turnaround review
      • Assurance processes for cradle to grave control