OFFICE TPM

BRIEF HISTORY
Formerly known as Madras Refineries Limited (MRL) Formed in 1965 as a joint venture between the Government of India (GOI), AMOCO and National Iranian Oil Company (NIOC). AMOCO and GOI disinvested in 1985 and 2001 respectively. Indian Oil Corporation bought GOIs share. CPCL Group company of Indian Oil Corporation Limited ( IOCL )

CPCL
IOCL is The Highest ranked Fortune Global 500 Indian company at 125th position.

ORGANISATION CHART

CHAIRMAN IOCL & GROUP COMPANIES

Others IOC -1 NIOC -2 Independent - 4

MANAGING DIRECTOR

DIRECTOR (OPERATIONS)

DIRECTOR (FINANCE )

DIRECTOR (TECHNICAL)

CBR UNIT HEAD

LOCATION OF REFINERY
Two Refineries Manali Refinery & CBR
MANALI

CPCL - Manali Refinery

1969 , 10.5 MMTPA, Fuels & Lubes

CBR

CPCL CBR, 1993, 0.5 mmTPA Increased to 1.0 MMTPA Has a captive Jetty

CBR BACKGROUND
Crude was found in Narimanam by ONGC in 1986 .

Till 1993, crude was transported to CPCL Manali by road trucks / rail wagons for processing.
CPCLs 0.5 MMTPA was commissioned in Nov.1993 with pipeline transfer of crude. Crude was found in PY-3 off shore in 1988 and production started from 1997 . Till 2003, PY-3 crude was transported to CPCL Manali for processing. CBRs Oil Jetty was commissioned in March 2003. Since 2003, PY-3 crude and other crude are being received at CBR through Oil Jetty . Narimanam supply continues through pipeline since 1993.

ISO 9001 2008 ISO 14001 2004 OHSAS 18001 2007 TPM EXCELLENCE AWARD CATEGORY A - 2009

Vision Mission Statement of CPCL

Vision
To be the most admired Indian energy company through world class performance, creating value for stakeholders.

Mission
To manufacture and supply petro products at competitive prices, meeting the quality expectations of the customer. To pro-actively fulfill social commitments, including environment and safety. To constantly innovate new products and alternate fuels. To recognize Human Resources as the most valuable asset and foster a culture of participation for mutual growth. To ensure high standards of business ethics and corporate governance. To maximize growth, achieve national pre-eminence and maximize stakeholders wealth.

Cauvery Basin Refinery Process Scheme

RAW MATERIAL RECEIPT PRODUCTION PROCESS MAIN PRODUCTS PROPANE- NEW LEVEL 1 Narimanam

ADU

Off Gas - Internal Fuel

(1- 2%)

1 MMTPA
Stabiliser
Steam Hy. Naphtha

LPG
(2-3%)

NAPHTHA
(20-23%)

KEROSENE
(9-12%)

Crude Tanks

6 PY 3 KDBH/ / PY-

Steam

DIESEL / HFHSD
NEW- LEVEL 2 (40-45%) TRICHY PIPELINE

Steam

LSHS

Chidambaranar Jetty
KPPL new HP Gas From GAIL LP Gas - Kamalapuram

PROPANE
LPG

(18-22%)

GSU / LRU 0.27 MMSCMD

NGL

LEAN GAS
(94 - 95%)

TPM IMPLEMENTATION IN CBR

DURING LEVEL 1 OUR EMPHASIS WAS TO ACHIEVE - ELIMINATION OF LOSSES - THRU 8 PILLAR APPROACH THIS WAS ACHIEVED DURING JAN 2010 BY CONCERTED EFFORTS BY ALL PILLARS UNDER THE GUIDANCE OF CII & JIIPM
CURRENTLY IN LEVEL 2 FOCUS ON KEY MANAGEMENT INDICES 1. Net Margin

2.

