for Human Resource Development

Idemitsu Kosan Co.,Ltd

Head office: Tokyo, Japan
Founded: 1911
Employees: 7,826
Annual Sales: 3,798billion
Refineries: 4 (640MBPSD)
Petrochemical Plant: 2 (997KTA)
Overseas Offices: 36
Service Stations: 4,598
Idemitsu Head office
Outline of Idemitsu
Exploration&
Production
Overseas
Business
New Energy
Marketing
Petrochemical
R&D
Transportation
Stockpiling
Refining
4 Coal Mines
in Australia
1 Uranium Mine
in Canada
1 Geothermal Plant
in Japan
4,598 SS
4 Refineries
640MBPD
9 VLCCs
Norway and
SE Asia
Electronic
materials
Idemitsu
Group
Group business of Idemitsu
5 Lubricants blending factories
in US, China and SE Asia
2 Plants
997KTPY
Refinery locations
Total Capacity
CDU 640 MBSD
Ethylene 997 KTPY
AICHI (1975-)
TOKUYAMA (1957-)
* CDU 120 MBSD
* FCC 26 MBSD
* Ethylene 623 KTPY
* CDU 160 MBSD
* ARDS 55 MBSD
* RFCC 50 MBSD
* CDU 140 MBSD
* ARDS 38 MBSD
* RFCC 30 MBSD
* CDU 220 MBSD
* ARDS 40 MBSD
* FCC 45 MBSD
* Ethylene 374 KTPY
HOKKAIDO (1973-)
CHIBA (1963-)
High Conversion (RFCC) Refineries
- Hokkaido and Aichi
Refining and Petrochemical
Complexes
- Chiba and Tokuyama.
Location of Refinery & Plant
Technical Training Center
5
This line of thought is based on the fact that human beings are
the main entity of economy and society,
not material and money caution against putting the cart
before the horse.
Starting Point of Management
3
Respect for Human Being IdemitsuRespect for Human Being
6
Starting Point of Management
Our Founder set up five principles:
Respect for Human Beings
The Great Family-like System
Independent and Autonomy
Do Not Be a Slave to Money
A Bridge from Producer to Consumer
Starting Point of Management
4
We placed particular emphasis on discipline and education
of our employees, so that they become a group respected
by society.
In practicing the ideal, we have also emphasized synergetic
and wide application of Human Power gained
through total cooperation.
Starting Point of Management

