INTRA REPORT

18 JANUARY 2015- 18 JUNE 2015

NORAIN IZATEY BINTI MOHD FAIZOR

53259211362

UNIVERSITI KUALA LUMPUR

MALAYSIAN INSTITUTE OF AVIATION TECHNOLOGY

PETRONAS GAS BERHAD

CENTRALISED UTILITIES AND FACILITIES GEBENG, KUANTAN

 VERIFICATION STATEMENT

I hereby verify that this report was written by

_________________________________ and all information regarding
this company and the projects involved are not confidential.

Host company supervisor’s signature & stamp

Name :

Designation:

Host company :

Date :

i
 TO WHOM IT MAY CONCERN

Dear Sir/Madam,

This is to certify that Norain Izatey Binti Mohd Faizor, a Mechanical Engineering
student from Universiti Kuala Lumpur, Malaysian Institute of Aviation technology has
served her industrial intership as a Trainee Engineer at Petronas Gas Berhad,
Utilities Gebeng Division. During her training, she had involved and completed
various activities, as such:

 Familiarize with and understanding of the design, specification, testing,

commissioning, start-up, repair, replacement, and troubleshooting of
mechanical and rotating equipment and equipment packages.
 Handling documents, drawings and catalogue pertaining mentioned work.

It is noteworthy to mention her credible performance during her tenure with Petronas
Gas Berhad, Utilities Gebeng Division. She has also shown good co-operation and
displayed much initiative in her work throughout the period.

Regards,

___________________________

Name :

Designation:

Section:

Department:

ii
 Contents
VERIFICATION STATEMENT ..................................................................................................................i
TO WHOM IT MAY CONCERN .............................................................................................................. ii
ACKNOWLEDGEMENT ......................................................................................................................... v
CHAPTER 1 : INTRODUCTION .....................................................................................................1
1.1 BACKGROUND .....................................................................................................................1
1.2 PURPOSE OF ON JOB TRAINING .....................................................................................1
1.3 COURSE LEARNING OUTCOMES .....................................................................................2
1.4 TRAINING APPROCACH .....................................................................................................2
1.5 BENEFITS TO THE INDUSTRY ..........................................................................................2
1.6 DETAILS OF ON-JOB TRAINING...................................................................................................3
CHAPTER 2 : COMPANY INFORMATION ...............................................................................................4
2.1 BACKGROUND .....................................................................................................................4
2.2 CORE BUSINESS .................................................................................................................5
2.2.1 PETRONAS GAS BERHAD (PGB) ...............................................................................5
2.2.2 UTILITIES GEBENG (UG) .............................................................................................6
2.2.3 OPERATIONS .................................................................................................................6
CHAPTER 3 : REPORT ......................................................................................................................... 11
3.1 REPORT DUTY ................................................................................................................... 11
3.1.1 REPORT DUTY AT PGB KERTEH ............................................................................ 11
3.1.2 APPAREL DISTRIBUTION .......................................................................................... 11
3.1.3 HR BREIFING ............................................................................................................... 11
3.1.4 REPORT DUTY AT PGB - UTILITIES GEBENG ....................................................... 12
3.1.5 DEPARTMENT ALLOCATION .................................................................................... 12
3.1.6 PLANT FAMILIARIZATION .......................................................................................... 13
[Link] DEMIN WATER UNIT ............................................................................................... 13
3.2 PROJECT REPORT ..................................................................................................................... 15
3.2.1 INLET GUIDE VANES BLADES REPLACEMENT FOR GAS TURBINE C AND B .......................... 15
3.3 MAINTENANCE AND SERVICING .............................................................................................. 23
3.3.1 CHANGE THE LUBE OIL, OIL FILTER, GEAR OIL, GREASING, AND MEASURE BLADE ANGLE . 23
3.3.2 PREPARING THE OIL SAMPLE ............................................................................................ 28
3.3.3 CHANGE BELT ................................................................................................................... 29
3.3.4 PERFORMANCE TEST, VIBRATION TEST AND PERFORM TEST RUN .................................... 29
3.4 TRAINING ............................................................................................................................ 31

iii
 3.5 STUDENT OJT PROJECT ........................................................................................................ 31
CHAPTER 4 : LEARNING ACHIEVEMENT ............................................................................................. 36
4.1 WORK CULTURE ...................................................................................................................... 36
4.1.1 OCCUPATIONAL HEALTH AND SAFETY ............................................................................... 36
4.1.2 Training provided ............................................................................................................. 40
4.1.3 Company SOP ................................................................................................................... 41
4.2 WORK ENVIRONMENT............................................................................................................. 45
4.2.1 TEAM WORK ..................................................................................................................... 45
4.2.2 Work Ethics ...................................................................................................................... 46
4.3 WORK EXPERIENCE.................................................................................................................. 52
4.3.1 Overview .......................................................................................................................... 52
4.4 Skills Gained ............................................................................................................................ 53
4.4.1 Communication skills ........................................................................................................ 53
4.4.2 Time management ........................................................................................................... 54
4.4.3 Initiative ........................................................................................................................... 56
4.5 Knowledge .............................................................................................................................. 57
4.5.1 Understanding job requirement ....................................................................................... 57
4.5.2 Completing task given on time.......................................................................................... 58
CHAPTER 5: DISCUSSION ON SUSTAINABILITY ................................................................................... 60
5.1 Environmental ......................................................................................................................... 60
5.1.1 Commitment towards a Safer Working Environment ........................................................ 60
5.2 Economical .............................................................................................................................. 62
5.2.1 Transparent Budget Flow with Comprehensive Allocation ................................................ 62
5.3 Political and Cultural Dimensions ............................................................................................ 63
5.3.1 Fostering Good Bonds between Employers – Employees, Company – Contractors and
Provider – Customer ................................................................................................................. 63
CHAPTER 6 :CONCLUSION ................................................................................................................. 65

iv
 ACKNOWLEDGEMENT

In completing my On-Job-Training at Utilities gebeng, PETRONAS Gas Berhad, it is

sufficed to say that I have gained valuable knowledge and experience that is
beneficial for me in preparing myself for the career life after graduation. With that, I
would like to express my heartiest gratitude to all relevant that has assisted
throughout.

I would like to express my gratitude towards all the Petronas Gas Berhad, Utilities
Gebeng Division staff and specially thanks to the Asset Mechanical Rotating Team
for all the knowledge and experience they have pored for me to grab. Not to forget
the Operation and administrative department for contributing in so many ways for
making my learning and training here interesting and conductive.

Special thank goes to my supervisor, Host Company supervisor Mr, M Zuhairi bin
Ramly for guiding us with the beneficial knowledge and useful insights during my
internship at Utilities Gebeng, as well as my direct mentor, Ms Nik Siti Hasniati Binti
Nik Leh for assisting along with the Asset Mechanical Gebeng Team.

Last of all, thanks to all my families and friends for all the support and
encouragement that has boost me up to succeed brilliantly in my industrial training
period here. All of the contribution, knowledge and experience will not be forgotten.
Above all, such special traits as these can hardly be gain elsewhere, and shall be
treasured and used as guidance in the complexity of work, society and corporate life
near future.

v
 CHAPTER 1 : INTRODUCTION

1.1 BACKGROUND
University Kuala Lumpur, Malaysian Institute of Aviation Technology (UNIKL MIAT)
was established with the objective to produce well-rounded graduates who are not
only technically competent but also possess other traits such as lifetime learning
capacity, critical thinking, communication and behavioural skills, business acumen,
practical aptitude and solution synthesis ability.

In line with the vision to close the industry gap, UNIKL MIAT has made it compulsory
for its undergraduate student to undergo practical work in the form of 18 week
industrial attachment prior to their completion of the studies at UNIKL MIAT. On-job
training (OJT) shall carry 8 credit hours. OJT provides opportunity to the students to
experience the real working environment of the industry. The student will develop
skills in work ethics, communication, management and working in a team.

1.2 PURPOSE OF ON JOB TRAINING

The purpose of the On-Job Training is to expose UNIKL MIAT students to the real
working environment so that they can relate theoretical knowledge with application in
the industry. From the OJT, student will also develop skills in safety practices, work
ethics, communication, management and others. Furthermore, OJT will establish a
close relationship between the industries and UNIKL MIAT. The exposure to
industrial environment will help the students to develop their soft skills and work
experience.

1
1.3 COURSE LEARNING OUTCOMES
 Demonstrate skills in communication, management and teamwork
 Adopt ethic, professionalism, and HSE practices in work culture.
 Demonstrate continuous building of skills and knowledge throughout the
training
 Appreciation of sustainability issues in industry.