Energy Index

THROUGH VARIOUS KEY PERFORMANCE INDICES BY IMPLIMENTATION OF VARIOUS KEY ACTIVITY INDICES BY 8 PILLARS ASSISTED BY 8 CIRCLES

OFFICE TPM

5S
SUPPORT TO SHOP FLOOR IMPROVE OFFICE

OTPM KK
Activity Board Understand The Shop Floor Activities

Eliminate Manufacturing Cost Loss

Improve Daily Work Management Maintain Office Equipment Zero Breakdown Establish Defect Free Quality System Establish Firefighting Free New Office
Skill Improvement in Office & Knowledge improvement in Shop Floor

OTPM AM
Meeting Participation In Shop Floor Meetings

OTPM PM

OTPM QM
Communication

Facilitation To Shop Floor

OTPM DM INPUT
OUTPUT
INFORMATI ON

OTPM E& T

OTPM SHE

Maintain Safety, Health & Environment

The "5S" Philosophy

Original Trans.
Sort

Alt.
Clearing

Details
Removal of all items that are not needed within the scope of current activity. Every tool, bin, files, records,books should have a place. Shadow boards, tape and paint Ensuring everything in the office stays clean. Both prevention & cleaning routines apply The methods used to maintain the gains, not only standard ops, best current practice and actively using ISO are applicable Ensuring that the gains are held and continue to be made. Removal of nonvalue actives and unwanted items.

Seiri Seitori Seiso

Set in Order

Arranging

Shine

Neatness

Shitsuki Seiketsu

Standardise

Discipline

Sustain

Ongoing
Improvements

Based on Japanese words that begin with S, the 5S Philosophy focuses on effective work place organization and standardized work procedures. 5S simplifies your work environment, reduces waste and non-value activity while improving quality efficiency and safety.

FILE ARRANGEMENT -- 5S

MAINTENANCE OF KEY STAND -- 5S

Key Holder Colour Key Colour Door PULL/PUSH Colour Must be same.

INDUSTRIAL CANTEEN 5S

Slide 15

OFFICE FOCUSSED IMPROVEMENT

FOCUSSED IMPROVEMENT

Focused Improvement is very important aspect in OFFICE TPM . Identification of Losses in office activities and eliminate the same through OTPM Kaizens.

FOCUSSED IMPROVEMENT
STREAMLINING THE SYSTEMS IN OFFICE, INCREASING PRODUCTIVITY, REDUCES THE TIME, EFFORT AND ULTIMATELY COST, WHICH ENABLE THE UNIT TO FACE COMPETITION

VISIBLE COST REDUCTION

IS THE ULTIMATE GOAL

WIN CUSTOMER CONFIDENCE AND CREATE AN OUTSTANDING CORPORATE IMAGE THROUGH EFFICIENT & PROMPT SERVICES TO THE CUSTOMERS (INTERNAL & EXTERNAL)

Kobetsu Kaizen
Analyse present work content, system and procedure Identify losses Identify areas for Minimising losses through 1. Elimination of Evolve Kaizens through discussion within the circle

Data retrieval/search

2. Simplification of
3. Combining of activities Meeting Telephone/Fax MIS Info Classify Kaizen under PQCDSM

Writing (Copying)
Calculating Reading Data Entry

Processing Loss

Communication Loss

Deploy horizontally whenever possible

Monitor Effectiveness

Implement Kaizen

Register Kaizen

Process Reducing Inventory -KK

Take stock of Existing Materials

Classify as usable Slow / non moving

Usable Material
Consume Transfer to other unit Disposal

Slow/non moving material Convert to make it usable

Disposal

WHY WHY ANALYSIS

LOSS TREE ANALYSIS

The important function of office TPM is to prepare loss tree analysis. This analysis is very much helpful to identify the various hidden losses. Find the way to eliminate those losses. (SAMPLE LOSS TREE)

LOSS- COST MATRIX (SAMPLE) TYPE OF COST

35000 30000 25000 20000

VARIABLE COST/MT

28817

27973

26709

25178

23924

RS

15000 10000 5000 0

VARIABLE COST

95-96

96-97

97-98

98-99

99-00

FIXED /MT
6000 5000 4000

5304

5071

4628

4257

4049

RS 3000
2000 1000 0
95-96 96-97 97-98 98-99 99-00

TOTAL COST(FIXED+VARIABLE)

FIXED COST

40000 35000 30000 25000

34121

33044

31337

29435

27973

RS 20000
15000 10000 5000 0
95-96 96-97 97-98 98-99 99-00

FOCUSSED IMPROVEMENT KAIZEN

Rs. 1.5 lacs Loss Eliminated & Cost Saved

OFFICE AUTONOMOUS MAINTENANCE

Jishu Hozen Activities

Understanding objective of steps JH is a learning process Avoid chance of redoing Main activities of JH are Activity Board Meeting

One Point lesson

Kaizen Identifying and rectifying Fuguai Maintaining TPM Hours Visual Indicator (Table marking, Pen tray marking)

BEFORE CONDITIONS

BEFORE CONDITIONS AT WAREHOUSE

BEFORE TPM

BEFORE TPM

BEFORE TPM

BEFORE TPM

BEFORE TPM

BEFORE TPM

BEFORE TPM

BEFORE TPM

BEFORE TPM

BEFORE TPM

MULTIPLE WAREHOUSE AT DIFFERENT LOCATION

BANK

BEFORE

CHEM.

