STUDENT INDUSTRIAL TRAINING REPORT
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This is to verify that this report is written by Ahmad Firdaus bin Ahmad Zubir (13601) and all information regarding this company and activities related are NOT confidential.
……………………… (Supervisor’s signature)
NAME DESIGNATION HOST COMPANY
M SALLEH AMRI BIN ZAHID MAITENANCE EXECUTIVE PETRONAS CARIGALI SDN. BHD., PMO
DATE
26 JULY 2013
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STUDENT INDUSTRIAL TRAINING REPORT
ACKNOWLEDGEMENT Bless to Allah The Most Merciful for helping and guide me in completing the Report of Student Industrial Training. I have been attached to Department of Reliability and Maintenance (PRM), PETRONAS Carigali Sdn. Bhd. (PMO) for a total duration of 28 weeks (currently 10 weeks) where I have been placed at Terengganu Crude Oil Terminal (TCOT). Firstly, I would like to express my greatest gratitude to Mr. Azlan bin Khalil, the Terminal Superintendent of TCOT for giving me the opportunity to have Industrial Training at TCOT and ensuring that my training here will be beneficial. I would like also to thank my supervisor, Haji M Salleh Amri bin Zahid, maintenance engineer for TCOT for his willingness willingness to accept me as his his understudy and teach me the real situation of worker life. His support and concern are very valuable for me to nurture the quality. Also, special appreciation to my Universiti Universiti Teknologi PETRONAS lecturer, Dr. Khaled as my university supervisor. The time he spends during his visit to TCOT will be much appreciated.
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TABLE OF CONTENTS
VERIFICATION STATEMENT…………………………………………. STATEMENT………………………………………….
I
ACKNOWLEDGEMENT ………………………………………………..
II
TABLE OF CONTENTS…………………………………………………. CONTENTS………………………………………………….
III
LIST OF FIGURES………………………………………………………. FIGURES……………………………………………………….
IV
LIST OF TABLE…………………………………………………………. TABLE………………………………………………………….
V
STUDENT INDUSTRIAL TRAINING REPORT: CHAPTER 1: INTRODUCTION………………………………… INTRODUCTION…………………………………
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CHAPTER 2: GENERAL OVERVIEW OF THE COMPANY…. COMPANY….
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CHAPTER 3: WORK CULTURE………………………………... CULTURE………………………………...
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CHAPTER 4: WORKS EXPERIENCE………………………….. EXPERIENCE…………………………..
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CHAPTER 5: DISCUSSION ON SUSTAINABILITY…………. SUSTAINABILITY………….
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CHAPTER 6: CONCLUSION & RECOMMENDATIONS…….. RECOMMENDATIONS……..
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REFERENCES…………………………………………………………..... REFERENCES………………………………………………………….....
33
APPENDICES……………………………………………………………... APPENDICES……………………………………………………………... 34
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LIST OF FIGURES Figure 1: PETRONAS logo Figure 2: PETRONAS Carigali Sdn. Bhd. logo Figure 3: Kompleks Operasi PETRONAS (KOP) Figure 4: Divisions of Department in PMO Figure 5: Terengganu Crude Oil Terminal (TCOT) Figure 6: Peninsular Malaysia Upstream Crude Network Figure 7: TCOT Overview Figure 8: PRM Workflow Chart Figure 9: ZeTo Rules Figure 10: Maintenance issue in TCOT Figure 11: Sources of P1 Action Items Figure 12: Metal and Plastic Drums Figure 13: Jumbo Bad and Wooden Pallet
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LIST OF TABLES Table 1: Types of schedule waste
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CHAPTER 1: INTRODUCTION Student Industrial Training Program pragmatic experience of work training which is relevant to professional growth before the graduation of student. In Universiti Teknologi PETRONAS (UTP), one of the crucial requirements for the Bachelor of Engineering is the industrial training itself. Students from the engineering department should complete a total of twenty eight weeks of industrial training before pursuing for their final year studies. Upon completion of third year studies, students must be in industrial training in a company for the whole 28 weeks. The training concludes all kinds of engineering application s related to the field of studies. Besides, it also works as preparation for the students to face real life working upon graduation. This kind of exposure is important as the students will get prepared to face challenges after transition of study life later on. Students shall be exposed to real life engineering life such as the process flow, laboratory, designation as well as safety ethical work.
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1.1 Objectives of Student Industrial Training 1.1.1 To expose students to work culture and industrial practices
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Undergoing the Industrial Training Program will expose the student with the real working environment and understand the roles and responsibilities of workers especially in oil and gas industry. Students shall exposed to working environment that requires good time management skill, punctuality, safety working condition and good working attire and behavioural which will cover the whole 8 months of the Industrial Training.