1.4 TRAINING APPROCACH

 Safety awareness
 Continuous technical building skill and exposure
 Hands- on training
 Team work activities
 Leadership and management skills
 Sustainability awareness

1.5 BENEFITS TO THE INDUSTRY

 Provides opportunity for the industry to assess the capabilities of potential
employee
 Recognizes the industry‟s support to the education sector
 Facilitates and strengthens university-industry partnership and linkages
 Receives fresh, energetic, enthusiastic and productive employees
 Enhances the company‟s reputation among graduates.

2
1.6 DETAILS OF ON-JOB TRAINING

TABLE 1.1 : DETAILS OF OJT

COMPANY CENTRALISED UTILITIES AND FACILITIES

PETRONAS GAS BERHAD
LOT 139A, GEBENG INDUSTRIAL AREA PHASE III
26080 KUANTAN
PAHANG DARUL MAKMUR
DURATION 18 WEEKS ( 18 JANUARY – 18 JUNE 2015)
DEPARTMENT MECHANICAL ROTATING
ALLOCATION
SUPERVISOR MR. MOHAMMAD ZUHAIRY BIN RAMLY

3
 CHAPTER 2 : COMPANY INFORMATION

2.1 BACKGROUND
The commercial development of the gas in Malaysia has its origins in the discovery of
abundant gas reverses offshore Sarawak, Sabah and Terengganu in the 1970‟s.
since then, it became a prominent industry for the nation in utilising gas as a
substitute for petroleum. Along that timeline, Petronas Gas Berhad Sdn. Bhd (PGSB)
was established, with the kick-off of the PGU 1 Pipeline Construction in Kerteh on
1981. As a wholly-owned subsidiary of PETRONAS, PGSB has been trusted as the
main contractor for the mentioned project: such had been the stepping stone of the
transformation from a private limited company and known as PETRONAS GAS
BERHAS (PGB)

FIGURE 2.1 : PETRONAS GAS BERHAD LOGO

4
2.2 CORE BUSINESS

2.2.1 PETRONAS GAS BERHAD (PGB)

PETRONAS GAS BERHAD (PGB) has been in business for 29 years and counting.
Since then, PGB continues to contribute to the nation‟s economic growth and
progress. Gas processing and gas transmission remain the core business of PGB.
The process begins as its six gas processing plants located in Kerteh and Paka,
operated by the Company‟s Plant Operations Division (POD). Natural gas from the
offshore fields of Terengganu is processed there before being piped into PGB‟s
Penisular gas Utilisation (PGU) pipeline which is operated by the Transmission
Operations Division (TOD). TOD is responsible for the transmission and delivery of
sales gas to customers in the power, industrial and commercial sectors throughout
Peninsular and east Malaysia.

In 1998, PGB expanded its business into manufacturing, supplying and marketing of
industrial utility products to customers in the Kertih Integrated Petrochemical
Complex and Gebeng Industrial Area through its Centralised Utility Facilities Division
(CUF). PGB‟s vast experience in industrial utility products is the key to unlock the
door to the world of power producing. In 2009, PGB‟s business landscape evolved
further to include the generation of electricity with the formation of Kimanis Power
Sdn Bhd, a joint venture company with Yayasan Sabah. The entity was set up to
develop a 300MW gas fired power plant in Kimanis to meet the growing demand for
electricity in the state of Sabah.

With a renowned technical capability and a strong track record in gas transmission
operations and project management, PGB entered into an agreement with
PETRONAS Carigali Sdn Bhd for the provision of project management and execution
services for the Sabah-Sarawak Gas Pipeline Project (SSGP).

Our latest venture is the foray into the liquefied natural gas (LNG) regasification
business. PGB is developing Malaysia‟s first LNG Regasification Terminal (RGT)
which is located in Sungai Udang, Melaka, which will allow the importation of LNG to
cater for increases in gas demand.

5
2.2.2 UTILITIES GEBENG (UG)
Emphasizing on the processing plants of PGB, The Utilities Gebeng (formerly known
as CUF Gebeng) project is a facility that supplies the utility requirements for the
petrochemical industry from common and centrally located utility facilities within the
petrochemical complex. Known as Integrated Petrochemical Complex (IPC), Utilities
Gebeng is strategically located within the supply line and its customer, with its
integrated design concept, providing customers with maximum benefits in terms of
interplant synergy and operational efficiency, economy of scale and reduced capital
outlay.

2.2.3 OPERATIONS
The CUF plants at Kerteh and Gebeng have successfully commenced operations
and the supplying of utilities to the Integrated Petrochemical Complexes (IPCs) in
stages since November 1999. The plants first commenced operation with the first
delivery of electricity on 19 November 1999 for Gebeng and 27 January 2000 for
Kertih. The Heat Recovery Steam Generator system was brought online in Kertih in
June 2000 and Gebeng in August 2000. This was followed by the Air Separation Unit
(ASU 1) plant which produces gaseous low pressure nitrogen and oxygen to the IPC
customers. The dematerialized Water and Waste Water Treatment plants were
commissioned in July 2000 and August 2000 respectively.

Utilities Gebeng (UG) utilizes water and air as feeds to produce a range of industrial
utilities such as electricity, steam, nitrogen, oxygen, dematerialized water, cooling
water, boiler feed water and raw water. In addition, UG also provides waste water
treatment services.

6
There are 4 main units which produce the respective utilities:

COGENERATION
•STEAM, ELECTRICITY

UG
WASTE WATER AIR SEPARATION UNIT
TREATMENT UNIT (ASU)
•TREATMENT OF WASTE •OXYGEN, NITROGEN,
WATER ARGON

WASTE WATER
TREATMENT UNIT
•DIMENERALISED,
COOLING, POTABLE
AND BOILER FEED
WATER

FIGURE 2.2 : UTILITIES GEBENG PRODUCTION UNIT

For UG, the Air Separation Unit only produces Nitrogen liquid and Nitrogen gas while
the production of Argon and Oxygen on the other hand are centralized at Kerteh.
There are two Nitrogen Generation Unit (NGU) in Gebeng and both vary in term of
the capacity of each unit. The Nitrogen production for UG depends entirely on the
customer‟s needs. There are 4 modes of Nitrogen produce (liquid, gas, and
combination of liquid and gas).

Nitrogen gas is usually produced steadily when there is demand, while during low
demand, the nitrogen gas will be turned into liquid thus stored in the tank before
being sold as liquid nitrogen. The demands for nitrogen will be at peak when there is

7
any major shutdown by the customer‟s plant as nitrogen will be used profusely for the
cleaning of storage tanks and vessels.

Nitrogen functions by cleaning up the storage tanks and vessel, removing any
residual water vapor, carbon dioxide and hydrocarbons that present inside the
vessel. In several cases where the demand exceeds the nitrogen supply capacity in a
given time, the plant will take in outside supply of nitrogen liquid from other sources
outside UG.

FIGURE 2.3 : NITROGEN GENERATION UNIT

As for the demineralization plant, it produces demineralization water that will mainly
be used for boiler to produce steam. Since corrosion happen due to the presence of
many types of mineral inside the water, demineralization water is preferably to use
with boiler as the purity of the water will prevent the boiler from undergoing corrosion.
The raw water will then undergo chemical injection before it is being filtered through a
series of filtration process starting from the multimedia filter and end up at mix bed
exchanger before goes into the demineralization storage tanks. UG also provides a
cooling service for the high temperature steam that have been used from the
customer‟s plant which will go through the filtering process at demineralization plant

8
and condensed to become demineralization water again. The filtering equipment for
the high temperature steam is quite different with the equipment used for the raw
water but identical in the function. For an efficient process of filtering for the steam,
the high temperature steam will first be cooled down by the cooling unit which will
cool down the steam to a temperature below than 55oC. An alarm will be activated if
the temperature of steam that passes through the cooling unit is more than 55oC.
The steam will pass through the condensate polisher which acts the same as the mix
bed exchanger before being condensed and being transferred to the demineralization
storage tanks.

FIGURE 2.4 : DIMENERALIZATION PLANT

9
 FIGURE 2.5 : DEMINERALISATION FOR HIGH TEMPERATURE STEAM

The demineralized water is also used by UG as the feed water for the boiler in order
to produce steam. The boiler in UG is known as HRSG (Heat Recovery Steam
Generation) as the exhaust fumes from the gas turbine is used by the boiler to
produce steam. It is a combination of power generation and steam generation. The
gas fuel that was supplied at the duct burner is either Hydrogen Rich Gas (HRG)
Propane Dehydrogenation Unit (PDH), or natural gas (NG) or a combination of both.
With the correct amount of fuel at the burner, the exhaust fumes from the gas
turbines can support the combustion of the Duct Burner which comprises of 5 burner
elements as long as there is sufficient excess air content to support the combustion.
With this 5 burner elements at each HRSG, the boiler can reach about 120t/h of
superheated steam at pressures and temperatures of 54.0kg/cm² and 430ºC
respectively.

