BLT 5S Status Presentation Package 2022_Rev2

Mohd Firdaus Che Amat
Terminal Manager
Petron Bagan Luar Terminal

Criteria 1 : INTRODUCTION
TO PETRON BAGAN LUAR TERMINAL

BAGAN LUAR TERMINAL

ZONING – Set Up 5S Area as of Nov 30/2022

5 11 6 9 Zone 1
7 10
102 Zone 2
101 12
8 Zone 3
POME
BAY PUMP 1 Zone 4
PAD 1 TTLR 5
Zone 5
JETTY
Zone 6
T1T,L2R,3,4
TTLR 5S ZONE AREA
6,7 Zone 1:
PUMP Guard House, Main Office, Operation office &
PAD 2 Loaders Rest Area
2 Zone 2:
Tank 2, 3, 4, Garden, Employee Car Park,
4 Jetty, & ROV
3 Zone 3:
Schedule Waste & Scrap Yard, Warehouse,
POME Tank 101 & 102
Zone 4:
Tank 1, 8, 9, 12,& Additive Tanks

Zone 5:
Tank 5, 6, 7, 10 &11
Zone 6:
All TTLR including POME Unloading Bay,Pump
Pad 1&2 ,ROV & Fire Water Pump

BAGAN LUAR TERMINAL

Terminal Layout- as of Nov 30/2022

CHAIRMAN As of Sep 6th, 2022
Mohd Firdaus Che Amat
5S ZONE AREA
SUPPORT GROUP VICE CHAIRMAN 1
S&D SSHE Advisor Muhd Faiz Fitri Zone 1: Excellence Zone
Norman
VICE CHAIRMAN 2 Guard House, Main Office, Operation
Kenneth Kam Keen Chong Office , Loaders Rest Area

ZONE 1 TEAM LEADER ZONE 4 TEAM LEADER Zone 2: Customer Focus Zone
Muhd Fadhli Abu Bakar Muhammad Zuhairi
ZONE 2 TEAM LEADER Zaidi Tank 2, 3, 4, Garden, & Employee Car
Muhammad Mujahid ZONE 5 TEAM LEADER Park, Jetty, ROV
Azhar Muhammad Almunthaziirii
ZONE 3 TEAM LEADER Ruzuki Zone 3: Innovation Zone
Noor Azlan Arifin ZONE 6 TEAM LEADER
Muhammad Idris Hamid Schedule Waste & Scrap Yard,
Warehouse, POME Tank 101 & 102,
Driver Toilet

Zone 4: Teamwork Zone

Tank 1, 8, 9, 12, & Additive tank

Zone 5: Ethics Zone

Tank 5, 6, 7, 10, 11

Zone 6: Safety Zone

All TTLR, including POME Unloading
Bay, Pump Pad 1&2 , & Fire Water
Pump

5

Appointment of 5S Committee Members

Vice Chairman Leader Zone 1

Leader Zone 2

Vice Chairman Leader Zone 3
Leader Zone 4

Leader Zone 5
Leader Zone 6

Internal Audit Committee Roles & Responsibilities
As of Oct 1, 2022
Mohd Firdaus Che Amat
Head Office 5S Coordinator Training Committee
| Certified IMS/LPS/5S Auditor
Mohd Firdaus Che
Amat

Kenneth Muhd Faiz Mohammad Muhammad
Kam Keen Fitri Norman Almunthaziirii Zuhairi Zaidi

Chong

Promotion & Awareness Committee

Muhd Faiz Firi
Norman

Mohammad Muhammad Zuhairi Zaidi
Almunthaziirii Certified LPS Coordinator /5S

Coordinator

BLT 5S Milestone Rev 05 (as of Jan 3, 2022)

N Stage Activities Jan Feb Mar Apr May Jun Jul Aug Sep Oc No De
tvc
o
Online training
1 Stage 1 Post mortem 2021 MPC 5S on 29-30 Nov

Preparation Summary Report

2 Review & Update 5S Committee

3 Review & Update 5S Zone Areas

4 5S Training – (Committee/IA)

