Mohd Firdaus Che Amat Terminal Manager Petron Bagan Luar Terminal
Criteria 1 : INTRODUCTION TO PETRON BAGAN LUAR TERMINAL
TERMINAL OVERVIEW
Operation Type Marine Terminal Land Size 11 Acres Start of Operation 1916 Product Handle R95|R97|ADO Operation Hours 7 Days |2 Shift (0300H – 1300H) (1300H – 2000H) Total Workforce 39 TERMINAL OVERVIEW PETRON BAGAN LUAR TERMINAL Marine Vessel per Month Average 8 Daily Truck Loading Average 80 Trips
Vision, Mission & Core Values PETRON BAGAN LUAR TERMINAL PETRON EXCITES is our CORE VALUES : EXCELLENCE | CUSTOMER FOCUS|INNOVATION|TEAMWORK|ETHICS|SAFETY
PETRON MALAYSIA
Certification, Awards & Recognitions PETRON BAGAN LUAR TERMINAL o Certified to QMS ISO 9001: 2015 , EMS ISO 14001: 2015 & OHSMS ISO 45001:2018 o Certified to Malaysian Sustainable Palm Oil –Supply Chain Management o Gold Merit –Malaysian Society for Occupational Safety & Health (MSOSH) for 2021 & 2022 o Certified to 5S Quality Environment (3 stars) for 2020 -2022 o Chairman Safety Award o Best Customer Focus Award 2018 o Active participations in Emergency Response Joint-Drill Exercise with PIMMAG, Suruhanjaya Pelabuhan Pulau Pinang, JAS, Penang Port, BOMBA, PDRM & Bulan Sabit Merah o Center for Northern Oil Spill Emergency Response Equipment (JV with PIMMAG) o Gold Medal : MPC Annual Quality Environment Challenge (AQEC) 2021 o Safety Health Excellence Award Cumulative 30 Million Man hours without Loss Time Incident o Notable Award for 2021-2022 Prime Minister Hibiscus Award
PETRON BAGAN LUAR TERMINAL Awards & Recognitions QE/5S 3 Stars Certification 2020 1st time 2021 2022
Awards & Recognitions AQEC Gold Award PETRON BAGAN LUAR TERMINAL
Delivery Envelope PETRON BAGAN LUAR TERMINAL MALAYSIA Bagan Luar Westport Port Dickson Kuantan Pasir Gudang KVDT KLIA LOGISTIC/DISTRIBUTION AREA From Bagan Luar Terminal • Perlis • Kedah • Penang • North Perak • Part of Kelantan Number of Service Stations : 170 IOT Kuching CODT Tanjung Manis Sepangar Bay Sandakan Tawau Hauler SCB Premier Logistics Sdn Bhd – 20 trucks Prifaria Sdn Bhd – 18 trucks
PETRON MALAYSIA
PETRON BAGAN LUAR TERMINAL Shipment Receipt Process Storage Tanks Vessel Berth at Jetty Tank Truck Loading Rack Vessel Screening Quality & Quantity Check Quality & Quantity Check Transfer ODM Product loading (type & quantity)
PETRON BAGAN LUAR TERMINAL Fuel Product Receipt from Ship Tanker POME & Additives Receipt from Road Tanker PME (for B10 & B7) & Additives Injection Fuels Product Loading Storage & Inventory Management Storage & Inventory Management Product Delivery to Service Station
PETRON BAGAN LUAR TERMINAL Tank Truck Loading Process Driver collect Delivery Ticket, Loading Instruction (LI) and security seals from Despatcher Truck entering loading rack Product loading by driver as per LI Truck arrival at Terminal Delivery to SS Security seal and DT Truck move to Guard House inspection Loader verify product type and quantity loaded
15 CHAIRMAN Mohd Firdaus Che Amat VICE CHAIRMAN 1 Muhd Faiz Fitri Norman VICE CHAIRMAN 2 Kenneth Kam Keen Chong SUPPORT GROUP D&TO SSHE Advisor ZONE 1 TEAM LEADER Muhd Fadhli Abu Bakar ZONE 2 TEAM LEADER Muhammad Mujahid Azhar ZONE 3 TEAM LEADER Noor Azlan Arifin ZONE 4 TEAM LEADER Muhammad Zuhairi Zaidi ZONE 5 TEAM LEADER Muhammad Almunthaziirii Ruzuki ZONE 6 TEAM LEADER Muhammad Idris Hamid 5S ZONE AREA Zone 1: Excellence Zone Guard House, Main Office, Operation Office , Loaders Rest Area Zone 2: Customer Focus Zone Tank 2, 3, 4, Garden & Employee Car Park, Jetty, ROV Zone 3: Innovation Zone 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 As of Sep 6th, 2022
5S Promotion & Motivation
Appointment of 5S Committee Members Vice Chairman Vice Chairman Leader Zone 1 Leader Zone 3 Leader Zone 2 Leader Zone 4 Leader Zone 5 Leader Zone 6
Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 Zone 6 1 9 12 8 101 102 4 3 2 7 10 6 5 11 JETTY TTLR 6,7 TTLR 1,2,3,4 TTLR 5 POME BAY PUMP PAD 1 PUMP PAD 2 BAGAN LUAR TERMINAL ZONING
Audit Committee Mohd Firdaus Che Amat Head Office 5S Coordinator | Certified IMS/LPS/5S Auditor Kenneth Kam Keen Chong Muhd Faiz Fitri Norman Training Committee Mohd Firdaus Che Amat Mohammad Almunthaziirii Muhammad Zuhairi Zaidi Promotion Committee Muhd Faiz Firi Norman Mohammad Almunthaziirii Muhammad Zuhairi Zaidi Certified LPS Coordinator /5S Coordinator Roles & Responsibilities As of Oct 1, 2021
2022 Internal Assessment Team