10
 CHAPTER 3 : REPORT

3.1 REPORT DUTY

3.1.1 REPORT DUTY AT PGB KERTEH

Report duty was conducted at PGB Kerteh on 18 Janury 2015.

3.1.2 APPAREL DISTRIBUTION

Distribution of Personal Protective Equipment such as safety shoes, safety glasses,
coverall, helmet, and ear muff

3.1.3 HR BREIFING
Short briefing about company Petronas Gas, Petronas Gas’s business.

PETRONAS Gas Berhad (PGB)‟s core flagship businesses are Gas processing &
Utilities and Gas Transmission remains as the bread and butter of the company‟s
growth.

Since 1998, PGB‟s Utilities plant in Kertih and Gebeng have been manufacturing,
supplying and marketing industrial utilities products.

PGB entered into an agreement with PETRONAS Carigali Sdn. Bhd in 2007 for
project management and execution of the Sabah-Sarawak gas Pipeline Project
(SSGP) which was duty completed in 2013.

In 2009, PGB ventured into power business with the formation in Kimanis Power Sdn
bhd, a joint venture company with NRG Consortium ( Sabah) Sdn. Bhd.

The commissioning of the liquefied natural gas (LNG) Regasification Terminal in

Sungai Udang, Melaka in 2013 paved way for the importation of LNG to cater the
increasing gas demand in Malaysia.

11
3.1.4 REPORT DUTY AT PGB - UTILITIES GEBENG
Report duty was conducted at Utilities plant in CUF Gebeng on 19 January 2015.

3.1.5 DEPARTMENT ALLOCATION

i have been explained about mechanical. Mechanical itself, is the discipline that
applies the principles of engineering, physic and materials science for the design,
analysis, manufacturing and maintenance systems. It is the branch of engineering
that involves the design, production, and operation of machinery. It was one of the
oldest and broadest of the engineering disciplines.

I also have been explained with 4 type of maintenance department in CUG- Gebeng
which is:

ROTATING - responsible of maintaining rotating equipment ( pump, compressor,

steam turbine and diesel engine)

STATICS – responsible of maintaining statics equipments ( heater, boiler, heat

exchanger, and pipe and fittings)

INSPECTION – inspect machines and sites regularly. Also, inspect on the static
equipment and the preventive maintenance activity. ( Quality Assurance, Quality
check, and Non- Destructive Test)

PLANNING - entitled to plan a through workflow and schedule, combining every

department related, including dealing with outside contractors, starting from scratch.

Trainees are separate into respective departments according to offer letter , which
my case are allocate into maintenance rotation department. I am put under the
surveillance of En. M. Zuhairy bin Ramly (supervisor). During this session, i also have
been explained about the mechanical. In mechanical, it was divided into 2
department, which is rotating, and static.

12
3.1.6 PLANT FAMILIARIZATION
I have been assigned by my supervisor to know about the plant in CUF-Gebeng. I
have been given to read about the plant familiarization. In CUF Gebeng, there are 3
main production unit which are COGEN, Demin Water Unit, and Nitrogen Generation
Unit (NGU).

[Link] COGEN
COGEN is the combination of power generation plant and also steam production
plant. The power generation plant is using Gas Turbine GE Frame 6 to generate
power required by burning fuel gas. There are 3 units of Gas Turbines available at
CUF Gebeng.

FIGURE 3.1 POWER GENERATION PROCESS FLOW DIAGRAM

[Link] DEMIN WATER UNIT

Demin Water plant basically produces Demin water. Demin water has much higher
purity compared to the tap water which is essential in steam generation to avoid
corrosion to the boiler. 3 types of steam produce in CUF Gebeng includes high
pressure (HP) steam, intermediate pressure (IP) steam, and low pressure (LP)
steam. Demin water produced is also sold to customer for example to PDH.

13
 FIGURE 3.2 :DEMIN PLANT PROCESS FLOW DIAGRAM

[Link] NITROGEN GENERATION UNIT (NGU)

Nitrogen Generation Unit (NGU), the product is either nitrogen gas or liquid. It is
depend on the demand. if low demand, nitrogen will be produced in liquid form as
easier to store and will be sell at higher price compare to nitrogen gas. There are 2
unit NGU available in CUF Gebeng which is NGU1 and NGU2. NGU2 is the latest
addition plant and it produce at much higher capacity compared to NGU1.

FIGURE 3.3 :NGU UNIT

14
3.2 PROJECT REPORT
3.2.1 INLET GUIDE VANES BLADES REPLACEMENT FOR GAS TURBINE C AND B

This project was held on the 2nd and 16th week of the internship. The purpose of the
replacement of the Inlet Guide Vanes (IGV) blades is to replace the defected blade
no 1,2,3,4,,6,and 37 as stated on the NDT inspection report on October 2014.

FIGURE 3.4 : IGV BLADE

3.2.2 REPLACEMENT THE GAS TURBINE FIN FAN COOLER FOR GAS TURBINE C AND B
This project was held on the 7 th and 17th week of the internship. The purpose of the
replacement of the fin fan cooler due to the defected tube bundle.

Figure 3.5 : GT Fin Fan

15
 FIGURE 3.6 : FINNED TUBE BUNDLES FOR FIN FAN COOLER

3.2.3 OVERHAUL THE CONDESATE FAN

This project was held on the 9 th week of internship. The cooler fan D need to
overhaul because of the absence of the abnormal sound and to rectify the problem at
that area.

Figure 3.7 : Blades are removed Figure 3.8: Pulley of the fan is removed

16
3.2.4 OVERHAUL GTB-88BT-2 BLOWER
This project was held on the 12 th week of the internship. The purpose of the
replacement of the GT-88BT-2 blower is due to the service schedule for that
machine.

FIGURE 3.9 : GT 88BT BLOWER

FINDINGS OF OVERHAUL

INCOMING INSPECTION

FIGURE 3.10 : THE VIEW OF GTB88BT2

 Fan unit has been received with complete parts

 It‟s has been identified rubbing to the housing, consequences of bearing
failed.
 Condition of external paint on the fan housing body in a dishevelled condition.
This is caused by overheat effect.

17
FINDINGS

FIGURE 3.11 : THE SHAFT OF THE GTB88BT2

18
FIGURE 3.12 : THE DEFECTED ITEMS ON GTB88BT2

19
 FIGURE 3.13 : THE FINDINGS ON THE SHAFT GTB88BT2

3.2.5 RECTIFY CHEMICAL INJECTION PUMP

This project was held on the 11th week of internship to remove the chemical injection pump
for H-6060 at skid A because of diaphragm ruptured. The pump is used to inject the chemical
named H-6060 to deaerator A.

Figure 3.14: Lube oil is drained out Figure 3.15: The pump is removed

Figure 3.16: Bleeder valve

20
Bleeder valve automatically and continuously releases any entrained air or oil vapors to
maintain a “hard” hydraulic system.

Figure 3.17: Make-up valve

A make-up valve permits the flow of replacement oil from reservoir to the area between the
plunger and diaphragm.

3.2.6 REPLACEMENT OF BEARING 1 LABYRINTH SEAL

This project was held on 16th week of internship to replace the bearing 1 labyrinth
seal due to leakage.

Figure 3.18 : labyrinth seal Figure 3.19 : bearing no 1

3.2.7 ALIGNMENT RAW WATER TRANSFER PUMP-D

This project was held on the 13th week of internship. The purpose of this project is to
alignment the pump due to the high vibration. In this project, we have added the
amount of shim with respect to the vibration test.

21
3.2.8 AIR FILTER RUBBER HOSE REPLACEMENT
This project was held on the 9th week of internship. The purpose of this project is to
rectify the self-cleaning hose damage at filter house for gas turbine A. from the result,
the rubber hose need to be replace due to defect.

Figure 3.20 and 3.21 : Damage rubber hose

3.2.9 AIR FILTER UNIT REPLACEMENT

This project was held on the 15th week of internship. The purpose of this project is to
replace the air filter unit at Gas Turbine B.

3.22 : AIR FILTER UNIT

22
3.2.10 TROUBLESHOOTING THE FRORCE DRAFT FAN BOILER-D
This project was held on 15th week of internship. The purpose of this task is to rectify
the problem at the FD fan boiler-D, the actuator and the Inlet Guide Vanes. The result
from this task is, we found that there is a problem with the actuator. For this task, we
also troubleshoot the IGV and grease the IGV.

3.3 MAINTENANCE AND SERVICING

3.3.1 CHANGE THE LUBE OIL, OIL FILTER, GEAR OIL, GREASING, AND MEASURE BLADE
ANGLE
Here, trainee can gain experience to change the lube oil, oil filter and gear oil,
greasing , and measure the blade angle at the pump especially, at cooling tower, gas
turbine 88 bt blower, condensate cooler fan and air compressor.