5 Stage 2 5S Bi-Monthly (Jan –Aug) /

Implementation Weekly Meeting (Oct –Nov)

6 5S Walkabout
New : MBWA by TM

7 5S Improvement (by zone)

8 Stage 3 Self Assessment by individual

Assessment & Zone Leader
Evaluation
9 Annual Cross Audit

10 Internal Audit by Management

11 External Audit by MPC 23 Dec
Plan Actual

SSHE-5S & Innovation

Jan 3, 2022 : 5S/QE BLT Committee Meeting & MSPO-SCCS Surveillance Audit
Preparation

o BLT conducted a meeting to prepare for 5S/QE certification renewal and upcoming MSPO-
SCCS Internal Audit & Surveillance Audit.

o Key improvement activities for each zone followed by cross audits among zone leads had
been identified and scheduled from Sept to Oct onwards .

Note : MPC 5S/QE Certification Audit (Dec 2022)

o MSPO-SCCS IA is scheduled on Sept 20th (at BLT) and Sept 21st (at LPP) , to be conducted
via LPP & BLT Internal Auditors and MSPO SCCS Refresher Training on Mar 21st , 2022 and
communication of new MSPO standard is planned on July 2022.

BLT 5S/QE Coordinator (Zulhairi) leading the BLT TM (Firdaus) conducted 5S/QE Training and
team on BLT 5S/QE Roadmap shared some Innovation ideas to the team

Frequency : Quarterly
BLT 5S Walkabout : by BLT 5SQE Committee & Management

Criteria 2 : Definition & Selection of Project

Aligned with Petron Corporate Safety,
Security , Health & Environment Policy

and Core Values of the company.

5S OBJECTIVES

v To make available only those items which a
person needs to do his job efficiently and
effectively.

v To have a designated place for everything so
that they are easy to find.

v Make sure everything is always clean,
functioning and ready for use.

v Establish as standard process of doing things.
v Maintain the above system continuously.

5S POLICY

v Adhere strictly to the 5S expectation and
practices.

v Develop, promote, and execute 5S
programs as part of Terminal Operation
Activities.

v Engage personnel at all levels to deliver
solid Safety performance and high
efficiency Terminal Operations through 5S
culture of excellence.

v Conduct annual assessments to
continually improve 5S implementation at
terminal

5S Vision, Mission & Motto

VISION

“To be a world-class high-achieving Fuel
Terminal in safety, cleanliness and
efficiency”

MISSION

“Promote, develop and execute 5S
program & activities to deliver solid safety

performance, exceptional product &
service quality, and highly efficient

Terminal Operations”

MOTTO

“HOUSEKEEPING = SAFETY =
QUALITY”

“THE EXPECTATIONS”

• Shall understand the requirement and ensure implementation according to established
guidelines.

• Shall conduct site inspections as per established frequency.
• Shall conduct a meeting at least on quarterly basis.
• Use of closure form for recommendation closure tracking.
• Shall conduct periodic internal audit, joint between management and staff to ensure

sustainability of site implementation.
• Ensure findings from internal audit are tracked to completion.
• Stewardship review by Management.
• Inline with ISO/LPS/EMS requirement

Next action

5S GUIDELINES & EXPECTATIONS Training èAwareness

MATURITY SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN
LEVEL

Anyone can walk into the Area employees have devised

LEVEL 5 Employees are continually work area and easily locate a dependable and Employees are continually Employees maintain
Focus on seeking improvement items. Abnormal conditions documented method of seeking the elimination of consistent standards in
Prevention opportunities. are visually obvious and preventive cleaning and waste, all changes are compliance with the 5S
corrective action measures maintenance. Work area documented and information program.
cleanliness and organization is shared with employees.
are in place.
are a way of life.
** As of 2020 MPC Assessment

A dependable and

LEVEL 4 A dependable documented documented method has 5S schedules detailing tasks Workplace method Checklists exist showing that
Focus on method has been established been established to
Consistency to maintain a work area free recognize, with a visual and responsibilities are improvements are visible and employees follow through on
of unnecessary items. sweep, if items are out of
place or exceed quantity understood and practiced. understood by all employees. 5S schedules.