BLT 5S Milestone N o Stage Activities Jan Feb Mar Apr May Jun Jul Aug Sep Oc t No v De c 1 Stage 1 Preparation Post mortem 2021 MPC 5S Summary Report 2 Review & Update 5S Committee 3 Review & Update 5S Zone Areas 4 5S Training – (Committee/IA) 5 Stage 2 Implementation 5S Bi-Monthly (Jan –Aug) / Weekly Meeting (Oct –Nov) 6 5S Walkabout New : MBWA by TM 7 5S Improvement (by zone) 8 Stage 3 Assessment & Evaluation Self Assessment by individual Zone Leader 9 Annual Cross Audit 10 Internal Audit by Management 11 External Audit by MPC Plan Actual Rev 05 (as of Jan 3, 2022) Online training on 29-30 Nov 23 Dec
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 MSPOSCCS 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. SSHE-5S & Innovation BLT 5S/QE Coordinator (Zulhairi) leading the team on BLT 5S/QE Roadmap BLT TM (Firdaus) conducted 5S/QE Training and shared some Innovation ideas to the team
BLT 5S Walkabout : by BLT 5SQE Committee & Management Frequency : Quarterly
Criteria 2 : Definition & Selection of Project
Aligned with Petron Corporate Safety, Security , Health & Environment Policy and Core Values of the company.
SSHE + 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 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 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
MATURITY LEVEL SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN LEVEL 5 Focus on Prevention Employees are continually seeking improvement opportunities. Anyone can walk into the work area and easily locate items. Abnormal conditions are visually obvious and corrective action measures are in place. Area employees have devised a dependable and documented method of preventive cleaning and maintenance. Work area cleanliness and organization are a way of life. Employees are continually seeking the elimination of waste, all changes are documented and information is shared with employees. Employees maintain consistent standards in compliance with the 5S program. LEVEL 4 Focus on Consistency A dependable documented method has been established to maintain a work area free of unnecessary items. A dependable and documented method has been established to recognize, with a visual sweep, if items are out of place or exceed quantity limits. 5S schedules detailing tasks and responsibilities are understood and practiced. Workplace method improvements are visible and understood by all employees. Checklists exist showing that employees follow through on 5S schedules. LEVEL 3 Make It Visual All unnecessary items have been removed from the work area. Designated locations are marked to make organization more visible. 5S schedules detailing tasks and responsibilities are developed and utilized. Workplace method improvements are being incorporated and documented. 5S schedules detailing tasks and responsibilities have been developed and are utilized. LEVEL 2 Focus on Basics Necessary and un-necessary items are separated. A designated location has been established for all items. Workplace areas are cleaned on a regularly scheduled basis. Workplace methods are being improved, but changes have not been documented. A recognized effort has been made to improve the condition of the work environment. LEVEL 1 Just Beginning Necessary and unnecessary items are mixed together in the work area. Tools, supplies, books and materials are randomly located. Workplace areas are dirty and disorganized. No attempt is being made to document or improve current processes. Minimal attention is spent on housekeeping. 5S GUIDELINES & EXPECTATIONS ** As of 2019 MPC Assessment ** As of 2020 MPC Assessment Next action Training
5S DIRECTION CURRENT SITUATION DESIRED SITUATION Observed risk tolerance behavior, lack of organized work areas, improper tools/spares management, inadequate visual management, insufficient work places ownership, and average team work. Deliver solid safety performance, highly efficient Terminal Operations and exceptional product & service quality through 5s methodology KEY INDICATORS OBJECTIVES 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 Environment 3 Work areas do not have proper ownerships and leaders 3 Assigned ownerships and leaders for all work areas & ensure sustainability 4 Improper tools/spare parts etc. management 4 Improve tools/spare parts etc. management 5 Inadequate visual information 5 Improve visual information 6 Average Team work 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 W O T Strength Weakness Opportunity Threat SWOT Analysis 1. Adoption of ISO/LPS/Visual Management/Care for Environment approach/ aligned with TQM iniative 2. Strong support from Management (encourage to join AQEC) 1. Adoption of Care for Environment approach – to apply3R concept 2. Opportunity to introduce 5S for Oil & Gas industry which 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 1. Knowledge build up speed due to limitation to external reference from Oil & Gas Industry