RECORDS ROOM

OPEN STORAGE

Before TPM

After TPM

Slide 41

MAINTENANCE AT STORES WORK AREA

BEFORE AFTER

Disturbing ladder

Path hidden rack

More space created

Improper usage of space

Better utilisation

42

Cement dust Retrieval very difficult

MAINTENANCE AT STORES WORK AREA

Place better utilized after dust removal

Place better utilized after dust removal Cement layer was removed with Dozer

43

SHIFTING OF YARD MATERIALS INTO INSIDE GODOWN

Before TPM

After TPM

SPARE PARTS QUALITY STORAGE

BEFORE AFTER

Poor quality storage

Good quality storage

RACK 1
BEFORE AFTER

46

BETTER VISUAL CONTROL ALL

OFFICE PLANNED MAINTENANCE

MAINTAIN OFFICE EQUIPMENT

ZERO BREAKDOWN
MAINTAIN OFFICE SYSTEM

Proper upkeep of all office equipment

Before After

SYSTEM MAINTENANCE
Identify value / Non value added jobs
NECESSARY & PRODUCTIVE WORK NECESSARY & BUT UNPRODUCTIVE WORK UNDER PERFORMANCE (EVALUATE VALUE) BE INNOVATIVE & IMPROVE FURTHER

LACK OF VALUE
WASTE (TIME, MONEY & EFFORTS)

ABANDON or DISCONTINUE OR MODIFY ELIMINATE OR REDUCE

UNNECESSARY & UNPRODUCTIVE WORK

DUPLICATION OF WORK

COMBINE OR ELIMINATE

PM GOAL: CONCENTRATE ON NECESSARY & PRODUCTIVE WORK AND TRY TO MAINTAIN OUTPUT VALUES

OFFICE QUALITY MAINTENANCE

DUST PROOF CONTROL

Q
Dust & Insect Controlled

G.I ARRANGEMENT - MINIMISING FUGAI -DEFECT

Segregation as per usage

BETTER VISUAL CONTROL ALL

Serration Damage avoided

Before TPM

YARD

After TPM

OIL PRESERVATION

Visual Control & Management The goal is to make visual to inspect at a glance

OFFICE EDUCATION & TRAINING

OTPM E&T

KNOWLEDGE TRAINING

USE CLASS ROOM 128 Training given

ON THE JOB OFFICE TRAINING

USE OFFICE 32 Subjects covered

OFFICE SKILL TRAINING

ASK THE MEMBERS TO DEMONSTRATE

28 members demonstrated and proved their skill

TRAINING
84 % - CAN TEACH

LEARNING IS A CONTINUOUS PROCESS

THROUGH READING THROUGH TRAINING THROUGH DEMONSTRATION THROUGH EDUCATION

TRAINING ON

JOB ELIMINATION JOB CLUBBING LAYOUT CHANGES

REDUCTION IN MUDAS

OFFICE DEVELOPMENT MANAGEMENT

FINANCE / INSPECTION OFFICE

122 improvements from Old office taken to New Office

BEFORE
AFTER

OFFICE SHE

ENSURING MINIMUM STOCKS OF AFFF, DCP & PPES

Fire & Safety training to all Office staff

Safety in Office areas

13

Near Miss Cases Reduced

DELIVERY TREND
( IN MINUTES )

MATREIAL DELIVERY IN STORES.

30 25 20 15 10 5 0 BEFORE TPM

30

AFTER TPM

OTPM - Results
Lead Time reduction in procurement
100

Lead time reduction - Days

90 80 70 60 50 40 30 20 10 0

90 80

L1
70 65 60

L2

GOOD

54

50

Mar' 06

Mar' 07

Mar' 08

Mar' 09

Mar' 10

Mar' 11

Mar' 12

YEAR