** As of 2019 MPC Assessment limits.

LEVEL 3 All unnecessary items have Designated locations are 5S schedules detailing tasks Workplace method 5S schedules detailing tasks
Make It Visual been removed from the work improvements are being and responsibilities have
area. marked to make organization and responsibilities are incorporated and been developed and are
documented. utilized.
more visible. developed and utilized.

LEVEL 2 Necessary and un-necessary A designated location has Workplace areas are cleaned Workplace methods are being A recognized effort has been
Focus on items are separated. been established for all items. on a regularly scheduled
basis. improved, but changes have made to improve the condition
Basics
not been documented. of the work environment.

LEVEL 1 Necessary and unnecessary Tools, supplies, books and Workplace areas are dirty and No attempt is being made to Minimal attention is spent on
disorganized. document or improve current housekeeping.
Just items are mixed together in materials are randomly processes.

Beginning the work area. located.

5S DIRECTION

CURRENT SITUATION DESIRED SITUATION

Observed risk tolerance behavior, lack of organized work Deliver solid safety performance, highly efficient Terminal
areas, improper tools/spares management, inadequate Operations and exceptional product & service quality
visual management, insufficient work places ownership, through 5s methodology
and average team work.
OBJECTIVES
KEY INDICATORS

1 Unorganized Work areas 1 Organized work areas which contributes to PQDCSMI

2 Risk Tolerance behavior 2 Heighten awareness on risk and hazard through 5S
implementation hence creating Safe Working
3 Work areas do not have proper ownerships and Environment
leaders
3 Assigned ownerships and leaders for all work areas &
4 Improper tools/spare parts etc. management ensure sustainability

5 Inadequate visual information 4 Improve tools/spare parts etc. management

6 Average Team work 5 Improve visual information

6 Enhance Team Work

Continuous Improvement
Towards 5S Sustainability

Criteria 3 :

Analysis of Opportunity for Improvement

q BLT 5S Implementation had been reviewed and SWOT Analysis
approach is used to measure BLT Strength, Weakness, Opportunities
and Threat to sustain 5S QE Implementation

S 1. Adoption of ISO/LPS/Visual Management/Care for SWOT
Environment approach/ aligned with TQM initiative Analysis
Strength
2. Strong support from Management (encourage to join
W
AQEC)
Weakness
1. Knowledge build up speed due to limitation to external
O reference from Oil & Gas Industry

Opportunity 1. Adoption of Care for Environment approach – to apply3R
concept
T
2. Opportunity to introduce 5S for Oil & Gas industry which
Threat emphasize to Safety Culture & Flawless Operation (link to

PETRON Loss Prevention System )

1. Less opportunity to meet and organize activities during
split team due to COVID-19 pandemic

2. Limitation to supplier/contractors support during
pandemic

We focus to reduce “PEAR” People, Environment, Asset and Reputation Loss

1 Major Loss Major
Loss

10 Minor Loss Minor Loss

30 Equipment/Property Damage Equipment/

Property Damage

600 Near Loss Near Loss

Our focus is to eliminate Undesirable Behavior
root causes related to
personal , organizational Root Causes Related to Personal,
& external factors Organizational and External Factors

Root cause to personal, organizational & external factors

Safety Faded & unclear signages Quality

Exposure to vehicular Unclear color coding ,
accident tagging

Unclear demarcation line

Physical hazards from Slow emergency response Difficult task due to Flawless
corroded & faded stair drill time process waste Operation
Improper Visual & Meeting
cases Electrical hazards from Customer
unorganized wire harness Management/FIFO & LIFO Satisfaction
Biological hazards from system
nearby bushes & tall grass (Zero
Low employee morale Complaint)
Improper arrangement of Unorganized Seal and DT Employee difficult to
items/tools/equipment Room
conduct task
Unorganized document Difficult to conduct tank
store water draining Morale

