**STORK WEBINAR O2: UpFRONT Operational Readiness — Transcript & Summary | SozAI** Source: https://sozai.app/transcript/stork-webinar-o2-upfront-operational-readiness/ Stork's webinar on UpFRONT Operational Readiness shares strategies to ensure smooth plant startups and maximize ROI through early planning and risk mitigation. ## Key Takeaways - Operational readiness is essential for successful project startups and sustained performance. - Early and parallel planning of operational readiness with design phases reduces risks and delays. - A comprehensive, structured program like UpFRONT helps mitigate common startup failure modes. - Addressing all operational factors—training, supply chain, procedures, safety—is critical for ROI. - Stork’s global expertise and layered support system enable tailored solutions for diverse projects. ## What the video covers - Stork delivers a weekly webinar focusing on operational readiness for asset management and plant engineering. - Operational readiness is critical to avoid common startup failures and ensure projects meet design capacity on schedule. - Stork operates globally with a layered structure including onsite teams, brick-and-mortar facilities, and global experts. - The UpFRONT program involves early planning of operations readiness in parallel with asset design phases. - Typical startup failure modes include delayed ramp-up, inability to sustain design capacity, and late achievement of design performance. - Owners often face challenges due to reliance on existing operations resources and project management teams without structured readiness programs. - A poll showed 68% of participants are concerned about all key startup factors including hiring, training, supply chain, procedures, and safety. - The UpFRONT program includes ten tailored modules with checklists and procedures to cover all operational readiness aspects. - The program aims to maximize return on investment by ensuring smooth startup, quick ramp-up, and sustained operations. - Operational readiness requires a total solution approach, starting early and integrating business processes for safe and efficient operations. Answers ## Questions about this video What is the main focus of the Stork UpFRONT Operational Readiness program? The UpFRONT program focuses on early and comprehensive planning of operational readiness to ensure smooth plant startups, quick ramp-up to design capacity, and sustained operations, thereby maximizing return on investment. Why is operational readiness important for new plant projects? Operational readiness helps avoid common startup failures such as delayed ramp-up and inability to sustain design capacity, which can significantly impact project schedules and return on investment. What are some common challenges owners face during plant startup according to the webinar? Owners often face challenges like relying on existing operations resources without structured programs, schedule delays, quality deficiencies in manuals and procedures, and managing multiple factors including hiring, training, supply chain, and safety. ## Full Transcript — Download SRT & Markdown 00:03 Speaker A All right, we're at the top of the hour, so I'd like to just welcome everyone to this weekly Wednesday webinar delivered by Stork. My name is Savannah Hanson. I will be your moderator for this webinar. I'm a consultant with Stork Asset Management Technology. Thank you all for taking the time to dial in. We live in very interesting times right now, so everyone has to reevaluate the choices that we make in our daily lives and how we spend our time. So, all the more, thanks for taking time out of your day to join us. From our side, we're really happy to share our knowledge with you, and we hope that some of this can help you navigate this current crisis situation. Of course, due to the crisis, as many of you are, we are also working from home, so you may see less than business backgrounds behind some of the speakers. To avoid any static background noises, we've turned everyone's microphone off, but we do greatly appreciate your questions. So, if you have them, please interact with us through the Q&A button at the bottom of your screen. You can submit your questions there, and if we have time at the end of the presentation, we'll address some of those. As we wait for people to dial in, let me just go through a few introductory slides on Stork. For those of you who don't know us, this will give you a better idea of who we are and what we do. It'll also help put into perspective the presentation that you'll hear today. So, Stork is a global provider of fully integrated OEM turnarounds, modifications, and asset integrity solutions. So, we're not an asset owner, but we do feel absolutely committed to keeping assets running at peak performance during all phases of that asset's lifecycle. We're an international company operating in over 90 countries worldwide, and we often use this graphic to explain the build-up of our company. It's pretty busy, so let me break it down into just a few parts for you. So, most of Stork's people are here working day and night at a client facility to keep it up and running or performing turnarounds to help get the plant back up and running as fast as possible. But we also have our own brick and mortar facilities. These are often located in industrial dense zones around the world, and they support our local site team to do their work. So, think of people like specialists and inspectors who support multiple clients, or planners who are planning turnarounds months in advance. It could also be our own workshop where we repair pumps and turbines, valves, and other equipment. And we also have our layer of global experts. So, these guys are available to support any project around the world. It also refers to our online knowledge base filled with innovations that can be accessed day and night from any place around the globe. Also, many of our digital solutions like predictive and preventive maintenance, data analytics, and turnaround software are developed by this group. Needless