Post on 18-Mar-2018
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Solomon Associates World’s Best Refineries
Suggestions for the Refiners in Japan 20 December 2016
資料3
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Solomon Benchmarking Global Standard
Our data are proprietary, not pulled from inconsistent, publicly available sources
Hundreds of refineries, representing more than 85% of the worldwide crude refining capacity, voluntarily participate in Solomon’s Fuels Study
We show our clients where their operations stand against the spectrum of global competition
We see the trends of change as of companies repeat participation study after study
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World’s Best Selection Criteria
Return on Investment (ROI)
OpEx
• Energy (EII) • Maintenance (MEI)
License to Operate
Reliability (Operational Availability)
Three
Consecutive
Study Cycles 5 in North America 1 in Europe 4 in Asia
Top half in key Solomon metrics: ROI, Operational Availability, EII, and MEI
<3% of Refineries
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Characteristics of the World’s Best Covers a Wide Range of Characteristics
Perc
ent
of
WB
Aver
age
Topper Capacity, k bbl/d
Complexity Age, yr Crude, °API
Crude Sulfur, wt %
380 13.3 24 31.9 1.6
Japan Average
The World’s Best covers a wide range of size, complexity, and age Japanese refiners are capable of achieving the World’s Best performance level
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Characteristics of the World’s Best Average Process Unit Age
Average Years in Service
World’s Best
Average
Japan
Average
Fluid Catalytic Cracker 32 34
Alkylation 39 23
Coker 23 28
Naphtha Reformer 26 31
Hydrocracker 18 27
The World’s Best have learned to extract value from aging assets
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Reliability (Operational Availability) Country Rank using Average of Old Refineries*
Rank 2006 2008 2010 2012 2014
1 Argentina (~97)
Germany (~97)
Saudi Arabia (~97)
Saudi Arabia (~97)
Argentina (~97)
2 Germany Saudi Arabia Argentina Germany Saudi Arabia 3 USA Argentina Germany Argentina Germany 4 5 6 7 8 9
10 11 12 Japan (93.5) Japan (93.2) Japan (93.1) 13 14 Japan (92.7) Japan (91.8)
* RefAge ≥ Japan Average RefAge
Old Refineries in 13 countries are more reliable than the Old Refineries in Japan The reliability gap represents 18 days of annualized downtime
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Competitiveness Worldwide Breakeven Production Cost Analysis
1 2 3 4
Quartile
50 USD/bbl Crude
Cost
of
Tran
spor
tatio
n Fu
els
JA LX JB5
JA KA LX JB5
2014 Actual
WB
KA WB
Refineries in Japan are more competitive when crude oil prices are low
JA = Japan Average JB5 = Japan Top-5 KA = Korea Average LX = Large Asia Export WB = World’s Best
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Characteristics of the World’s Best Compared to the Japan Average in 2014
Volume % of Net Input
World’s Best
Average Japan
Average
Facilities Integration • Feedstock to Lubes 1.0 1.0
• Feedstock to Chemicals 1.2 1.2
Petrochemical Products 4.7 5.3
Resid Products 3.8 10.4
The Japan average refinery is already very complex and highly integrated, yet produces large amounts of products that are valued below the average Raw Material Cost
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Technical Staffing Gap in Japan 2014 Study (Company + Contract Employees)
Equi
vale
nt N
umbe
r of
Eng
inee
rs
The y-axis signifies the incremental staffing for the average refinery in Japan, at the 2014 Japan capacity and configuration, to be staffed at the same level as the four groups shown
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Energy Efficiency (EII) Country Rank*
Rank 2006 2008 2010 2012 2014
1 Thailand (<85) Korea (<86) Korea (<85) Korea (<80) Korea (<80)
2 Korea Canada Netherlands Thailand Netherlands 3 Canada Netherlands Thailand Netherlands Saudi Arabia 4 5 Japan (90) Japan (90) 6 Japan (89) 7 8 9 Japan (90)
10 Japan (90) 11 12 13 14 15 16 17 18 19 20
* A selected group of countries with four or more fuels refineries
No significant energy efficiency improvement in the Japan average refinery Is this lack of continuous improvement related to the technical staffing gap?
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Summary Suggestions for Refiners in Japan Acknowledge that value can be extracted from aging assets Complexity is already high, yet resid conversion lags
• Additional resid conversion is needed to remain competitive • Up to 30% of the gap can be closed by continuous improvements in:
1. Conversion Unit Capacity Utilization 2. Conversion Unit Yield Efficiency 3. Fractionation Efficiency
Increased productive technical staffing levels are needed to identify and drive improvement initiatives
Many refineries in Japan are capable of achieving the World’s Best performance level
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Comparative Performance Analysis™ (CPA™) We Benchmark the Oil & Gas Value Chain
Upstream
• Exploration & Production
• Onshore Production • Offshore Production • FPSO • SAGD
Midstream
• Liquid Pipeline • Natural Gas Pipeline • Terminals • Natural Gas &
LNG Processing
Downstream
• Fuels & Lube Refining
• Petrochemicals • Integrated Sites • Reliability &
Maintenance • Power Generation
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Legal Statement
The information and methodologies outlined herein are proprietary and their expression in this document is copyrighted, with all rights reserved to HSB Solomon Associates LLC (Solomon).
M³ – Measure. Manage. Maximize. ®, Comparative Performance Analysis™, CPA™, Performance Excellence Process™, Q1 Day 1™, EDC®, EII®, CEI™, CWB™, Solomon Profile® II, and other marks are registered and proprietary trademarks of Solomon. The absence of any indication as such does not constitute a waiver of any and all intellectual property rights that Solomon has established.
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For more information: Jun Okawa Solomon Associates (Tokyo) 電話 03‐5410-3555 携帯 090-6115‐7787 Email: jun.okawa@solomononline.com www.SolomonOnline.com
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