Welcome to JCCP

&
TR-20-09
(Inspection and Reliability Evaluation)

Japan Cooperation Center, Petroleum

2010
Feb.9-Feb.26
Kenji Saito
Inspection and Maintenance of
Static Equipments

Japan Cooperation Center, Petroleum

Feb.11,2010
Contents

Self-introduction
Introduction of Company and Refinery
1. Inspection and Maintenance of Static Equipment
1.1 Maintenance Activities in Japanese Refineries
1.2 Typical Problems of Static Equipment
1.3 Effective Inspection Method for Static Equipment
1.4 Risk Based Optimization of Maintenance
2. TPM activity
3. Brief information of Toa’s Flexi-coker
 Introduction of Company and Refinery

ＨＳＳＥ

ＰＥＯＰＬＥ
ＧＲＭ ＣＯＳＴ
ＭＡＸ． ＭＩＮ．
Refinery Location/ capacity
CD Capacity Japan Total 4,834,924 BPSD (28 Refs)
Showa Shell Group 515,000 BPSD ( 3 Refs) (as of Mar. 2009)
Crude processing Share (2007)
Total intake 3,986kBD
SSSKK
Others 12.3%
Japan
10.3%
Energy Idemitsu : 140,000

9.5% Nippon : 180,000

Nippon
Cosmo Teiseki : 4,724
Oil
12.1% 25.3% Nippon : 145,000
J-Energy : 205,200
Nippon : 250,000
Idemitsu Nippon : 127,000 Kashima : 270,000
13.8% Exxon Idemitsu : 120,000
Mobil Fuji Sodegaura : 192,000 BPSD
16.7% Idemitsu : 220,000
Kyokuto : 175,000
Seibu : 120,000 BPSD
Cosmo : 240,000
Yamaguchi
TonenGeneral : 335,000
Nippon : 340,000
Kyuseki : 160,000
Toa Keihin : 185,000 BPSD
Taiyo : 120,000
Idemitsu : 160,000
Cosmo : 140,000 Cosmo : 175,000
Showa Yokkaichi : 210,000 BPSD
TonenGeneral : 170,000
TonenGeneral : 156,000
Nansei : 100,000
Nippon : 115,000 Cosmo : 80,000
 Showa Shell Manufacturing Operational Excellence
Royal Dutch SAUDI Public
Shell Group ARAMCO Shareholders

Mitsubishi 35% 15% 50% Ube Industries Other

Group Showa Shell Sekiyu (Ube Kosan) companies

25% 75% 50.1% 49.9% 38.0% 11.0% 51.0%

Showa Yokkaichi Sekiyu Toa Oil Seibu Oil
Yokkaichi : 210,000 BPSD Keihin : 185,000 BPSD Yamaguchi : 120,000 BPSD

Joint Group refinery initiatives for performance improvement

- Continuous performance improvement by benchmarking
- Structural cost reduction
- Maintenance cost reduction by execution of MERIT recommendation
- Strategic contract and procurement activity, materials & services
- Energy cost by energy performance improvement initiatives
- Gross margin improvement
- Profit max operation led by SSSKK Supply Chain Management
- Improve availability by minimizing unscheduled downtime
by cross-learning from incident
 TOA OIL Operating Structure

TOA OIL is a member of the Showa Shell Group, whose primary business is oil refining. The TOA
OIL Group comprises four companies: TOA OIL Co., Ltd., its consolidated subsidiaries (GENEX Co.,
Ltd. and TOA TECS Co., Ltd.), and an affiliate (OHGISHIMA OIL TERMINAL Co., Ltd.). The
Group's primary businesses are oil operations and electric power operations (independent power
production).
 Oil Operations and Electric Power Operations

TOA OIL engages in contract refining on the basis of a crude oil contract refining agreement with
Showa Shell Sekiyu K.K. Specifically, TOA OIL receives crude oil and feedstock from Showa Shell
Sekiyu, processes them into various oil products, and delivers the finished products to Showa Shell
Sekiyu. Showa Shell Sekiyu sells the finished products to consumers, and TOA OIL receives
processing charges (for refining costs).
We also supply fuel and other resources for GENEX Co., Ltd., which is in IPP business.
Organization of TOA OIL CO.,LTD

Chairman President

Executive
Director

Director

4 29 6 8 1 434
Audit Keihin Refinery
Ｃｏｒｐｏｒａｔｅ
Ethic Personnel
Ｐｌａｎｎｉｎｇ Finance HSSE
Compliance Admin.

Oct.1 , 2009
 TOA OIL CO, Ltd. has Keihin Refinery

Toa’s Keihin Refinery has two factory.

● Ogimachi factory 120,000 BPSD (CCR)
● Mizue factory 65,000 BPSD (FCC & FLG)

Toa is subsidiary company of Showa-Shell Sekiyu K.K

Showa-Shell has another two affiliate companies.

They have Refinery in each.
- Showa Yokkaichi Sekiyu 210,000 BPSD
- Seibu Oil 120,000 BPSD

Japan's average CDU capacity : 172,676 BPSD (as of 2009)

 KEIHIN
KEIHIN REFINERY
REFINERY
Simplified
SimplifiedFlow
FlowScheme
Scheme(B/D)
(B/D)
OHGIMACHI LPG
NAPHTHA ISOMERIZATION MO-GAS
NAPHTHA HYDROTREATER
(28,000) (6,600)
AROMATICS BENZENE/
(15,100) XYLENE
CRUDE CCR PLATFORMER MO-GAS
(21,500)
Crude DISTIL- KERO/DGO
LATION
KERO-HDS / LGO-HDS FUEL OIL
(26,000/27,000)
(120,000) ASPHALT
VACUUM DISTILLATION VGO-HDS
(30,000) (16,000)

LPG
PP SPLITTER PROPYLENE
NAPHTHA HYDROTREATER NAPHTHA ISOSIEVE
(4,150)
(17,000) (6,000) MO-GAS
SOLVENT
CRUDE PLATFORMER MO-GAS
(8,500)
DISTIL-
Crude KERO-HDS / LGO HDS KERO/DGO
LATION
(15,000/20,000)
(65,000) FCC
VACUUM DISTILLATION VGO HDS
(58,000) (46,000) (42,000) MO-GAS

Vacuum Residue FLEXICOKER POLYMERIZATION POLY-NAPH./

(24,000) POLY-KERO
FUEL GAS
M I Z U E & COKE
 Organization of Keihin Refinery
Refinery Manager
(Executive Director)
Mizue Factory Ogimachi Factory
Deputy Refinery Deputy Refinery
Manager Manager

5 10 59 53 178 127
Environment Manufacturing
Engineering Mizue Ogimachi
H.R Cultivation & Safety Control
& Division Factory Factory
Division Division
Enhancement
Business Efficiency Purchasing/Contracting Technology Ope. Sec-1 Ope. Sec-4

Inspection Product. Control Ope. Sec-2 Oil-Move. Sec-2

& Plant Management
Engineering Quality Control Ope. Sec-3
(Rotating/Static)
Oil-Move. Sec-1
Instrument/Electricity

Oct.1 , 2009
1. Inspection and Maintenance of Static Equipment
Contents

1.1 Maintenance Activities in Japanese Refineries

1.2 Typical Problems of Static Equipment

1.3 Effective Inspection Method for Static Equipment

1.4 Risk Based Optimization of Maintenance

1-1.Maintenance Activity in Japanese Refineries
March ２００９

Nippon Oil Group 1317

180
TM: Total Productive Maintenance Sappor
Cosmo Oil 635 o
RC: Reliability Centered Maintenance TR 140
Idemitsu Kosan 640
RR: Risk and Reliability Management
TM
TR: Total Plant Reliability RC
Japan Energy Group 667 1973
Risk Based Inspection
ExxonMobil Group 836 (Under consideration or started in most refineries)

Showa-Shell Group 515 145

TR
Others 225
5 1971
4,834
1964
TR TM 1973
RC 250 205 (RR) (RR) 185 335 270
TM TM TR 210 175
120 120 127 Tokyo 1970
1969 RR 240 175220 192
Kyoto Nagoya TM
1964 Hiroshima
Osaka
120 140 160 340 (RR) TM
1963 RC
Fukuok
a
160 (RR) TM TR
156 80 115 170
1972 1975 1964

100 1964 1965 (RR) TR 1950

(RC)
1971
Maintenance Support System in Japanese Oil Industries

Makers/Manufactures/ Fabricators
・Tower/Vessel/Heat exchanger/Piping
Pump/Turbine/Mortar
・Steel Makers/others
Engineering company

Institutes

Contractors
 Maintenance Management Tools

Reliability Centered Maintenance (RCM)

 Risk Based Inspection (RBI)

Total Plant Reliability (TPR)

Total Productive Maintenance (TPM)

Reliability Centered Maintenance (RCM)

What is Reliability Centered Maintenance (RCM)?

RCM is the concept of developing a maintenance scheme based on
the reliability of the various components of the system or Product
(equipment) in question. Implementing a preventative maintenance
program using RCM can greatly reduce the cost of ownership of a
product or system.

Extensive knowledge
System/Products/Equipments Effective RCM
Reliability MTTR
（Mean Time To Repair)
Maintainability Failure Rate
（Number/Time)

Components
Reliability Centered Maintenance (RCM)

Why should You use RCM?

RCM can improve the efficiency of the system and all other
products / processes that interact with that system. RCM program
will optimize the maintainability of the system.
So You can anticipate the times when the system is down for
maintenance, schedule other activities or processes accordingly.