1.1.2 To study the integration of theoretical knowledge to its application in industry
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These industrial training act as a platform for students to utilize and implement the knowledge gained at the campus with related skills in a real working environment.
1.1.3 To provide opportunity to students to work with industrial practitioners
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During this internship program, the student have an opportunity to develop the safety practice and precaution by attending the safety training, safety talk and practicing Personal Protective Equipment when performing job at plant.
1.1.4 To introduce students to potential employers
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Besides, the industrial Internship program provide opportunity to the students to work with industrial practitioners and give the overview how to mix and mingle around with the staffs and technicians to gain knowledge and experiences and to work together with them. This industrial training enables the students to communicate with various people at different levels, from the common level to the higher level employment. %
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1.1.5 To motivate students to their right working attitudes and professionalism to increase their employability potential.
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During this internship program, students will have an opportunity to develop the safety practice and precaution by attending the safety training, safety talk and practicing Personal Protective Equipment when performing job at plant.
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CHAPTER 2: GENERAL OVERVIEW OF THE COMPANY 2.1 PETRONAS
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PETRONAS, Petroliam Nasional Bhd, is Malaysia’s national petroleum corporation established on 17 August 1974. Wholly-owned by the Government, the corporation is vested with the entire oil and gas resources in Malaysia and is entrusted with the responsibility of developing and adding value to these resources. In the wake of the major oil crisis in early 70s, the Malaysia government established PETRONAS to manage the country’s oil resources in September 1974. Its origins were modest with only a small office in Kuala Lumpur and handful of employees. 37 years down the road, PETRONAS is a consistent listing in fortune 500, one of the most profitable oil companies in the world with international operation in more than 30 countries around the globe. Since its incorporation PETRONAS has grown to be an integrated international oil and gas company with business interests in more 30 countries. As at the end of March 2005, the PETRONAS Group comprised 101 wholly-owned subsidiaries, 19 parties owned outfits and 57 associated companies.
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PETRONAS objective is to contribute to the well-being of the people and the nation. The group is engaged in a wide spectrum of petroleum activities, including upstream exploration and production of oil and gas to downstream oil refining, marketing and distribution of petroleum products; trading; gas processing and liquefaction; gas transmission pipeline network operations; marketing of liquefied natural gas; petrochemical manufacturing and marketing; shipping; automotive engineering; and property investment. 2.1.1 Exploration & Production Business
As custodian of Malaysia’s oil and gas resources, PETRONAS is entrusted with the responsibility to develop and add value to the nation’s hydrocarbon resources. In the early years, PETRONAS focused its efforts on managing the production sharing contractors who were exploring Malaysian acreages, but PETRONAS soon saw the need to take on a bigger and more proactive role in augmenting the nation’s oil and gas reserves. PETRONAS has also reintensified efforts to strengthen Malaysia’s upstream industry through the enhancement of fiscal terms and the introduction of new petroleum solutions, leveraging on the Government’s new tax incentives. Through its Exploration & Production (E&P) subsidiary, PETRONAS Carigali Sdn Bhd (PETRONAS Carigali), PETRONAS has developed capability as a hands-on operator with a track record of successful oil and gas developments. PETRONAS Carigali works alongside a number of petroleum multinational corporations through Production Sharing Contracts (PSCs) to explore, develop and produce oil and gas in Malaysia. Abroad, PETRONAS continues to strengthen its position by securing new acreages while undertaking various development projects. The Petroleum Management Unit of PETRONAS acts as resource owner and manager of Malaysia’s domestic oil and gas assets. It manages the optimal exploitation of hydrocarbon resources and enhances the prospectivity of domestic acreages to attract investment and protect the national interest. PETRONAS has explored some of the world's most challenging terrains and temperatures to secure new reserves. Additionally, we conduct deepwater exploration, entering also into highly complex HPHT reservoirs and wells with high CO2 content to (
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enhance our yields. Today, PETRONAS are amongst the world's first in maximising recovery of discovered fields with Enhanced Oil R ecovery (EOR) efforts. PETRONAS continues to harness and develop new technologies to maximise opportunities and further strengthen its capabilities as part of its ongoing efforts to become a leading global E&P player. 2.2 PETRONAS CARIGALI SDN. BHD. (PCSB)
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On May 11, 1978, PETRONAS Carigali Sdn. Bhd. (PCSB), a wholly owned subsidiary of PETRONAS was born as its exploration and production arm. PCSB’s domestic operations are divided into three regions Peninsular Malaysia Operations (PMO), Sarawak Operations (SKO), and Sabah Operations (SBO). Effective April 1, 2002, these regional operations were put under PCSB’s Division called Domestic and South East Asia Division (DOMSEA). PMO started its operation in April 1984 (the first production division in PCSB) with the commencement of gas production from the Duyong field. Its main office is located at PETRONAS Office Complex in Kerteh about 110 km south of Kuala Terengganu.