KSS: Kaizen Suggestion System

S
JIT
Just-In-
Time
production
TPM
Total
Productive
Management
TQC
Total Quality
Control
QCC
QC Circle
Toward Goal
S
5S is the beginning of a healthy, comfortable and
productive life for everyone at work
SEIRI
(shifting)
SEIKETSU
(standardizing)
SEITON
(sorting)
SEISOU
(cleaning)
SHITSUKE
(discipline)
SAHOU
(manner)
5S is an initial letter
for 5 Japanese words
S
SEIRI(shifting)
Separate needed
items and not needed items.
and throw away not needed items.
SEIKETSU
(standardizing)
Maintain shifted, sorted,
and cleaned state.
SEITON(sorting)
Maintain the state to
be able to take needed
matters when those are
Needed(Decide, restore)
SEISOU(cleaning)
Clean up garbage, dirt
foreign materials in
surroundings and workplace
SHITSUKE(discipline)
Be accustomed to
follow decided matters (rules)
SAHOU(manner)
Reasonable style as
a way of human shall
be established
S
S
SEIRI
SEITON SEIKETSU
SEISOU
SHITUKE
SEIRI
Seiri is the sorting out and
discarding of unnecessary
items in the workplace
S
SEIRI
SEITON SEIKETSU
SEISOU
SHITUKE
SEITON
Seiton is the arrangement of
necessary items into good
order so that they can be
easily selected for use
S
SEIRI
SEITON SEIKETSU
SEISOU
SHITUKE
SEISOU
Seiso is cleaning up ones
workplace completely
so that there is no dust on
floors, machines or equipment
S
SEIRI
SEITON SEIKETSU
SEISOU
SHITUKE
SEIKETSU
Seiketsu is maintaining ones
workplace so that it is
productive and comfortable by
repeating Seiri-Seiton-Seisou
S
SEIRI
SEITON SEIKETSU
SEISOU
SHITUKE
SHITSUKE
Shitsuke is training people to
follow good work habits and
the strict observation of
workplace rules.
Before After
S
Efficient working atmosphere
Not only
Employees have more independence of mind
Teamwork can be strengthened
Leadership would be developed
But
S
Productivity
Quality of work
Safety at workplace
Go up!
Productivity
Quality of work
Safety at workplace
S
Competency
Career
Mindset , Mentality Change!
Do your job, S!. If not, you, fired!
S
Its not my job!
Rule by fear
S
Four Key Factors for Successful 5S
There are no observers in 5S,
everyone participates
22 Continued commitment and
support by top management
5S starts with education and
training
33
Repeat the 5S cycle in order to
achieve a higher standard
44
S
STEPTop management
Top manager should understand the philosophy and benefit of 5S
Top managers commitment to 5S implementation
Organize 5S working committee and appoint 5S facilitator
Train 5S facilitators and participants
Effect of 5S
Efficiency
improvement
Quality
improvement
Secure
the safety
Motivation
improvement
Cost
reduction
Failure
reduction
Beautiful
environment
Inventory
reduction
S
STEP2Official announcement by
the top manager
The top manager should officially announce the implementation
of a 5S program
The top manager explains the objectives of 5S program to colleagues.
Publicize the 5S organization chart and layout diagram showing
areas divided by borders for the assignment or responsibility
to small group
Work on various promotion tools(banners, posters, newsletter etc.)
Organize off- and on-the-job training programs on the basis of
5S to all colleagues
Top Manager
5S Facilitator Committee
MG/Group A MG/Group B MG/Group C
5S Auditor
Organization for Implementation of 5S
S
STEP3Big cleaning by all colleagues
Organize A Big Cleaning Day after the 5S implementation
announcement by the top MG as soon as possible
Assign small groups to be responsible for each divided area.
Provide enough tools and materials
This big cleaning also includes Seiri (Shifting) of wastes
A Big Cleaning Day should be continued (twice a year)
Before After Photographs for Improvement
S
STEP4Initial Seiri ( Shifting )
Establish Disposal Standards for unnecessary items.
Initial Seiri is an activity practiced by everyone to remove
all unnecessary items after a big cleaning day.
Everyone concentrates to identify and arrange unnecessary
items for elimination.
Unnecessary items that cost a lot should be evaluated and listed.
Future purchase of unnecessary items can be avoided.
Why do unnecessary items exist?
Change in sales-production plan
The excessive ordering
The incorrect ordering
The lack of quality control
The lack of quantity control
Improper storage locations and poor
storage methods
A poor receiving and issuing system
Duplicated ordering or delivering
Old or aged machine and equipment
The duplicated production and storage of
paper work
Others
S
STEP5Daily Seiri , Seiton and Seiso
SeiriDiscard things that are not needed and not being used.
Use space more efficiently.
Seiton: Improve locations and methods of sorting things.
After the effort, searching and returning time is minimized.
Seiso: Continue daily cleaning schedule for the creation of
healthy and comfortable workplace.
Motivate and stimulate colleagues to get ideas to
improve their workplace.
Space & Time
S
STEPPeriodic S Audits
Establish 5S evaluations and incentive plans.
Conduct 5S audits regularly by auditors.
(a)Score on the 5S level achieved
(b)Score on good practices identified
Organize 5S internal competition to prevent backsliding and
for further upgrading.
Periodically award groups and individuals that implement
good practices in appreciation for participation.
SEIRI(shifting)
SEITON(sorting)
SAHOU(cleaning)
At Workplace
Human resource Human resource
Development
Comfortable Comfortable
Circumstances
Without Useless, Without Useless,
Unreasonableness,
Unevenness
(Muda, Muri, Mura)
Visual Visual
Management
Elimination of Elimination of
Micro Defects
SEIKETSU(standardizing)
SHITSUKE(discipline)
SAHOU(manner)
Individuals Try
Good
Quality
No
Nuisance
Low Cost
Timely
See-Think
PDCA
on 5S
Action Plan
Do Check
Periodically
Daily
Clear
(Sukkiri)
Activity
Special
5S
Special Action
S
Mechanism of 5S
S
Principle of SEIRI (Shifting)
Needed
items
Treatment
Items used at all times
Items used occasionally
Items rarely used
Judgment criteria
Preferably place the items
at hand
SEIRI
(shifting)
Place the items at predeter-
mined place, little separated
Place are allowed
Separately stored at
designated place
Not Needed
items
Items can be thrown
away immediately
Items thrown away after
consideration of sales
Items some expense is
necessary to throw away
Throw away immediately
Separate sales parts,
and throw away remains
Throw away after checking
disposal method
(Non expensive method)
Judgment criteria (principle) for SEIRI (shifting) shall be fixed on necessity!
S
Principle of SEITON (Sorting)
Treatment
Where
(Define a place/fixed place)
What
(Define an item/fixed item)
How many
Define quantity/fixed quantity
The principle of Seiton
Define the place-Adjust
the place
SEITON
(sorting)
Define items to be placed
Define quantity to be
placed
Restore to
Original state
(Rule)
A-1 A-2 A-3
B-1 B-2 B-3
C-1 C-2 C-3
A-1
A-2
A-3
B-1
B-2
B-3
C-2
C-1
C-3
9Boxes
S
Procedure of SEISOU (Cleaning)
Define Cleaning Items
Assign member in charge
of cleaning
Define how to clean
Place, machine, inventory
aisle, backside, etc.
SEISOU
(Cleaning)
Rolls and responsibility
When, method, tools
Prepare cleaning tools
Implement cleaning
Tools with good usability,
even tools are a little expensive
Identity of waste and dirt can be found out.
Generation source of waste and smudge can be disclosed.
Intrusion point of waste and smudge can be specified
Problem Consciousness
Machine Maintenance
Failures of machine and equipment can be found.
By repeating this work, chronic (lasting) problem becomes visible
Dirt
S
Principle of SEIKETSU (Standardizing)
SEIRI
(Shifting)
SEITON
(Sorting)
SEISOU
(Cleaning)