RCM and Reliability Software

■FMEA (Failure Modes and Effect Analysis)
Determines the different ways a system can fail
■FTA (Fault Tree Analysis)
Show the specific steps involved in a system failure, whether mechanical
problem or Human error
■ETA (Event Tree Analysis)
Illustrates the different consequences of component or system failure
 Effect of RCM Introduction
1. The maintenance plan has been optimized.
2. The maintenance turns into Quantitative from Qualitative .
3. The maintenance turns into Standardization, Logical from
Personal, Experiential.
4. Improvement in the contents of maintenance is carried out by
examination based on failure physics.
5. An understanding deeply of the function for maintenance,
a system, and failure physics (Skill Up)
6. The trouble has been reduced, so maintenance cost fell as result
7. The groundwork for long-term continuous operation is completed
 Risk Based Inspection (RBI)

What is “ RBI ” ?
RBI must systematically evaluate both the probability of
failure and the associated consequence of failure.
Key elements
■ Assessment of Failure Probability for Equipment (Leakage)
■ Consequence Assessment (Fire; Toxic; Environment; Economical) for
Equipment.
■ Risk Assessment
How to implement
■ RBI is focused on maintaining the mechanical integrity of process
equipment items and minimizing the risk of loss of containment due to
deterioration such as pin-hole, crack ,and rupture.
Instrument and Control / Electrical/ Structural/ Machinery components are not covered

We can get

Optimum Inspection Planning

(Method , Location , Timing , Interval , Level , etc)
API RP580
 Risk Based Inspection (API RP 580)
Risk = Likelihood × Consequence Equipment Data File
5 Ｍｅｄ．Ｈｉｇｈ Rｉｓｋ High Risk
Failure Frequency Analysis Consequence Analysis
4
Likelihood

3 Risk Assessment RBI

2
Ｍｅｄ．Rｉｓｋ Thinning Mechanisms Stress Corrosion Cracking
1 * Caustic
* Acid Corrosion
Ｌｏｗ Rｉｓｋ * Sour Water * Wet H2S
* Amine Corrosion * Amine
A B C D E * Oxidation * Underlagging
Consequence * Sulphidation * HIC/SOHIC
Equipment Leak Frequency * Vapor/Liq. Impingement * Hydrogen
(per year, per damaged size) * Under Deposit Attack * Polythinic Acid
1/4inch Dia Hole Rapture * Metal Dusting * Chloride
Column 8×EXP(-5) 6×EXP(-6)
* Caustic Gouging * Other
* Erosion
Fin-fan Cooler 2×EXP(-3) 2×EXP(-8) Mech. Damage Mechanisms
* Other
Shell/Tube H/Ex 4×EXP(-5) 6×EXP(-6) * Brittle Fracture
Pipi 5×EXP(-6) /ft 5×EXP(-7)/ft Metallurgical Damage Mechanisms
* Creep
Piping (4″） 9×EXP(-7) /ft 7×EXP(-8)/ft * Hydrogen Attack * Fatigue
Piping（10″） 2×EXP(-7) /ft 2×EXP(-8)/ft * Temper Embrittlement * Thermal Fatigue
Pressure Vessel 4×EXP(-5) 6×EXP(-6) * Sigma Embrittlement
* Corrosion Fatigue
Recy-pr 0.7 0.001 * 450degC Embrittlement
Storage Tank 4×EXP(-5) 2×EXP(-5) * Graphitization
(API Pub.581) * Other
 Total Plant Reliability (TPR)
Total Productive Maintenance (TPM)

Motivation TPM is one of the effective management system

In the Japanese industries ,many company introduce TPM-Activity
to improve the motivation of the employees

What is TPM
Total Productive Maintenance (TPM) was introduced to Japan in 1971.
The goal of the TPM program is to markedly increase production while at the
same time, increasing employee morale and job satisfaction.

Why TPM ?
TPM was introduced to achieve the following objectives.
•Avoid wastage in a quickly changing economic environment.
•Producing goods without reducing product quality. Loss
•Reduce cost. Elimination
•Produce a low batch quantity at the earliest possible time.
•Goods sent to the customers must be non defective.
 Main Losses of Unit Operation
Loss by Planned Maintenance

Calendar Hours Loss by Production Control

Loss by Unplanned Plant Down

Planned Operation Hours due to Equipment Trouble

Actual Operation Loss by Unplanned Plant Down

Hours due to Process Trouble

Net Operation Loss during Normal Plant Operation

(adjustments required at the start
Hours or stop of plant, etc.)
Valued
Operation Loss by decreased Production Rate
Hours due to Abnormal Process Condition

Loss by Off-grade Product Quality

Loss by Re-processing
 Activity Missions of TPM
1. Individual Improvement for a Greater Equipment Efficiency
Model equipment is selected and improved to its ultimate efficiency by eliminating interference (e.g. unplanned Shut down);

2. Creation of Autonomous Maintenance System

Small groups are created to work autonomously on maintenance activities.

3. Creation of Programmed Maintenance System in Maintenance Dept.

The establishment of firm systems for periodic and predictive maintenance is promoted.

4. Training for Higher Operation and Maintenance Skills

Training is provided to operators to give extensive knowledge about the equipment.

5. Creation of Initial Control System for New Products and New Equipment
Products easy to manufacture and equipment easy to operate are investigated by receiving all feed back information

6. Creation of Product Quality Assurance System

A system is created to determine the conditions in preventing defective products

7. Creation of System for High Efficiency Departments Indirectly Involved

in Product Quality
Activities for production assistance, efficiency improvement are promoted

8. Creation of System to Control Safety, Sanitation and Environmental Conditions

A program is established to eliminate accidents and pollution problems.
 12 Steps of TPM Implementation Program
Preparation for 1. Communicating top management’s commitment to introducing TPM
introductory stages 2. Education and internal PR for the introduction of TPM
3. Establishment of a promotional organization and model machine maintenance
through formal organization
4. Setting basic policies and targets
5. Drawing up the master plan

Start introduction 6. Kick off

Introduction 7. Establishing a system for more efficient production department

Implementation stage 1. Individual improvement
2. Autonomous maintenance
3. Planned maintenance
4. Upgrading operation and maintenance skills
8. Establishment of a system for initial phase control of new products and equipment
9. Establishment of a system for quality maintenance
10. Establishment of a system for more efficient staff and administration
11. Establishment of management systems for safety, sanitation and environment

Consolidation stages 12. Complete implementation of TPM , and beyond

Another Activities in T/A maintenance

Why should you execute

the maintenance activities ?
Because ! We must achieve the next mission.

1. Maximize Net Refinery Margin

2. Minimize the Refining Cost
3. Keep the Environment in Clean and Friendly
4. Continue Safe and Stable Operation (4 Years or more)
5. Maintain Safe and Healthy Workplace
 c ts
odu
Material
C Pr ice Mo
O rud Safety Pr tiva
C il e tion
os
t Reliab
i lity
Contractor
Fund Maint.
Cost
Operation
Cost
Condition
Labor
Schedu Cost
le Pollution
ent
control Inspection re m
cu
Record Proost
C
 Safety
Activity to secure “Safety”
TOA/Contractor　 Safty activities is cooperation with Plant owner and contractors Rev　 　　2009,03,18

2009 Mizue Factory T/A Maintenance Safty Activities Daily Schdule Original　2009,02,04

Action items Time Sponcor　 Area Remark

0 Ro ad Patrol 6：30～7：00 1: Night Duty Person 　Access Road near factry 　4/5(Sun）～5/2(Sat)
7：00～7：30 2: Managerial Class Person 　S/D～4/24：２　persons
　4/25～　　　：１　person
1 Odo r Mo n ito rin g Patrol ｉｆ　necessary Administration/HSSE Persons 　Neighborhood/Residencial Area 　S/D､S/U　if　necessary

2 Con struc tio n Admittio n Everyday 7：15～7：45 Operation Department Persons

3 Me e tin g Everyday 7：45～8：00 Accident Prevention Committee Ope1 　Before LCG Holder TOA Involve：4/7～5/5
＊Stre tc h in g Exe rc ise Ope2 　No-219 Road TOA Involve：4/8～5/2
＊Sho rt No tic e Fo r Safty Ope3 　Before Control Room TOA Involve：4/9～4/30
＊ 〃　Ｓａ ｆｔｙ　Ｃｏｍｍｉｔｅｅ Genex 　 Before Temporary Huose TOA & Genex Involve
＊Safty Spee c h Plant Owner / Contractor 　　　　　：　4/7～5/2
4 To ol B ox Me etin g（ ＫＹ Ｋ） Everyday　 8：00～ 　Each contractor and/or Group

5 En te rin g Edu c atio n (Wo rke r) 　・8：40～ Safty Foreman 　Quality Control Building 3F 　教育依頼者多数の場合には
　・13：15～ 　9：20～の1回を追加
6 Ｒisk Ａn alysis Me e ting everyday 9：15～10：20 Engineering/operation/HSSE/Technical 　FCC Area Temporaly House 2F Period：　4/6～5/2

7 Saty Che c k Patro l Gather in Accident Prevention

　　　and Re gu lar me etin g ＊10：40～1１：40 Accident Prevention Committee/TOA 　Committee House, after briefing Period　4/7～5/2
(Safty Co mmitte e ) Everyday(Exc.Sunday) Patrol the site. Sunday:TOA only

8 TOA Safty Che c k Patro l Ｅｖｅｒｄａｙ HSSE/Engineering/Operation Ope1 Safty Patrol & Record the result 　4/7～5/5　
13：15-14：00 Ope2 　　　　,input them to PC 4/8～5/2　
Ope3 　4/9～4/30　
Genex 　4/7～5/2　　
9 To a Re gu lar Me e tin g Ｅｖｅｒｙｄａｙ TOA　HSSE/Engineering/Operation/ Ope1 Meeting Room of Accident.P.C
15：00-15：20 Technical/Others Ope2 　Temporary House near Ope2
And Contractor/Accident Prevention Ope3 　Temporary House near Ope3
Committee Genex 　Temporary Hpuse near Genex

10 We e kly Sc h e dule Me e tin g Ope1　13：15-13：45 TOA　HSSE/Engineering/Operation/ Ope1 Meeting Room of Accident.P.C

Ope2　16：00-16：30 Technical/Others Ope2 　Temporary House near Ope2
Ope3　16：00-16：30 And Contractor/Accident Prevention Ope3 　Temporary House near Ope3
Genex　15:00-15：30 Committee Genex 　Temporary Hpuse near Genex

11 Kran an d Co n st.Mac hin e Include Weekly Ditto

Adjustme nt Me e tin g Schedule Meeting

12 Wo rk Place Cle an in g Every Friday

　13：00～13：30
 2008(FY)
Mizue Factory T/A Maintenance
Accident Prevention Committee HSSE Organization

Corporate adviser
Chairman Toa Oil Keihin Refinery
Chiyodakosho(Main contractor) Refinery Manader
Mr. Takahashi Deputy Refinery Manager
Vice-Chairman Engineering Dep. Manager
Shinko Plantech HSSE Dep. Manager
Mr. Sakai

Secretariat
Chiyodakosho
Mr.Koichi Yokoyama

FLG/LE Area NIP.FLS/SR/BOI Area INT/PV Area FCC Area Instrument Inspection Electrocity
Representative Representative Representative Representative Representative Representative Representative
Chiyodakosho Nippon Express Shinko Plantech NS Engineering Sanko Nippon .Inspection Fuji Electric
Mr. Arai Mr. Narita Mr. Isa Mr. Kawai Mr. Yonezawa Mr.Koda Mr. Okuno
 資料 -⑥-２

Prohibited Matter
平成 20 年 ５月 ３日
東亜石油㈱京浜製油所水江工場 平成20年度触媒更新工事
災 害 防 止 協 議 会
NO.２０ 承認 作成

１．An unqualified person must not carry out the work that
昨日(5/2)は午後より一斉清掃に、全員参加でご協力頂き有難うございました。日頃から綺麗な aqualification needs
現場が、廃棄物の分類もしっかりと守られ、より一層綺麗になりました。この綺麗な環境を、
一仕事・一片付けを実施し継続して頂くようお願い致します。
２． Reason A certain person was unqualified and opereted a forklift and
　　 １ ．災防協 からの 連 絡事項
caused an accident
１）昨日(5/2)は予定通り第3回合同パトロールが実施されました。パトロール開始前に各元請
事業者対象の研修会が実施され、｢俺たちの安全、災害から自分を守る為に！」のビ ３． Example When the person carried out a load with a forklift, he have
デオが放映されました。その内容要旨をお伝えします。
broken a shutter at the upper part of the forklift.
➀　自分の安全を守る為にはどうするか？
1 自分の安全を他人に頼るな！
2 現場には様ざまな危険がある事を、自分で気づく事。
3 現場になれると、危険を危険と思わなくなる。
4 作業手順を理解する事。 ４． Illustration
災害に遭ってから後悔しても遅い。災害は時も、人も、場所も選ばない！ Hey！Kid Don't Get on with no license
　自分の安全は、自分で守る事！

　
２））昨日(5/2) の合同パトロールの中で、入槽作業で、入槽管理板(入槽許可証と入槽禁止札)
の、使用方法が徹底されていない箇所があるとの指摘が有りました。徹底願います。 Ha-ha Very
easy ,esay!

