資料３
Solomon Associates
World’s Best Refineries
Suggestions for the Refiners in Japan
20 December 2016
1
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Solomon Benchmarking
Global Standard
Our data are proprietary, not
pulled from inconsistent, publicly
available sources
We show our clients where
their operations stand against
the spectrum of global
competition
Hundreds of refineries, representing
more than 85% of the worldwide crude
refining capacity, voluntarily participate
in Solomon’s Fuels Study
We see the trends of change as
of companies repeat participation study after study
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World’s Best Selection Criteria
OpEx
Return on
Investment (ROI)
•
•
Energy (EII)
Maintenance (MEI)
License to Operate
Reliability (Operational Availability)
Top half in key Solomon metrics: ROI, Operational Availability, EII, and MEI
Three
Consecutive
Study Cycles
<3% of Refineries 
5 in North America
1 in Europe
4 in Asia
3
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Characteristics of the World’s Best
Covers a Wide Range of Characteristics
Percent of WB Average
Japan Average
380
Topper
Capacity,
k bbl/d
13.3
Complexity
24
Age, yr
31.9
Crude,
°API
1.6
Crude
Sulfur,
wt %
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
World’s
Best
Average
Japan
Average
Fluid Catalytic Cracker
32
34
Alkylation
39
23
Coker
23
28
Naphtha Reformer
26
31
Hydrocracker
18
27
Average Years in Service
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
1
2
3
4
5
6
7
8
9
10
11
12
13
14
2006
2008
2010
2012
2014
Argentina
(~97)
Germany
USA
Germany
(~97)
Saudi Arabia
Argentina
Saudi Arabia
(~97)
Argentina
Germany
Saudi Arabia
(~97)
Germany
Argentina
Argentina
(~97)
Saudi Arabia
Germany
Japan (93.5)
Japan (93.2)
Japan (93.1)
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
Cost of Transportation Fuels
Worldwide Breakeven Production Cost Analysis
JA = Japan Average
JB5 = Japan Top-5
KA = Korea Average
LX = Large Asia Export
WB = World’s Best
WB
2014 Actual
LX
KA
JA
JB5
50 USD/bbl Crude
LX
KA
WB
1
JB5
JA
2
3
4
Quartile
Refineries in Japan are more competitive when crude oil prices are low
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Characteristics of the World’s Best
Compared to the Japan Average in 2014
World’s
Best
Average
Japan
Average
• 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
Volume %
of Net Input
Facilities Integration
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
Equivalent Number of Engineers
2014 Study (Company + Contract Employees)
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
1
2
3
4
5
6
7
8
9
10
2006
Thailand
(<85)
Korea
Canada
2008
2010
2012
2014
Korea (<86)
Korea (<85)
Korea (<80)
Korea (<80)
Canada
Netherlands
Netherlands
Thailand
Thailand
Netherlands
Netherlands
Saudi Arabia
Japan (90)
Japan (90)
Japan (89)
Japan (90)
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.
2.
3.
Conversion Unit Capacity Utilization
Conversion Unit Yield Efficiency
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
Midstream
Downstream
• Exploration &
Production
• Liquid Pipeline
• Fuels & Lube
Refining
• Onshore Production
• Terminals
• Offshore Production
• FPSO
• SAGD
• Natural Gas Pipeline
• Natural Gas &
LNG Processing
• 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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Transforming Data into
Insights
for making
Better Business Decisions
For more information:
Jun Okawa
Solomon Associates (Tokyo)
電話 03‐5410-3555
携帯 090-6115‐7787
Email: [email protected]
www.SolomonOnline.com
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