to say, with each project that we encounter, we draw from all three layers of our company. So, without further ado, let me introduce the topic for today: utilizing secret weapons—I'm sorry—operational readiness. Okay, so projects' return on investment is heavily dependent on startup and the ramp-up and the sustained operations for the design capacity on schedule. Yet most of our mega projects and medium-sized projects can be late. So, operational readiness is a major factor in avoiding common failure modes. So, today we'll present how Stork's upfront operational readiness program has helped owners avoid common startup failures and mitigate risks, and then maximize the return on investment and provide a foundation for consistent design performance throughout its lifecycle. To share our insights with you, I'd like to introduce our speakers, Ron LeBlanc and John Peck. So, Ron is responsible for asset management technology and plant engineering services for North America. He has over 35 years of global experience in multiple industries. John is responsible for asset management technology and operational readiness for North America. He has over 45 years of global experience, and he is our global SME on operational readiness. I wish you all an inspiring and educational half-hour. Ron and John, the floor is yours. Thank you, Savannah. Brownfield and the real greenfield projects are key elements to economic growth. Decisions to move forward with investing in these projects are predicated on specific return on investment. Brownfields and greenfield projects are also an opportunity to build competitive advantage with new technologies, production efficiencies, and product quality. Owners spend tens or hundreds of millions of dollars on these projects, but apart from bricks and mortar, there's so much more that is needed to be able to start up and run the facility. Owners need to be operationally ready on so many fronts, and forgetting any one can severely impact return on investment. Some of the pitfalls we've seen are owners planning to utilize existing operations resources to cover operations readiness initiatives, but without the program, the checklists, and the experience, this could be a challenge and adds considerable risk. Owners often rely on project management teams and OMS to deliver what is required to create the necessary operating manuals and maintenance manuals and procedures, but schedule issues and quality deficiencies of these deliverables often cause major issues. So, how does operations readiness impact ROI? Well, ultimately, it will impact a startup, ramp-up, and where the design capacity is achieved, it can be sustained. Yet most medium-sized or large mega projects are late or struggle to reach design performance. Typical startup failure modes: one is the ramp-up is late. It's like you're late coming up to design capacity, but then tails off because it can't be sustained. The second one is delayed ramp-up to eventually reaching design capacity. A third is delayed ramp-up and struggle to reach that design capacity. So, at this point, I'd like to have participants involved in a poll to collect the experience of the participants on the call. So, the question is: what is your greatest concern in starting up a new plant? So, is it hiring or training? Hiring, training of new personnel? Is that supply chain spare parts availability? You should see a pop-up on your screen where you can enter your information. Is it process, procedure, IT and management system, safety, or is that all? The only five lists and five items listed. So, we'll give it another few minutes here or seconds to enter your answers. Just a minute more. You can submit that, and then we'll have Savannah collect the results and display that here. All right, so results are in, and 68 percent of participants say all of the above, all the items listed. So, it's really in line with what we've experienced. All these plus other factors are at play here. So, the big question becomes: how can you achieve the smooth startup and quick ramp-up to full capacity followed by sustained operation at design capacity? Achieve that, and you'll get the best ROI. It's not only about getting one element right, though. It's about implementing a total solution. So, our solution, the upfront program, is based on decades of experience. We have structured checklists, included procedures, go-bys, and we've created ten modules that we've coined as upfront. This graphic here on the right shows all of these modules at the same time. Upfront illustrates that this is not something we do at the last minute during construction, let alone the commissioning phase. You have to start a lot earlier. Preferably, you start planning for operations readiness way upfront in parallel with conceptual and detailed design of the physical asset. These services are structured so that they can be tailored to specific needs of each project. It is also designed to develop all the business processes that are required to be in place to safely and effectively start or take over the operation. I should say, and upon the completion and handover, it is fully... 00:17 Speaker A management technology thank you all for taking the time to dial in we live in very interesting times right now so everyone has to reevaluate the choices that we make in our daily lives and how we spend our time so all the more thanks 00:30 Speaker A for taking time out of your day to join us from our side we're really happy to share our knowledge with you and we hope that some of this can help you navigate this current crisis situation of course due to the crisis as many of you are we 00:44 Speaker A are also working from home so you may see less than business backgrounds behind some of the speakers to avoid any static background noises we've turned everyone's microphone off but we do greatly appreciate your questions so if you have them please interact with us 01:00 Speaker A through the Q&A button at the bottom of your screen you can submit your questions there and if we have time at the end of the