Post on 24-Nov-2015
for Human Resource Development
Idemitsu Kosan Co.,Ltd
Head office: Tokyo, JapanFounded: 1911Employees: 7,826Annual Sales: 3,798billionRefineries: 4 (640MBPSD)Petrochemical Plant: 2 (997KTA)Overseas Offices: 36Service Stations: 4,598
Idemitsu Head office
Outline of Idemitsu
Exploration&Production
OverseasBusiness
New Energy
Marketing
Petrochemical
R&D
Transportation
Stockpiling
Refining
4 Coal Mines in Australia
1 Uranium Mine in Canada
1 Geothermal Plantin Japan
4,598 SS
4 Refineries640MBPD
9 VLCCs
Norway andSE Asia
Electronicmaterials
IdemitsuGroup
Group business of Idemitsu5 Lubricants blending factories in US, China and SE Asia
2 Plants997KTPY
Refinery locations Total Capacity
CDU 640 MBSD
Ethylene 997 KTPY
AICHI (1975-)
TOKUYAMA (1957-)
* CDU 120 MBSD* FCC 26 MBSD* Ethylene 623 KTPY
* CDU 160 MBSD* ARDS 55 MBSD* RFCC 50 MBSD
* CDU 140 MBSD* ARDS 38 MBSD* RFCC 30 MBSD
* CDU 220 MBSD* ARDS 40 MBSD* FCC 45 MBSD* Ethylene 374 KTPY
HOKKAIDO (1973-)
CHIBA (1963-)
High Conversion (RFCC) Refineries- Hokkaido and Aichi
Refining and Petrochemical Complexes
- Chiba and Tokuyama.
Location of Refinery & Plant
Technical Training Center
5This line of thought is based on the fact that human beings are the main entity of economy and society,not material and money caution against putting the cartbefore the horse.
Starting Point of Management
3
Respect for Human Being IdemitsuRespect for Human Being
6Starting Point of Management
Our Founder set up five principles:
Respect for Human Beings
The Great Family-like System
Independent and Autonomy
Do Not Be a Slave to Money
A Bridge from Producer to Consumer
Starting Point of Management4
We placed particular emphasis on discipline and education of our employees, so that they become a group respected by society.
In practicing the ideal, we have also emphasized synergetic and wide application of Human Power gained through total cooperation.
Starting Point of Management
KSS: Kaizen Suggestion System
S
JITJust-In-Time
production
TPMTotal
Productive Management
TQCTotal Quality
Control
QCCQC Circle
Toward Goal
S
5S is the beginning of a healthy, comfortable and productive life for everyone at work
SEIRI(shifting)
SEIKETSU(standardizing)
SEITON(sorting)
SEISOU(cleaning)
SHITSUKE(discipline)
SAHOU(manner)
5S is an initial letter for 5 Japanese words
S
SEIRI(shifting)Separate needed
items and not needed items.and throw away not needed items.
SEIKETSU(standardizing)
Maintain shifted, sorted, and cleaned state.
SEITON(sorting)Maintain the state to
be able to take neededmatters when those areNeeded(Decide, restore)
SEISOU(cleaning)Clean up garbage, dirtforeign materials in
surroundings and workplace
SHITSUKE(discipline)Be accustomed to
follow decided matters (rules)
SAHOU(manner)Reasonable style as
a way of human shallbe established
S
SSEIRI
SEITONSEIKETSU
SEISOU
SHITUKESEIRI
Seiri is the sorting out and discarding of unnecessary items in the workplace
SSEIRI
SEITONSEIKETSU
SEISOU
SHITUKESEITON
Seiton is the arrangement of necessary items into goodorder so that they can beeasily selected for use
SSEIRI
SEITONSEIKETSU
SEISOU
SHITUKESEISOU
Seiso is cleaning up ones workplace completely so that there is no dust on floors, machines or equipment
SSEIRI
SEITONSEIKETSU
SEISOU
SHITUKESEIKETSU
Seiketsu is maintaining ones workplace so that it isproductive and comfortable byrepeating Seiri-Seiton-Seisou
SSEIRI
SEITONSEIKETSU
SEISOU
SHITUKESHITSUKE
Shitsuke is training people to follow good work habits andthe strict observation of workplace rules.
Before After
S
Efficient working atmosphereNot only
Employees have more independence of mindTeam work can be strengthenedLeadership would be developed
But
SProductivity
Quality of workSafety at workplace
Go up!
Productivity
Quality of workSafety at workplace
SCompetencyCareer
Mindset , Mentality Change!
Do your job, S!. If not, you, fired!S
Its not my job!