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PMO is supported by Kemaman Supply Base (KSB) in terms of warehousing and logistics activities, Kerteh Helibase for helicopter services and Onshore Gas Terminal (OGT) at Paka for gas receiving facilities. The first step taken by PMO in developing the first gas field at Duyong has in fact sparked and fuel led the growth of the petrochemical industry throughout Peninsular Malaysia. After Duyong’s success, PMO marked another milestone with its first oil production from Dulang field in 1991. Now, PMO is operating 17 producing fields, 36 platforms, 2 FPSOs, 2 FSOs, 1 Crude Oil Terminal, 2 Onshore Gas Terminal (OSC and OGT), and 1 supply base (KSB). The Duyong facilities will also become the receiving gas hub for the first delivery of Indonesian gas from the West Natuna Field beginning th
from 8 August 2002.
2.2.1 Peninsular Reliability and Maintenance (PRM)
Peninsular Reliability and Maintenance (PRM) is one of the departments in PMO is headed by En Mohamad Bin Hassan. There are seven (7) discipline sections namely; Maintenance Planning and Control (PRM 1), Reliability Management (PRM 2), Rotating Machinery (PRM 3), Mechanical Static (PRM 4), Electrical (PRM 5), *
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Instrument and Control (PRM 6) and Measurement Assurance (PRM 7). Besides that, there are six field maintenance clusters under PRM, which are FMM S (Angsi), FMM L (Dulang/Sepat), FMM D (Duyong/Resak/Tangga Barat), FMM F (Masa/PNL/Abu), FMM T (Terminal TCOT/OSC/OGT) and FMM P (Tiong/Kepong/Bekok/Tinggi/Pulai).
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2.2.2 TERENGGANU CRUDE OIL TERMINAL (TCOT)
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TCOT is commissioned in 1983 where it is operated by ExxonMobil for PETRONAS. TCOT plays important role in oil and gas industries and act as the receiving point for all the crude from the offshore platforms in Peninsular Malaysia. The terminal is located in the PETRONAS Petroleum Industrial Complex (PPIC) with immediate neighbours such as the Onshore Gas Terminal (OGT), GPP and Petronas Penapisan (Terengganu) Sdn. Bhd. (PPTSB). The pipelines from the offshore platforms are centred at Tapis Pump before transferred to TCOT. At TCOT, the crude oil received is stabilized, dehydrated, stored and exported to customer. TCOT have the complete facilities to handle the crude oil in Peninsular effectively including two identical trains with total design throughput of 380 KBD. There is also facility to separate water and light hydrocarbon gas once receives from the crude prior to export.
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The figure above illustrates the crude flow from Peninsular Malaysia upstream crude production platforms that is collected in TCOT for processing. The crude receives from offshore via piping header passing through emergency shutdown valve before entering the stabilization train. The stabilization system consists of two trains namely train A and train B completed with crude heating and separation facilities. Each train can handle between 64.2 SKBD to 192.5 SKBD.
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The processed oil is stored in floating roofs tanks that have the capacity of storing 500,000 barrels of oil. There are 5 tanks in total to handle the crude before exporting namely T 441,T 442,T 443,T 444 and T 446. The storage period is only temporary as the crude is then export via custody metering system to two offshore Single Point Mooring (SPM) and PETRONAS Penapisan Terengganu Sdn. Bhd. (PPTSB). Besides the crude oil, the stabilization gas from the separation processed is used to fuel fired heaters, or exported as sales gas via Vapor Recovery Compression (VRC).Before discharging produced water to sea. It is treated in skimmer pit for further recovery of HC. TCOT is equipped with complete safety facilities as it is engaging with the highly flammable crude and gas.
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2.2.3 Peninsular Reliability & Maintenance – Terminal (PRM-T)
The author is attached at TCOT under the Peninsular Reliability & Maintenance – Terminal department in the field maintenance section. This department mostly related in all maintenance and operations of all terminals which are TCOT, OGT and Onshore Slug Catcher (OSC). PRM-T is responsible in facilitating and coordinating the implementation of planned and unplanned activities for maintenance of the terminal. Besides that, the main role of PRM-T is to maintain, control and monitor production facilities in all terminals by implementing maintenance strategy for all major equipments in order to maximize production plant uptime.