1 10 30 600 Major Loss Minor Loss Equipment/Property Damage Near Loss Major Loss Minor Loss Equipment/ Property Damage Near Loss Undesirable Behavior Root Causes Related to Personal, Organizational and External Factors Our focus is to eliminate root causes related to personal , organizational & external factors We focus to reduce “PEAR” People, Environment, Asset and Reputation Loss
Root cause to personal, organizational & external factors Marine receipt with high demurrage Unorganized document store Unorganized product sample retention store Movement loss from fuel truck preloading process Improper storage for driver HP /Entry Pass Unorganized Seal and DT Room Difficult to conduct tank water draining Biological hazards from nearby bushes & tall grass Physical hazards from corroded & faded stair cases Exposer to vehicular accident Faded & unclear signages Electrical hazards from unorganized wire harness Slow emergency response drill time Unclear demarcation line Unclear color coding , tagging Difficult task due to process waste Improper arrangement of items/tools/equipment Low employee morale Employee difficult to conduct task Flawless Operation & Meeting Customer Satisfaction (Zero Complaint) Safety Productivity Quality Morale Our Theme : Let’s create a LOSSfree work environment Improper Visual Management/FIFO & LIFO system
By : Mohd. Firdaus Che Amat
What is 5S, Kaizen & TQM Work Environment Improvement Sort | Set | Shine | Standardize | Sustain Problem Solving Plan| Do | Check | Act Cycle + Lean Management + Visual Management + 5W2H Value Creation PQDCSMI Bottom Up Approach 5S Kaizen TQM Improved Product & Service Quality Improved Employee & Customer Satisfaction Activities Direct Outcomes Overall Goals
Leadership § Policies/Governance § VMV Drive/CCV Workshop þ Orgn Values Survey þ Value Taskforce /Petron ExCITES § Sustainability Programs § Risk Management Customer Fuel Happy/SSOY/MSP/GTSP Programs § Customer Call Center § Product & Service Offerings (On-line purchase) & “Tandas Kita Bersih” § Customer data / loyalty § Benchmarking Customer satisfaction & service level Planning § Organizational Profile § Company Core Competencies § Business Plan þCurrent & N-M-L term goals þSWOT & Benchmarking initiative Process § IMS Certification § MSOSH Recognition § PMHA Recognition § 5S QE /Kaizen People § Values Competencies § Organizational Culture Survey § Open Door Communication Information § Record/Report Management § Market info § Central Depository System § Knowledge Sharing Management Result § KPIs and Analysis of Performance Outcomes Total Quality Management Holistic approach to strengthen the management practices, systems and process of Petron Malaysia towards achieving higher productivity, superior business performance and competitiveness Petron Malaysia TQM Initiatives Malcolm Baldrige Performance Excellence System (2013 -2016) Malaysian Business Excellence Framework (2016 onward)
• 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 What is Lean Management ?
Focus area How to identify waste?
How “ SET” eliminates waste Principal 1 : Set everything near to you and reachable to you Best area
Principal 2 : Set everything near to you and reachable to youwithout bending 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” • 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 Set it ! è
• Warehouse • Filing cabinet • Office workstation q Where can we apply this concept ? 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)
1. It “speak by itself” 2. Improve communication 3. Immediate judgement(eliminate waiting) Application of colors/lines/shapes/indicator/numbers Visual Management Concept
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 5S Implementation Steps
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
5 S elements Sort Set Shine Standardize Sustain Kaizen Is the process (Set, Shine, Standardize & Sustain) PQDCSMI Is the Output IPO Diagram Input Process Output