Trends in turnaround maintenance planning: literature review

Al‐Turki, Umar M.; Duffuaa, Salih O.; Ben‐Daya, Mohamed

doi:10.1108/jqme-10-2017-0074

Cited by 28 publications

(26 citation statements)

References 48 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The understanding of the concept of organizational characteristics is quite critical in the determination of the success of the turnaround strategies deployed by the firms (Watanabe & Senoo, 2008). Organizational management of the turnaround situations therefore necessitates that there must be an efficient management structure that can ensure there are effective plans, controls and communication between the firm's stakeholders (Al-Turki, Duffuaa, & Bendaya, 2019).…”

Section: Organizational Characteristicsmentioning

confidence: 99%

“…Organizational characteristics are critical in the success of turnaround strategies that are deployed by the firms in order to improve financial performance. Firm improvement needs the presence of an efficient management structure that ensures effective plans, controls and communication between the relevant stakeholders (Watanabe & Senoo, 2008;Al-Turki, Duffuaa, & Bendaya, 2019). Various components of organizational characteristics have influence on the relationship between turnaround strategies and corporate performance.…”

Section: Organizational Characteristicsmentioning

confidence: 99%

See 1 more Smart Citation

Theoretical Review of Turnaround Strategy and Its Organizational Outcomes

Nyagiloh¹,

Kilika²

2020

IBR

View full text Add to dashboard Cite

Strategic management literature has recognized the role of turnaround strategy in the management process as a critical strategy at the corporate level. Researches done on turnaround strategy and corporate performance have however been biased with respect to limited scope in terms of the dimensions of performance as well as the challenges in methodology and conceptualization that affect the generalization of the study findings. This paper undertakes a review of the extant literature on the conceptual, theoretical and empirical work that brings about a number of issues for use in presenting a case for the new theoretical model that is suitable for extension of the current understanding of deployment of turnaround strategy and the ultimate results. The paper suggests an integrated theoretical framework for use in linking turnaround strategy and corporate performance while recognizing the significance of the role of organizational turnaround-based learned experiences and organizational characteristics.

show abstract

Section: Organizational Characteristicsmentioning

confidence: 99%

Section: Organizational Characteristicsmentioning

confidence: 99%

Theoretical Review of Turnaround Strategy and Its Organizational Outcomes

Nyagiloh¹,

Kilika²

2020

IBR

View full text Add to dashboard Cite

show abstract

“…In larger turnarounds there are usually multiple contractors involved, which poses a challenge from a logistics point of view. Therefore, rigorous planning in advance is required as described by Al-Turki et al (2019).…”

Section: Introductionmentioning

confidence: 99%

Integration of maintenance scheduling and planning for large-scale asset fleets

et al. 2021

View full text Add to dashboard Cite

Large fleets of engineering assets that are subject to ongoing degradation are posing the challenge of how and when to perform maintenance. For a given case study, this paper proposes a formulation for combined scheduling and planning of maintenance actions. A hierarchical approach and a two-stage approach (with either uniform or non-uniform time grid) are considered and compared to each other. The resulting discrete-time linear programming model follows the Resource Task Network framework. Asset deterioration is considered linearly and tackled with an enumerator-based formulation. Advantages of the model are its computational efficiency, scalability, extendability and adaptability. The results indicate that combined maintenance planning and scheduling can be solved in appropriate time and with appropriate accuracy. The decision-support that is delivered helps the choice of the specific maintenance action to perform and proposes when to conduct it. The paper makes a case for the benefits of optimally combining long-term planning and short-term scheduling in industrial-sized problems into one system.

show abstract

“…However, there are few studies that have recognised the need for an enhanced knowledge management system within MoOSTs supply chains [14]. The focus of most of these studies being on lagging indicators, which are mostly for the purpose of information management but as useful as these lagging indicators are in their ability to measure predetermined outputs, their ability to support prognosis and sustainable experience management are quite limited.…”

Section: Introductionmentioning

confidence: 99%

Assessment of Barriers to Knowledge and Experience Transfer in Major Maintenance Activities

Iheukwumere-Esotu

Yunusa‐Kaltungo

2020

Energies

View full text Add to dashboard Cite

Systematic failure analysis generally enhances the ability of engineering decision-makers to obtain a holistic view of the causal relationships that often exist within the systems they manage. Such analyses are made more difficult by uncertainties and organisational complexities associated with critical and inevitable industrial maintenance activities such as major overhauls, outages, shutdowns, and turnarounds (MoOSTs). This is perhaps due to the ratio of tasks-to-duration typically permitted. While core themes of MoOSTs including planning, contracts, costing, execution, etc., have been the focus of most research activities, it is worth noting that the ability to successfully transfer and retain MoOSTs knowledge is still under-investigated. Effectively implementing a case study-based approach for data collection, the current study explores the harmonisation of various risk assessments (i.e., fault tree analysis and reliability block diagrams) and multicriteria decision analysis (MCDA) tools to investigate perceived barriers to MoOSTs knowledge management and experience transfer. The case study selected for this study is a dual process line all-integrated cement manufacturing plant (the largest of such process configuration in its region). The justification for this choice of industry was driven by the volume and frequency of MoOSTs executed each year (typically 4–1 per process line), thereby providing a good opportunity to interact with industrial experts with immense experience in the management/execution of MoOSTs within their industry. A multilayered methodology was adopted for information gathering, whereby baseline knowledge from an earlier conducted systematic review of MoOSTs practices/approaches provided fundamental theoretical trends, which was then complemented by field-based data (from face-to-face interviews, focus group sessions, questionnaires, and secondary information from company MoOSTs documentation). During the analysis, fault tree analysis (FTA) and reliability block diagrams (RBDs) were simultaneously used to generate the causal relationships and criticality that exist between identified barriers, while the MCDA (in this case analytical hierarchy process) was used to identify and prioritise barriers to MoOSTs knowledge management and experience transfer, based on sensitivity analysis and consistency of approach. The primary aim of this study is to logically conceptualise core barriers/limiters to knowledge in temporary industrial project environments such as MoOSTs, as well as enhance the ability of decision-makers to prioritise learning efforts. The results obtained from analysis of data identify three major main criteria (barriers) and 23 subcriteria ranked according to level of importance as indicated from expert opinions.

show abstract

Trends in turnaround maintenance planning: literature review

Cited by 28 publications

References 48 publications

Theoretical Review of Turnaround Strategy and Its Organizational Outcomes

Theoretical Review of Turnaround Strategy and Its Organizational Outcomes

Integration of maintenance scheduling and planning for large-scale asset fleets

Assessment of Barriers to Knowledge and Experience Transfer in Major Maintenance Activities

Contact Info

Product

Resources

About