## 2 The Process Plant Inspection and Maintenance System
### Improve TAM Efficiency by Conducting a Survey Questionnaire  
TAM is a pivotal endeavor in the operation of diverse industries involving the convergence of resources, skills, and planning for repairs, inspections, and equipment enhancements [6]. [PERSON] et al. [20] explored over 80 pieces of literature comprehensively, aimed at unraveling trends and optimizing TAM strategies to curtail duration, human resources, and costs. Their study mapped out the four stages of TAM--initiation, preparation, execution, and termination--illustrating its complex and resource-intensive nature. In petrochemical plants, an eight-week process involving up to 4000 workers during peak periods is typical, whereas refinery TAM spans 40 days every four years, requiring approximately 300,000 man-hours. Efficient planning, scheduling, and adept coordination have emerged as linchpin factors for this intricate landscape [20].  
Scheduled shutdowns are paramount for mitigating the risks of unplanned plant mishaps. The ability to accomplish turnaround activities within predetermined timelines is pivotal because of the potential for significant financial ramifications in cases of delays. [PERSON] et al. [40] probed the role of risk management in ensuring the success of plant turnarounds using a questionnaire-based approach. The study's insights underline the direct link between effective shutdown risk management and the avoidance of considerable cost and time overruns. Project risk management is a widely acknowledged success factor for orchestrating turnaround shutdowns.  
Delving into core challenges and crucial maintenance activities, [PERSON] et al. [41] conducted interviews and frequency analyses across diverse industries. Their findings illuminated the recurrent nature of labor-intensive and capital-demanding shutdowns, which often lead to delayed cost overruns and unfulfilled objectives. The demographic mappings of inspections, overhauls, replacements, and repairs complemented these observations.  
Within petrochemical plants, the significance of turnaround activities is undeniable and is driven by the need for improvement, modification, repair, and maintenance. However, a sobering statistic reveals that a staggering 80% of turnaround endeavors fail to meet performance indicators encompassing time, cost, safety, quality, and environment. [PERSON] et al. [42] elucidate the intricacies of these situations, wherein a dense workforce environment can cause conflicts, accidents, confusion, and errors. Their study underscores the pivotal role of coordination and robust human resource management in achieving performance benchmarks.  
[PERSON] et al. [8] conducted a questionnaire-based exploration of TAM employees to examine their cultural values and their impact on ethics and conflict management. The findings revealed that successful conflict resolution is often tied to job compatibility and overshadowing of individual temperament. Similarly, [PERSON] et al. [9] used survey-based journeys to assess TAM performance. Their study highlighted that many TAM activities frequently miss deadlines, with inappropriate contractor selection emerging as a leading cause of overruns.  
[PERSON] et al. [43] further emphasize the importance of astute contractor selection. This model, which involves factors such as cost, time, quality, flexibility, reliability, and human resources, underpins the need for reliability in TAM. Similarly, [PERSON] et al. [44] surveyed company employees to determine the extended inspection and testing times during TAM activities. Their efforts aimed to identify areas for optimization to enhance efficiency and curb costs.  
In the dynamic realm of turnaround maintenance, these studies collectively paint a vivid picture of the challenges, successes, and strategies, providing insights to guide efficient and effective plant operations.