Plant turn-arounds tend to be optimization problems - how many projects can we fit within the time and budget of the turn-around. While these can be very complex problems to solve, they typically do not include much, if any, strategic thinking in the selection of the projects. A few years ago, a client challenged their turn-around team to think more strategically. Instead of thinking narrowly about fixing or making incremental improvements to the existing "pots and pans”, what could they do to move the plant toward a more strategic objective. The case study being presented shows how the team accepted the challenge and applied strategic thinking using a multi-attribute analysis to the determination of which projects should be included. 

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