　　　マンホールが開いていますが、 このマンホールは、休憩時に立入 このマンホールも休憩中、

緑の入槽札が見当たりません。　り禁止措置がしっかりと実施さ 緑の許可証のままでした。
パトローラーが探したら、 　　れています。 休憩時には、立入り禁止措置。
消火器の後ろにありました。 をし、入槽禁止札を掲示願い
誰にも判る所に掲示願います。 ます。
　　Safety First
　　 ２ ．安全衛 生 パトロ ール 結果 　　 別紙、結果報告書を参照願います。

　　３ ．今日の 安全一言 　

　　　入槽管理はまず測定、入槽時は緑札、

休みと終了赤黄色（入槽禁止札）忘れてならない監視人！ 21　Prohibited Matter Working Group

東亜石油㈱京浜製油所 R-3 初版 ２００８年　３月　３日
TOA Keihin Refinery ２００８（FY)
2008年度Catalyst Renewal Construction
触媒更新工事
Mizue　水江工場　　殿
R-2 災害防止協議会
Factory
案
Safety
統 括 and安Sanitation
全 衛 生 Management List
管 理 計 画 表 Draft R-2

R-1
承認 検討 作成

ﾏｰｸ 改訂内容 日付 承認 検討 作成

　　統括安全衛生管理 重点目標・　ｽﾛｰｶﾞﾝ　及び　重点推進項目
※顧客安全衛生管理重点目標 ※統括安全衛生管理重点目標 ※統括スローガン ※統括安全衛生重点推進項目

Catchword Make sure !! Work Procedure and Job Instruction . Familiarize

｢無事故・無災害の達成｣
workers with Safety Though and achieve Zero accident.
「まず確認、作業手順と作業指示、
1)
2)
　｢ 墜落・ 転落と飛来・ 落下災害防止対策の実施と、安全設備・ 作業の管理」
「禁止事項の厳守」と「三現三確の徹底」
5)
6)
｢危険物 、有 害物に よる 災害要 因の 事前確 認と、 具体 的防止 対策 の実践 」
｢監督者による作業指示の徹底、及び危険予知活動と、
※顧客安全衛生管理ス ローガン 3) 「リスクアセスメント実施による、事故・災害要因の撲滅」 ＴＢＭ等小集団活動の励行」
周知徹底ゼロ災達成！！」 4) 　｢ ４Ｓで快適な作業環境の形成と、ルールを守り健康で活気ある職場づくり｣

３月 ４月 ５月 ６月
期　　　間 17 31 1 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1
月 月 火 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日
１課 工事期間（39日間）
（FLG）
工事期間（2１日間）
顧 （FLS）
客 工事期間（31日間）
基 （NIP）
本 工事期間（１７日間）
工 （BOI）
程 2課 ＰＶ ＩＮＴ 工事期間（24日間）
ＩＮＴ/ＰＶ
3課 工事期間（21日間）
(FCC)
Scaffolding
1.足場工事 Insulation
Insulation
2.保温耐火工事 3.塗装工事 Coating
Coating 4.機器開放工事Dismantle Cleaning
5.機器配管清掃工事 Re-Assembling
6.機器復旧工事 Blind Plate
7.仕切板挿入撤去工事 Valve/Instrument
8.弁&計装機器脱着工事 9.補修工事 Hot Work 10.配管工事 Piping 11.検査工事Inspection Human Error
12.ﾋｭｰﾏﾝｴﾗｰ
■交通災害 ■交通災害 ■交通災害 ■交通災害 ■交通災害 ■交通災害 ■交通災害 ■交通災害 ■交通災害 ■交通災害 ■交通災害 ■教育不足・経験不足
■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 ■墜落災害 　・未熟練・無知
業 種 別 ■重機災害 ■重機災害 ■重機災害 □重機災害 ■重機災害 ■重機災害 ■重機災害 ■重機災害 ■重機災害 ■重機災害 □重機災害 ■慣れ、危険軽視、
□火気使用による災害 □火気使用による災害 □火気使用による災害 □火気使用による災害 □火気使用による災害 □火気使用による災害 ■火気使用による災害 ■火気使用による災害 ■火気使用による災害 ■火気使用による災害 ■火気使用による災害 　集団欠陥､うっかり､
Predicted
予想される ■酸欠災害 □酸欠災害 □酸欠災害 ■酸欠災害 ■酸欠災害 ■酸欠災害 □酸欠災害 □酸欠災害 ■酸欠災害 □酸欠災害 ■酸欠災害 　悪習慣、ぼんやり
Incident □感電事故等の災害 □感電事故等の災害 □感電事故等の災害 ■感電事故等の災害 ■感電事故等の災害 ■感電事故等の災害 □感電事故等の災害 □感電事故等の災害 ■感電事故等の災害 ■感電事故等の災害 ■感電事故等の災害 ■近道､省略､能率本能
災 害 □残圧&残油による災害 □残圧&残油による災害 □残圧&残油による災害 ■残圧&残油による災害 □残圧&残油による災害 ■残圧&残油による災害 ■残圧&残油による災害 ■残圧&残油による災害 ■残圧&残油による災害 ■残圧&残油による災害 □残圧&残油による災害 ■場面行動…一点に集
□危険&有害物質による □危険&有害物質による □危険&有害物質による ■危険&有害物質による ■危険&有害物質による ■危険&有害物質による ■危険&有害物質による ■危険&有害物質による ■危険&有害物質による ■危険&有害物質による ■危険&有害物質による 　中し廻りが見えない
災害 災害 災害 災害 災害 災害 災害 災害 災害 災害 災害 ■錯覚
□耐圧試験&高圧JET時の □耐圧試験&高圧JET時の □耐圧試験&高圧JET時の □耐圧試験&高圧JET時の ■耐圧試験&高圧JET時の ■耐圧試験&高圧JET時の □耐圧試験&高圧JET時の □耐圧試験&高圧JET時の ■耐圧試験&高圧JET時の □耐圧試験&高圧JET時の □耐圧試験&高圧JET時の ■機能低下、疾病、
■:該当項目 災害 災害 災害 災害 災害 災害 災害 災害 災害 災害 災害 　疲労、体質
■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■標識不備による災害 ■意識ﾚﾍﾞﾙの低下
■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■保護具未使用による ■緊急時のﾊﾟﾆｯｸ
災害 災害 災害 災害 災害 災害 災害 災害 災害 災害 災害
■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害 ■無資格作業による災害

1.交通災害の防止 2.墜落災害防止 3.重機災害防止 4.火気使用による 5.酸欠災害防止 6.感電事故等の災害防止 7.残圧&残油による 8.危険&有害物質による 9.耐圧試験&高圧JET時の 10.標識の活用 11.資格者作業 12..ﾋｭｰﾏﾝｴﾗｰによる
①法定速度遵守 ①安全教育の実施 ①安全教育の実施 災害防止 ①安全教育の実施 ①安全教育の実施 災害の防止 災害の防止 災害防止 ①立入禁止 ①玉掛 災害の防止
②構内速度遵守 ②KYKの実施 ②KYKの実施 ①安全教育の実施 ②KYKの実施 ②KYKの実施 ①安全教育の実施 ①安全教育の実施 ①安全教育の実施 ②開口部注意 ②足場 ①事前教育
③免許証の確認 ③TBMの実施 ③TBMの実施 ②KYKの実施 ③TBMの実施 ③TBMの実施 ②KYKの実施 ②KYKの実施 ②KYKの実施 ③頭上注意･危険 ③溶接 ②ﾌｫﾛｰｱｯﾌﾟ教育
予想される ④保険等の確認 ④作業場の巡視 ④作業場の巡視 ③TBMの実施 ④作業場の巡視 ④作業場の巡視 ③TBMの実施 ③TBMの実施 ③TBMの実施 ④高所作業中 ④ｸﾚｰﾝ ③唱和による意識高揚
Counter ⑤通門証の確認 ⑤機工具の点検 ⑤機工具の点検 ④作業場の巡視 ⑤機工具の点検 ⑤電動工具の点検 ④作業場の巡視 ④作業場の巡視 ④作業場の巡視 ⑤入槽作業 ⑤ﾕﾆｯｸ ④掲示板等の啓蒙活動
災 害 の ⑥指定場所の駐車 ⑥足場の確認 ⑥車輌始業前点検 ⑤機工具の点検 ⑥内部環境の確認 ⑥許可機器の使用 ⑤機工具の点検 ⑤機工具の点検 ⑤機工具の点検 ⑥耐圧試験中 ⑥ﾌｫｰｸﾘﾌﾄ ⑤標語等の啓蒙活動
measures ⑦指定場所の駐輪 ⑦昇降設備の確認 ⑦立入禁止措置 ⑥逆火防止器設置の確認 ⑦酸素濃度の測定確認 ⑦ｱｰｽの設置 ⑥残圧の確認 ⑥火源となるものを ⑥検査済の圧力計の使用 ⑦建設機械 ⑥報連相の励行
対 策 ⑧消化器の携帯 ⑧手摺の確認 ⑧作業半径の確認 ⑦ﾎｰｽ&ｼﾞｮｲﾝﾄ部漏れ確認 ⑧有毒ｶﾞｽの測定確認 ⑧活線作業の禁止 ⑦残油の確認 近づけない ⑦加昇圧の禁止 11.保護具適切使用 ⑧有機溶剤 ⑦現場の確認
⑨ﾏﾌﾗｰにｽﾊﾟﾉﾝの取付 ⑨開口部の処理 ⑨吊り位置の確認 ⑧ｶﾞｽ検知 ⑨監視人の配置 ⑨ﾀｺ足配線の禁止 ⑧風下作業は極力さける ⑦防爆機器の使用 ⑧監視人の配置 ①保護具の点検 ⑨ﾎﾞｲﾗｰ整備士 ⑧現場指示の励行
⑩危険地区の乗入禁止 ⑩安全帯の使用 ⑩ｱｳﾄﾘｶﾞｰの確認 ⑨ﾋﾟｯﾄｼｰﾙの確認 ⑩強制換気の実施 ⑩漏電遮断器のﾃｽﾄ ⑨保護具の使用 ⑧風下作業は極力さける ⑨合図の確認 ②安全帯 ⑩各種NDI ⑨現物の確認
⑪無免許運転の厳禁 ⑪上下作業の確認 ⑪地盤の確認 ⑩ﾊﾟｰｼﾞの確認 ⑪内部との連絡法の取決 ⑪雨天時の保護養生 ⑩周囲の確認 ⑨保護具の使用 ⑩ﾎｰｽ､ｼﾞｮｲﾝﾄ部漏れ確認 ③防塵ﾒｶﾞﾈ ⑩現物指示の励行
⑫飲酒運転の厳禁 ⑫監視人の配置 ⑫合図者,監視人 ⑪消火器の設置 ⑫避難方法の取決 ⑫行先表示の確認 ⑪整理整頓清掃の励行 ⑪保護養生 ⑪保護具の使用 ④防塵ﾏｽｸ ⑩指差呼称の実施
⑬構内交通ﾙｰﾙの厳守 ⑬物体投下の禁止 ⑬周囲の確認 ⑫火花飛散防止養生 ⑬人員の確認 ⑬取扱責任者標示の確認 ⑭立入禁止措置 ⑫通路横断部のﾎｰｽ養生 ⑤手袋 ⑪TBM/KYKの実施
⑭左右・前後の確認 ⑭周囲の確認 ⑭往来ﾛｰﾌﾟの設置 ⑭立入禁止措置 ⑭入槽札の使用確認 ⑭接続部の確認 ⑩周囲の確認 ⑬立入禁止措置 ⑥ｴｱｰﾗｲﾝﾏｽｸ ⑫ﾁｪｯｸﾘｽﾄの活用
⑮安全通路の歩行 ⑮昇降時の手荷物禁止 ⑮ﾕﾆｯｸ車の警告灯 ⑭散水の実施 ⑮整理整頓清掃の励行 ⑮通路横断部ｹｰﾌﾞﾙ保護 ⑪整理整頓清掃の励行 ⑭周囲の確認 ⑦ﾊﾞｯｸｱｯﾌﾟｼｽﾃﾑ
Inspection ⑬作業手順書の活用
⑯工具袋及び箱の使用 確認 ⑮周辺の可燃物撤去 ⑯通路の確保 ⑯周囲の確認 ⑮整理整頓清掃の励行 ⑧ﾗｲﾌｾﾞﾑ ⑭健康診断書確認
⑰整理整頓清掃の励行 ⑯ﾕﾆｯｸ車の警報 ⑯退場時火元確認 ⑰保護具の着用 ⑰整理整頓清掃の励行 ⑯通路の確保 ⑮監督者評価表の活用
⑱通路の確保 設備確認 ⑰整理整頓清掃の励行 ⑱酸欠標示板の掲示 ⑱通路の確保 ⑯ｲｴﾛｰｶｰﾄﾞ制の導入
３月 ４月 5月 ６月
期　　　間 17 31 1 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1
月 月 火 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日 月 火 水 木 金 土 日
朝
安全 礼
朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会 朝礼会
行　　事 対策 会 ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・
会議 ･
安全 安全 安全 安全 安全 合同 安全 安全 安全 安全 安全 安全 合同 安全 安全 安全 安全 安全 安全 合同 安全 安全 安全 安全 安全 安全 合同 安全 安全 安全 安全 安全 安全 合同 安全 安全 安全 安全 安全 安全 合同 安全 安全 安全 安全 安全 安全 安全 安全
パ
（客先） 13:00 ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊ ﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ ﾊﾟﾄﾛｰﾙ
～