Rule by fear
S Four Key Factors for Successful 5S There are no observers in 5S,
everyone participates
22 Continued commitment andsupport by top management
5S starts with education and training
33
Repeat the 5S cycle in order to achieve a higher standard
44
S STEPTop managementTop manager should understand the philosophy and benefit of 5STop managers commitment to 5S implementationOrganize 5S working committee and appoint 5S facilitatorTrain 5S facilitators and participants
Effect of 5S
Efficiencyimprovement
Qualityimprovement
Securethe safety
Motivationimprovement
Costreduction
Failurereduction
Beautifulenvironment
Inventoryreduction
S STEP2Official announcement by the top managerThe top manager should officially announce the implementationof a 5S programThe top manager explains the objectives of 5S program to colleagues.Publicize the 5S organization chart and layout diagram showing areas divided by borders for the assignment or responsibilityto small group
Work on various promotion tools(banners, posters, newsletter etc.)Organize off- and on-the-job training programs on the basis of5S to all colleagues
Top Manager
5S Facilitator Committee
MG/Group A MG/Group B MG/Group C
5S Auditor
Organization for Implementation of 5S
S STEP3Big cleaning by all colleagues Organize A Big Cleaning Day after the 5S implementation
announcement by the top MG as soon as possibleAssign small groups to be responsible for each divided area.Provide enough tools and materials
This big cleaning also includes Seiri (Shifting) of wastesA Big Cleaning Day should be continued (twice a year)
Before AfterPhotographs for Improvement
S STEP4Initial Seiri ( Shifting ) Establish Disposal Standards for unnecessary items.Initial Seiri is an activity practiced by everyone to removeall unnecessary items after a big cleaning day. Everyone concentrates to identify and arrange unnecessaryitems for elimination.Unnecessary items that cost a lot should be evaluated and listed.Future purchase of unnecessary items can be avoided.
Why do unnecessary items exist?
Change in sales-production planThe excessive orderingThe incorrect orderingThe lack of quality controlThe lack of quantity controlImproper storage locations and poor
storage methods
A poor receiving and issuing systemDuplicated ordering or deliveringOld or aged machine and equipmentThe duplicated production and storage of
paper work Others
S STEP5Daily Seiri , Seiton and Seiso SeiriDiscard things that are not needed and not being used. Use space more efficiently.
Seiton: Improve locations and methods of sorting things.After the effort, searching and returning time is minimized.
Seiso: Continue daily cleaning schedule for the creation of healthy and comfortable workplace.
Motivate and stimulate colleagues to get ideas to improve their workplace.
Space & Time
S STEPPeriodic S Audits Establish 5S evaluations and incentive plans. Conduct 5S audits regularly by auditors.
(a)Score on the 5S level achieved(b)Score on good practices identified
Organize 5S internal competition to prevent backsliding andfor further upgrading.
Periodically award groups and individuals that implementgood practices in appreciation for participation.
SEIRI(shifting)SEITON(sorting)
SAHOU(cleaning)
At Workplace
Human resourceHuman resourceDevelopment
ComfortableComfortableCircumstances
Without Useless,Without Useless,Unreasonableness,
Unevenness(Muda, Muri, Mura)
VisualVisualManagement
Elimination ofElimination ofMicro Defects
SEIKETSU(standardizing)SHITSUKE(discipline)
SAHOU(manner)
Individuals Try
GoodQuality
NoNuisance
Low Cost
Timely
See-ThinkPDCAon 5S
Action Plan
DoCheckPeriodically
Daily
Clear(Sukkiri)Activity
Special5S
Special Action
S Mechanism of 5S
SPrinciple of SEIRI (Shifting)
Neededitems
Treatment
Items used at all times
Items used occasionally
Items rarely used
Judgment criteria
Preferably place the itemsat hand
SEIRI(shifting)
Place the items at predeter-mined place, little separated Place are allowed
Separately stored at designated place
Not Neededitems
Items can be thrownaway immediately
Items thrown away afterconsideration of sales
Items some expense isnecessary to throw away
Throw away immediately
Separate sales parts, and throw away remains
Throw away after checkingdisposal method(Non expensive method)
Judgment criteria (principle) for SEIRI (shifting) shall be fixed on necessity!
SPrinciple of SEITON (Sorting)
Treatment
Where(Define a place/fixed place)
What(Define an item/fixed item)
How manyDefine quantity/fixed quantity
The principle of Seiton
Define the place-Adjustthe place
SEITON(sorting)
Define items to be placed
Define quantity to beplaced
Restore to Original state
(Rule)
A-1 A-2 A-3
B-1 B-2 B-3
C-1 C-2 C-3
A-1
A-2
A-3B-1
B-2
B-3
C-2
C-1
C-3
9Boxes
SProcedure of SEISOU (Cleaning)
Define Cleaning Items
Assign member in chargeof cleaning
Define how to clean
Place, machine, inventoryaisle, backside, etc.