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PRM-T department has been given the responsibility by PCSB to supervise and review terminals project plans and designs to ensure effective implementation of new projects and lesson learnt are incorporated and life-cycle cost are considered to ensure smooth execution of project as per specifications and according to the related law and regulations. Other than that, PRM-T department is responsible in performing timely inspections and certifications of all relevant equipments and facilities exist in the terminals to ensure all the regulatory requirements are met. Besides that, health and safety in workplace always be the priority in all work activities. Therefore PRM-T has the role of demonstrating and promoting the best HSE practices via supporting the HSE Management System through its policy, strategies and action plan. Listed below is the general work processes under PRM department:
Strategy & Planning
Reliability, Integrity and Maintenance Integration and Execution
Project Integrator
Equipment & System Maintenance Execution (for all disciplines)
Integrated Planning & Scheduling
Asset Management
Asset Reliability & Maintenance
Turnaround Management
PMMS
Performance Management
Cost Management
Contract & Material Management
Discipline Work pack
Bad Actor Management & Resolution
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CHAPTER 3: WORK CULTURE 3.1 Occupational Health and Safety
Several regulations, statements, policies, guidelines, trainings and procedure have been implemented and made compulsory for the staff to obey in order to increase their awareness on the importance of HSE in their working etiquette. 3.1.1 Safety Regulations 3.1.1.1 PETRONAS Carigali Health, Safety and Environment Policy
To comply with the legal requirements of HSE as well as the implementation of the HSE Risk Management program, a policy is created. It also measures on how crucial it is to have a safe working environment provided having an adequate workforce. PMO HSE Recommended Action Items (HSERAI) and Unsafe Act, Unsafe Condition (UAUC) Reporting are managed by a web-based HSE System named HSE Online. However, this website is highly confidential for any public view outside PETRONAS.
3.1.1.2 Drug and Alcohol Policy
PETRONAS Carigali Sdn. Bhd. (PCSB) recognizes that any drug and alcohol abuse will affect the employees’ work performance and can be a major threat to the company’s operations which abuses PETRONAS’ Code of Conduct and Discipline. Employees who are found to abuse the policy shall be subjected to disciplinary action.
3.1.1.3 Stop Work Policy
It is a policy whereby all employees, including contractor staff, shall stop work when there is an imminent and real threat which can physically endanger them and others or cause any adverse impact to the environment. This policy has the full support of management. When there is doubt on whether work should continue, employees
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including contractor staff, should promptly notify their immediate supervisor for assessment of the hazardous condition.
3.1.1.4 Zero Tolerance (ZeTo Rules)
ZeTo Rules involves any work that has potential to cause any risk on the employees, which can be expressed briefly in ten (10) elements:
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3.1.2 Training provided 3.1.2.1 Safety Briefing for onshore terminal
Basic briefing for any personnel who which to enter the terminal ( eg: TCOT, OSC and OGT) for the first time. Includes video on safety briefing as well as quiz right after that. Basically this briefing is conducted by the Safety and Health Officer. In order to pass the quiz, one must obtain less than five(5) mistakes. Failure to do so will requ ire he or she to retake the quiz as well as the briefing on another time slot. 3.1.2.2 BOSET for offshore platform
Before going to offshore platform for the first time, one must attend BOSET as the required basic training. He should pass the Medical Examination before joining BOSET. The three days of training combined safety courses and assessment inclusive of Safety and Survival (SAS), Basic Fire Fighting and Helicopter Underwater Escape Training (HUET). This training is important for the staff to know things to do when dealing any situation which are related to the safety in the platform. 3.1.3 Company SOP
There are many standard operating procedure (SOP) that need to be followed in order to perform any task in correct way. In TCOT, several SOP which are relevant to PRM-T department. 3.1.3.1 Health, Safety & Environment Management System (HSEMS):
HSEMS is a part of the overall management system and share the same degree of importance with financial management, quality management, operations management, human resource management, and business planning systems in an organization. HSEMS is made up of nine (9) elements.