TOOLS AND MATERIAL

1. LUBRICANT
2. OIL FILTER
3. GREASE AGENT

FIGURE 3.23 : LUBE OIL DRAINED FROM TANK

23
FIGURE 3.24 ; LUBRICATION OIL USED FOR AIR COMPRESSOR

FIGURE 3.25 : OIL FILTER

Figure 3.26 and 3.27: Backwash blower

24
 FIGURE 3.28 : GREASING AT PUMP

FIGURE 3.29 : LUBRICATION OIL FOR BLOWER

FIGURE 3.30 : NEW LUBE OIL INSTALL IN THE BLOWER PUMP

25
 Oil level

FIGURE 3.31 : THE LUBE OIL LEVEL IN THE BLOWER PUMP

Figure 3.32: Sump Pump at Demin Plant

Figure 3.33: Cooling Tower Figure 3.34: Cooling Fan

26
FAN BLADE ANGLE MEASUREMENT = 14O (MEET THE REQUIREMENT)

Figure 3.35 & 3.36 : The angle of cooling fan blade is measured by Bevel Protractor

Figure 3.37 and 3.38: Lube oil is changed at cooling tower

FIGURE 3.39 : THE GREASE FOR 88BT

27
 Figure 3.40: Greasing 88BT blower

3.3.2 PREPARING THE OIL SAMPLE

Here also, trainee got experience to preparing the oil sample to check the water
content at the lube oil and to check the condition the oil for machines. This task has
been included in the preventive maintenance.

FIGURE 3.41 ; OIL SAMPLE

FIGURE 3.42 : OIL DRAIN

28
3.3.3 CHANGE BELT
Trainee also got to experience how to change the belting at the blower and the fan.

Figure 3.43: The belt is removed from the pulley at the condensate cooler fan

Figure 3.44: Blower Belt Figure 3.45: Pulley-Belt Drive

3.3.4 PERFORMANCE TEST, VIBRATION TEST AND PERFORM TEST RUN

Trainee also got experience on how to perform the test run. The test run is
importance procedure as, to verify the machine condition. Apart of that, the vibration
test also perform on that machine to analyse the machine condition. The
performance test is perform to determine the machine condition.

29
TOOLS : Machinery Health Analyzer.

FIGURE 3.46 : VIBRATION TEST ON CONDENSATE FAN

Table 3.1 :CHEMICAL INJECTION PUMP (COGEN) SKID A

DISCHARGE
TYPE OF CHEMICAL FLOWRATE
PRESSURE STROKE (%) REMARK
PUMP (Ml/MIN)
(BAR)
KALGEN 352D(A) 56.0 7 63 -
KALGEN 352D(B) 58.0 8 50 -
KALGEN 352D( C) 56.0 8 54 -
OXYNON M-204(A) 1.7 14 60 -
OXYNON M-204 (B) 1.6 20 60 -
PRESSURE GAUGE VALVE
H-6060 (A) 16 50
LEAK
PRESSURE GAUGE VALVE
H-6060 (B) 17 50
LEAK

Table 3.2 : CHEMICAL INJECTION PUMP (COGEN) SKID B

DISCHARGE
TYPE OF CHEMICAL FLOWRATE
PRESSURE STROKE (%) REMARK
PUMP (Ml/min)
(BAR)
KALGEN 352D (A) - 9 20 NO PRESSURE GAUGE
-BOILER C SHUTDOWN
KALGEN 352D (B) - - - -PRESSURE GAUGE
VALVE LEAK
-CALIBRATION VALVE
KALGEN 352D ( C) - - 50 LEAK
-PRESSURE GAUGE LEAK
OXYNON M-204 (A) 1.6 19 50 -
-ELECTRICAL FAULT
OXYNON M-204 (B) 1.6 19 50
-HUB COUPLING
H-6060 (A) 0.2 2 50 LOW PUMPING RATE
H-6060 (B) 1.7 27 50 -

30
3.4 TRAINING
During the internship, trainee also get a chance to attend the laser alignment training
and the pulsafeeder training. The laser alignment training was held to give the
knowledge to the participant about how the laser alignment was perform and in the
importance of the alignment. The pulsa feeder training is about how to operate the
pump which is used to chemical injection pump. The training also held to give a
knowledge about the troubleshooting guideline for the pump.

3.5 STUDENT OJT PROJECT

Trainee got a task to analyse the root cause analysis on the gas turbine 88BT blower
jammed and the belting snapped.

OBJECTIVE:

To eliminate GT-88BT blower jammed issue thus improving overall gas turbine
availability.

PROBLEM STATEMENT:

Frequent incidences of GT88BT blower jammed causing Gas Turbine shutdown for
maintenance which contributes to production loss (RM123K/[Link]) and impact to
gas turbine availability.

GT-88BT DETAIL

TABLE 3.3 : GT-88BT DETAIL

MODEL FEVI INTERNATIONAL

GENERAL  2 BLOWER FOR EACH GAS
TURBINE
 2. TOTAL : 6
FUNCTION COOLING TURBINE COMPARTMENT
OPERATION  1 RUNNING, 1 STANDBY
 CHANGEOVER WEEKLY

31
TIMELINE OF GT-88BT BLOWER JAMMED

JUNE 2012 MAY 2014 JAN 2015

GTB-88BT-2 GTB-88BT-2 GTC-88BT-2

NOV 2012 APRIL 2014 APRIL 2015

GTB-88BT-2 GTB-88BT-1 GTB-88BT-2

MARCH 2013 JAN 2014

GTC-88BT-1 GTB-88BT-1

JUNE 2013 AUG 2013

GTC-88BT-1 GTC-88BT-1

FIGURE 3.47 : TIMELINE FOR GT88BT FAILURE

REACTIVE MAINTENANCE 2012-2015

BLOWER JAMMED
3.5 100.00%
90.00%
3
80.00%
2.5 70.00%
60.00%
2
50.00% FREQUENCY
1.5 PERCENTAGE
40.00%

1 30.00%
20.00%
0.5
10.00%
0 0.00%
2012 2013 2014 2015

FIGURE 3.48 : REACTIVE MAINTENANCE FROM 2012-2015 (BLOWER JAMMED)

32
MEAN TIME BETWEEN FAILURE (MTBF) OF GT-88BT BLOWER JAMMED
FROM 2012-2015

TABLE 3.4 : MTBF GT88BT BLOWER JAMMED

NO LOCATION NO TOTAL TOTAL MTBF MTBF MTBF

FAILURE OPERATING OPERATING (HOURS) (DAYS) ( MONTH)
(DAYS) (HOURS)
1 GTB88BT1 1 N/A N/A N/A N/A N/A
2 GTB88BT2 5 1012 24288 4857.6 202.4 6.7467
3 GTC88BT1 3 113 2712 904 37.667 1.256
4 GTC88BT2 1 N/A N/A N/A N/A N/A
TOTAL 10 1125 27000 5761.6 240.0667 8.002
AVERAGE 4.001

33
ROOT CAUSE ANALYSIS

FIGURE 3.49 : RCA BLOWER JAMMED

34
RECOMMENDATION

TABLE 3.5: RECOMMENDATION TO FIX THE PPRPOBLEM BLOWER JAMMED

35
 CHAPTER 4 : LEARNING ACHIEVEMENT

4.1 WORK CULTURE

4.1.1 OCCUPATIONAL HEALTH AND SAFETY

SAFETY REGULATION
Safety has always been a key focus area for the oil and gas industry, only to
know that even a slightest mistake may prove catastrophic, such as the infamous
Pipe Alpha Disaster which killed 167 offshore workers on 1988. Industry players have
been tightening and reviewing processes and procedures to ensure risks posed to
people and the environment are minimised, and mitigating measures can be swiftly
employed in the event of an incident.

Petronas Gas Berhad (PGB) is committed to the highest safety and health
standards. Demonstrated by the integration of HSE Management System (HSEMS)
throughout the years, HSEMS focuses on hazards and their potential effects on the
business particularly on HSE critical activities. It brings about business integration
through the application of management controls and the allocation of clear
accountabilities to all critical HSE processes.

PGB HSE Management System is supported by documented policy,

procedures and instructions. The procedures and instructions are designed to
implement HSE policy throughout the organization. HSE management is a line
responsibility through active participation at all levels of management and
supervision. In PGB, the HSE steering committee is responsible to provide strategic
guidance to the overall implementation of the HSE Management System. Members of
the HSE Steering Committee are also members of PGB Management Committee,
while some members of the committee are responsible to lead the HSE Management
System sub-committee.

36
 In 2010, Utilities Gebeng has been recognised as one of the most outstanding
in Occupational Safety and Health (OSH) performance, awarded Grand Winner of
Malaysian Society for Occupational Safety and Health (MSOSH) Awards. Identified
companies are subjected to stringent document and site verification audits by
MSOSH Panel of Auditors in order to be considered for the award. The panel
members comprise representatives from the Department of Occupational Safety and
Health (DOSH), Social Security Organisation (SOCSO), National Institute for
Occupational Safety and Health (NIOSH), SIRIM Berhad, QAS International and
Federation of Malaysian Manufacturers (FMM).