ト
ロ
ー

・ ・ . ・ . ・ ・ ・ ・
14:30 ル 一斉 一斉 安全 一斉 一斉 一斉 一斉 一斉
清掃 清掃 大会 清掃 清掃 清掃 清掃 清掃
安 未定
発 全 自
行　　事 足 反
祈 主
会 - 省 元
願 災 パ
（災防協） 会
防 ト
請
15:00 祭 解 各
～

協 ロ

ー
散 社
式
17:00 ル

電気 電気 火気 電気 火気 火気 3S 3S 足場 足場 重機 重機 酸欠 酸欠 電気 電気 火気 火気 3S 3S 足場 足場 3S 3S 3S 3S 足場 足場 3S 3S 足場 足場 3S 3S 足場 ユニ ユニ 保護 足場 保護 3S 3S 足場 足場 3S 3S 足場 ユニ 保護 3S 3S 足場
点検重点項目
点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 点検 ック ック 具 点検 具 点検 点検 点検 点検 点検 点検 点検 ック 具 点検 点検 点検

備　　　　考
 Safety Activity in Refinery

Security／safety has priority over all

1. Safety Ceremony
2. 5S is the first step of safety activity
3. The information tells to be plain and surely
4. Emphasize existence of the safety patrol corps
5. The division indication is plain
6. The work in the furnace arrange a watchperson
7. Life is kept by a small device
8. The device improves by work efficiency
9. The bad smell is one of the pollution, too
10. The safe confirmation use plural eyes
1
1. Wish for a Safety (Shinto Ceremony)
2 5S (Seiri Seitone Seisou Seiketsu Shituke)

5S stands for Seiri (orderliness), Seiton (neatness & tidiness), Seiso(cleaning),

Seiketsu (cleanliness), and Shitsuke (good manner)
2-2
What is 5S

Deciding what is needed and what is not needed and removing

Seiri 整理 せいり what is not needed from the site of the job, the first S of 5S,
original meaning in Japanese is “disposition”

Locating what is needed so that it will be available to the job

Seiton 整頓 せいとん immediately. The second S of 5S, original meaning in Japanese
is “tidy” or “set to right”

Paying attention continuously to whether things on the work site

Seisou 清掃 せいそう are their designated location defined by 1 or 2S activity, the third
S of 5S, original meaning in Japanese is “clean up”

Holding a high “able to eat off the floor” standard for work site
Seiketsu 清潔 せいけつ cleanliness and organization, the fourth S of 5S, original
meaning in Japanese is “sanitize”

Maintaining strict discipline in the work site so that all rules and
procedures defined by the first, second, third, fourth S’s are
Shitsuke 躾 しつけ followed until they are improved, the fifth S of 5S,original
meaning in Japanese is “discipline”
3 Safety Management with the use of board

Speech (contractor) Speech (TOA person)

Explanation of the present situation of Plant

Contractor’s Board Contractor’s Board

Plant simple flow diagram

Check List of contractor
 Safety Patrol is carried out everyday
4 Briefing before Patrol
Red-Cap is Symbol of Safety Point out !! immediately

Yellow-Vest is Patrol Costume Evaluation Meeting after Patrol

5
Tightness Test

Liquefied N2 tanker & vaporizer Liquid soap & Oiler OFF-Limit & Under-pressurizing

Operator is Checking Valve-flange , Pipe-flange, Heat-Exchanger-flange etc

6 Refractory Repair Work of Furnace
Unshaped Refractories

V-anchor & Y-anchor

Shaped Refractories (Shaped Brick)

Plate anchor
7 Measure for Safety and Security (1)

Wear the Mask !

Wear the Safety-belt !

Attention awakening tape &

Safety-Net (Prevention of dropping) Scaffold check sheets

Safety-Net & Warning light

7-2 Measure for Safety and Security (2)
Entrance Management Other Management

KEEP OUT ! Fire using Permit Plate

DO NOT ENTER !

Permit Plate (Green)

Interdiction Plate (Red/Yellow)

Fireplug using Permit Plate

Notice board (enter/not enter)
8
Kaizen (Improvement) Example 1 : Scaffolding Nozzle
8-2 Kaizen (Improvement) Example 2 : Coke-jackhammer

Coke-jackhammer is using for removing

the Wall-coke in Reactor of Flexicoker.
Reduction in Weight and Vibration .
Tip of drill is thermally-hardened

Improved type Conventional type

Protective Clothing
Worker is protected from heat and Fine-coke
dust by the suit.
Plant-air is introduced into the suit from top,
so it is kept cool and prevented entering coke.
9 TOA use the Steam Header for Reducing Stench

Seal Nozzle

Thermometer

Oily Pit-manhole
10
Seal Gas Check Incombustible Sheet & sandbag

Oily-manhole rubber seal By Operator

Pump-Oily Funnel Seal

Oily-Pit sand seal By Contractor

Preparation of seal by subcontractor

Pump-Oily seal By HSSE Person
Schedule Planning and Scheduling in Maintenance
•Balance of Reliability and Cost
•Effective utilization of contractor’s workers
In case of TOA, over 3.500 contractor workers involve T/A on the peak day
•Adequate sorting of Work-Request (Urgent or Less-urgent)

Plant Reliability

Maintenance Cost
Maintenance Planning Process
PU1 PU2 PU3 OM

Production Unit 6 3 7 5
Work Request
-Operator- Each PUs raise many WR every day.
NO. of WR is fluctuate every day.

Engineering Dept Work Order

-Own staff-
Ad-hoc Contractor

Mobilisation
Labour
Required NO. of Contractor Labour(Max.)
Execution

Contractor Required NO. of Contractor Labour(Min.)

-Contractor Labour- Time

To be ordered ad-hoc labour

in accordance with work volume.
Maintenance Planning Optimisation
Resource Optimisation
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Yearly plan

Apr-1 Apr-2 Apr-3 Apr-4 May-1 May-2 May-3 May-4 Jun-1 Jun-2 Jun-3 Jun-4

3 months plan

Day1 Day2 Day3 Day4 Day5 Day6 Day7 Day8 Day9 Day10 Day11 Day12 Day13 Day14

2 weeks plan

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Daily plan

Planned maintenance work From Back Log Storage

Large scale back log work
Middle scale back log work
Small scale back log work
Maintenance Planning Optimisation
Ad-hoc Contractor
Why to optimise the maintenance planning?

Mobilisation
Labour
Required NO. of Contractor Labour(Max.)

To manage contractor labour at a constant level.

Required NO. of Contractor Labour(Min.)

Time
To be assigned contractor labour permanently.
Constant labour mobilisation
30

To be increased maintenance skill and knowledge.

High skill labours

•Better engineering quality

Reliability
•Better maintenance productivity
 Turnaround Maintenance (Shut-Down Maintenance)

All plants stop at the same time in Japan at the SDM

“ 0 ” Production during SDM

Huge quantities of Loss

For minimizing loss

Effective management of SDM Plan/Work is very important.
Establishment of Cross-functional Team is very efficient.
An early Planning and Fat-Rat study is necessary.

Fat-Rat Study

Before Diet After Diet

 The number of workers during an SDM period
Contractor TOA IPP

Nor. Operation. Shut down TA Execution Start up Normal Operation

How to shorten TA duration?

Progress monitoring
•Addenda work management

Number

Date
 SDM Work Flow
SDM should be planned before 18 month of next T/A.