Marine receipt with high Movement loss from fuel Our Theme :
demurrage truck preloading process Let’s create a LOSS-
free work environment
Unorganized product Improper storage for
sample retention store driver HP /Entry Pass

Productivity

By : Mohd. Firdaus Che Amat

What is 5S, Kaizen & TQM

Overall Goals
Improved Product & Service Improved Employee & Customer
Quality Satisfaction

TQM Value
Creation
Direct Outcomes
PQDCSMI

Problem Solving Bottom Up
Approach

Kaizen Plan| Do | Check | Act
Cycle + Lean Management +

Visual Management

5S Work Environment Improvement

Activities Sort | Set | Shine | Standardize | Sustain

Malcolm Baldrige Performance
Excellence System (2013 -2016)

Petron Malaysia TQM Total Quality Management Malaysian Business Excellence
Initiatives Framework (2016 onward)

Holistic approach
to strengthen the management practices, systems and process of Petron Malaysia
towards achieving higher productivity, superior business performance and competitiveness

Leadership Customer Fuel Happy/SSOY/MSP/GTSP Programs

§ Policies/Governance § Customer Call Center
§ VMV Drive/CCV Workshop § Product & Service Offerings (On-line purchase)

þ Orgn Values Survey & “Tandas Kita Bersih”
þ Value Taskforce /Petron ExCITES § Customer data / loyalty
§ Benchmarking Customer satisfaction & service
§ Sustainability Programs
§ Risk Management level

Planning People

§ Organizational Profile § Values Competencies
§ Company Core Competencies § Organizational Culture Survey
§ Business Plan § Open Door Communication

þCurrent & N-M-L term goals Process
þSWOT & Benchmarking initiative
§ IMS Certification
Information § MSOSH Recognition
§ PMHA Recognition
§ Record/Report Management § 5S QE /Kaizen
§ Market info
§ Central Depository System Result
§ Knowledge Sharing Management
§ KPIs and Analysis of Performance Outcomes

What is Lean Management ?

• Lean management is an approach to managing an
organization that supports the concept of continuous

improvement, a long-term approach to work that
systematically seeks to achieve small, incremental
changes in processes in order to improve efficiency and

quality.
• Is a process of eliminating waste & non- value- added

activities/process

How to identify
waste?

Focus area

How “ SET” eliminates waste

Best area

Principal 1 :
Set everything
near to you
and reachable
to you

q How can this activity relate to Occupational
Health and Safety ?

1. When it involves repetitive jobs
2. When we need to use

ladder/climb “on something”

Principal 2 : Set everything near to you and reachable to you-
without bending

Set it ! è • On the frequency of using/taking the part(s)
• If frequent, place it near to you

• If not, place it higher or at the back

q Where can we apply this concept ?

• Warehouse
• Filing cabinet
• Office workstation

Searching waste Searching waste Searching waste

q Kai-Zen

• Kai = Change

• Zen = for better

Let us start with small kaizen first or dot
kaizen first

1 dot= 1 kaizen Connect the dots and it will
become a line
(bigger kaizen)

Visual Management Concept
1. It “speak by itself”
2. Improve communication
3. Immediate
judgement(eliminate
waiting)

Application of
colors/lines/shapes/indicators/numbers

5S Implementation Steps

ü 5S Policy & Objectives (i.e., to improve productivity,
OHS) and eliminate incident

ü Select zone/scope
ü Select zone PIC-create your Kaizen Board
ü Organization chart (Coach, Captain, Players)
ü Set roles and responsibilities
ü Implement 5S & report , present the IMPACT
ü Assess the implementation/Genba
ü Improve

Kai-zen Cycle

Part 2 : Aug (5S QE and PQDCSMI)

Definition of :

q 5S : Sort, Set, Shine, Standardize & Sustain
q QE : Quality Environment
q Kaizen : Kai (Change) , Zen (for Better)
q PQDCSMI : Productivity, Quality, Delivery, Cost, Safety,

