kpis bsc ctqi masport posterior

In collaboration with: VI Seminar on Automation and Industrial Computing

MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals.

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORTRafael Sapia Garca, Director of Liner Shipping and Port Operators at Fundacin Valenciaport

Valencia, November 10th 11th, 2011

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

2

PREFACE

KPIs in ports and CTs, an old issue, more or less the same problems (measures), just new Targets (values)

From middle 60sMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


3

PREFACE

From middle 60sMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


4

PREFACE

On 2006, in USA.MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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PREFACE

Does these figures mean the same for all of you?

On 2010, in EU.MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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OBJECTIVES OF THE PRESENTATION Definitions for KPIs, Benchmark We need good KPIs for improving. And not only internally but also considering the CTs and the Port (Port Cluster) as part of Logistic Chain (externally). CTQI was the first serious attempt for an International CTs Quality Standard. It is still unsuccesful. Also needs to be completed by introducing other indicators, to ensure Sustainability. Masport is an Spanish Government funded project to work on CTs KPIs, using and adapted BSC in the CTs to measure the improvements and dependences of these KPIs, and developing a simulation tool to virtually check solutions to bottlenecks that may improve these KPIs.

MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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AGENDA 1. Measuring, KPIs: What is a KPI, why for 2. Competitiveness & Benchmark. 3. Measuring (KPIs) in Ports: CTs & Port Cluster 4. KPIs for CTs 5. The CTQI / CTQS 6. Sustainability: the need of more KPIs, or KRIs, or SLAs. Completing the CTQI 7. MASPORT approach.MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT1. Measuring, KPIs: What is a KPI, why for

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KPIs DESIGN Objectives: what are we trying to achieve? achieve? May be more than one indicator for each objective Each objective will have strategies on how to achieve them

Indicators: what are you going to measure?Source: Based on Josephine Palermo and Martin Carroll works

used to assess the present state of progress and to suggest an appropriate course of action.

Measures: how are you going to measure it? can be qualitative or quantitative data related to inputs, processes or outputs.

Targets: what is the desired result? result? can be minima targets, stretch targets or a combination.

Results: what have you actually achieved? achieved?



9

Why Using KPIs Key Performance Indicators help us to know whether we are succeeding in our mission. They are an important management tool for tracking progress against strategic goals.Source: Based on Josephine Palermo and Martin Carroll works

Working with KPIs encourages system thinking. in most systems 85% of problems can usually be attributed to the system and 15% to the individual (Juran) (Juran)

KPIs direct and prioritise behavior towards achievement of the vision, goals and objectives.



10

Why Using KPIs

DEFINITION DEFINITION

KEY PERFORMANCE INDICATOR:KPIs are commonly used by an organization to evaluate its success or the success of a particular activity in which it is engaged.

Sometimes success is defined in terms of making progress toward strategic goals, but often, success is simply the repeated achievement of some level of operational goal (zero defects, 10/10 customer satisfaction etc.).



11

Why Using KPIs: Types of KPIs

Source: Based on Josephine Palermo and Martin Carroll works

And Static



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Lag and Lead KPIs, and the Planning HierarchyMission Goal ObjectiveSource: Based on Josephine Palermo and Martin Carroll works

Strategy Indicator Measure Target Result Indicator Measure Target Result

There may be separate KPI for objectives and their associated strategies. Provided that objectives are outcomes-based, and strategies support objectives, then: Lag KPI set Lead KPI set



13

From KPIs to the need of Benchmarking


PERFORMANCE INDICATOR:Quantifier, understood as a procedure that enables quantifying any conceptual dimension resulting into a number. It is usually employed to benchmark performance between different time periods or between different geographic areas. And, what about Qualifier (one that satisfies requirements or meets a specified standard



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Methodology for KPIs design


S pecific M easurable A ligned R ealistic T imely E thical R ecorded



15

Other Tips for Good KPIs

1. 2. 3. 4.Source: Based on Josephine Palermo and Martin Carroll works

5. 6. 7. 8. 9.


Have them! Align them to standards. Test them for validity and reliability. Discuss and review them. Are they really key? key? Dont overestimate their importance! Differentiate between lag and lead indicators. Benchmark them. Do something with them. KPI should lead to change. Keep them simple but not too simple! Balance focus on positive and negative news (i.e. opportunities for improvement).


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From KPIs to the need of Benchmarking If you cannot measure it, you cannot control it. If you cannot control it, you cannot manage it. If you cannot manage it, you cannot improve it.Harrington, 1991


The term is as old as

is relatively new but the concept itself

Industrially a business can live or die depending upon how well it benchmarks. (David Hutchins Intnl Quality College)MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT2. Competitiveness & Benchmarking

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From KPIs to the need of Benchmarking


If you dont know where you are going you may never get there.Yogi Berra

Or, If you dont have good sustainability metrics, you wont know where you are!


CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT2. Competitiveness & Benchmarking

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From KPIs to the need of BenchmarkingMeasuring an operations or departments performance compared to others. T h i s i s j u s t c o m p a r i n g Bennett, B. 1993 The establishment of operating targets based on best practices.Rogers, D.S., Daugherty, P.J., and Stank, T.P., 1995



Benchmarking isnt only about setting targets.

Benchmarking is a continuous, systematic process for evaluating the products, continuous, services and work processes of organisations that are recognised as representing best practices, for the purpose of organisational improvement. This is very good! But it doesnt have to be continuousMichael Spendolini, 1992

Benchmarking is the process of identifying, understanding, and adapting outstanding practices from organizations anywhere in the world to help your organization improve its performance. Excellent definition!

ADAPT, then ADOPT

American Productivity and Quality Centre (APQC), 2006



From KPIs to the need of Benchmarking Benchmarking is a performance measurement tool used in conjunction with improvement initiatives; it measures comparative operating performance of companies and identifies the best practices. Benchmarking creates value by: Focusing on key performance gaps; Identifying ideas from other companies; Creating a consensus to move an organization forward; Making better decisions from a larger base of facts.

(Mission Statement for The Procurement And Supply-chain Benchmarking Association (PASBA))


CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT3. Measuring (KPIs) in Ports: CTs & Port Cluster

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Functions IN the ports / regulator, landlord, operator Regulator (so, then, Control, MEASURING)

Landlord (Concessions = MEASURING)

Operator (Service Levels = MEASURING)MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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Functions IN the ports / needs, changing environmentPort DimmensionsEconomical (Activities) Global Operators (PPP) Logistic Chain Hinterland Social (Institutional) Decentralization Autonomy (Management, Financial, ) Environmental (Territorial) Strategic Environmental Assesment. City-Port

Economical (Activities) InfrastructureSuperstructure (PPP) Logistic Parks

Social (Institutional) Centralization Dependency Environmental (Territorial) Environmental Impact AssesmentFuente: Monfort (2010)

Time



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Port performance Indicators: Bibliography

Source: Ducruet, Dumay, De Langen MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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Port performance Indicators: Bibliography



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the process of decision-making and the process by which decisions are implemented (or not implemented). how an organization controls its actions. governance describes the mechanisms an organization uses to ensure that its constituents follow its established processes and policies.Source: UNESCAP.



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Good governance has 8 major characteristics. It is participatory, consensus oriented, accountable, transparent, responsive, effective and efficient, equitable and inclusive and follows the rule of law.

Source: UNESCAP.



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Good governance means that processes and institutions produce results that meet the needs of the cluster while making the best use of resources at their disposal. The concept of efficiency in the context of good governance also covers the sustainable use of natural resources and the protection of the environment. There is surely nothing quite so useless as doing with great efficiency what should not be done at all (Druckner). Efficiency is doing things right; Efficacy is the Capacity to produce an effect; Effectiveness is doing the right things (the expected effect)Source: UNESCAP.



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Accountability Accountability is a key requirement of good governance. Not only governmental institutions but also the private sector and civil society organizations must be accountable to the public and to their institutional stakeholders. Who is accountable to whom varies depending on whether decisions or actions taken are internal or external to an organization or institution.Source: UNESCAP.

It involves taking responsibility for your own actions and being able to explain them



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Port Clusters exist, and it is how, most probably, the customers of the port see it. They do not have to know how the Port Community it works in details. The Port as a whole.MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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Functions IN the ports / from port community to port clusterPort DimmensionsEconomical (Activities) Economical (Activities)

Port CommunitySocial (Institutional)

Port Community

+Organization

Social (Institutional) Environmental (Territorial)Fuente: Monfort (2010)

Environmental (Territorial)

=PORT CLUSTER


Time


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?What determines the strength of a chain?



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!... The weakest linkThus, PA must to ensure the proper functioning of the Cluster/Supply ChainMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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Port Governance / Advanced Landlord

Port Functions

Cluster Manager Landlord Landlord Regulator Regulator

Operator OperatorFuente: Monfort (2010)MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011

Time


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Port Governance / Advanced Landlord

Quality in the Port-Logistic Chain ICTs (PCS) Logistic Parks (LAZ, Dry Ports, Inter-Ports, ) Environmental Management and Planning Technical Assistance Training City-Port SCR Leadership (Manager) of the Port Cluster CLUSTER EFFICIENCY / EFFECTIVENESS

Fuente: Monfort (2010)MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


34Processes deliver OUTPUTS If you were running a Project, youd probably call it a Deliverable

EFICIENCY, EFFICACY AND EFECTIVENESS

WHAT THE KPIs HAVE TO MEASURE DEFINITION DEFINITIONRESOURCES USEDEFFICIENCY E C O N O M E F F I C A C

An OUTCOME is a level of performance, or achievement. It may be associated with the process, or the output. Outcomes imply quantification of performance.