T/A 1st Year 2nd Year 3rd Year T/A

▲ ▲ ▲ ▲ ▲
Planning
T/A Inspection Data evaluation

Result Data

Planed Inspection
Data

On-Stream Inspection (Operator / Inspector)

 T/A Maintenance Management

Should do Should not do

•Develop a T/A plan up-front •Copy work list from previous SDM

•Ensure 90% complete work list 18 •Adhere to traditional assignments

months in advance
•Forget HSSE management
•Get the reviewed/vetted work list
by a Multi-Discipline Team •Allow opportunistic inspection &
maintenance to be introduced
•Optimize the critical path planning
of the Shut-down

•Challenge the change of scope or

emergent work during SDM
 T/A Enforcement Organization Overview
Steering Committee During SDM

Refinery Manager & All Division Manager

Quick Decision
Supporting Reporting
Judgment materials

SDM Temporary Organization

T/A Maintenance Management Team Composed of all related Division member
HSSE : Engineering : Operation : Technical

SDM Program Planning

Quick Decision Unexpected
Plan improving
Countermeasure Damage/Expense
Construction Execution Section
Inspection Instrument Piping Electricity Planning
Rotating Static HSSE P&C Technical
During SDM
 Work Flow of SD Management Team

18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0 1 2

0
C&P Strategy Definition *Starting Preliminary Discussion with Selected Contractors
*S/D Kick-off Meeting
1
Long Term Business Plan
*Premises Definition Finalized
*30% Cost Estimate
2 *KPI's Definition
S/D Preliminary Development
*Net Work Planning Completed
*10% Cost Estimate
*Job List and S/D Duration Challenging
3
S/D Work Development *Main Job List Frozen
*Bidding Contract Package Finalized
*Contract Awarded
*Planning, Scheduling
4 and Optimisation
S/D Detailed Planning *Final Approved S/D Scheduling

5
Pre S/D Work *Final Pre-S/D Meeting

6
*S/D Start
S/D Execution
*Safety Induction Course

7
Post S/D Review *Joint Final Report

C&P Strategy : Construction & Procurement Strategy

 MANAGEMENT OF
NON- SHUTDOWN MAINTENANCE
TOA has concentrated on doing the necessary work quickly at
optimum cost, so we execute the “Priority Setting Concept &
Implementation”
Our Rush-job definition: Work is done within 24hrs based on Risk Assessment Matrix
1day 1week 2week

Priority H M L L：Reflected
Setting 14days
scheduling

CONSEQUENCE PROBABILITY
Likely in Several
Likely in
People Assets Environment Reputation A Improbable B Possible C D next 1-2 E times per
next 10 yrs
years year

No No No
No impact 0
injury loss Effect

First Aid/ Slight Slight

Slight impact 1
MTC loss(<1MY) Effect

Limited
L
Lost time loss Minor Limited
accident effect impact 2
(<10MY)
Considerable
Permanent loss Localized Considerable
3
Disability
(<100MY)
Effect impact
M
Major
Single loss Major Major
4
Fatality Effect National
(<1BY)

Multiple
Massive
loss Massive Major
H
5
Fatality Effect International
(>1BY)

High Middle Low

L

Need Mitigation Allowable risk level

1.2 Typical Problems of Static Equipment

Trouble Experience
in Japan
◆ Burst of Hot Condensate Water Pipe
Maintenance Information

An Accident in the power plant

The Hot Condensate water piping in Nuclear Power
Plant were burst during operation and 5 workers
were killed by the hot water/steam
( + 6 workers injured)
The Nuclear Power Plant was planned that the
Turnaround Maintenance will start on the following
week and 105 workers (contractor + own
employees) including 5 killed were working for the
preparation of the turnaround.
屋内
 Outline of the Plant
including the burst piping
Condensate Piping :
OD : 560mm
Thickness : 10mm
Max.Pressure : 1.27MPa
Op.Pressure : 0.93MPa
Max. Temp. : 195oC
Op.Temp. : 140oC
Heavy Wall Vessel Material : C.S. (ASTM A204 Gr.A)
Flow Rate : 1,700t/h
Pressurizer Steam Flow velocity : 2 m/sec
Steam

Control LP Turbine Generator

Rods Circulation
BF W Pump

HP Turbine
S.W
Condensate Condenser
Vaporizer

HP FW
Deaerator S.W
Preheater

Desalter
Fuel Grand condenser
←BF W
Pressure Vessel
Coolant Pump

Burst
LP FW
Preheater S.W : Sea Water
BFW : Boiler Feed Water
Burst piping Simple Drawing

Support

Orifice

Support

Orifice

Flow Welding
Line

Flow
Burst piping (Cont. : Possible Cause)

Turbulence
Reduced
to 340 mm

I.D.
540 mm

Orifice
Other Information (1/2)

 In 1986, the similar accident was occurred in Sally

Nuclear power plant ( Virginia State, U.S.A. ), and
at that time also 4 were killed.
 This Power Plant has the excellent Standard for
Pipe Thickness management.
 After constructed it, that area was never inspected
for 28 years.
 The minimum thickness observed was of 0.4mm.
Original thickness is approximately 10mm. (MAT:4.7mm)
Other Information (2/2)

Pipe Material (Component/Strength etc.)

Good (same as Mill Sheet)
Installed situation of piping
Good
Steam/Condensate Water Quality
Good
Trace of external load,
Harmful flaw/crack etc.
No
 Root Cause Analysis
 Direct Cause Erosion/Corrosion
Why did not Maintenance Staff measure that area ?
 Had Dropped Out from the Check List
Who did make the List ?
 Constructor did.
Did Maintenance Staff check/review the list ?
 No!
Maintenance Staff just confirmed measured results

Bad Maintenance Management System

(Human Error)
 Counter Measure
Check the List & Revision if necessary
Upgrade of Material
CS ⇒ Stainless Steel
(ASTM A204 Gr.A ⇒ A312 TP304 )
Check Similar Area
Revision “Maintenance Management System”
Lesson-learn from this trouble

The omission comes out if the system does not

work well even though there is a very splendid
standard.
(Maintenance Management System, Quality
Control System , Safety culture & Work
Climate etc.)

This is a responsibility of management.

他のエロ/コロ
 Representative Inspection (1/3)
A D G

B E H

C F I
Representative Inspection (2/3)
Representative Inspection (3/3)

肉厚トレンドによる測定点変更
Digital Micro Scoop Result on Pipe Inside

Top

3D 1/2D
1D

Bt’m
◆ Rupture of Furnace Tube

1. Burst 2. Melt & Burst

3. Breaking @welding line 4. Melt down

 Ex手リオr
Exterior of the Furnace

The End-panel which opens largely

 Maintenance Information

An Accident in the Refinery

The Furnace Tube in R-HDS (Residue Hydrodesulfurization
Unit) was ruptured during operation.
And, it became a conflagration (big fire).
(No one die and it injured)
 Outline of Plant

Temp
Press Reactor
Flow Control

Tag No. Furnace

No.2 Coil No.3 Coil

No.1 Coil No.4 Coil

A pass Fuel Gas B pass

H2

Feed Oil To Make-

up Section
 Design/Operating Condition
Data until the day before

Construction year 1984 (2004)

Design Press. MPa 16.2
Design Temp. ℃ 555 386 – 472
@skin Ave.426
Op. Press MPa 15.4 Inlet 14.8/Outlet 14.4
Op. Temp ℃ 405 Inlet 336/Outlet 385
Material ASTM A271 TP321
(SUS321TF)
O.D. mm 165.2 (6.5”)
MAT mm 13.2 (0.52”)
Original thickness mm 14.3 (0.56”)
Other Information (1/2)

The similar accidents were occurred two times

(Jun 1996 / Apr 2003) in Japan.
The patrol which was executed before the
trouble (@ Furnace)
OK
Record of Inspection until trouble
See next page
 Inspection Record
Part Item Purpose Oct.’03 Feb.’03 Jun.’02 Oct.’01 Feb.’01 Jun.’00

RT Coking ○ － ○ － － ○*

Sensitization Sensitization ○ － ○ － － －
Metallographic Metallurgical
Tube ○ － ○ － － ○
Test structure
UT Thickness ○ ○ ○ ○ ○ ○

PT Surface flaw ○ － ○ － ○ ○

Bricks VT Damage ○ ○ ○ ○ ○ ○

Other VT Bending － － － ○ ○ ○

＊ Decoking : The lowest of No.1/4 coils by pig @2000 (after 16 years operation)
Other Information (2/2)
 Result of investigation after accident
Tube Material
Good (VT, Dimensions, Macro-/Micro-structure, Hardness,
Chemical Composition)
Welding Line
Good (Macro-/Micro-structure)
Flow rate of A/B pass
Not Good A=11,500 – 12,500 B/D
(Unbalance) B=15,000 B/D
Burner
Not Good (The amount of combustion of the burner had been
biased to the center.)
Coking
Not Good (Coking was partly found.)
 Root Cause Analysis
Direct Cause Creep Damage
Why Creep Damage occurred ?
Biased combustion operation of furnace
Rise of heating tube surface temperature
Why Temp. rose ?
Form coking in the Tube
Why Mainte. Staff could not find coking ?

Formation of coking
in place not expected
 1.3 Effective Inspection Method
for Static Equipment
Inspection Area of Static Equipment

Support by crane during PWHT

to prevent deformation of shell
 Area where corrosion occurs easily
(Outside of Static Equipment)

 Equipment lagging by cover sheet (for insulation)

 Outside surface Temp. ≦ 100℃
（Tentative target for execution is the operating temperature
150℃ or less）
 The structure, where the rainwater is easy to
penetrate ,accumulate and concentrate.
 Outside Corrosion Occur Point (1)
Boundary of Structural Part Through
Covering Sheet Discontinuity Area Floor
 Outside Corrosion Occur Point (2)

Support Part Crevice Part

 Inspection Policy

Inspection Method
VT (visual test), UT (ultrasonic thickness
test), RT (radiographic test)
Inspection Schedule
The inspection is advanced from installation
year's old device one by one.
Example of Inspection Result

Especially, part where corrosion

was remarkable
Support-attachment Area
(ex. Lug etc.)
Under Fire Protection Insulation of
Tower Skirt
Support Ring for Insulation
 Counter-Measure (1)
Prevention of penetration of thorough rainwater
 Apply of the caulking sufficiently to prevent these
from infiltration of any water.
 Install of the weather-ring

Prevent the fact that the moisture accumulation

 Limitation of glass wool use
 Change of the insulation support ring shape
 Use of water repellency insulating material
 Counter-Measure (2)

Corrosion control
Rust resisting painting under insulation
Aluminizing of anchor bolt
Attach of reinforcement plate
Cl‐ concentration limitation of insulation
material（≦500ppm ）
TIPICAL DAMAGES OF R-HDS REACTOR

Kind of damages observed

3,4
1. Crack at stress concentration
Gasket ring
External 1,2 2. Creep damage
attachment 3. Hydrogen embrittlement
1,2,5,6,7 4. σphase embrittlement
Nozzle weld 5. Temper embrittlement
6. Hydrogen assisted cracking
Internal
3,4
7. Hydrogen attack
attachment 8. Thermal fatigue cracking
3 O.L/B.M.

Weld joint 5,6,7 5,7

Base metal

Skirt weld 2,8

3,4 Overlay
Inspection Guideline for
Pressure Vessels
This Guideline is issued After the Explosion
Accident during the Tightness Test in 1980.

