2017 Annual Work Summary: Work Summary for the Hydrogenation Shift Leader Position (Statistics completed)

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2017 Work Summary – Hydrogenation Team Leader In the blink of an eye, 2017 is coming to an end. Looking back on this year’s work, there were moments of joy and laughter, as well as hardships and worries. At this time, it is necessary to summarize the achievements and highlights of the past year, reflect on the lessons learned and the shortcomings, and formulate a work plan for 2018 to guide one’s efforts to work diligently and make progress in the new year! Part One: Summary of Work Performance in 2017 and Reflection on Issues. First, a summary of the equipment maintenance work carried out in 2017. In 2017, the main units underwent two shutdown maintenance campaigns: a reforming shutdown maintenance in June and July, and a gasoline hydrogenation shutdown maintenance in October. Despite the tight schedule and heavy workload during the two maintenance periods, everyone remained diligent and completed all the key maintenance tasks to a high standard: the replacement of E6102 gaskets, the renovation of the turbine condensate line, the enlargement of the gasoline hydrogenation demineralization line, the cleaning of the heat exchangers’ water-cooling systems, and the cleaning of the T201 tray. The following is a brief summary of the problems encountered during the maintenance process: 1. There was chaos in the management of on-site permits. Due to the large number of construction tasks and workers during the maintenance period, issues such as missed or incorrect signing of permits, inadequate hazard identification, untimely detection of flammable gases, and delayed registration for entry and exit from confined spaces arose. The processing time for tickets and vouchers is slow, resulting in situations where people have to wait for tickets, which affects the construction progress. 2. There are also many problems regarding personnel supervision; for example, supervisors fail to provide adequate oversight, the requirements for firework operations are not properly implemented, and supervisors are unaware of the standards for supervising high-risk tasks. Additionally, there are issues with communication between supervisors and the workshop – supervisors are unable to keep up with the details of the maintenance work and its standards, which prevents them from effectively monitoring the progress and quality of the work. For instance, after cleaning E103 and reinstalling it, since both the supervisor and the workers were not aware that holes needed to be drilled at the water inlet and outlet points for pressure testing, the flange connections at those points had to be removed and reinstalled, resulting in time wastage. 3. After the E201 cleaning was completed, there were leakage points; after sealing the leaks in the tube bundle, the pressure testing was not carried out properly, resulting in additional rework and severely affecting the schedule for the maintenance work. 4. The construction workers lacked the necessary skills and were lazy, which slowed down the progress of installing the T201 tray and the foam breaker screens. Since the workers had no experience in installing foam breaker screens, the installation was not approved upon completion, requiring rework – resulting in a waste of human and material resources. Second, the handling of plant accidents in 2017. In 2017, the unit experienced 2 major accidents that required handling: 1. In March 2017, there was a power fluctuation in the reforming and gasoline hydrogenation units; the reforming turbine stopped operating due to an interlock triggered by low pressure in the auxiliary oil pump, the feed pump ceased to function, and the heating furnace was shut down. In this critical situation, in order to control the temperature rise in the reactor bed and prevent excessive temperature increases, the reaction system was depressurized urgently, and the interlocks were reset to restart the recycle hydrogen compressor, thereby avoiding severe fluctuations in the unit and protecting the equipment and catalysts. 2. On October 4, 2017, there was a major power outage in the gasoline hydrogenation unit; all the pumps in operation at the site stopped working, with the exception of K301A. The team members carried out emergency shutdown procedures due to this major outage, simultaneously taking measures to prevent high-pressure systems from affecting low-pressure systems. During the accident handling process, the assistant operator noticed a severe leak at the flange below the T601 heavy gasoline feed valve. Upon arriving at the scene, he immediately organized personnel to use fire suppression steam as a shield, tightened the leaking flange with a copper wrench, and at the same time sealed up and dealt with the oil that was leaking there. Shortcomings and reflections on the 2 accidents: (1) Insufficient staff skills; external operators need enhanced training in operational skills, such as starting and stopping large-scale units and handling