ACHIEVED RESULTS

GLOBAL IMPACT ACHIEVEDE F F E C T I V E N E S S

Y

Y

From input and output measures to quality and outcome measures, or, from the user in the life of the library to the library in the life of the user

AVAILABLE RESOURCES

EXPECTED RESULTS

GLOBAL IMPACT EXPECTED



35


EFFECTIVENESS:means the capability of producing an effect, it is the degree to which something is capable of producing a specific, desired effect. Doing the

right things.

EFFICIENCY:describes the extent to which time or effort is well used for the intended task or purpose. Doing things right. It is often used with the specific purpose of relaying the capability of a specific application of effort to produce a specific outcome effectively with a minimum amount or quantity of waste, expense, or unnecessary effort.

EFFECTIVE vs EFFICIENTMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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WHAT THE KPIs HAVE TO MEASUREFrom input and output measures to

quality and outcome measures, or,from the user in the life of the library to the library in the life of the user Focusing on your outcomes and being able to measure them is not a substitute for knowing and being able to measure your outputs, but it allows you to measure what your activities are actually achieving.

RESOURCES USEDEFFICIENCY E C O N O M

ACHIEVED RESULTS

GLOBAL IMPACT ACHIEVEDE F F E C T I V E N E S S

Y

E F F I C A C

Y

AVAILABLE RESOURCES

EXPECTED RESULTS

GLOBAL IMPACT EXPECTED



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PROACTIVITY Desirable situationThe need of a complete indicator system !

vs

REACTIVITY Undesirable

PCT is not an isolated system

Benchmarking (Best Practices) GovernanceMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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Governance Benchmarking Minimum standard indicators system

OTHER CASES:EU Energy-Intensive Industries EUs Emission Trading Scheme, 2013 HOTELS Star system CARS Fuel consumption; emissions


CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT4. KPIs for CTs

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From KPIs to the need of Benchmarking PERFORMANCE INDICATORS IN PCTs (The usual, operational): Internal (Superstructure and Organization of the Terminal)

MEASURE Of Traffic (Production) Of Productivity Of Utilization Of Service

CONCEPT Volumes handled per time unit, no resources used specified Volumes handled per Resource unit and per time unit Ratios (in %) in between the use of a resource and its maximum possible per time unit Indicates the Quality of service to the customers and transporters operators

External and Hinterland Connectivities .............MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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KEY PERFORMANCE INDICATORS IN PCTs:KEY PERFORMANCE INDICATORS (Some Samples) Crane Productivity: Containers moved on and off vessels per year / Hours of crane use per year. Gate Productivity: Number of inbound and outbound trucks per day / Number of terminal gates Berth Utilization: Number of hours vessels are at berth per year / Number of hours per year Truck Turnaround Time: Time in minutes for all inbound and outbound dray trucks per day / Total number of inbound and outbound dray trucks per day Yard Throughput: Inbound and outbound containers moved per year / Gross terminal acreage Quality PIs like Punctuality



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INDICATORS IN PCTs: Regarding their use: Corporative indicators: defined by the company (internal use) Standard indicators: Global or market indicatorsA company can define as many indicators as it wants/needs for management



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STANDARD INDICATORS IN CPTs:Characteristics Their definition must be clear and wide spread They must be easily calculated

Benefits They are of use for public tendering processes in order to establish contractual clauses They enable global benchmarking as well as group benchmarking

A shared indicators system is needed PROPOSAL



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If you look at LinkedIn forums on CTs KPIs, the most common argument is that every CT is different (true), and that KPIs for every CT have to be different as well. Always internal approach. This reminds me of the expression

Turkeys voting for ChristmasMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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GIVE NO IMPORTANCE TO KPIs:



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GIVE NO IMPORTANCE TO KPIs: GIVE NO IMPORTANCE TO KPIs:

November 10

December

January 11

February

March

April

May 2011

AVERAGE OPERATION TIME/VESSL, CT OPERATOR AVERAGE PRODUCTIVITY (UNITS/HOUR), CT OPERATOR

AVERAGE OPERATION TIME/VESSL, ADMINISTRATION AVERAGE PRODUCTIVITY (UNITS/HOUR), ADMINISTRATION



46

University of Plymouth Questionnaire, 18 responses from 50 demands (EU biggest CTs) 2006 Service time Average crane hours per working hourShips time at berth Containers lifted per crane hour Number of labours employed per ship per shift Berth occupancy rate % Average container mix (number of 20ft vs. 40ft) Arrival rate Berth throughput (TEU) Total crane cost per crane/ hour Total contribution Waiting time Dwell time Ships waiting time for a berth Total man- hour cost per crane Total crane cost per ship- hour Turn- round time Cargo handling revenue per TEU Fraction of time labours are idle Labour expenditure per TEU Total man-hour cost per ship-hour(From more appearance to less, left to right, top to bottom)

Mr. Erik Lund OWI O, Dr. Teng-Fei WA G, Dr. Irma PASUKEVICIUTE



47

OBSERVATORIO (OBSERVATORY) (2000)Valenciaport leading a committee formed by: Valenciaport SEVASA (Labour Pool Company) Unions Container Terminals The Objective: Defining and Measuring Valencia CTs KPIs IT Tool: Business Objects (Valenciaport Data Warehouse) + Data Mining Tools



48

OBSERVATORIO (OBSERVATORY) (2000)TCV STEVEDORING COMPANY40 3538,2 c/h 17 34,0 c/h 142 CMA-CGM SA HAPAG-LLOYD AG 40,0 c/h 31

n contenedores/hora escala

30 25 20 15 10 5 0 0 250 500 75024,5 c/h 51 22,7 c/h 22,6 c/h 153 33 19,7 c/h 18,4 c/h 117 155

EMES SHIPPING & TRANSPORT LTD HAMBURG SUD IBERIA, S.A. X-PRESS CONTAINER LINE (UK)LTD CHINA SHIP.CONT.LINES(HONG KON

19,0 c/h 536 17,8 c/h 73 14,8 c/h 232

COSTA CONTAINER LINES SPA AGREXCO AGRICULTURAL EXPORT CO DELMAS ISLAMIC REP. OF IRAN SHIPPING Resto navieras

MARTIMA VALENCIANA5045,2 c/h 132

51,5 c/h 11 45,6 c/h 718 40,2 c/h 47

50,2 c/h 41

1000

40

n contenedores/hora escala

N Contenedores medios x escala32,7 c/h 32,2 c/h 49 112 MEDITERRANEAN SHIPPING CO. MAERSK LINE 21,7 c/h 271 21,4 c/h 32 UNITED ARAB SHIPP. CO.(S.A.G.) EVERGREEN MARINE CORP (TW)LTD COSCO CONTAINER LINES LTD HANJIN SHIPPING CO LTD CIA. SUDAMERICANA DE VAPORES ITALIA MARITTIMA SPA BOLUDA LINES, S.A. HOLLAND MAAS SHIPPING BV Resto de navieras

30

20

18,5 c/h 57 12,8 c/h 47

10

0 0 250 500 750 1000 1250


N Contenedores medios x escala


CTQI

The Container Terminal Quality Indicator (CTQI), for measuring the Quality of service in container terminals

49MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT5. The CTQI / CTQS

50

CTQI

Content Development Elements of CTQS/CTQI Performance Evaluation Management System Internal Factors External Factors



51

CTQI

All Terminals are the same

Every Terminal is Different



52

CTQIHamburg Committee

Administers

Terminal Operators

Industry Stakeholders

No. 52MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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CTQI

The Container Terminal Quality Indicator standard (CTQI) is a standard and benchmarking system to adjudicate the efficiency and quality of Global Port Terminal Operations, which combines financial, operational and organizational indicators. CTQI will not only measure the ports performance from more consummate aspects, but also recognize ports operation as a part of the overall supply chain process. CTQI will act as a facilitator and an activator in order to increase port efficiency, and optimally achieve Total Quality Port Management.



54

CTQI

The CTQS is an integrated Organisational & Managerial Transformation tool concerned with benchmarking Container Terminal operators against the best in the world. CTQS allows participants to set effective stretch goals based on continuous monitoring of the best in class with a view to being certified to CTQI standard. The CTQI standard has a terminal customer-first orientation.



55

CTQI

Why was CTQS/I needed?

1.

Port/Terminals do not have a global standard to measure their performance. Port / Terminals have been said to be the weakest and least transparent link in the supply chain. Port / Terminal users require a more reliable marine transport system to increase supply chain efficiency.

2.

3.