Although there are numerous HSE guidelines and implementations within

PGB, there are few note-worthy policies that are can be seen in every corner of its
plantations:

Risk Management Policy

Risk management is firmly embedded in the PETRONAS management

system. It is the company‟s policy to adopt an effective and progressive corporate
risk management system to identify, analyse, appraise and monitor the ever
changing risks facing the company and to take specific measures to mitigate the
risks.

The company (PETRONAS, 2007), through its Risk Management Department

(RMD) provides quarterly updates to the Board Audit Committee on the Company‟s
Risk Profiling status. Detailed risk events identified are discussed, highlighted and
approved by the Board together with the appropriate measures, efforts and control.
This has resulted in various improvements and mitigations carried out to reduce the
likelihood of certain risk events occurring. Mitigating actions are identified for all High
Risk events and are incorporated in the respective division‟s action plan.

37
 FIGURE 4.1 : RISK MANAGEMENT POLICY STATEMENT

ZeTo Rules Policy

ZeTo Rules or Zero Tolerance Rules, the ten mandatory rules that address all
high-risk activities, have been implemented and are now rigorously tracked and
monitored. Launched in 2010, ZeTo Rules aims to improve the safety performance of
the Group by enforcing consequence management on employees and contractors
who violate the rules.

A zero tolerance policy imposes automatic punishment for infractions of a

stated rule, with the intention of eliminating undesirable conduct. Zero-tolerance
policies forbid persons in positions of authority from exercising discretion or changing
punishments to fit the circumstances subjectively; they are required to impose a pre-
determined punishment regardless of individual culpability, extenuating
circumstances, or history. This pre-determined punishment need not be severe, but it
is always meted out (Marshall, 1999).

Below are the PETRONAS 10 ZeTo rules:

1. Work with a valid work permit (PTW) and comply with its requirements.
2. Verify energy isolation before starting work.
3. Obtain authorisation before overriding or disabling safety Critical equipment.
4. Obtain authorisation before entering a confined space.
5. Protect yourself against a fall when working at height above 2 metres.
6. Wear and use Personal Protective Equipment (PPE) at all times.
7. Obtain authorisation before excavation or entering a trench.

38
 8. Do not position yourself under a suspended load.
9. Do not smoke outside designated areas or bring in potential ignition sources
into manufacturing areas.
10. Do not use your hand phone/walkie-talkie while driving, follow speed limit and
use your seat belt.

These rules are applicable when the employees are:

1. Working in Company premises

2. Using company‟s vehicle (owned/leased/hired)
3. Carrying out company business
4. Travelling on business

FIGURE 4.3 : ZeTo RULES POLICY STATEMENT

39
4.1.2 Training provided

PETRONAS Development
Training and development programs were widely implemented across
PETRONAS including PGB to equip the personnel with the required levels of
competency and knowledge to perform their respective functions. Namely, in the
areas of process, risk management, operations, maintenance, safety practices and
crisis management. These include the Hazard and Operability Study (HAZOP)
Leader Certification Program and Instrumented Protective Systems Study Facilitator
Certification Program, among others. Overall, the implementation of these efforts
nurtured better understanding among the personnel on process safety requirements
to prevent potential incidents.

For trainees on the other hand, they are given the opportunity to attend HSE
briefing with detailed inputs regarding health and safety regulation during working,
and awarded with a safety briefing card at the end of the session. This is compulsory
for those who intend to work at PETRONAS sites with risks of injury.

Trainees are also allowed to attend workshops that are hosted inside Utilities
Gebeng. These workshops are conducted by PETRONAS-affiliated consultants,
provides in-depth explanation with latest technology as well as updating new
standards implemented inside the oil and gas industry.

Aside from attending workshops, interns are indirectly to perform on-the-job

training, assisted by fellow executives as well as technicians on a day to day
operation. This has been the most crucial training for the interns, as they are able to
grab first-hand knowledge of each equipments and machines, grabbing particular
insights of standard procedures in handling each operation with wide intellectual and
experience shared by their superior simultaneously.

Several significant trainings include overhauling and maintenance process

under Asset Maintenance Rotation/Static Team, Utilities Gebeng operation review by
the Operation Unit, as well as external training outside Utilites Gebeng plant, where
trainees are required to conduct Witness Testing of overhauled materials at
respective test sites.

40
4.1.3 Company SOP
For every department, there is a workflow which called the Standard of
procedures (SOP) which become the guidelines for every section to start their works
every day. These are the maintenance management workflow that was used by the
maintenance department:

1. Check SAP for notification of work whether it is a plan maintenance (PM) or

reactive maintenance (RM). When there is defect, technician will be sent to
check and identify problems.
2. Check the Work order. Work order needed to report the problems and the
findings. It is also needed in purchasing parts or tools needed to rectify and
solve the problem. History of the equipment can also be known from the Work
Order.
3. Application of permit (PTW) to do job at site either PM or REM. Need to know
whether it is a cold work or hot work.

FIGURE 4.4 : HIERARCHY OF MAINTENANCE

41
Permit to Work (PTW)
“No work is so urgent that we cannot take time to do it safely” is a phrase that
usually being relates with the Permit to Work (PTW). PTW is a controlled document
applies for all non-routine works performed by all employees, contractors, vendors
and visitors within PGB operating facilities and project sites. PTW was used to
identify & manage hazards, coordinate and record work activities, and communicate
to all relevant parties. Two types of work permit used in PGB are:

i. Cold Work Permit

Cold Work Permit has a green colour and is used to control work that does not
involve sources of ignition or naked flames, e.g. pressure testing, spading or
calibration

ii. Hot Work Permit

Hot Work Permit has a red colour and is used to control work which may
produce a source of ignition, open flame, spark producing, flammable release, e.g.
welding, grinding, cutting, hot tapping, power brushing, handling phyroporic materials.
Hot Work Permit also used for confined space entry activities and vehicle entry to the
process area.

PTW Key Roles & Responsibility

Permit Applicant - a person either from PGB or contractor who applies for the Work
Permit e.g. the foreman/supervisor/work leader responsible for planning and
execution of the work. The permit Applicant shall be responsible for the following:

o Specify location and job description

o Specify tools and equipment
o Specify controls for safe work
o Specify other certificates when required

42
Work Leader - an authorized person either from PGB or contractor, who leads and
supervises the job. His responsibilities are:

o Confirms conditions of permit and agreement by signing

o Explains JSA content and Work Permit conditions to workers
o Ensure no deviation to Work Permit conditions
o Endorse for the revalidation of Work Permit
o Prepare hand back section once job completed or when to close the
Work Permit

Approving Authority (AA) - a person who was authorized by Division to approve and
issue Work Permits in the area of operations. He/she is responsible to

o Ensure all hazards related to the work is identified and control

measures are taken
o Assure the work site is safe for work
o For safe interfacing with adjacent areas
o Specify other certificates and documents required
o Verify completeness of Work Permit and certificates
o Assign AAR to ensure all precautionary measures are taken, to monitor
work progress and compliance to Work Permit
o Approves/revalidates Work Permit
o Receive the hand back and close the Work Permit.

Receiving Authority (RA) - a person who was authorized by Division to receive

approved Work Permits. He/she is responsible for execution of work by Work Leader.
RA can also be a Work Leader.

o Endorsed work requisition and specified relevant conditions

o Confirms condition of Work Permit and agreement by signing
o Explains JSA and Work Permit conditions to Work Leaders
o Ensure no deviation to Work Permit conditions
o Endorse the hand back of Work Permit to Approving Authority

43
Receiving Authority Representative (RAR) - a field operator or technician who is
authorized by the Receiving Authority (RA) to carry out the prescribed precautions
and conditions on behalf of RA

o Monitor work preparation as prescribed in the Work permit

o Undertake joint site visit with AAR before commencement of work and
after work completion
o As qualified Authorized Gas Tester (AGT)
o To sign (STEP1) in Section 5 upon discussion with AA Representative
and RA
o Monitor and report work progress until completion
o To undertake RA responsibility in the absence of RA

Approving Authority Representative (AAR) - a person, a field operator or technician,

authorized by the Approving Authority (AA) to carry out the prescribed precautions on
the behalf of AA.

o Monitor work preparation as prescribed in the Work Permit.

o Undertake joint site visit before commencement of work and after work
completion
o As qualified Authorized Gas Tester (AGT)
o To sign (STEP 1) in Section 5 upon discussion with RA Representative
and AA.
o Monitor and report work progress until completion.