Leadership & Commitment
Policy & Strategic Objectives
Organization, Resources, Competency & Documentation
Suppliers & Contractors HSE Management $)
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Hazards & Effects Management
Planning & Procedures
Implementation & Monitoring
HSE Assurance
Management Review
By achieving the entire element, HSEMS can clearly define the responsibility and accountability of an individual towards HSE regardless of the level of leadership. It also serves as a clarifier to HSE requirements. This system also been made to alert the stakeholders about the nature of PCSB business and how safe it is being managed to provide a sense of security to all. 3.1.3.2 Permit to Work
PTW is a written document authorizing a person to carry out work related, stating them of the possible hazard and way forward to overcome it. This is important to ensure that the job done safely without causing any accident. It is needed to be applied for all activities which may harmfully affect the personnel, environment, asset, and reputation carried out on PETRONAS Carigali facilities. All PCSB staff working at plant/platform are compulsory to attend three days of PTW Training which enables them issue PTW upon working there. There are two types of PTW documents, Cold Work Permit (A4 green colour document) and Hot Work Permit (A3 document). Permit applicant should be responsible to his work stated in his PTW and make sure to enclosed together document of Job Hazard Analysis (JHA) for future review. Before doing the job, permit applicant should ‘open’ the PTW. Upon finishing the work, he should ‘close’ the PTW as an indicator of stop work and need verification from authority in plant. This shows that the job is completed without confronting any accident related to hazard mentioned in PTW. The permit that has been issued can only be valid for a maximum period of one shift, approximately about 8-12 hours.
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3.1.3.3 Job Hazard Analysis (JHA)
JHA is a process of determining the hazards associated with a job so that control measures may be taken to safeguard the safety of the personnel, facilities and also the environment. The personnel have many imminent hazards that may affect him or her in different working environment. JHA is a tool that contributes to the environment of standard operating procedures for specific jobs and it is applicable on ultimately every job that have been performed. As to perform a JHA, the person ne eds to consider the job steps, identify the existing or potential hazards that may happen and determine the control measures of the system. Safer working conditions will be achieved once JHA is implemented successfully.
Figure 10: Sample of Job Hazard Analysis
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3.2 Work Environment 3.2.1 Team Work
Since the author has been attached to Terengganu Crude Oil Terminal (TCOT) for about eleven weeks, the value of team work between employees and also contractors is totally crucial in doing any work. As for PETRONAS Carigali employees, in TCOT there are three different departments which are Production Planning Department (PPD-T), Reliability and Maintenance Department (PRM-T) as well as Health, Safety and Environment Department (PSE). All of these departments must work together as one team to ensure the production at TCOT goes as well as planned. As for example, the production team job is to ensure all the operation process goes well. However to achieve the objective they need the support from people in maintenance and reliability department to ensure all equipment in the plant are working in a good condition. Apart from that, authority from safety department must ensure that all of the activities that are done in TCOT are been carried in safe manner. One of the examples is that the Safety and Health Officer and his team always do a permit to work (PTW) audit to all contractors. This is to ensure that the PTW of certain works is been fill correctly and also their Job Hazard Analysis (JHA) is filled with correct hazards that involve in their work. 3.2.2 Work Ethics 3.2.1 Morning Meeting with Contractors
Each morning a meeting will be held between PETRONAS staffs and contractors who are assigned to do works inside the plant site (TCOT, OSC, OGT). Contractors will present their scheduled work prior to the Permit to Work (PTW) they have filled before starting their task.
3.2.2 Weekly Maintenance Meeting
A weekly meeting basically held by the staffs who are assigned to the plant site (TCOT, OSC and OGT). Includes any maintenance issue arise prior to the daily operation of the
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plant. Any maintenance required regarding any part of the site will be noted down and suggested solution will be heard.
3.2.3 Flexi-Hours System
A system that allows the staffs to choose their own working hours that suit to the their schedule. The flexibility between timeframe 7.00am until 9.00am to enter the office and must complete nine (9) hours before completing their working hours (inclusive one hour of lunch). During the interval time, all staffs need to be remained in working hours to perform their working tasks.
3.2.4 PETRONAS Dress Code
Every employee needs to be in correct and neat dress code prior to the place of working. Upon working in the office, one should wear standard and professional working attire. Coverall with suitable personal protective equipment (PPE) must be worn at plant site (TCOT, OSC and OGT)
3.2.5 Safety Talk
During any event or morning meeting, there will be scheduled safety talk given on topics of Health, Safety and the Environment (HSE) by officers in that department. This act as reminder for the employees of PETRONAS as well as the contractors on how important issues regarding safety during working it is.
3.2.6 TCOT Fire Drill
TCOT fire drill acts as safety awareness among the workers in the site on how important it is for authorities to act correctly when there is fire happened in plant. Correct procedures on evacuate site should be followed to avoid any risk if actual fire incident happened.