56

CTQI

CTQS Goal is to Measure and improve Container Terminal Efficiencyby: Creating an uniform and globally accepted terminaloperation terminology and statistical method to measure performance

Identifying and rewarding best practices Annually auditing of container terminal performance andtheir interfaces to the overall supply chain process

Facilitate Supply Chain IntegrationMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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CTQI


The CTQI is not to PROVE but to IMPROVE



58

CTQI

Elements of the standardPerformance Evaluation Management System Internal Factors External Factors



59

CTQI

Structure and elements of CTQIInternal Factors

Master Tables Master Tables

Management System

AuditKPIs + Master TablesPerformance Evaluation

External Factors

+ Container Terminal Performance Measures (CTPMs)



60

CTQI

The Container Terminal Performance Measures (CTPMs)The CTQI Standard defines clearly 80 CTPMsfrom Average Peak Berth Occupancy in the week to Terminal Area Productivity

all are calculated for the reference period of 365 days some of them are evaluated through Master Tables all are stated in the Annex to the Certificate the Annex to the Certificate is not published Globally defined figures for the first time



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CTQI

Examples: Number of Vessel calls Number of Barge calls Hinterland modal split Traffic import Traffic export Dwell timeRailhead

Ship-to-shore

Terminal Area

Barges

trucks



62

CTQI

Examples: Terminal Area Productivity Handling Equipment Age Berth Working Index Ship Productivity Road Service Quality IndexRailhead

Ship-to-shore

Terminal Area

Barges

trucks



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CTQI

Container Terminal Performance Measures - ExampleShip Productivity SPi definition - value is calculated for each single ship. SP is then calculated as the average based on the weighted value per ship.

(SP M )i i

n

SP =

i=1 n

Mi=1

i



64

CTQI

Ship Productivity

Example:Ship Productivity (SPi)111,1 moves/h 117,7 moves/h 166,7 moves/h 66,7 moves/h 75,0 moves/h 60,0 moves/h 90,0 moves/h 48,0 moves/h 50,0 moves/h 30,0 moves/h

A terminal with 10 ship calls between 30 moves and 2000 movesShip1 2 3 4 5 6 7 8 9 10

Moves1000 moves 2000 moves 500 moves 200 moves 75 moves 120 moves 90 moves 240 moves 100 moves 30 moves

Time9,0 h 17,0 h 3,0 h 3,0 h 1,0 h 2,0 h 1,0 h 5,0 h 2,0 h 1,0 h

Calls > 750 moves

Calls < 750 moves



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CTQI

Ship Productivity Example: Result:Method of calculation Average based on weighted value per ship (Revision 1.0) SP750 moves 115,5moves/h/ship

SP (overall) 110,5moves/h/ship



66

CTQI

Calculation of Ship ProductivityShip Productivity (SP) > 750 moves

SP strongly depends on size and type of ship (resp. number of moves) Terminals potential is demonstrated for large calls and continuous operation CTQI credits high ship productivities for large ship calls, when it is important



67

CTQI

Container Terminal Performance Measures - Another ExampleRoad Service Quality Index

Definition of Road Service Quality IndexThe road vehicle service quality index is the percentage of those trucks whose measured single truck turnaround time did not exceed the maximum truck turnaround time.



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CTQI

Container Terminal Performance MeasuresRoad Service Quality Index a uniform, standardized maximum truck turn around time (MTTT) is defined that is adjustable according operational context!

Requirements for a general maximum turn around time: reflects the number of handlings per truck call considers other activities between gate in and gate out asadditional time needed, if requiredMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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CTQI

Road Service Quality Index Definition: Maximum truck turn around time is: 20 minutesper move for terminals

25 minutes Basic time for each truck

+X minutesfor other activities, such as customs clearance11:

Between gate in and gate out



70

CTQI

Road Service Quality IndexTruck1 2 3 4 5 6 7 8 9 10

Deliver2 moves 2 moves 0 moves 1 moves 1 moves 0 moves 2 moves 0 moves 2 moves 1 moves

Receive0 moves 1 moves 2 moves 1 moves 0 moves 1 moves 2 moves 1 moves 0 moves 1 moves

Total Moves2 moves 3 moves 2 moves 2 moves 1 moves 1 moves 4 moves 1 moves 2 moves 2 moves

MTTT65 min 85 min 65 min 65 min 45 min 45 min 105 min 45 min 65 min 65 min

Single Truck TT60 min 90 min 64 min 55 min 40 min 48 min 120 min 30 min 45 min 50 min

STTT < MTTT

STTT > MTTT

7 truck out of 10 handled within MTTTMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011

Road Service Quality Index = 70 %


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CTQI

Performance evaluation: The 7 elements - KPIsPerformance Evaluation (PE) Ship Productivity > 750 moves Gross Crane Productivity Berth Working Index > 750 moves Ship Service Quality Index Road Service Quality Index Rail Service Quality Index Barge Service Quality Index maximum weighting 16 14 14 20 36weighted acc hinterland modal splitI nte rn Fa ct a l ors Ma n a ge me n Syst t em

