PTQ Q2 2026 Issue

Cracking the code – FCC turnaround lifecycle best practices: Part 1

Key elements of turnaround planning are outlined for process and operations engineers, from post-start-up activities through to turnaround execution

Ben Ellebrecht Phillips 66 Wood River Nate Hager Cenovus Lima Herbert Telidetzki Becht

F luid catalytic cracking (FCC) units are the backbone of modern refineries, converting heavy hydrocarbons into valuable products such as gasoline and ole - fins. The reliability and efficiency of these units hinge on meticulous planning and execution of turnaround events, including periodic shutdowns for inspection, maintenance, and upgrades. For process engineers, the FCC turnaround is both a support and an opportunity: a chance to address operational issues, implement improvements, and ensure the unit’s safe, compliant, and profitable operation for years to come. This article synthesises best practices from the August 2025 AFPM Summit presentation Cracking the Code: FCC Turnaround (TAR) Best Practices for the Process Engineer , serving as a comprehensive guide for process engineers tasked with FCC turnaround planning and execution. The article will cover the full lifecycle, from post-start-up bench - marking to shutdown management, inspection strategies, and post-turnaround reporting, with practical examples and actionable insights. The role of the process engineer in developing the FCC turnaround scope has expanded significantly. Engineers are now responsible for defining scope driven by operating issues, prior turnaround inspection results, and unit optimi - sation opportunities. They must also ensure safety, oper - ability, and regulatory compliance are achieved. Process engineers also provide critical support for shutdown and start-up planning and execution. Compounding these demands, refiners are extending run lengths between turn - around cycles, adding further complexity to scope devel - opment, and increasing both technical and operational challenges as units approach end-of-run (EOR) conditions. In addition to defining the turnaround scope, there is still involvement in operating procedures, chemical cleaning plans, process hazard analysis, and operational support to manage issues and achieve the scheduled turnaround. Adding to the challenges are issues with a younger engi - neering workforce and the likelihood of career progres - sion before the next turnaround in five to six years. To be successful, frontline engineers must be better equipped to withstand these pressures and effectively justify the work necessary to ensure safe, reliable, and compliant operation.

First, engineers should gather information and other tools to support reliable and consistent operations long term. As expected, planning for that task starts right after the turn - around is complete and the unit is successfully returned to operation. Results from the prior turnaround should be the basis for the next turnaround. Solid documentation is needed on equipment condition, repairs made, and recommendations for the upcoming run and the next turnaround. Without this continuity, critical knowledge is lost, and engineers are left to justify scope decisions without the historical context needed. The fol - lowing sections outline the key elements of turnaround planning, beginning with post-start-up activities and con - tinuing through turnaround execution. Post start-up After the start-up is finished and the turnaround report and documents have been completed, the process engineer should start preparation for the next cycle. Findings from the turnaround are often used to adjust operating targets. These need to be passed on to operations, and details on the derivation included in the turnaround report. There may be findings that were not resolved, such as unexpected corrosion or fouling. These items should be clearly docu - mented, along with defined follow-up actions to determine root cause and evaluate potential mitigation strategies for the upcoming run and future turnarounds. As the run progresses, regular unit monitoring of equip - ment condition can aid in finding turnaround scope, such as tower and exchanger cleaning. Unexplained changes in temperature, pressure, and flows are often used to justify turnaround scope. Turnaround preparation Years before the next turnaround, a call will go out on what to include in the base scope for the next turnaround. This is where data from the prior turnaround is used to find opportunities for improvement. A thorough turnaround report should include recommendations for the next turn - around based on issues observed from the earlier outage. In addition, a good unit monitoring programme is helpful in finding equipment issues, such as loss of heat transfer,

PTQ Q2 2026