presentation we'll address some of those as we wait for people to dial in let me just go through 01:14 Speaker A a few introductory slides on Stork for those of you who don't know us this will give you a better idea of who we are and what we do it'll also help put into perspective the presentation that you'll hear today so stork is a global provider 01:28 Speaker A of fully integrated OEM turnarounds modifications and asset integrity solutions so we're not an asset owner but we do feel absolutely committed to keeping assets running at peak performance during all phases of that assets lifecycle we're an international company operating in over 90 countries 01:51 Speaker A worldwide and we often use this graphic to explain the build up of our company it's pretty busy so let me break it down into just a few parts for you so most of sportspeople are here working day and 02:07 Speaker A night at a client facility to keep it up and running or performing turnarounds to help get the plant back up and running is fast as possible but we also have our own brick and mortar facilities these are often located in industrial dense 02:25 Speaker A zones around the world and they support our local site team to do their work so think of people like specialists and inspectors who support multiple clients or planners who are planning turnarounds months in advance it could also be our 02:38 Speaker A own workshop where we repair pumps and turbines valves and other equipment and we also have our layer of global experts so these guys are available to support any project around the world it also refers to our online knowledge base 02:54 Speaker A filled with innovations that can can be accessed day and night from any place around the globe also many of our digital solutions like predictive and predictive maintenance data analytics and turnaround software are developed by this group needless to say with each 03:12 Speaker A project that we encounter will draw from all three layers of our company so without further ado let me introduce the topic for today utilizing secret weapons I'm sorry operational readiness okay so projects return-on-investment is heavily dependent on startup and the 03:57 Speaker A ramp up and the sustained operations for the design capacity on schedule yet most of our mega projects and medium-sized projects can be late so operational readiness is a major factor in avoiding common failure modes so today we'll present house torques 04:14 Speaker A upfront operational readiness program has helped owners avoid common startup failures and mitigate risks and then maximize the return on investment and provide a foundation for consistent design performance throughout its lifecycle to share our insights with you I'd like to introduce our speakers Ron 04:33 Speaker A LeBlanc and John Peck so Ron is responsible for asset management technology and plant engineering services for North America he has over 35 years of global experience in multiple industries John is responsible for asset management technology and operational readiness for 05:01 Speaker A North America he has over 45 years of global experience and he is our global SME on operational readiness I wish you all an inspiring an educational half-hour Ron and John the floor is yours Thank You Savannah brownfield in 05:21 Speaker A the real greenfield projects are key elements to economic growth decisions to move forward with investing in these projects are predicated on specific return on investment brownfields and greenfield projects are also an opportunity to build competitive advantage with new technologies 05:38 Speaker A production efficiencies and product quality order spend tens or hundreds of millions of dollars in these projects but apart from bricks and mortar there's so much more that is needed to be able to start up and run in the facility 05:54 Speaker A owners need to be operate operate operationally ready on so many fronts and forget anyone can severely impact return on investment some of the pitfalls we've seen as owners plan to utilize existing operations resources to cover operations readiness initiatives 06:13 Speaker A but without the program the checklists and the experience this could be a challenge and adds considerable risk owners often rely on project management teams and OMS to deliver what is required to create the necessary operating manuals and maintenance 06:29 Speaker A manuals and procedures but schedule issues and quality deficiencies of these deliverables often cause major issues so how does operations readiness impact ROI well ultimately it will impact impact a start up ramp up and where the design capacity is achieved it can be sustained 06:50 Speaker A yet most medium-sized or large mega projects are late or struggle to reach design performance typical startup failure modes one is the ramp up is late it's like you're late coming up to design capacity but then tail soffit because it can't be sustained the second 07:10 Speaker A one is delayed ramp up to eventually reaching design capacity a third is delayed ramp up and struggle to reach that design capacity so at this point I'd like to have participants involved in a poll to collect the experience of the 07:30 Speaker A participants on the call so the question is what is your greatest concern in starting up a new plan so is it hiring of training hiring training of new personnel is that supply chain spare parts availability you should see a pop up on your screen where 07:46 Speaker A you can enter your your information is it process a procedure is IT and management system safety or is that all the only five lists and five items listed so we'll give it another few minutes here or seconds to to enter your 08:03 Speaker A answers just a minute more you can submit that and then we'll have Savannah to collect the results and display that here all right so results are in and 68 percent of participants say all of the above all the items listed so it's it's 08:32 Speaker A really in line with what we've experienced all these plus other factors are are at play here so the big