５Ｓ- idemitsu

for Human Resource Development

Idemitsu Kosan Co.,Ltd

Head office: Tokyo, JapanFounded: 1911Employees: 7,826Annual Sales: 3,798billionRefineries: 4 (640MBPSD)Petrochemical Plant: 2 (997KTA)Overseas Offices: 36Service Stations: 4,598

Idemitsu Head office

Outline of Idemitsu

Exploration&Production

OverseasBusiness

New Energy

Marketing

Petrochemical

R&D

Transportation

Stockpiling

Refining

4 Coal Mines in Australia

1 Uranium Mine in Canada

1 Geothermal Plantin Japan

4,598 SS

4 Refineries640MBPD

9 VLCCs

Norway andSE Asia

Electronicmaterials

IdemitsuGroup

Group business of Idemitsu5 Lubricants blending factories in US, China and SE Asia

2 Plants997KTPY

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

5This 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 cartbefore the horse.

Starting Point of Management

3

Respect for Human Being IdemitsuRespect for Human Being

6Starting 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 Management4

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

JITJust-In-Time

production

TPMTotal

Productive Management

TQCTotal Quality

Control

QCCQC 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 neededmatters when those areNeeded(Decide, restore)

SEISOU(cleaning)Clean up garbage, dirtforeign materials in

surroundings and workplace

SHITSUKE(discipline)Be accustomed to

follow decided matters (rules)

SAHOU(manner)Reasonable style as

a way of human shallbe established

S

SSEIRI

SEITONSEIKETSU

SEISOU

SHITUKESEIRI

Seiri is the sorting out and discarding of unnecessary items in the workplace

SSEIRI

SEITONSEIKETSU

SEISOU

SHITUKESEITON

Seiton is the arrangement of necessary items into goodorder so that they can beeasily selected for use

SSEIRI

SEITONSEIKETSU

SEISOU

SHITUKESEISOU

Seiso is cleaning up ones workplace completely so that there is no dust on floors, machines or equipment

SSEIRI

SEITONSEIKETSU

SEISOU

SHITUKESEIKETSU

Seiketsu is maintaining ones workplace so that it isproductive and comfortable byrepeating Seiri-Seiton-Seisou

SSEIRI

SEITONSEIKETSU

SEISOU

SHITUKESHITSUKE

Shitsuke is training people to follow good work habits andthe strict observation of workplace rules.

Before After

S

Efficient working atmosphereNot only

Employees have more independence of mindTeam work can be strengthenedLeadership would be developed

But

SProductivity

Quality of workSafety at workplace

Go up!

Productivity

Quality of workSafety at workplace

SCompetencyCareer

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 andsupport by top management

5S starts with education and training

33

Repeat the 5S cycle in order to achieve a higher standard

44

S STEPTop managementTop manager should understand the philosophy and benefit of 5STop managers commitment to 5S implementationOrganize 5S working committee and appoint 5S facilitatorTrain 5S facilitators and participants

Effect of 5S

Efficiencyimprovement

Qualityimprovement

Securethe safety

Motivationimprovement

Costreduction

Failurereduction

Beautifulenvironment

Inventoryreduction

S STEP2Official announcement by the top managerThe top manager should officially announce the implementationof a 5S programThe 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 responsibilityto small group

Work on various promotion tools(banners, posters, newsletter etc.)Organize off- and on-the-job training programs on the basis of5S 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 possibleAssign small groups to be responsible for each divided area.Provide enough tools and materials

This big cleaning also includes Seiri (Shifting) of wastesA Big Cleaning Day should be continued (twice a year)

Before AfterPhotographs for Improvement

S STEP4Initial Seiri ( Shifting ) Establish Disposal Standards for unnecessary items.Initial Seiri is an activity practiced by everyone to removeall unnecessary items after a big cleaning day. Everyone concentrates to identify and arrange unnecessaryitems 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 planThe excessive orderingThe incorrect orderingThe lack of quality controlThe lack of quantity controlImproper storage locations and poor

storage methods

A poor receiving and issuing systemDuplicated ordering or deliveringOld or aged machine and equipmentThe 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 andfor further upgrading.

Periodically award groups and individuals that implementgood practices in appreciation for participation.

SEIRI(shifting)SEITON(sorting)

SAHOU(cleaning)

At Workplace

Human resourceHuman resourceDevelopment

ComfortableComfortableCircumstances

Without Useless,Without Useless,Unreasonableness,

Unevenness(Muda, Muri, Mura)

VisualVisualManagement

Elimination ofElimination ofMicro Defects

SEIKETSU(standardizing)SHITSUKE(discipline)

SAHOU(manner)

Individuals Try

GoodQuality

NoNuisance

Low Cost

Timely

See-ThinkPDCAon 5S

Action Plan

DoCheckPeriodically

Daily

Clear(Sukkiri)Activity

Special5S

Special Action

S Mechanism of 5S

SPrinciple of SEIRI (Shifting)

Neededitems

Treatment

Items used at all times

Items used occasionally

Items rarely used

Judgment criteria

Preferably place the itemsat hand

SEIRI(shifting)

Place the items at predeter-mined place, little separated Place are allowed

Separately stored at designated place

Not Neededitems

Items can be thrownaway immediately

Items thrown away afterconsideration of sales

Items some expense isnecessary to throw away

Throw away immediately

Separate sales parts, and throw away remains

Throw away after checkingdisposal method(Non expensive method)

Judgment criteria (principle) for SEIRI (shifting) shall be fixed on necessity!

SPrinciple of SEITON (Sorting)

Treatment

Where(Define a place/fixed place)

What(Define an item/fixed item)

How manyDefine quantity/fixed quantity

The principle of Seiton

Define the place-Adjustthe place

SEITON(sorting)

Define items to be placed

Define quantity to beplaced

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-3B-1

B-2

B-3

C-2

C-1

C-3

9Boxes

SProcedure of SEISOU (Cleaning)

Define Cleaning Items

Assign member in chargeof cleaning

Define how to clean

Place, machine, inventoryaisle, 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 MaintenanceFailures of machine and equipment can be found.By repeating this work, chronic (lasting) problem becomes visible

Dirt

SPrinciple 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


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


5.0

0

7.5kg

2.02.5kgA Grade

2.5

Indication of control range by color

Labeling proper seats by color

SPrinciple of SHITSUKE (Discipline)

The habit, to follow the decidedmatter (rules), has been build up.

SHITSUKE(discipline)

The Original StateEagerness Motivation

A sense ofaccomplishment

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

compulsoryWhats wrong?On a street, OK!

SPrinciple of SHITSUKE (Discipline)

Yourself!

Some Suggested Good Shitsuke Practice

Contact people with a big smileBe good listenerBe devoted and Kaizen (Improvement) -oriented Demonstrate team spiritConduct yourself as the member of reputable organizationBe punctualAlways keep your workplace clean and tidyKeep 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 ManagerDay 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.

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



OrderedIn Use

Paper Towels

Laboratory Supplies

Recorder Papers

Before TPM activities, those lab supplies and recorder paperswere kept by each of lab staff.

Recorder Roll Papers

If remaining stock becomes less than two,you have to order supplies.

Item Number

Order FormsItem Number

Order Form

Item Number

Name and Specifications Unit of Order Date of Delivery

Name and Fax Number of Supplier

Authorization Signatures

Sample CansFor Earthquake, Shelves are tilted and wire codes were installed.

Desk Drawer in LabVisualization of Position for Test Device.

Floor SignsDear 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 LaboratoryFloor 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 knowwhats inside.When the door is open, dangerous situation must be avoided. IndicationIs effective for safety

５Ｓ- idemitsu

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