CTQ IEx te rn Fa ct a l ors Pe rf orm a nc Eva l ua ti e on

100

minimum required 50 %MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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CTQI

Master Tables Performance AnalysisExampleA.2 Gross crane productivity on vesselsGross crane productivity on vessels (GCPV according to section 9.67 of the CTQI standard) >= 0 container moves/h and < 15 container moves/h >= 15 container moves/h and < 20 container moves/h >= 20 container moves/h and < 25 container moves/h >= 25 container moves/h and < 30 container moves/h >= 30 container moves/h 0

-

3,5 14

-

7

-

10,5

-

14



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CTQI

Management System (M/S) The 13 proofs of CTQI compliance1 2 3 4 5 6 7 8 9 10 11 12 13

CTQI Policy / Mission statement Appointment of CTQI Manager CTQI manual developed and implemented Development and maintenance of a TOS Document Control / Records kept Determine responsibilities / authorities of relevant personnel Performance of relevant Training Implementation of Mandatory CTQI Practices Subcontractors and Suppliers conformity Claims / Nonconformities / Failures / Customer Complaints policy Annual Internal Audits performed Annual Management Review performed Annual External AuditsEx te rna Fa cto l rs Inte rn a Fa cto l rs Man a ge m Syste e nt m

C TQ IPe rf orm Eva lu a nce a tion



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CTQI

Master Tables Internal FactorsExample SuperstructureB.1 Sea-to-shore equipmentSpecific sea-to-shore gantry crane number (SGCsts ,section 9.48) > 300 m/crane 200 m/crane 100 m/crane 30 years >= 20 years and < 30 years >= 10 years and < 20 years < 10 years 0 2 4 6 6



75

CTQI

Master Tables Internal FactorsExample SuperstructureB.2 Landside handling equipmentAverage landside gantry crane age

Average straddle carrier age -

Average AGV age -

Landside gantry cranes Straddle carriers AGVs> 20 years >= 13 years and < 20 years >= 6 years and < 13 years < 6 years > 15 years >= 10 years and < 15 years >= 5 years and < 10 years < 5 years > 15 years >= 10 years and < 15 years >= 5 years and < 10 years < 5 years

0 4 8 12

0 4 8 12

0 4 8 12

Average tractor age > 15 years >= 10 years and < 15 years >= 5 years and < 10 years < 5 years 0 4 8 12

TractorsAverage forklift/reachstacker age > 10 years

Folklifts / Reachstackers>= 6 years and < 10 years >= 3 years and < 6 years < 3 years

0 4 8 12

weighting factor 3 weighting factor 2 weighting factor 2 weighting factor 2 weighting factor 1weighting factor 3 weighting factor 2 weighting factor 2 weighting factor 2 weighting factor 1

12

Number of cranes

20

12

Number of straddle carriers

20

12

Number of AGVs

20

12

Number of tractors

20

12

Number of forklifts / reachstackers (subtotal) B.2 12

20 0,00



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CTQI

Master Tables Internal FactorsExample OrganizationC.1 Work organizationNo: 0 Yes: 5 No: 0 Yes: 5 (subtotal) C.1 Work breaks up to two hours per day may be accepted 5

Does the terminal offer continuous 7 days a week seato-shore handling operations? Does the terminal offer continuous 24 hour / working day sea-to-shore handling operations?

5

10

0



77

CTQI

External Factors: The 9 elementsProposed weighting 60%Inte r na Fa ct l ors

External Factors (EF)Rail Connectivity Barge Connectivity Road Connectivity Power Supply Data Communication Lines Terminal Operations Restrictions Maritime Restrictions Maximum

5% 5% 25% 5%Ex te rna l Fa ct ors

Ma n

a ge m e nt Syst em

C TQ IPe rf orm Eva l a nce ua tio n

100%



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CTQI

Master Tables External FactorsExample Maritime RestrictionCTQI Description Points Explanatory Noteavailable number of points

D.7

Maritime restrictionsRelated to all vessels that have called the terminal during the reference period: The vessels can reach the port fully loaded at all times 5 Fully loaded vessels can only reach the port in certain time windows The vessels cannot reach the terminal when fully loaded

The maritime access to the terminal (related to design draft, air draft, length and breadth) is

-

not limited?

5

-

limited only partly due to tidal restrictions and not depending on loading condition of vessels?

3

-

limited depending on loading condition of vessels?