In Accordance with this Guideline Inspection

should be Arranged Considering
Following Factors ;

(1) Fabrication Date

(2) Ductility of the Material
(3) Operating Conditions
(4) Whether the repair was Done or not
during the Fabrication
(1), (1‘) Flange Gasket Seat
( Specially, Ring Joint )

by UT, ( PT )

() Shows the Inspection Method

from Inside
(2) Nozzle Attachments with
Reinforcing Pad

by MT, PT, ( UT )

(2‘) Nozzle Attachments

without Reinforcing Pad

by MT, PT, UT
(3) Skirt Attachment with
Skirt Band

by MT, PT, (UT)

(3‘) Skirt Attachment without

Skirt Band

by MT, PT, (UT)

(4) Lifting-Lug Attachments

by MT, PT

(9) External and Internal

Attachments

by MT, PT
(5) Catalyst Retaining Ring
Attachments
( Fillet Weld )

by UT, ( MT, PT )

(5) Catalyst Retaining Ring

Attachments
( Full Penetration Weld )

by UT, ( MT, PT )
(6) Circumference Welds
between Cylindrical shell
and Head
( Butt Joint )

by MT, PT, UT, ( RT )

(7) Longitudinal Welds

of the Shell
( Butt Joint )

by MT, PT, UT, ( RT )

(8) Circumference Welds
of the Shell
( But Joint )

by MT, PT, UT, ( RT )

(11) Base Material

( Plates, Forgings )

by UT

(12) Clad
( Base and Clad Material )

by UT
 1.4 Risk Based Optimization of Maintenance

All things which we perform have the Risk

When we get up in the morning and sleep at night,

we fully prepare ourselves for a risk of something

However, we think about whether we should receive

these risks and continue living.

Ｒｅｆｅｒｅｎｃｅ : The Journal of the Society of Plant Engineers Japan, Vol.13-4

 What is the Risk really?
How much risk can you receive ?
How can you quantify the risk?
How can you justify your action?
How can you select an alternative plan
to reduce a risk?
 Definition of The Terms
Risk = Likelihood × Exposure ×Consequence
Threats : The disturbing matter when we head toward the goal
Likelihood : The possibility that the threats occur.
Exposure : A certain specific degree of condition that is threatened
Consequence : A business cost is affected when threats actually occur.

◆ Quantification
• Degree of consequence can be relatively easy. In general the consequences are divided into
categories from 4 to 5 like the Risk Matrix refer to RAM application after page 4.

• Exposure coefficient is simple and easy, because the plants are operated continuously for
24 hours, it is 1.0 namely 100%. But In start-up and shut-down, there may be some
exceptional cases.

• Likelihood is considerably difficult, and is often expressed by key-word.

 Table-1 Quantification of the possibility by the keyword
Key Word Possibility(%) Key Word Possibility(%)
Certain 100 Might well be expected 100
Likely 70 Quite possible 60
Toss-up 50 Unusual, but possible 30
Unlikely 20 Conceivable, but very unlikely 20
Very rare 1 Virtually impossible 1

Table-2 The example of the risks different by the situation of the plant
Europe/America Japan
Threats The small fire of the heat insulator ⇒
Likelihood Possible ⇒
Exposure Continuous ⇒
Damage of the heat insulator $1,000
Consequence Damage of the heat insulator $1,000
Damage of plant Shutdown $1.0MM
Risk Low Extremely High

The same threat brings different degree of consequences by the situation of the plant.
According to the risk analysis at a certain place, the degree of risk becomes low so it can
not be accepted, but another place, it can be accepted .
Under the same scenario, but those risks should be managed by different methods.
 Risk Assessment Example
The corrosion problem in top-section of distillation tower
and its countermeasure
◆ The Outline of Damage
Although the corrosion problems are not urgent, the leakage to the outside might
happen during the next operating period.
The leakage becomes the threat to the goal which is the prevention of the unexpected
plant shutdown during the next operating period.
The inspection section made a request to replace the whole distillation column for
new one during T/A maintenance.
If nothing would be carried out during T/A maintenance, the possibility of problem
was estimated to 30% during next operation. This estimation was based on increasing
corrosion rate of tower top section.
The evaluation result agrees with the key-word that the possibility is lower than
“toss-up” , higher than “unlikely”
◆ The Exposure
The distillation column is continuously operated , so the exposure coefficient is

◆ The Business Cost

When the leakage occurred to out side the column, the leak material has an odour but
no-toxicity that was discharged without the fear of an explosion and the fire.
The expected business cost becomes about 1.5MM dollars including unexpected
production losses and spent of distillation column repair-cost.

◆ The Quantification of the Risk

Risk = Likelihood × Exposure ×Consequence
= Likelihood × Exposure × Consequence = 450M$
◆ RAM Application
The Risk will be High revel, that means we should take an action to reduce the risk
or to eliminate the risk.
Consequence Probability
Never
Unlikely Toss up Likely Fact
Harm to Asset * Environmental Administrative heard of
People Damage Damage Penalty Several
> 10 yr 5-10 yr 1-5 yr < 1 yr
Times/yr

No injury No damage No effect No penalty N N N N L

Slight damage
Slight injury Minor effect Reprimand N N N L M
< $ 30K
Minor damage
Minor injury Localized effect Recommendation N N L M H
$ 30K - 300K
Major damage Administrative
Major injury Major effect N L M H H
$ 300K - 3M order
Extensive Cancellation
Fatality Massive effect M M H H H
damage of approval

* Impact on Assets covers both repair costs and reduced

incom due to damage of equipment (opportunity loss)

◆ Requirements for Project Team.

Project Team was required to make an alternative plan to reduce risks.
◆ Alternative Plan
Plan Countermeasure Cost Possibility Risk
Alt-0 Nothing 0 30% 450M$
Alt-1 On Line Monitoring 20$ 5% ?
Alt-2 Replacement to New Column 1000M$ 1% ?
Alt-3 Renewal of Top-Section 750M$ 1% ?
Alt-4 Cladding 600M$ 2% ?

Risk = Likelihood × Exposure ×Consequence

= Likelihood × 1.0 × 1,500M$

The above alternative plans affect only the possibility of the threats by risk calculation.
But, in the calculation, the influence of Exposure and Consequence should also be considered,
We make the dike around the tank to prevent the liquid diffusion that leaks out of it. As a
result exposure and possibility will not be affected but consequence will be affected.
◆ The J-Factor
We call the state which takes no measures the “alternative plan zero”. Alternative plan-0
is used as a standard to rank other plans.
Here, below J-factor is defined. J-Factor is used to evaluate the risk reduced by
executing Alternative plan and its cost.

Original-Risk － Risk after Alternative Plan

J-Factor =
Cost of Alternative Plan

Plan calculating formula J-Factor

Alternative Plan-1 (450 - 75) / (20) 18.75
Alternative Plan-2 (450 - 15) / (1000) 0.44
Alternative Plan-3 (450 - 15) / (750) 0.58
Alternative Plan-4 (450 - 30) / (600) 0.7
 J-Factor more than 1.0 means that the expected reduction of the risk is bigger than the
cost of carrying out the alternative plan.
We look for the alternative plan, its the J-Factor more than 1.0 to get allowable an effect
vs. the cost. However we can not always easily select an alternative plan in reality, thus it is
necessary to think about the decision making method.

Base Case Unacceptable Unacceptable

(Do nothing) Solution Solution

The risk is not The Cost is bigger

reduced enough optimized than reduced Risk
solution
Unacceptable
Zone-1 Risk
Allowable
Risk
Increase
Zone-2
Risk
Zone-3
J-Factor
Increase Cost
J >1.0 J <1.0
 The team decides the item, “want to achieve”, “want to avoid”, “want to repair” and
makes the list. Next the team decides which item is “the must items or the want items”.
The alternative plan which does not satisfy “must” is not considered further.

◆ The team decides “the must items” and “the want items”
The team decides the three items which must be achieved.
1. Avoid the catastrophic HSE accident.
2. Repair within less than 8 days.
3.Avoid the leak to the outside all over the next operating period.

The team decides seven items which should be wanted to achieve.

1.The most suitable J-Factor.
2.The smallest cost of construction.
3.A loss after the most suitable periodical repair or profit.
4.The greatest risk reduction
5.The smallest influence on periodical repair work
6.Avoid leak to the outside for next 20 years.
7.Toughness for different raw materials.
◆ The quantification analysis of the effectiveness of the alt.-plan
• The “Want items” are classified in degree of importance factor.
1. High : factor 5 : the smallest cost and the smallest influence.
2. Medium : factor 3 : The most suitable profit and loss after the periodical repair.
3. Low : factor 1 : The suitable J-Factor, Toughness for different raw material and Leak
to the outside for next 20years.

• The “Want items ” are evaluated by the scales from (－5) to (＋5) .
(＋5） means that they completely satisfy the requested item. ( 0 ) means that they can not
replace with the present conditions. (－5) means a minus effect.

• Example
The “Want item:No-2 The smallest cost of repairing.” is scored as seen in Table-3-a.
Plan-0(Do nothing) is the highest score(5), because “ Do nothing ” means that it costs
nothing. So it is the most efficient for a cost effectiveness. Plan-1(On line monitoring)
is score(4).
Plan-2, Plan-3, Plan-4 include capital expense of different level, so their score are as seen
table-3-b
 Table-3-a Scoring of Repairing Cost
Plan Plan-0 Plan-1 Plan-2 Plan-3 Plan-4
Repairing cost 0 20M$ 1000M$ 750M$ 600M$
Score 5 4 －5 －3 －2

Table-3-b Scoring of Want Item

Want Items Plan-0 Plan-1 Plan-2 Plan-3 Plan-4
1.The most suitable J-Factor. 0 5 2 3 4
2.The smallest cost of Repairing. 5 4 －5 －3 －2
3.A profit or loss after the most suitable periodical repair. －5 －2 5 5 2
Want

4.The greatest risk reduction －5 －3 5 5 1

5.The smallest influence on periodical repair work 5 4 3 2 －5
6.Avoid leak to the outside for next 20 years. －5 －5 5 5 0
7.Toughness for different raw materials. －5 1 5 4 2

Countermeasure of Plan-4 is the cladding of the top section. This method require long
periods of time. The repair work can’t be finished in 8days, so it is inevitable that plan-4
infects minus effect to the T/A maintenance.
◆ Decision Making Matrix
The “Must items” are sorted every alternative plans into category “ Yes=Y ” or “ No=N ”.
The “Want items” are scored with respect to each alternative plan.
Score = Scale × Importance factor
Table-4 Decision Making Matrix
Decision Making Matrix Plan-0 Plan-1 Plan-2 Plan-3 Plan-4
Avoid a catastrophic HSE accident. N Y Y Y Y
Must

Repair within less than 8days Y Y Y Y Y

Avoid the leak to outside all over the next operation period
N N Y Y Y
Importance Factor
The most suitable J-Factor. 1 0 5 2 3 4
The smallest cost of construction. 5 25 20 －25 －15 －10
A loss after the most suitable periodical repair or profit. 3 －15 －6 15 15 6
Want

The greatest risk reduction 3 －15 －9 15 15 3

The smallest influence on periodical repair work 5 25 20 15 10 －25
Avoid leak to the outside for next 20 years. 1 －5 －5 5 5 0
Toughness for different raw materials. 1 －5 1 5 4 2
TOTAL 10 26 32 37 －20
Plan-0 and Plan-1 do not satisfy “ Must item ” , so they are not considered further.
Among remaining alternative plans, the plan of the highest score becomes the best choice.
In this example, Plan-3,changing the top of column, is selected as the most suitable
method to reduce the chance of the leakage to the outside.
 2. TPM Activity of Refinery

What is the mission of the refinery?