SEIKETSU
(Standardizing)
Implemented by each person
Established in workplace
Improving Level
Returning to original point
Time Time
Improving Level
Building-up status of improvement
and maintaining
S
Principle of SEIKETSU (Standardizing)
SEIRI
(Shifting)
SEITON
(Sorting)
SEISOU
(Cleaning)

SEIKETSU
(Standardizing)
Implemented by each person
Established in workplace
We have to make it possible for anybody to find out little dirt
and abnormality.
Visual management is thoroughly effective
Indications and color code shall be applied to recognize normal status
Make criteria of abnormality clear and countermeasures are also clear
S
Principle of SEIKETSU (Standardizing)

5.0
0
7.5
kg
2.02.5kgA Grade
2.5
Indication of control range by color
Labeling proper seats by color
S
Principle of SHITSUKE (Discipline)
The habit, to follow the decided
matter (rules), has been build up.
SHITSUKE
(discipline)
The Original State
Eagerness
Motivation
A sense of
accomplishment
The first priority matter is achievement of taking action from
other persons standpoint. Without understanding causes of
necessity on Seiri and Seiton in workplace and necessity of
voluntary cleaning, 5S is difficult to be established.
Self-governing
compulsory
Whats wrong?
On a street, OK!
S
Principle of SHITSUKE (Discipline)
Yourself!
Some Suggested Good Shitsuke Practice
Contact people with a big smile
Be good listener
Be devoted and Kaizen (Improvement) -oriented
Demonstrate team spirit
Conduct yourself as the member of reputable organization
Be punctual
Always keep your workplace clean and tidy
Keep safety rules strictly
5S of Analytical Laboratory
Idemitsu Kosan Co., Ltd.
Quality Control Laboratory
Laboratory starts morning with exercise.
Lab Manager and Refinery Deputy GM join the exercise.
Lab Manager
Refinery Deputy GM
Umbrellas Box for Customer (Hand-made, DIY)
Customer First
Pull Inside Out
Morning Meeting of Quality Control Laboratory
Lab Manager
Day Leader
Work Schedule Board
They Chant Safety Slogan at the end of Morning Meeting.
Safety Slogan is posted on the wall.
Around the wall, they post their targets and schedule of TPM.
Around the wall, they post their targets and schedule of TPM.
The record of Activities are kept for future review.
Files are well arranged as 5S activities.
Colored Light Indicates Topics (Entrance Area).
Green Light
Switch of Green Light (General Affair)
Training
Safety
TPM
Welfare
Nickname: Mr. Look-Look
They constructed Laboratory Supplies Stock Area by themselves.
Stock Shelf of Analytical Reagents
It is visible how many bottles
of Reagent we have in stock.
Standard Thermometers
Finger Hole
Standard Thermometer
Address
Address
Standard Thermometers
Standard Thermometers
Ordered
In Use
Paper Towels
Laboratory Supplies
Recorder Papers
Before TPM activities, those lab supplies and recorder papers
were kept by each of lab staff.
Recorder Roll Papers
If remaining stock becomes less than two,
you have to order supplies.
Item Number
Order Forms Item Number
Order Form
Item Number
Name and Specifications Unit of Order Date of Delivery
Name and Fax Number of Supplier
Authorization Signatures
Sample Cans
For Earthquake, Shelves are tilted and wire codes were installed.
Desk Drawer in Lab
Visualization of Position for
Test Device.
Floor Signs
Dear night shift operators,
please Bring Water Sample to this Direction.
Lab staff are trying to communicate with Night Shift staff who come in
the lab late in the evening Lab staff do not have chance to meet
them. They are talking to the night shift staff by painting guide
arrows on the floor.
This is the entrance of Analytical Laboratory
Floor Signs
This is the direction of Analytical Reagent Stock Shelf.
Ceiling Signs
If you do not know where laboratory supplies are, push buttons.
Recording Papers
Roll Papers
Cans
Lump is on for Cans
LUBLIFE
Waste of Tested Heavy Oil
This machine tells
fill-up point of
heavy oil by
cuckoo voice. It
is easy to know
when we have to
throw it away.
Analysis Machine (Caution & Maintenance Period)
Caution! Rotating Machine
Maintenance Period
Electric Dryer (Indication of Contents Inside)
We cannot know
whats inside.
When the door is
open, dangerous
situation must be
avoided. Indication
Is effective for
safety