question becomes how can you achieve the smooth startup and quick ramp up to full capacity followed by sustained operation 08:51 Speaker A at design capacity achieve that and you'll get the best our life it's not only about getting one element right though it's about implementing a total solution so our solution the upfront program is is based on decades of experience we have structured checklists 09:10 Speaker A included procedures goebbeis and we've created ten modules that we've coined as upfront this graphic here on the right shows shows all of these modules at the same time up front illustrates that this is not something we do at the last 09:27 Speaker A minute during construction let alone the commissioning phase you have to start a lot earlier preferably you start planning for operations readiness way up front in parallel with conceptual and detailed design of the physical asset these services are structured that they 09:43 Speaker A can be tailored to specific needs of each project it is also designed to develop all the business processes that are required to be in place to safely and effectively start over start to take over the operation I should say and upon 09:57 Speaker A the completion and handover it is fully integrated with the EPC activities and aligns all stakeholders within the project and owner operations John will now take us through the modules about front in a little more detail John thank you Ron let's take a closer look 10:24 Speaker A at the upfront operational readiness methodology here we see it comprised of 10 modules also referred to as business processes under these modules are over 600 activities that covered their design and implementation of those business processes several of these activities 10:46 Speaker A are outside normal EPC scope but are necessary to prepare an organization to operate and maintain a new or expanded facility notice the six modules in the center of the slide our business processes that exist in any manufacturing facility also note that 11:08 Speaker A this methodology is designed to be fully integrated with the EPC project across all phases of the project from conceptual engineering through commissioning and startup during this time risks to successful operational readiness are identified and mitigating and they are aligned with the risk 11:31 Speaker A management of the overall project now we're going to take a look at a few of these modules business case development these activities are performed very early with owners senior management to conceptualize a project to address a market need this involves the 11:55 Speaker A development of preliminary economics including capital investment lifecycle cost financing strategy raw material sourcing and benefits of various locations a floor affiliate is able to identify and evaluate candidates sites and even conduct economic incentive negotiations with government entities to 12:21 Speaker A help owners decide where to build the value of these services is identification of all the possible advantages or levers that can be brought into play to optimize the return on investment of the project such as initial O&M strategies financing options 12:46 Speaker A plant side evaluation local labor market tax implications import/export options and proximity to key suppliers and customers based on this analysis owners will decide to initiate preliminary engineering resulting in a feasibility study risk and readiness reviews are conducted throughout the project risk management 13:17 Speaker A is a key aspect of compliance with international lenders requirements for projects however an operational readiness risks are evaluated from the owners perspective that is the risk to a safe effective start up and ramp up to steady-state operations with the 13:41 Speaker A facility operating at design internal audits confirmed progress prepare the owners our organization for external audits and identify potential risks to successful startup note that the initial readiness review identifies needed activities their status who should perform them and one should that occur 14:11 Speaker A during the project that becomes the starting point for development of an operational readiness master plan which I'll address in the next module so why is that initial readiness review important well when we got an owner through all the modules about the 14:31 Speaker A operational readiness methodology they get a comprehensive view of all the activities that must be addressed regardless of who will do them master planning as I said on the previous slide we use the results of the initial risk and readiness review to take a snapshot 14:54 Speaker A of the owners current preparations for operational readiness we're looking for gaps and risks we take those results and create an initial master plan and schedule which details the activities responsibilities level of effort an execution plan for the operational 15:17 Speaker A readiness project this plan is linked to milestones in the construction mass you're scheduled and becomes the basis for reporting and auditing of progress now let's discuss some of the detailed modules life cycle design report here we define critical safety operations and 15:43 Speaker A maintenance requirements to confirm during design reviews here input from an operations and maintenance perspective is provided to the design such as lifecycle cost based decisions for equipment sparing for example or alternate ownership options such as leasing versus purchase we can apply any 16:12 Speaker A of several value improving practices to the design with some examples including logistics lien analyses mechanical handling studies value stream maps and human factors analyses we work with the owner to establish criteria for making capital spares decisions we conduct RAM 16:38 Speaker A analyses which is reliability availability and maintainability analyses to model the overall availability of a facility to assist in decisions for the model d bottlenecking the design such as installing hot standby equipment procurement of major capital