3.2.7 Usage of personal protective equipment (PPE) at site
Each one of workers/visitors must wear proper PPE every time when entering the working area. The basic PPEs are coverall, safety boots, glasses, and helmet. Other PPEs %-
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that are needed special attention include earplug, glove, face sheet, apron, respirator and body harness should be applied according to task given.
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CHAPTER 4: WORKS EXPERIENCE 4.1 Skills Gained
Figure 10: Maintenance issue in TCOT
As a trainee of PRM-T department, the author had learned many new things throughout internship period in PCSB. Unlike daily routine in the university, working in PCSB does require students to adapt life in corporate working environment. Jobs that have been assigned must be completed on time schedules. Any spillover will jeopardize the company to other consequences such as reputation, cost management, etc. Each activity is unique and totally different compared to campu s life in UTP. The author is assigned to experience working in one of the three PETRONAS onshore terminals which is the Terengganu Crude Oil Terminal (TCOT). Since the first day of the training, the author has learned many things mainly on operations in TCOT. Like the author has mentioned earlier, the job scope of PRM-T basically on the maintenance wise wholly in TCOT with more advantage on hands-on experience. On the early week in TCOT, the author experience to learn the operation overview of TCOT, mainly on process flow of the crude from offshore platform until the export line (the end flow of TCOT), production quantity per day, separation process in the crude, storage mechanism of crude oil and many more. Mainly to be involved in the things related to TCOT, one must have the basic knowledge of physics, chemistry as well as
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facilities engineering. The principle of maintenance should be mastered as well as it can help to ease any job related to the field. With assistance from the author’s supervisor and staff in TCOT, the learning process seems to be a lot easier to be digested. The use of Pipeline and Instrumentation Diagram (PNID) is one of the important technical skills the author has learned. PNID is a set of complete diagram which illustrate the piping and equipment flow installed in the terminal. It plays a major role in maintaining the integrity of the terminal whereby each location of the items exists in the terminal can be searched and located. Throughout the PNID, the author is able to differentiate locations in the terminal by the process facilities equipped in that specific location. The first task assigned by the author’s supervisor is to lo cate several passing valves which reported by the inspection team of TCOT. By the definition, passing valves are valves that leak internally can lead to major losses of valuable product, or unintended transfer of process constituents, in some cases seriously elevating process risks. A total number of 34 passing valves reported consist of various sizes that need to be replaced mainly due to corrosion. The application of PNID initiated as to locate those valves. After locating the valves, site visit is done to acquire photos and tag number of the valves as evidence that will be brought up during weekly maintenance meeting. A report is done for the documentation purposes and as future reference for further action such as purchasing the new ones. Basically, PRM-T acts upon any inspection done by the inspection team of TCOT. Being an engineer requires one not to just mastering only engineering works, but also administrative ones also. As for example, trainees in TCOT help to prepare documentation as well as presentation pack prior to work given earlier. In this task, filing, presentation pack and database are parts of the administrative work done by the author in assisting the executive in their work. Being in the PRM-T department section is not an exception to just only stick to the work related on the department. In TCOT, the author also assists executives from other department of PRM in TCOT. For example, the job scope of the author includes on the %&
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TCOT Major Equipment Status by PRM-3 (rotating machinery). It involves on checking the status of pumps and compressors equipped in TCOT from different sections of area:
Firewater pump
Stripping/Spiking pump
Sump pump
SU-265
Effluent Water Discharge
PWSU
Flare Knock Out Drum
Hot Oil Drum
Crude Oil Circulation Pump
Condy Transfer Pump
Crude Export Pump
Booster Pump
Air Compressor
Heater
VRC
Condensate Recovery System
The equipment checklist requires the author to get information from TCOT Centralized Control Room (CCR), whereby crews of operation and production of TCOT works there. From the assignment, the author gained more knowledge on the operations of the equipment. Working directly in terminal has been an advantage for the author to have a better understanding on the operation in TCOT. Apart from the basic job scope the author has, he also acts as the guider for people from outside to have visit at the site. As for example, the author together with a maintenance engineer used to escort a team from PIE-2 (Engineering) to the various specific locations of pipelines and valves that are potentially to be replaced due to some reliability issues with the guidance from PNID.