 The mission of the refinery
• Secure Health
• Secure Safety
• Ensure Security TOA’
TOA’s Business
TOA’s Business Model
Model

• Keep good environment ＨＳＳＥ

ＨＳＳＥ

• Do not cause an accident

ＰＥＯＰＬＥ
ＰＥＯＰＬＥ
• Keep continuous operation ＧＲＭ
ＧＲＭ ＣＯＳＴ
ＣＯＳＴ
• Maximize GRM ＭＡＸ．
ＭＡＸ． ＭＩＮ．
ＭＩＮ．

• Secure good quality

• Reduce a cost
• Hand “Know-How” on to next generation

Who Does These Mission ? Naturally we do these

What kind of activity is best to ensure “We do these ”
It is TPM
Background of TPM Introduction
The situation
Outside Inside Culture

Intensification Changing Poor

Cost competition Refining contract Crisis awareness

Deregulation
Change Demand Flooding of Activity Non-sink ship mind
Over Capacity Aging / Skill tradition Sectional Barriers

Conventional method
Cost/Profit is fixed amount guarantee
Current method
Profit security is a self-responsibility
 Deregulation Process in Japan’s Oil Industry
1962 Petroleum Industry Law
1976 Petroleum Reserve Law (Oil Stockpiling)

Deregulation
1986 Specific Law on the Import of Petroleum Products
(Importers have to fulfill the following conditions : Refining, Stockpiling and
Quality Adjustment for Gasoline, Kerosene & Gas Oil)
1987 Automatic Approval of Secondary Unit
1989 Gasoline Production Quota Abolished
1990 Service Station Construction & Conversion Abolished
1992 Crude Throughput Quota Abolished
1996 Specific Law Abolished : Free Product Import
(Re-regulated Law : Product Stockpiling Obligation, Product Quality Control)
1997 Free Product Export
1998 Introduction of Self-Serve Service Stations
2001 Overall Review : Petroleum Industry Law abolished
 Trend of Oil Demand Ratio in Japan
Heavy Fuel Oil Light Fuel Oil Diesel Gas Oil Kerosene Jet Fuel Naphtha Gasoline

100%
17 21 Gasoline 25.5
24.0 25.9 27.1 27
80% 13
Oil Dem and Ratio

1 15
19.6 Kerosene 15.0
11 2 20.7 22.4 22.2
60% 12 1.9
10 2.1 Gas Oil 17.5
12.3 2.4 2.7
10 11.8 10.4
18 10.9
40%
17.2 16.1 16.4 16.3 ABTM 41.8
12
20% 38 12.1 12.3 9.8
10.7
20
12.9 11.2 10.1 11.6
0% A/L Crude
1980 1990 2000 2004 2006 2007
Heavy fuel oil demand has been decreasing continuously,
Because 1. Power Generation Industry converted fuel from oil to natural gas
and 2. Steel Manufacturing Industry is decreasing its production
due to the disadvantageous competition.
 Trend of Distillation Capacity and Crude oil throughput of Japan

High-growth era Period of stable growth Deregulated era

kBPSD
6000

5000

Topper Capacity
4000

3000
Crude oil
Throughput
2000

Yom Kippur War Iranian Revolution Gulf War

1000
1st Oil crisis 2nd Oil crisis 3rd Oil crisis

1965 1970 1975 1980 1985 1990 1995 2000 2005

 Trend
Trend of
of Energy
Energy in
in Japan
Japan :: Share
Share
Coal O il Gas Hydro Nuclear O the rs

90% Deregulation
80%
77.4% ‘73 1st step 2nd step
70%

60%

50% 1st Oil crisis 2nd Oil crisis 3rd Oil crisis
40%

30%

20%

10%

0%
1965 1970 1975 1980 1985 1990 1995 2000 2005

Share of Nuclear does not increase,

increase because some troubles ( Ex. Inspection data
manipulation, Crack of turbine shroud etc.) and one accident had occurred from 1999 to
2004 (Rupture of line caused four men’s death) at some Nuclear power plants.
 TOA Activity Trend
１９９０ １９９１ １９９２ １９９３ １９９４ １９９５ １９９６ １９９７ １９９８ １９９９ ２０００ ２００１ ２００２ ２００３ ２００４ ２００５ ２００６ ２００７ ２００８ ２００９

Merge
ZA(Zero Accident) Goal : Excellent Company
Special-Committee Tool : TPM
・5S (Total Productive Maintenance)
5S ・Autonomous Maintenance
Skill-Up(Operater/Engineer) ・Safety
Enhancement(Plant Engineering) ・Kaizen(Improvement)
ＴＯ
Standardization Ａ

ＴＰＭ

Small Group Activity （TAC : Kaizen Activity） ＴＰＭ Award

Suggestion System Enhance Autos.M
Safety J-TPM
DIY Patrol Autos. Maintenance Level
Committe
Engineer Area Patrol e
（９Pillar）
Ｐａｒｔ Ⅱ

Ｐａｒｔ Ⅰ
Outline of TOA TPM-activity

Total Productive Maintenance

TPM definition
•TOA’s target is to reinforce the corporate
culture to improve GRM , HSSE & Human-skill.
-All levels of employee including management are involved.
-Activities are performed during daily operations.
-Unrealized loss of all business production should be zero.
-All equipment are kept in good condition by operators and
maintenance staffs with good communications.

•The aim is to eliminate all accidents, defects

and breakdowns.
 becoming improved corporate value.
TPM Target
Improving performance by changing facilities and
mindset of staff.
・Changing Facilities：Pursue the best design and maintenance
for all equipment on site. LCC design for all new equipment.

・Changing the Mindset ：Improved skills of staff

Operators ：Improved maintenance skills
Maintenance staff：Improve preventive maintenance skills
Technologists ：Improved targets for efficiency,
HSSE, and maintenance
Office work staff : Improve planning and executing ability

The corporate value has been improved for the company

TPM Activity Digest

TOA Oil Co. Ltd

 TPM Plan of First Stage
Ｓｔａｇｅ １ｓｔ ３ｒｄ ５ｔｈ ７ｔｈ ９ｔｈ １１ｔｈ １３ｔｈ １５ｔｈ

２００１ ２００２ ２００３ ２００４ ２００５

Ｉｎｔｒｏｄｕｃｔｉｏｎ Ｐｏｐｕｌａｒｉｚａｔｉｏｎ Ｅｓｔａｂｌｉｓｈｍｅｎｔ Ｆｉｎｉｓｈ＆Ｃｏｎｔｉｎｕａｔｉｏｎ

Pre-Ｅｚａｍｉｎａｔｉｏｎ 11
Ｄｅｃｌａｒａｔｉｏｎ 1／７
Ｋｉｃｋ－ｏｆｆ ６／１１
Ｆｉｎａｌ-Ａｕｄｉｔ
ＴＰＭ Ａｗａｒｄ

ＴＰＭ Ｉｎｓｔｒｕｃｔｉｏｎ Mid.Management

ＴＰＭ Ｃｏｍｍｉｔｔｅｅ
Mid-Evaluation
Top-Manage.Eval.

Ｓｔａｆｆ
MBO Manage. Ｍｏｄｅｌ Ａｕｔｏｎｏｍｏｕｓ Ｍａｉｎｔｅｎａｃｅ ｂｙ Ｏｐｅｒａｔｏｒｓ
（Autonomous Ｍｏｄｅｌ
Ｄｅｖｅｌｏｐｍｅｎｔ ｔｏ ｏｐｅｒｅｔｏｒ ０－ｓｔｅｐ ～ ３ｒｄ－ｓｔｅｐ １ｓｔ－ｓｔｅｐ ～ ４ｔｈ－ｓｔｅｐ ４ｔｈ－ｓｔｅｐ ～ ７ｔｈ－ｓｔｅｐ
Ｍａｉｎｔｅｎａｃｅ）

BPR
Ｍｏｄｅｌ Ｏｆｆｉｃｅ－Ｗｏｒｋ Ｐｒｏｃｅｓｓ Ｒｅｓｔｒｕｃｔｕｒｉｎｇ
（Office-Work) Ｄｅｖｅｌｏ． ２ｎｄ～４ｔｈ ｓｔｅｐ Ｄｅｖｅｌｏｐｍｅｎｔ ５ｔｈ ～ ６ｔｈ ｓｔｅｐ Ｄｅｖｅｌｏｐｍｅｎｔ

Prevent-Maint. Ｔｒｏｕｂｌｅ－Ｒｅｄｕｃｔｉｏｎ ＆ Ｐｒｅｖｅｎｔｉｏｎ Ｍａｉｎｔｅｎａｎｃｅ

Proｆｉｔ-MAX. Ｌｏｓｓ Ｉｍｐｒｏｖｅｍｅｎｔ ｗｉｔｈ Ｍｏｄｉｆｉｃａｔｉｏｎ

Skill-ｕｐ Ｅｄｕｃａｔｉｏｎ ＆ Ｔｒａｉｎｉｎｇ
Cost-MIN. Ｃｏｓｔ Ｒｅｄｕｃｔｉｏｎ

HSE Ｈｅａｌｔｈ、 Ｓａｆｔｙ ＆ Ｅｎｖｉｒｏｍｅｎｔ

Design-Management Ｉｎｉｔｉａｌ－Ｐｈａｓｅ ｏｆ Ｃｏｎｓｔｒａｃｔｉｏｎ Ｍａｎａｇｅｍｅｎｔ
Quality Ｐｒｏｄｕｃｔ Ｑｕａｌｉｔｙ Ｃｏｎｔｒｏｌ
 Schedule(Milestone)
• Kick Off June, 2002
• Interim Appraisal by JIPM*
1st July, 2004
2nd November, 2004
3rd February, 2005
• Part I Examination September, 2005
(PM Award Qualification)
• Kick Off (Part II) December, 2005

JIPM*:Japan Institute of Plant Maintenance

 Feature
• Whole-company Activity ,not just Refinery but Head Office as well.
• Top Down Structure Organization

• Periodical Inspection/Appraisal by 3Top Management teams

① President team ② Sr.Managing Director team ③ Refinery Manager team

• 3-month-cycle activity / Inspection once in 1.5 month: Total 1200 teams

Maintenance by operators 48 teams
J-TPM 23 teams

Scoring
•Swift Review & Feedback Evaluation
Ranking
 Maintenance By Operator:MBO
• Objective
- Encourage operators’ “my plant consciousness”
+ Overhaul pumps
+ Detect disorder of pumps and examine a root cause
+ Make various improvements
- Improve Equipment Reliability
(“Zero” unplanned plant shutdown)
• Progress
Trend of MBO Activity
Pieces

Overhaul
 Office Work Activity:J-TPM(1)
• Objective
- Keep the office clean/tidy
- Reduce document volume (-50%)
- Streamline work process :BPR(-50%)
• Progress
Before After
 Office Work Activity: J-TPM(2)
• Objective
- Keep the office clean/tidy
- Reduce document volume (-50%)
- Streamline work process :BPR(-50%)

Progress
Document Volume Electronic File Volume
FM
74 0 MB 44,600
800
45,000
40,000
600 Hit
35,000
400 32 2 300 30,000 27,000
22,300
25,000
200
20,000
0 15,000
2002 current 2005Target 2002 current 2005Target
TPM, do you imagine
how to lead what kind of activity?
What method pushing forward TPM ?
Under the nine major pillars and consulting with JIPM ,
we carried out TPM activity.

