Planned Shutdown Task Schedule Worksheet
A shutdown is expensive per hour, so the plan has to be tight. This worksheet lays out every task with its crew, start hour and duration, then totals labor hours, labor cost and the hour the last task finishes.
| Task | Area / equipment | Trade | Crew size | Start hour (h) | Duration (h) | End hour (h) | Rate per hour | Labor hours (h) | Labor cost | |
|---|---|---|---|---|---|---|---|---|---|---|
2 | 6 | $330 | ||||||||
10 | 32 | $1,984 | ||||||||
12 | 20 | $1,160 | ||||||||
14 | 24 | $1,320 | ||||||||
16 | 12 | $720 | ||||||||
20 | 16 | $640 |
Start hour is counted from the beginning of the shutdown. Tasks that can run in parallel share a start hour; the shutdown length is set by the latest end hour, not the sum of durations.
Shutdown plan from ERP orders
Ask how to build a shutdown schedule directly from planned work orders and parts reservations.
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How to use the worksheet
List each task as a row. Give a crew size, the start hour from time zero, the duration in hours and the labor rate for that trade. End hour, labor hours and labor cost compute automatically. The shutdown length at the bottom is taken from the latest end hour, which respects parallel work. Adjust start hours until the finish matches your window, then export to Excel to share with contractors and operations.
- Put isolation first and handback last
- Start independent tasks together to shorten the window
- Keep one row per crew, not one per person
- Add a contingency row for discovery work
Critical path and sequencing
The schedule is only as short as its longest chain of dependent tasks. A gearbox swap that waits for isolation and must finish before the test run sits on the critical path; the thermal imaging may not. Set start hours so dependent tasks begin after predecessor end hours, and look at which tasks end last. Shortening non-critical tasks does not shorten the shutdown, but delays in critical tasks extend it hour for hour.
Reading the summary
Average persons working shows peak-to-average staffing: total labor hours divided by the shutdown length. If it is far below your available crew, you may be able to compress the window by adding parallel work. If it is above your available headcount, you need contractors or a longer window. Compare labor cost against the cost of lost production per hour to judge whether more crews pay off.
Common mistakes
The usual errors are underestimating isolation and restart time, forgetting permits and safety briefings, and failing to reserve parts and lifting equipment in advance. Most overruns come from scope added during the shutdown, so freeze the task list a set number of days before it starts.
Frequently Asked Questions
How far ahead should shutdown planning start?
Large shutdowns often need months of lead time for scope freeze, long-lead parts and contractor booking. Smaller planned stops may need a few weeks. As a rule, freeze scope well before the date so parts and crews can be confirmed.
Why is shutdown length not the sum of durations?
Tasks that run in parallel overlap, so the length equals the latest end hour on the critical path. Summing durations would treat the shutdown as a single crew working one task at a time, which overstates the window.
How do I include contingency?
Add a row such as discovery work with a crew and duration based on past shutdowns, or add an explicit buffer at the end. Many planners hold ten to twenty percent of labor hours as contingency for older equipment.
Can this be used for turnarounds in SAP PM?
Use it as the planning layer before loading orders. For an SAP work package layout, see our SAP PM turnaround work package template. This worksheet is system-neutral and good for early scope and window decisions.
If shutdown scope lives in spreadsheets separate from work orders in your ERP, we can help connect them so the plan, parts and permits are tracked together.
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