spares or even specific 17:03 Speaker A maintenance strategies or recommending manufacturer maintenance contracts this is also the point where standardization decisions are important these create frame agreements with suppliers of equipment types such as electric distribution equipment control systems and pumps which would be then standardized across the project and 17:33 Speaker A these can have a big impact on your spares inventories training costs these decisions taken at an early phase of a project can have a great impact on the overall cost and success of a project maintenance Readiness support begins with the 17:55 Speaker A creation of an overall strategy for the development and implementation of the maintenance business process the strategy includes maintenance organization design management procedures and even budgeting process to conform to ISO standards reliability-centered maintenance principles are used to determine the 18:19 Speaker A optimal strategies to preserve the functionality of the equipment we emphasize the use of cost justified predictive and preventive technologies to optimize the total cost of ownership based on the reliability analysis we identified needed spares and stocking strategies data for the asset register 18:45 Speaker A maintenance procedures and spares are combined and formatted for uploading into the maintenance management software we decide with the owner what maintenance procedures will be done by the owners staff and what will be outsourced these decisions will just drive maintenance training content 19:11 Speaker A maintenance shop equipment and outsource services we determine what data is needed for predictive maintenance or predictive analytics technology operational readiness the first step like before is the creation of the overall strategy for the development and implementation of the business process 19:37 Speaker A again this includes design of the organization the management procedures the budget process and as with all these business processes performance measures we leverage process documentation to identify and develop operating procedures for start-up shut down an emergency shut down the production 20:01 Speaker A quality control process is developed including control points action limits response sampling points and customer quality requirements these are documented to conform to ISO 9000 requirements we define the role of operations during pre commissioning and commissioning which present opportunities for hands-on training of 20:28 Speaker A operators and technicians we identify special tools instruments equipment and consumables and the corresponding sourcing strategies is important to interface with sales and marketing functions to develop the production planning process these activities will provide inputs to the information management function for reporting needs 20:56 Speaker A record-keeping and requirements for the manufacturing control systems supply chain readiness here the focus is on the development of the owners raw materials spares and services supplier networks including the identification and qualification of these suppliers we develop plans for off-site and on-site 21:27 Speaker A logistics which can present special challenges depending on the process we make sure that the procedures for procurement of materials and contracting of services meets the facility needs and is consistent with the functionality of the owner software systems in addition 21:50 Speaker A warehousing and materials management processes are designed and implemented the last module of that we will describe in detail is vertical launch which is name to distinguish it from the classical pre-commissioning and commissioning activities performed by the engineering and construction firm 22:16 Speaker A whereas EPC commissioning focuses on validating equipment installation and function operational readiness commissioning focuses on preparing the owners personnel their processes and the systems to collectively function as a sustainable business starting at handover we integrate the owners personnel with the EPC commissioning 22:44 Speaker A team to provide opportunities for the owners personnel to become familiar with a new equipment as such the owners personnel are trained and scheduled to witness key commissioning tests participate in punch list generation participate in redlining as-built drawings they conduct walk-down reviews 23:14 Speaker A of their operation and maintenance procedures in the field most importantly they are assigned to participate with EPC and vendor technicians in commissioning activities to give them hands-on experience with operating the equipment the pre startup safety review is a comprehensive review of all the 23:37 Speaker A preparations of operational readiness to confirm that all personnel processes and systems are in place and ready to function in a safe and effective manner upon handover of the accepted facility now let's look at the remaining modules of up front 24:02 Speaker A as mentioned earlier in the introduction to upfront we also have services for information management technology organizational readiness which is the hiring and training of personnel and finally the support functions such as health safety and environmental management now let's 24:32 Speaker A go back to Ron for concluding comments okay we talked about the myriad of challenges new asset owners will have apart from creating the bricks and mortar the facility we led you through seven of the ten modules within upfront 24:53 Speaker A operations readiness program which ensures all operational processes procedures systems training tools are ready for takeover of the new facility and we talked about how this in turn will protect your startup curve which ensures you achieve the plan return on 25:11 Speaker A investment it also establishes the foundation for long-term consistent plant performance and optimize return on investment now let's look at some example benefits realized on projects in various industries so within the first industry here chemical