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The team did manage to locate all the wanted locations and thus ease them for further job assigned from the department. During the ten week of industrial training, the author also receives the job of inspecting and closing PI item in the terminal that has been registered. In order to maintain the terminal integrity, thorough inspection by the specialist is done for ever y five years. Based on the inspection, there are numbers of equipment that are needed be repaired or replaced. Classifications of the items are P1, P2 and P3 items respectively. Items that need immediate action where a period of one year is allocated for solving the issue are called P1 items, followed by P2, and P3 items. After a certain time limit, status of P2 and P3 items can be converted to P1 items as no action taken to close them. Several sources of P1 are listed as follows:
Figure 11: Sources of P1 Action Items
The list of P1 items are distributed by authorities from Kompleks Operasi Petronas (KOP). Inspection is done to confirm the presence of P1 items. Then contractors are %(
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hired to settle the issue to certain length of time. Second inspection will be made to confirm the maintenance done by them. P1 items are considered closed if designated items are well maintained and photo taking on those items will be done as evidence for the closure. To enhance the knowledge to handle the task, the author has been sent to PMO P1 Workshop. Basically it is not just focusing only on issue regarding closing P1 items, but also tracking any P2 and P3 items that can be neglected or close without any serious maintenance with the list of items provided by Peninsular Malaysia Operations (PMO). During the workshop, it is also shown graphical analysis of P1 items that can be closed by 31 December 2014 and way forward to any issue that delays the objective. Generally, Reliability and Maintenance (PRM) Department does really play a major role in maintaining the performance of the terminal as TCOT is the aging facilities that have been operated for about thirty years. Thus proper time and cost planning is needed to ensure that the maintenance is done on schedule. 4.2 Communication Skills
Communication skills are needed to be mastered in working life. Without it, or not fully mastering it, one will have difficulties in his or her pursuit to express the knowledge or ideas, asking questions and befriend with another person. It is vital because it is happening on daily occurrences, and majority of the works needs communication between groups of persons to happen. The author can say that communication skill is one of the most crucial skill to obtained as regular communication happened not just between the staffs, but also with the contractors as well as visitors from outside. Besides, the skill adapted can be seen as golden opportunity to interact and understand more on jobs people do in the site as lots of valuable information are shared.
4.3 Time management
A proper time management can ensure the productivity of the work of staffs. The author is instructed to be in the office as early as 8.00am and complete eight hours of working %)
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hours every day. Without proper time management, one will face problems to cope with the demands of the work and private life which may coincide with each other at certain point. A punch card is made compulsory to all trainees in order to ensure obliged to eight hours productive working time. When dealing with work demands which have deadlines, the author will make sure a proper time allocation for each task is done. This will help the author to cope the work situation without encounter heavy pressure from work. 4.4 Initiative & Knowledge
Being a trainee requires the author to explore many things in the terminal. Knowing that not all are fortunate to be involved in terminal operation as trainee, the author tries his best to gain knowledge related to the facilities. Apart having assistance from the supervisor, staffs do really give a big contribution for him to understand more on his job. If there is any lack of information regarding the task he did, the author always have reference from people in CCR as well as sources from the internet that really give much contribution to the task completion. Although the author’s background is from Petroleum Engineering Department, opportunity to have industrial training in TCOT enables him to gain knowledge in mechanical engineering. Instead, the author feels highly gratitude as he is able to broaden his knowledge not just in his field of study, but to other field as well.
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CHAPTER 5: DISCUSSION ON SUSTAINABILITY Sustainability is the capacity to endure. In ecology the word describes how biological systems remain diverse and productive over time. Long-lived and healthy wetlands and forests are examples of sustainable biological systems. For humans, sustainability is the potential for long-term maintenance of well being, which has ecological, economic, political and cultural dimensions. 5.1 Common practice and future recommendations on: 5.1.1 Environmental
Generally TCOT generates about 100 drums of waste every year and this amount varies to the maintenance activities that happen in TCOT. Apart from that, there are several types of waste that is classified by the Department of Environment Malaysia that are situated in TCOT. All of the wastes are stored cautiously in seal containers which are plastic drum, steel drum or jumbo bag. This container will be placed on a wooden pallet to make it easier to mobile from one place to another.
Figure 12: Metal and Plastic Drums
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Figure 13: Jumbo Bag and Wooden Pallet
Some common waste in TCOT: Type
Description
SW201
Asbestos waste in sludges, dust or fibre form.
SW311
Waste of Oil or Oily Sludge.
SW109
Waste containing mercury or its compound.
SW408
Contaminated soil, debris or matter resulting from cleaning up of a spill of chemical, mineral oil or schedule waste.
SW410
Rags, plastics, papers or filters contaminated with schedule waste.