emergency shutdowns, to improve their ability to deal with emergency situations. (2) When the unit experiences voltage fluctuations, it is necessary to immediately check the operating status of the recycle hydrogen compressor. If the compressor stops operating, pressure relief should be used to control the temperature rise in the reaction bed; simultaneously, the compressor should be started as soon as possible to ensure gas flow through the catalyst bed, thereby preventing overheating of the catalyst bed and catalyst coking. (3) If the device cannot supply power for a short period of time, the operator outside should be notified promptly to close the outlet valve of the high-pressure feed pump in order to prevent pressure crossover. (4) When the inlet temperature of the gasoline hydrogenation reactor is too high (280°C), the reaction system should first be circulated to cool down, switching to a two-column distillation cycle; feeding should only resume after the reaction temperature has dropped, in order to prevent excessive temperature rise in the catalyst bed. Third, personnel training in 2017. 1. Team member training is primarily carried out through short evening and long evening micro-learning sessions*, with training content including company policy notifications, safety-related materials, and training on process equipment, among others. 2. A detailed training plan and timeline were established for new employee training, a training supervisor was assigned, and assessments were conducted on schedule. Fourth, highlights of equipment management in 2017. In 2017, significant improvements were made in equipment management. These included monthly inspections of machine pump lubricating oil filters, the development and implementation of equipment inspection plans as well as the adoption of intelligent inspection methods, closed-loop management of records of equipment abnormalities and defects, and the implementation of thickness measurement programs for key points on the equipment. As a result, on-site equipment management became more scientific and precise, and the equipment operated more smoothly and efficiently. Part Two: 2018 Work Plan I. Staff Training and Development. 1. Encourage and supervise team members from using their free time at night for learning*, develop weekly training plans, and strengthen assessment; at the same time, improve the efficiency of night-time micro-learning* to avoid mere formality. 2. Through talent assessment, employees with strong capabilities and excellent performance are encouraged and recommended, so as to provide better development opportunities for team members. Second, in terms of production operations, strict adherence to the process parameter sheets is followed to ensure stable operation and maintain product quality and yield. Device fluctuations are promptly fed back and adjusted; corrective and preventive actions are documented when product quality fluctuates. The alarm records shall be filled out on time and signed for confirmation. Third, in terms of team management: 1. Adopt fair performance evaluations to fully motivate team members. 2. Ensure work arrangements are reasonable and efficient, strengthen the inspection and implementation of work tasks, and promptly address any deficiencies. 3. Hold a team meeting once a month to discuss the problems and suggestions within the team during that period. Fourth, in terms of equipment management: 1. Continue to strengthen the management of basic equipment tasks, with team leaders carrying out proper supervision. 2. Promote the implementation of intelligent spot inspections, and report any abnormalities to the workshop and operation and maintenance departments promptly. Ensure the long-term operation of the equipment. 3. Advance the thickness measurement work for the propulsion units, properly label the measurement points, conduct regular thickness checks, and provide accurate data to ensure that the wall thickness of critical areas remains within the monitored range. Fifth, in terms of safety at DuPont: 1. Promptly organize the implementation of the latest safety regulations issued by the company, carry out team-based safety activities, and strictly abide by the company’s relevant safety rules. 2. Strengthen local management by providing proper safety instructions and risk awareness to external personnel working at the facilities, promptly stopping any illegal operations, and ensuring that high-risk tasks within the area are carried out in an orderly manner. Sixth, in terms of 6S workplace management, the work areas and production areas are strictly organized, positioned, and labeled in accordance with 6S standards. Promptly rectify the 6S non-conformities and maintain them in accordance with the 6S maintenance standards. Seventh, in terms of innovation management, it actively encourages team members to submit innovation proposals and suggestions for improvement, and provides them with the necessary resources to optimize operations and achieve economic savings. December 29, 2017: Hydrogenation shift leader at a local refinery in Shandong