SEISOU(Cleaning)
Rolls and responsibility
When, method, tools
Prepare cleaning tools
Implement cleaning
Tools with good usability,even tools are a little expensive
Identity of waste and dirt can be found out.Generation source of waste and smudge can be disclosed.Intrusion point of waste and smudge can be specified
Problem Consciousness
Machine MaintenanceFailures of machine and equipment can be found.By repeating this work, chronic (lasting) problem becomes visible
Dirt
SPrinciple of SEIKETSU (Standardizing)
SEIRI(Shifting)
SEITON(Sorting)
SEISOU(Cleaning)
SEIKETSU(Standardizing)
Implemented by each person
Established in workplace
Improving Level
Returning to original point
Time Time
Improving Level
Building-up status of improvement and maintaining
SPrinciple of SEIKETSU (Standardizing)
SEIRI(Shifting)
SEITON(Sorting)
SEISOU(Cleaning)
SEIKETSU(Standardizing)
Implemented by each person
Established in workplace
We have to make it possible for anybody to find out little dirt and abnormality.
Visual management is thoroughly effective
Indications and color code shall be applied to recognize normal status
Make criteria of abnormality clear and countermeasures are also clear
SPrinciple of SEIKETSU (Standardizing)
5.0
0
7.5kg
2.02.5kgA Grade
2.5
Indication of control range by color
Labeling proper seats by color
SPrinciple of SHITSUKE (Discipline)
The habit, to follow the decidedmatter (rules), has been build up.
SHITSUKE(discipline)
The Original StateEagerness Motivation
A sense ofaccomplishment
The first priority matter is achievement of taking action from other persons standpoint. Without understanding causes of necessity on Seiri and Seiton in workplace and necessity of voluntary cleaning, 5S is difficult to be established.
Self-governing
compulsoryWhats wrong?On a street, OK!
SPrinciple of SHITSUKE (Discipline)
Yourself!
Some Suggested Good Shitsuke Practice
Contact people with a big smileBe good listenerBe devoted and Kaizen (Improvement) -oriented Demonstrate team spiritConduct yourself as the member of reputable organizationBe punctualAlways keep your workplace clean and tidyKeep safety rules strictly
5S of Analytical Laboratory
Idemitsu Kosan Co., Ltd.
Quality Control Laboratory
Laboratory starts morning with exercise.
Lab Manager and Refinery Deputy GM join the exercise.
Lab Manager
Refinery Deputy GM
Umbrellas Box for Customer (Hand-made, DIY)
Customer First
Pull Inside Out
Morning Meeting of Quality Control Laboratory
Lab ManagerDay Leader
Work Schedule Board
They Chant Safety Slogan at the end of Morning Meeting.
Safety Slogan is posted on the wall.
Around the wall, they post their targets and schedule of TPM.
Around the wall, they post their targets and schedule of TPM.
The record of Activities are kept for future review.
Files are well arranged as 5S activities.
Colored Light Indicates Topics (Entrance Area).
Green Light
Switch of Green Light (General Affair)
Training
Safety
TPM
Welfare
Nickname: Mr. Look-Look
They constructed Laboratory Supplies Stock Area by themselves.
Stock Shelf of Analytical Reagents
It is visible how many bottles of Reagent we have in stock.
Standard Thermometers
Finger Hole
Standard Thermometer
Address
Address
Standard Thermometers
Standard Thermometers
OrderedIn Use
Paper Towels
Laboratory Supplies
Recorder Papers
Before TPM activities, those lab supplies and recorder paperswere kept by each of lab staff.
Recorder Roll Papers
If remaining stock becomes less than two,you have to order supplies.
Item Number
Order FormsItem Number
Order Form
Item Number
Name and Specifications Unit of Order Date of Delivery
Name and Fax Number of Supplier
Authorization Signatures
Sample CansFor Earthquake, Shelves are tilted and wire codes were installed.
Desk Drawer in LabVisualization of Position for Test Device.
Floor SignsDear night shift operators,please Bring Water Sample to this Direction.
Lab staff are trying to communicate with Night Shift staff who come in the lab late in the evening Lab staff do not have chance to meet them. They are talking to the night shift staff by painting guide arrows on the floor.
This is the entrance of Analytical LaboratoryFloor Signs
This is the direction of Analytical Reagent Stock Shelf.
Ceiling Signs
If you do not know where laboratory supplies are, push buttons.
Recording Papers
Roll Papers
Cans
Lump is on for Cans
LUBLIFE
Waste of Tested Heavy Oil
This machine tells fill-up point of heavy oil by cuckoo voice. It is easy to know when we have to throw it away.
Analysis Machine (Caution & Maintenance Period)
Caution! Rotating Machine Maintenance Period
Electric Dryer (Indication of Contents Inside)
We cannot knowwhats inside.When the door is open, dangerous situation must be avoided. IndicationIs effective for safety