Capacity planned for the window, not improvised

A turnaround is a capacity problem

Normal operations might put a few dozen people in an area. A turnaround puts hundreds of contractors on the same footprint for two to six weeks, working around the clock, and then they all leave at once.

Applying normal ratios to that is how a site ends up with lines at every unit by day three. The math is the same — roughly one unit per 10 workers — but the headcount is a multiple of normal, and it arrives on a specific date.

That is a capacity plan, and it needs to be booked as soon as you have dates rather than the week before mobilization.

Covering the peak

4-stall satellite units are the workhorse here. One drop covers what four singles would, which matters when you are placing dozens of units in a compressed window.

Placement by gate and work area. Contractors will not walk across a unit to find a restroom; they will find something worse. Units at every gate, at scaffolding and laydown areas, and near break tents.

Hand-wash stations everywhere. With hundreds of contract workers, at every gate and break area, and required anywhere food is served.

Service frequency through the peak

Weekly service is not a serious answer during a turnaround. Around-the-clock work means daily service through the peak, and twice-daily in the highest-traffic areas. As the crew demobilizes, frequency steps down with it.

Every visit is a full pump, sanitize, deodorize, and restock — which is what keeps units usable at that volume rather than just present.

Demobilization is part of the plan

The removal date gets scheduled with the delivery date. When the unit restarts and contractors clear the gate, the facilities come out on a known schedule rather than sitting there accruing charges until somebody remembers to call.

Same for containers: turnarounds generate significant debris in bursts — insulation, scaffolding materials, packaging, scrap — and those get scheduled swaps through the window rather than call-when-full.