0


CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT6. Sustainability: the need of more KPIs, or KRIs, or SLAs. Completing the CTQI

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OTHER INDICATORS: Financial Energy Efficiency Environmental Security Safety SUPPLY CHAIN and LOGISTIC CHAIN



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ENERGY EFFICIENCY DEFINITION DEFINITION ISO 50.001: Energy Management

PCTs should have an adapted set of standard indicators for Energy Efficiency



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DEFINITIONMASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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ENVIRONMENTAL - GREEN DEFINITION ISO 14.000: Environmental management It comprises standards to help organizations: Minimize how their operations (processes etc.) negatively affect the environment (i.e. cause adverse changes to air, water, or land); Comply with applicable laws, regulations, and other environmentally oriented requirements, and Continually improve in the above.



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ENVIRONMENTAL DEFINITION DEFINITIONProposal (I) Total cost of the Environmental Management System (EMS) (per movement) Environmental investment cost-effectiveness Total cost of environmental accidents Weight of the cost of the EMS Number of accidents that alter the environment (per movement) Greenhouse effect gases emissions (per movement) Acoustics pollution Total weight of hazardous waste (per movement) Total weight of non-hazardous waste (per movement) Organic compounds consumption (per movement)MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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ENVIRONMENTAL DEFINITION DEFINITIONProposal (II) Quality of the Environmental Management infrastructure Equipment environmentally respectful Human resources environmental training Human resources environmental commitment



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SECURITY DEFINITION ISPS Code (International Ship and Port facility Security Code) + ISO 28000-2007 (Supply Chain Security) It takes the approach that ensuring the security of ships and port facilities is a risk management activity and that, to determine what security measures are appropriate, an assessment of the risks must be made in each particular case. The purpose of the Code is to provide a standardised, consistent framework for evaluating risk, enabling Governments to offset changes in threat with changes in vulnerability for ships and port facilities through determination of appropriate security levels and corresponding security measures. It is neither a certification nor a indicator system. A set of standard indicators to control seccurity it is needed.MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10th 11th, 2011


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SAFETY DEFINITION Regulated by national laws

It is possible to draw standard indicators about: Accident frequency Training courses Signposting Anti-collision systems Etc.



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CTQI IMPROVEMENT SAFETYProposal (I)


Total cost of safety accidents (per movement) Total cost of safety accidents uncovered by the insurance Cost of the insurance premium (per movement) Insurance tax Cost of the safety accidents prevented by means of specific initiatives Initiatives investment cost-effectiveness Number of facilities susceptible of being damaged Facilities out of service time due to safety accidents (per facility) Number of equipments susceptible of being damaged Equipment out of service time due to safety accidents (per equipment) Assets out of service time due to safety accidents (per movement)



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SAFETY DEFINITION DEFINITIONProposal (II) Number of container damaged (per movement) Number of ships damaged (per movement) Number of trucks external vehicles- damaged (per movement) Number of safety accidents affecting facilities, goods or transport vehicles (per movement) Total cost of safety accidents Weight of the cost of safety accidents Number of accidents during quay operations (per movement) Number of accidents during yard operations (per movement)



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SAFETY DEFINITION DEFINITIONProposal (III) Safety level of the facilities Safety level of the equipment TOS development level Human resources safety training Human resources safety commitment



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HUMAN RESOURCES DEFINITIONThe human factor is of vital importance in the current organizations 2 classes of human resources: Staff Stevedores Permanent From the pool



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HUMAN RESOURCES DEFINITION DEFINITIONProposal for the staff Training time per job and per year

Proposal for stevedores Time affected by the lack of available stevedores Absenteeism from work index % of the stevedores cost over total terminal costs % of permanent stevedores over total stevedores Shift productivity of quay operations Flexibility referred to versatility (training)



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A set of security standard indicators A set of safety standard indicators A set of human resources standard indicators


CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT7. MASPORT CASE

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PERFORMANCE INDICATORS AND MANGEMENT TOOLS


PCTs MANAGEMENT TOOLS: Simulation Balanced Scorecard



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PERFORMANCE INDICATORS AND MANGEMENT TOOLS Objectives DEFINITION DEFINITIONO.1 Bottlenecks of the PCT 0.1 Cuellos de botella PCTs Cadena log stico portuaria Port logistics chain Pilot piloto de terminales Casos Terminals Cases

O.2 Technological (automation) O.2 Innovaciones tecnol gicas (automatizaci n) y innovations and management de gesti n

O.3 Performance Indicators, 0.3 Indicadores de rendimiento, capacity and nivel de servicio capacidad, y service levels

Medici n and Measuring y mejora de improving of rendimiento, performance, capacity capacidad y nivel and servicio de la in a de service levels PCT PCT

