Turnaround and Shutdown Management (AssetronX) Practice Questions — 10 Free (2026)

A gas plant earns 1.2 million dollars of margin per operating day and is sold out. A turnaround overruns by 4 days. What margin is permanently lost?

• A. 0.3 million dollars
• B. 1.2 million dollars
• C. 4.8 million dollars ✓
• D. 12.0 million dollars
• E. 48.0 million dollars

Four days at 1.2 million per day is 4.8 million dollars, and because the plant is sold out that production can never be made up afterwards, which is why overrun days are priced in margin rather than in maintenance cost. Dividing by the overrun, quoting one day, or multiplying by ten reflect misreadings of the data. Turnaround and shutdown management (AssetronX synthesis), Turnarounds

Using the same data, earned value 3.4 million and actual cost 3.8 million against a total budget of 8.0 million, what is the estimate at completion assuming current cost performance continues?

• A. 8.00 million dollars
• B. 8.94 million dollars ✓
• C. 9.40 million dollars
• D. 11.20 million dollars
• E. 12.00 million dollars

The cost performance index is 3.4 over 3.8, about 0.895, and dividing the 8.0 million budget by that index gives roughly 8.94 million dollars at completion. Assuming the budget still holds, multiplying instead of dividing or applying the variance twice produce the other figures, and this projection is what triggers early intervention. Turnaround and shutdown management (AssetronX synthesis), Earned value

Of 240 welds radiographed, 18 were rejected. What is the repair rate, and how does it compare with a five percent target?

• A. 5.0 percent, exactly meeting the target set for the work
• B. 7.5 percent, above the target and requiring investigation ✓
• C. 13.3 percent, far above the target set for the work
• D. 18.0 percent, indicating a severe process failure in welding
• E. 75.0 percent, indicating that most welds were rejected outright

Eighteen rejects out of 240 examined is 7.5 percent, half again above the five percent target, which warrants investigation of procedures, consumables or individual welders. Reading the target as the answer, inverting the ratio, quoting the reject count or misplacing the decimal produce the other figures. Turnaround and shutdown management (AssetronX synthesis), Rework

At day 8 of a 14-day window the plan expected 60 percent complete and the field reports 48 percent. If the remaining rate matches the achieved rate, how many days will the event take in total?

• A. 14.0 days
• B. 16.0 days
• C. 16.7 days ✓
• D. 18.0 days
• E. 20.0 days

Forty-eight percent in eight days is 6 percent per day, and 100 divided by 6 gives about 16.7 days, some 2.7 days beyond the window. Assuming the plan holds, rounding to sixteen or applying the planned rate to the remainder produce the other figures, and this simple projection is often the first warning of overrun. Turnaround and shutdown management (AssetronX synthesis), Performance reporting

An item costs 200 thousand dollars to execute now. Deferring it carries a 10 percent chance of an unplanned outage costing 3 million dollars. What is the expected cost of deferral, and does screening favour execution?

• A. 100 thousand dollars, favouring deferral
• B. 200 thousand dollars, making the choice neutral
• C. 300 thousand dollars, favouring execution now ✓
• D. 600 thousand dollars, favouring execution now
• E. 3000 thousand dollars, favouring execution now

Ten percent of three million is an expected 300 thousand dollars of deferral risk, which exceeds the 200 thousand execution cost, so risk-weighted screening keeps the item in scope. Halving the probability, equating the two figures, doubling the product or ignoring the probability entirely give the other answers, and this expected-value comparison is the arithmetic core of risk-based screening. Turnaround and shutdown management (AssetronX synthesis), Prioritization

A category of 40 similar valve jobs was estimated at 12 hours each and actually averaged 15 hours. What correction factor should next event's norm carry?

• A. 0.80
• B. 1.15
• C. 1.25 ✓
• D. 1.50
• E. 2.25

Fifteen actual hours over twelve estimated gives a factor of 1.25, meaning the norm understated the work by a quarter across a healthy sample. Inverting the ratio, adding the percentages loosely, taking the absolute difference as a factor or squaring it produce the other values, and this recalibration is the core arithmetic of the improvement loop. Turnaround and shutdown management (AssetronX synthesis), Task estimate accuracy

A scope block totals 9000 norm man-hours. Site conditions justify a productivity factor of 0.75, and the workforce delivers 50 productive hours per person per week. How many workers does a 4-week execution need?

• A. 34 workers
• B. 45 workers
• C. 60 workers ✓
• D. 90 workers
• E. 180 workers

Dividing 9000 by 0.75 gives 12000 site hours, four weeks at 50 hours yields 200 hours per person, and 12000 over 200 is 60 workers. Skipping the factor, applying it the wrong way or halving the weeks produce the other figures, and this is the arithmetic by which crew sizes are actually set. Turnaround and shutdown management (AssetronX synthesis), Resource planning

A critical activity is estimated at 480 man-hours. Two crews of 6 work 12-hour shifts round the clock. How many days does the activity take?

• A. 2.5 days
• B. 3.3 days ✓
• C. 6.7 days
• D. 10.0 days
• E. 40.0 days

Two crews of six on 12-hour shifts deliver 144 man-hours per day, and 480 divided by 144 is about 3.3 days. Using one crew only, single-shift working or ignoring crew size produce the other figures, and this arithmetic is how critical activities are crashed and checked against workface limits. Turnaround and shutdown management (AssetronX synthesis), Building

A vessel nozzle forging has a 26-week manufacturing lead time plus 4 weeks shipping, and 2 weeks are needed for receipt and inspection before use. How many weeks before the shutdown must the order be placed?

• A. 26 weeks
• B. 30 weeks
• C. 32 weeks ✓
• D. 34 weeks
• E. 52 weeks

Adding 26 weeks manufacture, 4 weeks shipping and 2 weeks receipt and inspection gives 32 weeks before the item is needed. Quoting the manufacturing time alone, omitting the inspection allowance, adding an extra period or doubling the total produce the other figures, and this backward calculation is exactly how long-lead order dates become milestones. Turnaround and shutdown management (AssetronX synthesis), Long-lead

An activity has an early start of day 6, an early finish of day 10, a late start of day 9 and a late finish of day 13. What is its total float?

• A. 0 days
• B. 2 days
• C. 3 days ✓
• D. 4 days
• E. 7 days

Total float is late start minus early start, nine minus six, giving three days, the same as late finish minus early finish. Reading zero implies criticality that the dates contradict, while two, four and seven come from mismatching the wrong pairs of dates or counting the duration instead. Turnaround and shutdown management (AssetronX synthesis), Theory