Hot Work Approving Authority (HWAA) - a person who was authorized by the Division
responsible for ensuring all conditions associated with the hot work activities have
been identified and implemented. He will specify:

o Hot work conditions to be implemented by RA/WL

o Gas test requirement and frequency and
o Special precaution related to the work, if any

44
Certificate Approving Authority (CAA) - an authorized person who is responsible for
controlling and coordinating issues and closure of the approved certificate

o Specify requirement, precaution, and condition as applicable.

o Approve and issue specific certificates as and when required by Work
Permits, e.g. Electrical Certificate, Excavation Certificate.

Authorized Gas Tester (AGT) - a person who has been trained on gas testing that
meet the requirements of DOSH Code of Practice on confined space entry and
industry practices and is authorized by the Division to undertake gas testing.

o To carry out initial gas test prior to approval of Work Permit

o To take subsequent gas test measurements as specified in the
approved Work Permit
o To record the readings and sign gas test section

4.2 WORK ENVIRONMENT

4.2.1 TEAM WORK
In today's modern corporate world, developing teamwork skills in the
workplace has become never been more important. In order to survive such a
competitive environment, companies need to promote a workplace that emphasizes
teamwork. Under the PETRONAS Shared Value Principle, personnel cohesiveness
has been taken seriously in order to enhance high profile value of its members, thus
portraying team work as a whole. Such actions are regularly applied, if not explicitly,
between personnel on their daily job and is identified as below:

Frequent One-on-One Feedback

This is exemplified when employees work on projects, which they often rely on their
co-workers to provide them with feedback. Feedback may range from advice about
formatting a report, completing a work permit, or even to effectively handle
company‟s equipment. In such competitive industry, feedback is especially useful if
one employee has more knowledge or experience in an area than the other, where
this not only able to increase the skills of the new workers, but significantly saves
ample amount of working time of single-handling a problem.
45
Brainstorming Meetings
Brainstorming meetings has always been the essence for PETRONAS to obtain
creative ideas especially in assessing a dire problem. Employees put ideas on the
table for everything from asset development, day-to-day work progress as well as
maintenance projects. This practices can be seen daily in Operation Unit meeting
and also Maintenance Team meeting. By working as a team, personnel are able to
share input, generating a wide range of creative solutions.

4.2.2 Work Ethics

Building a Healthy and Safety-Conscious Community

HSEMS has put their best effort by providing a routinely safety sharing session
every Wednesday where any safety awareness, regardless inside or outside work
scope are encouraged to be shared with all staff during the session. Conducted by
the HSE Officer in-charge, this sharing session provides beneficial input for
personnel in ways to ensure a safer lifestyle besides being a social platform for them
to bond with each other.

In promoting a healthier workforce, a voluntary aerobic session is conducted

regularly in the first week of each month, supported by the Utilities Gebeng HSE
Management. HSE Management also took the initiative to conduct regular medical
check-up to ensure the well-being of Utilities Gebeng workforce, treating them as the
most valuable assets of all.

Each effort taken by the HSE Management has been significant in increasing
the workers value throughout the years. This is to encourage personnel in preserving
a healthy lifestyle; to mind themselves not only in working space but also to sustain
good personal health. Hence, such actions will not only increase their work
performance but also boost their personal productivity as well.

Commitment to Work
PETRONAS work culture is perhaps a special trait that distinguishes their
workforce with the rest. Majority of the employees, if not all, are passionate about
their work that they take their time to perfect their work in possible ways imaginable.
Whilst maintaining good cooperation between each department, staff members would

46
administer the assigned work within given time frame, as since a delayed project has
proven to be costly towards the operation time of a plantation.

Furthermore, the employees would not mind to sacrifice their personal time
and take extra hours just to complete their work on hand. Some may argue that it is
an evidence of poor time management that leads to imbalanced personal life, but it
cannot be blamed when they devote their time for the PETRONAS community that is
regarded as their second home. After all, such progress may be halted without the
presence of their intellectual skills and experience.

5S Policy
We are without doubt, in the modern world are in the midst of the Quality
Movement phenomenon that has been seen to affect every type of business,
enterprise, organization and person. Goetsch and Davis (2010) have outlined that in
any competitive marketplace, continuous cost reduction and quality improvement
issues are essential if the organization is to stay on the operation.

It is identified that due to the strong competitive pressure from the global
market place, this have forced most of the Malaysian organizations to develop and
apply most of the quality management approaches in order to offer higher quality
products and services as a way to attract and keep their customers. This means that
in order to be a competitor in the global market, an organization must study the
leading examples of quality.

One of the quality tools that are applied by most of the organizations
nowadays is 5S, one of the fundamental quality tools existed. Most of the
organizations have started the application of 5S in the clerical, warehouse area,
service and maintenance and then advance to the production lines. In Malaysia, the
Standards and Industrial Research Institute of Malaysia or SIRIM has played an
effective role to encourage the utilization of 5S concept among Malaysian industries
(Ho et al., 1995). In relation to that, most local government agencies in Malaysia have
introduced and implemented 5S to simply clean up their work areas and improve
organizational productivity as well as a tool in improving housekeeping,
environmental performance, as well as safety standards in a systematic way.

Conceptually, 5S can be defined as one of the quality tools that are used to
reduce waste and optimize productivity through maintaining an orderly workplace and
47
using visual cues to achieve more consistent operational results. In addition, some
previous researchers have described 5S as the acronym of five Japanese words
which means „housekeeping‟. The concept of 5S stands for:

Table 4.1 : description of 5s

ITEMS DESCRIPTION
SEIRI SORTING OUT
To sort out unwanted belongings and dispose
it

SEITON NEATNESS
To neatly arrange properties so it would be
easy to attain when needed

SEISO CLEANLINESS
To neatly clean the workplace (floor, machine,
and tools) from dust and waste.

SEIKETSU STANDARDIZATION
To ensure a high cleanliness standard
including arrangement of properties at all
time.

SHITSUKE DISCIPLINE
To train personnel in selflessly adhering to
cleanliness rules.

In order to achieve organizational excellence, the members of the

organization‟s themselves need to be proactive and effectively apply the total quality
approach (Goetsch and Davis, 2010) to their organizational structure and culture.
There are several published works about the effective implementation of 5S towards
the organizational performance. This can be proven where there are essentially

48
several main reasons that explain why most organizations nowadays implement the
5S systems. Among others are the following reasons:

1. Improving the organization‟s image and reputation abroad

2. Increasing productivity and the organization's internal control and existing

systems of quality management that the company may have implemented.

3. Increasing in the organizational quality service policies and product delivery

time. This is done through a reduction in the number of defects and errors.

4. Assist the organization to implement standardization that helps an

organization achieve consistent output.

In addition, it is agreed that 5S is a very powerful tool where they found that 5S is
feasible to be implemented and incurred less investment in improving the
organizational performances on the aspects of economic opportunities and
environmental sustainability that include the benefits of quality, productivity, safety,
cost, workplace environment and waste reduction.
Research conducted by Daud et al., (2006) in one of the local authority agencies in
Malaysia reported that high productivity level of the service quality in an organization
very much influenced the effectiveness of 5S system implementation. This is
because the adoption of 5S systems into the structure and culture of the organization
can help in improving daily operation and shift start up times and reduces
changeover time, which can lead to better customer satisfaction.

In addition to that, the effect of 5S can also be seen in other areas, where it
also provides the organization with pleasant environment and reduce the number of
accidents and worker injuries (Rosni, 2011). Thus, it can be said that the overall
effect of 5S practices can actually directly affect overall production costs through a
reduction in company waste.

As noted, the implementation of 5S system is a good starting point for all

improvement efforts which aim to drive out waste and to improve the organization‟s
bottom line by improving products and services, and lowering costs (Hirata, 2001). It
is also revealed that it takes time for an organization to reap the benefits from the 5S

49
system and consistent implementation on the 5S system is very crucial to achieve the
desired benefits. This is because the successful implementation of 5S can
contributes significantly not only to a better financial performance, but also to the
organization operational performance.
In addition to that, 5S practices have been viewed as one of the management
approach in which the application of practices such as teamwork, internal customer
relationship and supplier partnership will affect and involves a major cultural change
in the organization (Rad, 2006). Subsequently, by implementing 5S practices into the
organizational structure and culture, eventually productivity, efficiency and working
spirit will be promoted. It is not only useful to manage workplace physically but also
useful to develop employee‟s attitude and discipline.