Table 1: Types of Schedule Waste In TCOT, Kualiti Alam Sdn Bhd has been given the contract to handle waste management. This means that Kualiti Alam will come and collect all the waste in TCOT and manage it afterwards. Safety Officer of the plant is the person who is responsible on the schedule waste. As for that in TCOT, usually there are about four lorries per week from Kualiti Alam Sdn Bhd to manage all the schedule waste. All of this completes to
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the maintenance activities in TCOT. The hypothesis is the more maintenance activities in TCOT the more schedule waste will produce. A form called E-Consignment note is required to fill by PETRONAS Carigali as to track all kinds of movement of produced waste. By doing so the Department of Environment Malaysia (DOE) will be able to track all the waste that have been produced by all the factories and plants in Malaysia. 5.1.2 Economical
In TCOT there is a plan in which can help to reduce the cost that is used to put away all the scheduled waste (hiring Kualiti Alam Sdn. Bhd.) The plan is to treat all the contaminated gravel which has been contaminated by hydrocardon by using cement mixture truck. This plan is said to be executed next year (2014) as there are lots of work to do before commissioning this project to a certain contractor of company.
5.1.3: Political and Cultural Dimensions
Staff conversation, morning meeting, weekly maintenance meeting are some of the engagement between staffs that have been practiced here in TCOT. All of them acts as platform to enhance communication between the management team with all level of working staff. The author can say that it is a practice that needs to be sustained
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CHAPTER 6: CONCLUSION AND RECOMMENDATIONS
6.1 Recommendation to Centre for Student Internship, Mobility and Adjunct Lectureship (CSIMAL)
Strengthen the close relationship between UTP and Host Company
Establish the medium for students to give the feedback and recommendation
Provide more opportunity and support in term of cost for any training (BOSET for example)
6.2 Recommendation to Host Company
Provide structure module for trainee within the internship period
Provide more opportunity for student to attend more related training
The Industrial Internship Program has given much advantages and benefits to engineering students of Universiti Teknologi PETRONAS. The placement of training in PCSB PMO has given a chance and wide exposure to students in learning and practising technical and management skills. The 28 weeks program in this company also prepares a good platform, as an exposure of the working environments and culture, and also work challenges. This program had given an opportunity to work with different level of people; from the bottom workers to the top management side and this help to improve the communication and social skills. Some of the theories that have been learned in UTP are applied in performing any task during the internship. However there are rooms for changes for both Universiti Teknologi PETRONAS and the Host Company to improve them. The underlying objectives should be achieved together in parallel with total co-operation between all personnel involved, either from host-company or UTP. It is suggested that improvement should be done immediately to remedy all weaknesses and students should be given a chance to learn, adapt and familiarize themselves with working environment. More exposure and responsibility should be given to the trainee so that it will be important lesson.
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As conclusion, the objective of the industrial internship achieved. The internship has brought the students to clear view of real working environment as it will be important in future.
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REFERENCES 1.
PETRONAS. (2012). Petronas. Retrieved from http://www.petronas.com.my/about-us/Pages/default.aspx
2.
PETRONAS. (2013) Petroliam Nasional Berhad. Retrieved from http://en.wikipedia.org/wiki/Petronas
3.
PETRONAS. (2012). Safety & health. Retrieved from http://www.petronas.com.my/sustainability/safetyhealth/Pages/default.aspx
4.
PETRONAS GHSED. (2011). ZeTo Rules. Retrieved from pww.ghsed.petronas.com.my
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PETRONAS. (n.d.). Petronas Leadership Centre. Retrieved from http://www.petronasleadershipcentre.com.my/learningphilosophy/program mes.php
6.
PETRONAS. (2010-2013). PTS HSE. Retrieved from http://pww.axis.petronas.com.my/topic/pts/PTSHSE/Forms/AllItems.aspx
7.
PETROLIAM NASIONAL BERHAD. (2012). Petronas code of conduct and business ethics. 33-37. Retrieved fromhttp://www.petronas.com.my/aboutus/governance/Pages/governance/code-of-conduct-business-ethics.aspx
8.
PETRONAS GHSED. (2011). ZeTo Rules. Retrieved from pww.ghsed.petronas.com.my
9.
Risk Management and Assessment for Business. (2013). So what is ALARP? The ALARP principle. Retrieved fromhttp://www.risktec.co.uk/knowledge bank/technical-articles/so-what-is-alarp---.aspx
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APPENDICES Appendix 1: Permit to Work (PTW)
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Appendix 2: Drug and Alcohol Policy
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Appendix 3: Environmental Objective Statement Policy
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