TA-Assessment for turnaround optimization processes

GDF Suez Energy Deutschland AG (Engie), part of the GDF Suez Group and with Head Quarters in Berlin, has 6 sites in Germany with a turnover of 2 Billion Euro, employing 750.

During the autumn of 2011 a major overhaul was planned at the power plant of Zolling. This included a few retrofit projects, such as the replacement of the steam turbine and the main transformer, as well as a new control and visualization system to be installed and commissioned.


TA assessment

GSED requested PDM to analyze the current organization model in Zolling including the current ‘Way of Working’ and ‘modus operandi’ for the planned overhaul. The purpose was both to identify best practices and to propose improvements in the various fields of risk management, scoping, planning, preparation, follow up and embedding.

This was to be used for further initiation of improvements for TA management within GSED. The following deliverables were agreed:

  • Preliminary findings and risk analysis
  • Recommendations for next steps
  • First High Level view on improvement potential Antwerp site

Project approach

PDM used its STOP-flow model within a 3 weeks course including the presentation of the results. Key people were interviewed using appropriate questionnaires. Data concerning the revamp projects, the revision process and performance were collected and used during workshops for identification of strengths and weaknesses, current status per STOP-flow control aspect and analysis of preliminary findings.

Mr. Hartmann
Head of Generation, Engie (GDF Suez Energy)

Based on the first assessment in Zolling, recommendations with regard to Risk Management and Scheduling were implemented by GSED with positive results. PDM has helped us significantly with the TA assessment approach, and we benefited through their expertise and methodology in turnaround optimisation processes.

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