Evidence of 5S Approach in Utilities Gebeng

Figure 4.5: 5S Practice in UG

50
Kaizen
Kaizen according to [Link] (2014) translates to “continuous
improvement”, a Japanese business philosophy of continuous improvement based on
making positive changes on a regular basis, as to improve productivity in working
practices, or even personal efficiency.
On actual practice, kaizen emphasizes a daily process, the purpose of which
goes beyond simple productivity improvement. It is also a process that, when done
correctly, humanizes the workplace, eliminates overly hard work, and teaches people
how to perform experiments on their work using the scientific method and how to
learn to spot and eliminate waste in business processes (Maurer, 2012).
In all, the process suggests a humanized approach to workers and to
increasing productivity: "The idea is to nurture the company's human resources as
much as it is to praise and encourage participation in kaizen activities. Successful
implementation requires "the participation of workers in the improvement." People at
all levels of an organization participate in kaizen, from the CEO down to janitorial
staff, as well as external stakeholders when applicable. The format for kaizen can be
individual, suggestion system, small group, or large group.
At PETRONAS, it is usually a local improvement within a workstation or local
area and involves a small group in improving their own work environment and
productivity. This group is often guided through the kaizen process by a line
supervisor; sometimes this is the line supervisor's key role. Kaizen on a broad, cross-
departmental scale in companies, generates total quality management, and frees
human efforts through improving productivity using machines and computing power.

51
Evidence of Kaizen Improvement in Utilities Gebeng

Figure 4.6: Example of Kaizen Implementation

4.3 WORK EXPERIENCE

4.3.1 Overview
Having the chance in attaching with PGB Utilities Gebeng over the past 14
weeks in the Asset Mechanical Rotating Team, the author has arguably put on
substantial input and valuable perspectives from the work field. Being one of the
internship trainees in Utilities Gebeng, it successfully exposes author with real-
working scenarios with on-the job training, considering a big company with a versatile
working environment.
Working hand-in-hand amongst colleagues is essential in completing given
tasks. Despite challenges and setbacks along the way, such experiences have taught
author in handling dire situations, which indirectly allow them to adapt in such
environment. Apart from intellectual skills gained, trainees are also given the
opportunity to polish their soft skills and time management by adhering to existing
regulations and work culture of the company.

52
4.4 Skills Gained
4.4.1 Communication skills
It is undeniable that having an effective communication skill are important
nowadays, especially in environment with diverse culture and high competition.
Efficient and effective communications ensures good understanding with the clients,
but on the other hand failure to do so may lead to misinterpretation of data or even to
the extent losing potential collaborations. During the internship period, the trainees
have gained input, directly or indirectly valuable lessons of efficient communication.

Assessing a Problem
In assessing work problems, personnel are taught to discuss analytical,
practical as well as theoretical approach with fellow colleagues. Although mainly
discussions were flexible and open, the conversation was objective and taken
seriously by other colleagues. This does not only promote cohesiveness between
personnel, but to respect the ideas that has been contributed by others. Indirectly, it
portrays a sense of appreciation towards all the ideas shared, that none is taken
lightly.

Dealings between Contractors

During the process of bidding a project, trainees are given the opportunity to
deal with contractors regarding the procurement process and explain substantial
matters to them, with the assist of fellow superiors. In that process, trainees are
advised to foster good relationship among them, not to offend. Hence the reason of
maintaining the company‟s good reputation, even though trainees are not a
permanent member of Utilities Gebeng.

Addressing Higher Authorities

It is highly minded to keep good relations with administrative departments.
Therefore one must ensure good protocol when communicating with the Plant
Manager as such. Reports and documents must follow respective language when
addressing a superior.

53
Esprit De Corps
Such good communication practices above effectively increases the bonds
between employees. Personnel feel more productive and do not become frustrated
by communication breakdown amongst others. Furthermore, good communication
helps employees understand jobs better, and keeps them informs of the status on
important projects. All of that helps create a more pleasant working environment, and
fosters a sense of camaraderie among all the team members: reducing conflict and
improving loyalty among employees.

4.4.2 Time management

Look Ahead Plan

Most of the PETRONAS projects issue a „master‟ schedule at or near the
beginning of the construction phase, extending from beginning to end of the project.
Such schedules may serve many purposes, from long term coordination to specifying
terms of payment. However, such initial, total project schedules cannot be accurately
detailed too far into the future because of lack of information about actual durations
and deliveries.
Consequently, most projects use some form of short term schedule to
coordinate and direct the various trades and crews working on the job. These
schedules are often called „look ahead plans‟ (LAP) because many look ahead
several weeks into the future. Practice varies widely regarding the extent of „look
ahead‟, their level of definition of activities relative to master schedules, the frequency
of issue, their update and use in learning from experience, etc.
LAP are commonly used in the oil and gas industry in order to focus
management attention on what is supposed to happen at some time in the future,
and to encourage actions in the present that cause that desired future.

There are four objectives for the LAP meeting:

1. Establish the basis for weekly work planning in the coming week.

2. To surface constraints.

3. To secure and manage the promises for removal of constraints.

4. To introduce the performers to the coming work.

54
 LAP does not only focus on work ahead, it lets the performer to prepare for them,
thus encourages efficient operation in a shorter time frame.

Realistic Time Frame

In cases where unexpected occurrence happened, the management provides
a flexible time frame for the team to readjust whatever needed. For example, during
the previous preventive maintenance of Cooling Tower B, there was unexpected oil
leak at the motor which urgently needs to be fixed. Therefore the idle (backup)
cooling tower was started while waiting for the Cooling Tower B is fixed. Hence, a
realistic time frame as such is vital for a plantation to counter the setbacks.

Personal Experience
Balancing various work tasks and project during work is quite challenging.
With limited skills and experience, trainees are still adapting and balancing between
the latter. Despite the challenge, it has significantly taught trainees to improve time
management.
All of the tasks were arranged in a proper order and completed one by one to
ensure effectiveness. The working hours are fully utilized for work and non-work-
related activities are minimized. Multitasking skills are also essential since most of the
time the trainee was assigned to do multiple tasks at once and sometimes need to
handle tasks under both teams at once.

Besides that, the author has also learned a lot on work prioritization, in which
the tasks with higher priority and requires more attention are tackled first before doing
other less important tasks. This will prevent unnecessary stress and pressure in the
working environment. The author was also trained to manage the resources well.
Technical documents were prepared properly and kept properly in the shared drive.

55
4.4.3 Initiative

Understanding In-Depth Concerning Related Work

In times the author encounters difficulties in understanding the tasks given by
the superior. Trainees are expected to familiarize with technical information, at the
same time delivering work results to superiors.
To tackle this problem, the author takes initiatives in digesting the information
beforehand, ahead of the next LAP schedule. Not to forget numerous research
activities so to equip with useful information during work. When attending a meeting,
trainees gave more attention on technical term or problems, and raises questions at
times. Not only trainees are able to improve their understanding, it helps trainees to
build good reputation amongst the workforce.

Physical and Mental Preparation

Working in hectic environment plentiful hands-on activities may exhaust
employees. With project reports yet to be completed, trainees struggle to accomplish
given task, as they are still in the process of adapting.
Thus, trainees are suggested to discipline themselves with a daily schedule in order
to prioritize work hence focusing on each matter effectively.

Operation Unit Visit during Gaps

During free time, by the permission of superior, trainees pay visit to the Main
Control Building to learn insights of the Operation of Utilities Gebeng plant. There,
they discover the operation system, the processing method and the process flow of
all resources and product transformation. By this, not only trainees work directly with
the operating machines, but they too get the chance to understand its operation
functions.

Joining Relevant Teams in External Trainings

Although author is entitled to work with the Asset Mechanical Rotating Team,
author has also taken the chance to attend Witness Test training amongst Asset
Mechanical Static Team. Hence it allows author to venture out outside his job scope,
allowing him to earn extra knowledge.

56
Complying to 5S Policy
Housekeeping is usually done at the end of each work, by cleaning wastes
and sweeping debris. Not only it allows a cleaner and healthier environment, it also
helps in creating a conducive atmosphere to work in. Damaged gloves and cloths are
thrown into schedule waste bin while others are separated into the general waste bin.

4.5 Knowledge

4.5.1 Understanding job requirement

To Perform Technical Work of Rotating Area

During the internship period, trainee is expected to familiarize with and
understanding of the design, specification, testing, commissioning, startup, repair,
replacement and troubleshooting of mechanical and rotating equipment and
equipment packages. Trainee is also likely to be competent in handling documents,
drawings and catalogues pertaining mentioned work.

To Assist Asset Mechanical Rotation Team in Daily Operation

Trainee is entitled to assist Asset Mechanical Rotation Team in its daily operation.
This includes all maintenance work: Preventive Maintenance (PPM), Proactive
Maintenance (PRM) and Reactive Maintenance (REM). Below are the definitions of
the respective maintenance type:

 Preventive Maintenance (PPM) – Scheduled maintenance that is done

regularly to ensure efficient machine operation.

 Proactive Maintenance (PRM) – Problem is still considered safe under normal

operating condition with slight deficiency (i.e. high vibration). Maintenance will
be conducted once the problem is detected.

 Reactive Maintenance (REM) – It is performed when the plant encounters

machine failure. It is done based upon the urgency of the operation.

57
 It is important for trainee to be exposed with field practices in order to obtain first-
hand experience of related job so that they can relate theoretical knowledge with
application in the industry.