Morale and Innovation

Input IPO Diagram Output

5S Process PQDCSMI
elements Is the
Kaizen Output
Sort Is the
Set process
Shine (Set, Shine,
Standardize Standardize
Sustain & Sustain)

How 5S QE will improve :

ü Productivity : Reduce waiting time
ü Quality : Reduce making reject item
ü Delivery : Reduce waiting time or turnaround time
ü Cost : Reduce unnecessary rework/repair
ü Safety : Arrangement of items eliminates risk to slip, trip and fall
ü Morale : Creating conducive working environment , smooth

operation, happy customer, happy workers, less MC (less sickness)
ü Innovation : Application of Continuous Improvement (new ideas)

What How Kaizen Activities

Reducing Reduce tank truck driver waiting time, movements One Stop Point for Driver
Waiting Time -reduce 100 steps to 50 steps registration, Pass collection, HP
surrender/collection, DT & LI
Reducing making Introduce simpler process/easy process collection
defect item
Reducing Improvise workers activity for water draining, Enlarge sum at TK 8,9 and 12 for
unnecessary -eliminate product spillage for before and after ADO water draining activity
rework shipment and monthly (5 times/month)
Improve working Improvise emergency equipment. PPE arrangement 1. Arrangement of PPE according
environment in PPE & Fire Fighting Room to ERT body size (S, M, L to XL)
Reducing hazards to driver or workers at truck and by name/photo
ingress area
2. Equipment arrangement by
Improve working Reduce employee stress from smooth operation- requirement/size
environment Arrangement of files/equipment close to workers
based on usage frequency 1. Filing arrangements in
dispatcher room
Innovation New ideas will be generated from time to time
2. DT and seal arrangement
based on FIFO

1. Varities of Kaizens emerged

2020-2021 5S Promotion & Motivation 2022-2023

Employee 5S polo shirt
rest area for Committees

5S polo shirt Daily 5 minutes 5S at 10 am
for Committees + 6 monthly major 5S

Pantry 5 locations

Fire wall
Near to
Surau

3 locations

5S Promotion & Motivation

Sort / Major 5S Activities in 2022

Budget Allocation (RM) Total
RM 105,160.40

1. Signages RM 17,203.40 1) Work permit stand
2. Painting RM 18,266.00 2) 5S display board/stand
3) WIS & Security Helmet Storage
3. Tree
Planting RM 1995.00 1) Reflexology garden
4. Facility
upgrading RM 33,240.00 1) SW shed extension
5. Lighting RM 10,300.00 2) Driver Rest area (Cushion & Canopy) :
Improvement RM 2,200.00 3) Rainwater harvesting
6. Paperless 1) Perimeter lighting
Project 2) Solar lighting at dolphins
7. M&R 3) Solar lighting at staff parking
1) Face recognition & fingerprint

RM 21,956 1) Clear bushes & tree at KTM railway
2) Concrete pavement repair (Stage 1 -2)

Criteria 4 : IMPLEMENTATIONS
CREATIVE & INNOVATIVE IDEAS



Before Zone : 1

After

Location: Main Office Wall

Description: Empty wall at main office building Description: Huge safety mural at main office wall

Benefit: Promote safety culture to the public

Zone : 1

Before Zone : 1

After

Location: Filling System

Description: Old filling system Description: New filling system with dedicated type
and area

Benefit: Better space arrangement- Eliminates searching waste

Before Zone : 1

After

Nil

Location: Front Gate
Description: No Carpool Initiative Promotion Program Description: Carpool Initiative at BLT
Benefit: Reduce cost and go-green by encouraging carpool among staffs for group travel.

Before Zone : 1

After

Nil

Location: Emergency Evacuation Plan Layout for Office Building

Description: Nil Description: Provide emergency evacuation plan
layout for office building

Benefit: To shows alternatives escape routes during emergency

Before Zone : 1

After

Location: Main Office

Description: Office equipment's Description: Provide dedicate yellow line for all
equipment inside main office

Benefit: Dedicated place for the equipment