The nine major pillars of TPM

-Autonomous Maintenance by operators. (MBO)
-TPM in office. (Improved archive and reporting system)
-Preventive Maintenance. (Planned Maintenance)
-Profit-Max.
-Education and Skill-Upgrading.
-Cost-Min. (Cost Reduction)
-HSSE
-Initial Control of New Equipment (Design Management)
-Quality Management
 Nine major pillars vs. Division
A

Prev.-Maint.

Profit-MAX
TPM-in Office
Autono.- Maint.

Education-Skill
Cost-MIN

Design-Manag.

Quality-Maneg.
role

HSSE
m Committee
a
t
Division r
i
x
Personnel
General
Accounting
Financial
Production
Control
Engineering
HSSE
Mizue Fact.
Ogimachi Fact.
◎ : Lead Division
 Model activity by managerial class
Autonomous maintenance become the basics in TPM.
We carried out “Model activity of autonomous maintenance by
the managerial class, before introducing them into a worksite.

Five model teams moved into autonomous maintenance activity

for three months at the same time.

Afterwards, autonomous maintenance activities were extended to

the operator.

Example of Autonomous Maintenance Model activity will be shown later

 Autonomous Maintenance

•Operator training to close the gap between operators and

maintenance staff, making it easier for them to work as a team.
•Change the equipment so the operator can identify any abnormal
conditions and measure deterioration before it affects the
process or leads to a failure.
•7 steps are implemented step by step.
•7 steps are to up-grade operators knowledge, skills, commitment
and responsibility towards their equipment.
Seven steps of A-Maintenance

-1. Perform initial cleaning and inspection

-2. Countermeasures for the causes of dirt and dust.
-3. Establish Tentative cleaning and lubrication standards.
-4. Conduct General Inspection.
-5. Establish Equipment inspection standard.
-6. Workplace management and control.
-7. Sustainability of Autonomous Maintenance.

Keihin TPM Promotion Team

 Trend of Rotating equipment numbers by Operator’s
Autonomous Maintenance
1,600
1,450
1,400 Number of teams 48 persons 280
Rotating equipments total 643 (pump 539)
1,200

1,000

800
643
600 471
386
400 273
222
143
200 56 87
13 30
0
’02/5 ’04/8 2005/8
Visible Result of the activity that We can expect
Reinforcement of the competitive power
•Increase in equipment productivity. (Reducing troubles of equipments)
•Loweing maintenance and production costs.
•Keeping good quality
•Eliminating bottleneck of process.
•Increasing equipment availability. (Increase plant capacity.)

Improvement of work place environment

•Reducing non-safe place
•Increasing brightly neat workplace
•Increasing efficiency of the transacting business
Billion yen Maintenance
維持補修費 cost
(%) PM-BM Ratio
予防保全の割合
50
100
40.5
40.5 40
40
40
維持補修
Exclude capex 80 BM
56
60
コスト（億円）

30 28
28
Cost good
良い 60 83 80
20
20
20
40
good
10
20 44 40 PM
0
17
0
2002 2003 2004 2005 Target
目標
2002 2003 2004 2005 Target
年度
Fiscal year
Invisible
Result of the activity that We can expect
A change of the consciousness and personal growth
•Confidence（I tried and I did it）
•Improvement（I will continue to improve）
•A challenge（I will do more）
•Tenacity（I will definitely do it）
•Self-growth（Solution ability, negotiation power）

The atmosphere of the organization

•A feeling of solidarity (an aim held by team)
•The exclusion of the wall between sections
•keeping a good impression from the outside
•Enhance job satisfaction.
 Measures to maintain reliability
 Apply SGS’s MERIT program
S-RCM/S-RBI, RCA, Risk & Reliability Management, …
 Computerized Maintenance Management System
 Maintenance Coordinator in Manufacturing Section
 Shorten Turn-Around period by RA and Fat-Rat
 Sharing of Problem & Maintenance information
Dairy maintenance
NO. of MAJOR & MEDIUM PROBLEMS PREVENTIVE RATIO
NO. of MINOR PROBLEMS Preventive maintenance
10 300
100
Major 250
8 Minor
Medium 80
200
6 60
NO.

NO.

R A T IO
150
4 Better
40
Better 100 Better
2 20
50
0 0 0
2002 2003 2004 2005 BM 2002 2003 2004 2005 BM
2002 2003 2004 2005 BM
 No1. Model Activity of Autonomous Maintenance
Model Activity of Autonomous Maintenance
by Management level Employees.
Model Activity Area
Member : Mr. Saito. (TPM ), Mr. Furuya. ( Engineering section)
Mr. Nishikawa. ( SDM ), Mr. Yuki (HSSE)
Duration : Three months ( Total 200 hr)

Reason : This area is very dirty and wet. In addition, there is equipments
without the need ,and the work environment does not have any
room so danger of the work-related accident occurring.

This equipment is very important pomp which feeds cold-VB

to Flexicoker. It is difficult to dismantle and repair this pump
in comparison with the other type of pumps.

Conclusion : We can do it if we do it
 Model Activity of Autonomous Maintenance
by Management level Employees.
Before

After
Step 1 Attach tags to the defect points of the pump
This step is the first step of autonomous maintenance activity. it is extremely important to fix defects
point and defects substance.
We were supposed to attach a tags, but we made a mark with tapes because there were too many bad
points like a pictures. (We picked up more than 300 bad points)
Step 2 Removal of the inessentials
We removed this additive injection facilities since confirmed necessity in the technical and
operation section. We crushed concrete basements since we took permission to use fire.

We carried out the cleaning such as surrounding

heavy oil buildup or the sludge removal of the ditch.

Before Removed equipments and things

Step 3 Improvement (Trace line and Mechanical seal flashing line)
We removed thermal insulation and carried out inspection of the piping.
The intense corrosion that became the problem was not found
With fire definitely, we built more takeoff valves in the main trace pipe and divided
a small trace system for close management.
Step 4 Overhaul of Tow shaft screw pump
We had a first experience with the guidance of the expert of subcontract.

Remove gearbox Remove timing gear Remove bearing cover Mark with center punch
Why did We challenge that it was such a carelessness?
Step 5 Work on Finish

Generally We did not paint the base, but painted it with the
Repairing of concrete base hard epoxy resin paints. The purpose is to easily wipe off a dirt.
Before insulation, pump discharge pipes were painted with heat-
resistant prevention of rust paint.
Pump, cooling-fan and other fittings were painted three-layer .
Step 6 What do you think of this neat figure?
 No2. Model Activity of Autonomous Maintenance
Small centrifugal pump were overhauled
by Engineering Division Manager Team

separate coupling separate coupling

carrying a pump to the shop

They seemed to have been active well but there was disturbance
Chief consultant said, “By the overhaul of such a small, simple and not so
important pump, there is not challenge mind. It cannot be said that it is model activity.”
They made up their minds to overhaul the important, difficult pump and its turbine driver.

Attach tags to the defect points of the equipment. This is BFW cut-in pump of FCC WHB

Remodeling of the piping to collect

steam-drain in hot-condensate

Lube-oil cooler piping and flow-

sight-glass were removed and
cleaned
Wonderful Completion
5S Activity of warehouse by Refinery-Manager Team

Before Seiri-Seiton（５S)
 Is it a dump site here not a warehouse?
Someone purchased these for SDM, but keep something which remained first of all,
these were the result that repeated this for more than 30 years.

The first step of 5S is to throw away these things that seem to be used at a glance again.
They disposed of discarded things more than 20cars by 2ton truck.

The thing which seem to use at a glance again

 Indoor environment improvement
They finally started indoor improvement after having thrown away discarded things.

Wall repainting with white-paint to make more bright

Windowpane cleaning and repainting window frame Refinery Manager

Wonderful Completion
 5S activity in office work place

TPM promotion team

Tobacco-stained of the
fire detector sensor

Become too beautiful,

what this is
 5S activity in laboratory
Throw away these things that seem to be used at a glance again .
Perhaps We will not use the thing which I did not use for half a year in future either.
The consultant said.
We will decide, we empty a drawer and closets , not to use them.
 An inspection by the president
He had visited to the activity spots
(without losing for cold without losing the heat without losing in the rain.)
The president inspected many group’s activities in all sincerity with passion. He listened
the story of the operator’s activity and took the good communication with them.

After personality of president came to be understood in this way by them; operator’s

activity became of high quality. Then the activity improved for a spiral.
Now we are carrying out TPM part-2 activity.
We gathered a pillar to four of them from nine of them.
However, Autonomous maintenance and J-TPM will be
continued as base activity.

TPM Part-2
GRM-Max

Skill-up
Education
Cost-Min

HSSE
GRM Cost cut Reliability CDSC
Auto.Maintenance 「Base Activity」 J-TPM
 Why will we do TPM ?

Competitor’s Creed

Every morning when sun comes up, the gazelle wakes.

He knows that he must outrun the fastest lion or he will be eaten.
When the sun comes up, the lion also wakes.
He knows that he must outrun the slowest gazelle or he will starve.
In the end, it doesn’t matter whether you are lion or gazelle...
When the sun comes up, you’d better be running.
3. Brief Information of Toa’s Flexicoker
 FLEXICOKING UNITS IN THE WORLD

SHELL MARTINEZ,CALIFORNIA
EMRE ROTTERDAM,NETHERLANDS

TOA KEIHIN,JAPAN

EXXON BAYTOWN,TEXAS

LAGOVEN AMUAY,VENEZUELA

世界地図
 1976
1982
1983
1986
1986

The project is to be completed in 2010

 1,000
1,100
1,200
1,300

100
200
300
400
500
600
700
800
900

0
Days
240 418
339
447

’82～
493
71
580
744
736

Amuay
894

382
427
420

’86～
343
639
449
667

67 717
789
806

Baytown
333
736
417
50

’83～
772
1048
1099
685
671
1065

Martinez
591
608
570
’86～ 684
1048
1063
１年

1196

42
94
295
300
Rotterdam
３年

301
２年

246
271
300
278
334
Flexicoking Unit Run Days

308
282
307
324
’76～

347
288
265
TOA

262
318
294
312
320
318
452
198
695
690
Thank you for your attention