the chemical projects we've we've experienced reduced 25:36 Speaker A capital investment and improved profitability ten-to-one payback on investment was realized and on-time commissioning and startup within life sciences we've met validation requirements of one month ahead of schedule and past FDA licensing inspection with zero observations metals and mining we 25:58 Speaker A started up 100 days ahead of schedule set records for first year productivity and safety nice general manufacturing we mitigated 300 million dollars of project risks and we produced the first unit ahead of schedule with zero defects or on the gas refining successful 26:20 Speaker A on-time on-budget launched an investment case performance requirements met power within power plant performance exceeding plan and implemented the maintenance and reliability program so the results achieved further exemplified the value of a structure well structured or elevated upfront or operations rate 26:42 Speaker A in this program so what's the first step the first step we highly recommend is an operational readiness assessment workshop to evaluate the completeness of your readiness plan and identify risks and this can be done remotely or on-site we also make recommendations based on 27:05 Speaker A these gaps on activities timelines within the project teams operations readiness teams we define roles and responsibilities and we identify critical path items this workshop provides a complete view of all the preparations needed to achieve a successful handover start up ramp up to 27:26 Speaker A sustain steady-state operations so I think we will get into questions here and that will let Savannah collect these questions and read out a few questions that that we have coming in all right thanks Ron thanks John for this presentation on 27:45 Speaker A operational readiness we have had quite a few questions come in during the presentation and we have just a couple minutes left so let me just look through them and we can get a few of them answered here all right so the first 28:02 Speaker A question can you provide services on your maintenance readiness module only yes we certainly can as we've been we are very flexible with the assignment of activities during our workshop and quite often the owner comes to us to take the 28:31 Speaker A lead on the implementation of the maintenance readiness process so it does happen quite often okay thank you let's see here let me select oops let me select another question we already have an Operations readiness team can you assist our team 28:57 Speaker A yeah I'll take that one John yes we can a sister team and again it starts with the assessment because with the assessment we can identify specific gaps in your current plan or your current team capabilities and we can compliment 29:12 Speaker A your team and fill in for those gaps and we can also bring in the structured process itself and have your team your operations ready and his team follow this structured process or or portions or elements of that or modules of that 29:28 Speaker A process so yes that's a good question then the answer is yes alright thank you very much we have time for one more question so let's see here how about what is the difference between commissioning and operations readiness you want to take that one yes yes as I 29:50 Speaker A mentioned in that the one slide on vertical launch there is a big difference whereas the EPC commissioning focuses on making sure that the equipment is to specification has been installed properly and functions to the design conditions operational readiness 30:09 Speaker A commissioning make sure that from the owners perspective all the people the processes the systems that the training documentation everything else is in place so that the owners staff can fully participate in the commissioning activities to take advantage of that 30:31 Speaker A opportunity for that knowledge transfer that makes them much more able and prepared to take over the facility upon handover okay thanks John so we are at the half hour mark I'd like to just remind everyone that the questions that 30:51 Speaker A we did not have time to answer today we we'll be answering in the follow-up material so with that I will go ahead and conclude this webinar I really hope you've all gained some valuable insight into operational readiness I know I surely have it goes 31:08 Speaker A without saying of course we're happy to discuss this further with you directly if you would like to do that please just utilize that Q&A button at the bottom of your screen and you can leave us a message and of course we we will contact 31:19 Speaker A you later we're gonna leave the presentation open the webinar open for just a few more minutes to give you time to do that as I mentioned before this webinar is part of our series of weekly Wednesday webinars about smart 31:32 Speaker A maintenance and asset management asset management related topics next Wednesday at the same time that is one would be talking about utilizing the secret weapons during Kovan 19 so more information and registration again can be found at our websites store comm this 31:50 Speaker A presentation and the recorded webinar will be available on the Stork website and all registered attendees will receive an email in the coming days with the link to it I'd like to thank all of you once again for joining us I wish you 32:03 Speaker A a safe and productive rest of your day and as always we continue to be your partner in the field of smart maintenance and asset performance improvement so until next time thank you Topics: Operational Readiness Asset Management Plant Startup Turnarounds Project Management UpFRONT Program Return on Investment Industrial Operations Risk Mitigation Stork Webinar Study this video - [Flashcards from this video](https://sozai.app/tools/ai-flashcard-generator/?from=transcript&id=80490) - [Quiz on this video](https://sozai.app/tools/quiz-generator/?from=transcript&id=80490) Free, made by AI from this transcript. 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