To Develop Soft Skills and Good Work Practices

Having a good technical skill without the ability to deliver does not cut out in
this highly-competitive industry. Likewise, personnel will also face difficulty to deliver
when soft skills are not being developed at the first place. It is not suggested that
personnel must have a highly competent soft skills, but a good communication ethic
will probably come in handy along the way.
Since personnel are likely to be dealing with superiors, workers, contractors,
suppliers, and also customers of the company, nothing would be more essential than
a good conversation skill to avoid any miscommunication. During the internship
period, trainees are expected to polish their soft skills, not to forget practicing good
work ethics shown by performers in the industry.

To Be Fit in Conducting Daily Operations While Adhering to HSE Procedures and

Regulations
As one of the shared values in PETRONAS in creating a safe working
environment, personnel are encouraged to become a fit and healthy being, hence
allowing them to perform any technical work without constraint. They also need to
adhere to safety rules and regulations imposed, thus diminishing the risk of accident
occurring. Hence, this allows the author to practice safety conduct while maintaining
a healthy environment during working at Utilities Gebeng.

4.5.2 Completing task given on time

Crucial Work Experience to Complete Given Task

Since trainees newly attached to Utilities Gebeng, the amount of skills and
experience that are gained in a short period is fairly limited. Thus, trainees are
constrained towards a smaller working liberty compared to the staff. Therefore,
trainees are expected to rapidly digest the given documents and information so that
that they can work with a lesser restriction. Consequently, this will allow trainee to

58
perform work efficiently with less time-consuming, thus able to complete work within
allotted time.

Supervision of Fellow Co-Workers and Superiors

Any trainee work is certainly be monitored by supervisors: be it technicians or
engineers. The assistance of superiors is vital to ensure a smoother work
performance, minimizing the risk of accident and costly mistakes, thus allowing
greater control of the work, with a check and balance to complete work in a given
time.

59
 CHAPTER 5: DISCUSSION ON SUSTAINABILITY

5.1 Environmental

5.1.1 Commitment towards a Safer Working Environment

[Link] Common Practices

Safety Signs/Precautions
It is understood that each accident-prone area inside Utilities Gebeng are
equipped with safety signs/precautions: including inside the office lots. This does
significantly boost the awareness of personnel in minding a safe and healthy
environment. Putting safety before hurry is one of the main concern in Utilities
Gebeng, since even the slightest mistake may cause a disastrous accident. Hence, it
is undoubtedly these safety signs/precautions are essential to remind workers of their
health and safety.

Designated Smoking Area

While ensuring a zero-accident environment, PETRONAS still looks at the
needs of some workers in having a designated smoking area. Although it is
unadvisable to smoke, but there are needs of the workers that need to be attended,
and this is crucial to avoid depressed workers, thus decrease the daily performance.

60
Spark Arrestor
As a safety measure for pollution and fire, DOSH has implemented the use of
a spark arrestor on every vehicle used inside the plantation working area. It is used to
prevent the ignition inside an explosive atmosphere by breaking the cycle of fire:
removing the heat element from heat and fuel. As it is know, the plantation is heavily
equipped with flammable chemicals and materials, thus a slight spark will only cause
a catastrophy.

Waste Product Disposal

In mitigating waste disposal, PGB took an initiative by injecting either 45%
caustics which acts as an alkali or a 5% concentration of sulfuric acid in order to
neutralize the reject water from the demineralization plant. This is to make sure that
the water is not harmful to public as the water will be drain out to the public sewage
and nearby river. By injecting either this two (2) chemicals also will prevent the water
from affecting the aquatic life in the nearby river where the reject water is drain to.
This is one of the common practices that have been conducted by PGB to sustain
environment efficiently.

[Link] Recommendation

Combating Haze and Reptiles

Although PETRONAS, ultimately Utilities Gebeng are doing their best in
creating a safe and healthy atmosphere, but there are still room for improvement. It is
suggested that the Management to look upon the haze crisis recently. Since most of
the working areas are exposed to open air, regulations must be imposed in order to
combat the haze during working. It would be dire if the haze worsens, thus decreases
the productivity of all performers.

Besides that, there were minor cases where reptiles are found lurking inside
the plantation. These reptiles may possess a threat towards working personnel.
Having bitten at during working may not only injure personnel but to the extent of
risking the whole operation of the plantation. It is proposed that Management to
deposit sulphur around the plantation, and to perform regular inspection around the
plantation for reptiles and such.

61
5.2 Economical
5.2.1 Transparent Budget Flow with Comprehensive Allocation

[Link] Common Practice

Hiring Contractors
Back then, Utilities Gebeng took the effort to repair huge component damage
by their own accord, allowing Asset Maintenance team to handle all equipments. But
this has been seen as a loss towards the plantation, as there are no warrantee for
damage caused by own personnel during repairing. Although there were no huge
loses as up to date, but PGB took a pre-emptive measurement to curb this from
happening.

Therefore PGB opted to lease all major maintenance operation to external

contractors. These contractors are subjected to and open bidding, where the
contractors with the most satisfactory quotation are nominated as the project holder.
Not only has it saved substantial cost, Utilities Gebeng are not held liable for any
damage caused by contractors, instead the company themselves needs to rectify any
damage done by their contractor.

[Link] Recommendation

Tools and Equipment Update

Although PGB did an outstanding job in securing major overhaul operation,
PGB needs to update its tools and equipments for Asset Maintenance Team.
Undeniably, most of the equipments are functioning well, but there are also
equipments that are considered obsolete, such needs to be replaced to ease the
maintenance operation, thus saves a lot of cost and operation time in the long run.

62
5.3 Political and Cultural Dimensions
5.3.1 Fostering Good Bonds between Employers – Employees, Company – Contractors and
Provider – Customer

[Link] Common Practice

It is vividly seen executives and technicians work hand in hand, closely
together in daily operations. Information is transmitted efficiently from the
Management down towards the Maintenance Team in daily operation. It is portrayed
through daily assembly where Management and Executives discusses the current
LAPs and arising matters. The outcome of the meeting is then shared and discussed
between each department for further actions. Engineers and technicians will later on
work closely with the field operators during maintenance operation.

In terms of dealing with external personnel (customers and contractors)

however are treated with a more delicate manner, exemplifying the PETRONAS
image that promotes good bonding between other companies. Hence not only
Utilities Gebeng propagates strong bonds between personnel, they also took the
effort to reduce the gap between the customers and contractors. Thus, this justifies
that maintaining an effective communication has been the stronghold of Utilities
Gebeng that keeps its operation running smoothly.

[Link] Recommendation

Allow more CSR programs

Past record shows that Utilities Gebeng has shown a deep interest in social
welfare by visiting orphanages, spending quality time with the surrounding
community. Nonetheless, it seems that this activity has been reduced throughout the
years. Adapting PETRONAS shared values of “energy receive, energy return”,
Utilities Gebeng are supposedly to increase their CSR events throughout the year.
Not only we are able to help the community, such events will help us bond with each
other and as well instil good moral values amongst them.

63
Employee Survey
In order to create a conducive environment and increase the work
performance of personnel, Management is suggested to conduct regular survey
amongst workers so that bright ideas can be added for value and complaints can be
corrected, therefore promoting a versatile workforce with continuous development in
the long run.

64
 CHAPTER 6 :CONCLUSION

Upon the completion of On-Job Training, it is unquestionable that Industrial

Training plays a big role in equipping students with technical competency, utilizing in-
class knowledge directly in the working field. Such exposure provides the opportunity
for students to learn the inside-out of being in the workforce. Throughout the training
period, the author was able to develop communication skills, managerial skills not to
forget technical disciplines that are crucial in the development of an engineer.

Working inside PETRONAS Gas Berhad (PGB) also taught the author
valuable corporate values and work ethics, a common practice amongst personnel
that had been the heart of its operation from day one. Skills such as team work,
safety awareness, dedication, leadership and managerial are some of the worth-
mentioned traits. The traits and practices of PGB, especially inside Utilities Gebeng
are proven to be a great platform for trainees to obtain experience from. Above all,
such special traits as these can hardly be gained elsewhere, and shall be treasured
and used as guidance in the complexity of work, society and corporate life near
future.

Working inside the oil and gas industry also enables students to develop a
keen interest on specific field, thus permitting them to specialize in interested areas
during their final year of study. Subsequently, it may ease the students in applying for
specific profession suiting their preference.

65
 In brief, the On-Job-Training had produced a great impact towards the
development of the author. OJT program has allowed the author to demonstrate skills
in communication, management and teamwork, to adopt ethic, professionalism and
HSE practices in work culture and to demonstrate continuous building of skills and
knowledge throughout the training. While most of the objectives of INTRA are being
met, the author believes that there is still a huge room for improvement for both
author and INTRA program itself.

66
67