O.4 Herramienta Cuadro de O.4 Balanced Scorecard tool Mando Integral

O.5 Simulation Tool for PCT n Herramienta de simulaci

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PERFORMANCE INDICATORS AND MANGEMENT TOOLSP6. Bottleneck Identification within the PCTs SubsystemsCuellos de Botella/Problemas en TCs


Nivel Estratgico Tipo de equipo empleado Tierra-Buque Nivel Tctico

Adecuacin SOT Mnimo espacio requerible La eleccin de los equipos de Trspt.Horizontal. Determinacin del nmero necesario de vehculos de transporte Pooling RTGs y Plataformas Mejor configuracin de pilas Tipo de equipamiento elegido Separacin rea transbordo, carril central Determinacin del nmero necesario de gras de patio para asegurar un eficiente apilado y un rpido acceso

Asignacin de Gras por buque

Subsistema Carga/DescargaAsignacin de Lnea de Atraque Problema Estiba a bordo y Planificacin Estiba en patio Acceso de Camiones externos a gra

Subsistema Transprt.HorizontalDeterminacin de qu vehculo transporta a qu contenedor, y la ruta elegida Minimizacin del tiempo servicio buque, y tiempo viaje AGVs (automatizadas) Determinacin de ubicacin pila en funcin de recorrido de AGV y del control de trfico

Subsistema AlmacenamientoMinimizacin del trabajo a efectuar, mnimo espacio, funcin accesibilidad, espacio disponible ,demanda Asignacin de espacios import Asignacin de espacios export Minimizar movimientos extras, funcin de altura y de desplazamiento del equipo Asignacin de orden en que los contenedores sern retirados de las pilas

Subsistema Recepcin/EntregaNivel Estratgico Tipo de equipo empleado Tierra-Buque Nivel Tctico

Cuellos de Botella/Problemas en TCsAdecuacin SOT Mnimo espacio requerible La eleccin de los equipos de Trspt.Horizontal. Determinacin del nmero necesario de vehculos de transporte Mejor configuracin de pilas Tipo de equipamiento elegido

Minimizar estancia vacos

Agilizar Entrada/Salida Buque Pooling RTGs y Plataformas (doble ciclo)Asignacin de Gras por buque

Separacin rea transbordo, carril centralDeterminacin del nmero necesario de gras de patio para asegurar un eficiente apilado y un rpido acceso

Aplicacin inflexible del Closing Time

Nivel Operativo

Errores Clasificacin Automatizacin y AjenosBasado en Dr. Iris F.A. Vis, 2009, MSCVT y modificado por FV

Automat.Puertas

Subsistema Carga/Descarga13Asignacin de Lnea de Atraque Problema Estiba a bordo y Planificacin Estiba en patio

Subsistema Transprt.HorizontalDeterminacin de qu vehculo transporta a qu contenedor, y la ruta elegida Minimizacin del tiempo servicio buque, y tiempo viaje AGVs (automatizadas) Determinacin de ubicacin pila en funcin de recorrido de AGV y del control de trfico

Subsistema AlmacenamientoMinimizacin del trabajo a efectuar, mnimo espacio, funcin accesibilidad, espacio disponible ,demanda Asignacin de espacios import Asignacin de espacios export Minimizar movimientos extras, funcin de altura y de desplazamiento del equipo Asignacin de orden en que los contenedores sern retirados de las pilas

Subsistema Recepcin/EntregaAplicacin til del levante sin papeles y de la reserva de llegada de contenedor

Acceso de Camiones externos a gra Reasignacin Automtica de Manos a otros buquesNivel Operativo

Errores ClasificacinAutomatizacin y Ajenos

Que las horas de trabajo sean las 6 pagadas Flexibilidad para solicitar Permisos de Atraque

Automat.Puertas

Basado en Dr. Iris F.A. Vis, 2009, MSCVT y modificado por FV

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BALANCED SCORECARD:Four perspectives: finance, customers, processes and learning and development

Corporative statements

By means of performance indicators, the degree of achievement of strategic objectives previously turned into targets is assessed. It enables to focus resources and effort in unachieved objectives by designing strategic initiatives.

Strategy Strategic objectives

IndicatorsTargets Strategic initiatives

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SIMULATION:Data

Indicators

4th abstraction level


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Simulation Systems for Planning and Evaluation of PCTs Capacities


5 abstraction levels: 1st level: Terminal external flow 2nd level: Dock and gate operations


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PERFORMANCE INDICATORS AND MANGEMENT TOOLSSimulation Systems for Planning and Evaluation of PCTs Capacities


5 abstraction levels: 3rd level: Yard operations 4th level: Block operations

5th level:

TOS operationsth


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THANK YOU


kpis bsc ctqi masport posterior

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