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 MASPORT

Rafael Sapia Garca, Director of Liner Shipping and Port Operators at Fundacin Valenciaport
Valencia, November 10th 11th, 2011
PREFACE
KPIs in ports and CTs, an old issue, more or less the same problems (measures), just new Targets (values)
From middle 60s

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

PREFACE
On 2006, in USA.
PREFACE
Does these figures mean the same for all of you?
On 2010, in EU.
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.
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.

1. Measuring, KPIs: What is a KPI, why for
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?

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.
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
And Static

12
Lag and Lead KPIs, and the Planning Hierarchy

Mission Goal Objective
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

14
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.
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).

16
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)

2. Competitiveness & Benchmarking
17
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!

2. Competitiveness & Benchmarking
18

Measuring 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 continuous
Michael 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))

3. Measuring (KPIs) in Ports: CTs & Port Cluster
20
Functions IN the ports / regulator, landlord, operator Regulator (so, then, Control, MEASURING)
Landlord (Concessions = MEASURING)
Operator (Service Levels = MEASURING)


21
Functions IN the ports / needs, changing environment

Port Dimmensions
Economical (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 Assesment

Fuente: Monfort (2010)
Time

22
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

24
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.

25
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.

26
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.

27
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

28
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.

29
Functions IN the ports / from port community to port cluster

Port Dimmensions
Economical (Activities) Economical (Activities)
Port Community
Social (Institutional)
Port Community
+
Organization
Social (Institutional) Environmental (Territorial)

Environmental (Territorial)
=
PORT CLUSTER
Time

30
?
What determines the strength of a chain?

31
!
... The weakest link
Thus, PA must to ensure the proper functioning of the Cluster/Supply Chain

32
Port Governance / Advanced Landlord
Port Functions
Cluster Manager Landlord Landlord Regulator Regulator
Operator Operator
Time

33
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


34
Processes 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 DEFINITION

RESOURCES USED
EFFICIENCY 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 ACHIEVED

E F F E C T I V E N E S S
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 EFFICIENT

36
WHAT THE KPIs HAVE TO MEASURE

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 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 USED
EFFICIENCY E C O N O M
ACHIEVED RESULTS
GLOBAL IMPACT ACHIEVED

E F F E C T I V E N E S S
E F F I C A C
AVAILABLE RESOURCES
EXPECTED RESULTS
GLOBAL IMPACT EXPECTED

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PROACTIVITY Desirable situation

The need of a complete indicator system !
vs
REACTIVITY Undesirable
PCT is not an isolated system
Benchmarking (Best Practices) Governance


38
Governance Benchmarking Minimum standard indicators system
OTHER CASES:
EU Energy-Intensive Industries EUs Emission Trading Scheme, 2013 HOTELS Star system CARS Fuel consumption; emissions

4. KPIs for CTs
39
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 .............


4. KPIs for CTs
40
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

4. KPIs for CTs
41
INDICATORS IN PCTs: Regarding their use: Corporative indicators: defined by the company (internal use) Standard indicators: Global or market indicators
A company can define as many indicators as it wants/needs for management

4. KPIs for CTs
42
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

4. KPIs for CTs
43
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 Christmas


4. KPIs for CTs
44
GIVE NO IMPORTANCE TO KPIs:

4. KPIs for CTs
45
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

4. KPIs for CTs
46
University of Plymouth Questionnaire, 18 responses from 50 demands (EU biggest CTs) 2006 Service time Average crane hours per working hour
Ships 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

4. KPIs for CTs
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

4. KPIs for CTs
48
OBSERVATORIO (OBSERVATORY) (2000)

TCV STEVEDORING COMPANY
40 35
38,2 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 0 250 500 750

24,5 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 VALENCIANA
50
45,2 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 escala

32,7 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
49

5. The CTQI / CTQS
50
CTQI
Content Development Elements of CTQS/CTQI

Performance Evaluation Management System Internal Factors External Factors

5. The CTQI / CTQS
51
CTQI
All Terminals are the same
Every Terminal is Different

5. The CTQI / CTQS
52
CTQI
Hamburg Committee
Administers
Terminal Operators
Industry Stakeholders
No. 52

5. The CTQI / CTQS
53
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.

5. The CTQI / CTQS
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.

5. The CTQI / CTQS
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.

5. The CTQI / CTQS
56
CTQI
CTQS Goal is to
Measure and improve Container Terminal Efficiency
by: Creating an uniform and globally accepted terminal
operation terminology and statistical method to measure performance
Identifying and rewarding best practices Annually auditing of container terminal performance and
their interfaces to the overall supply chain process
Facilitate Supply Chain Integration


5. The CTQI / CTQS
57
CTQI
The CTQI is not to PROVE but to IMPROVE

5. The CTQI / CTQS
58
CTQI
Elements of the standard

Performance Evaluation Management System Internal Factors External Factors

5. The CTQI / CTQS
59
CTQI
Structure and elements of CTQI

Internal Factors
Master Tables Master Tables
Management System
Audit
KPIs + Master Tables
Performance Evaluation
External Factors
+ Container Terminal Performance Measures (CTPMs)

5. The CTQI / CTQS
60
CTQI
The Container Terminal Performance Measures (CTPMs)

The CTQI Standard defines clearly 80 CTPMs
from 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

5. The CTQI / CTQS
61
CTQI
Examples: Number of Vessel calls Number of Barge calls Hinterland modal split Traffic import Traffic export Dwell time
Railhead
Ship-to-shore
Terminal Area
Barges
trucks

5. The CTQI / CTQS
62
CTQI
Examples: Terminal Area Productivity Handling Equipment Age Berth Working Index Ship Productivity Road Service Quality Index
Railhead
Ship-to-shore
Terminal Area
Barges
trucks

5. The CTQI / CTQS
63
CTQI
Container Terminal Performance Measures - Example

Ship 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
SP =
i=1 n
M
i=1

5. The CTQI / CTQS
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 moves

Ship
1 2 3 4 5 6 7 8 9 10
Moves
1000 moves 2000 moves 500 moves 200 moves 75 moves 120 moves 90 moves 240 moves 100 moves 30 moves
Time
9,0 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

5. The CTQI / CTQS
65
CTQI
Ship Productivity Example: Result:

Method of calculation Average based on weighted value per ship (Revision 1.0) SP<750 moves 99,6
moves/h/shi p
SP>750 moves 115,5

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

5. The CTQI / CTQS
66
CTQI
Calculation of Ship Productivity

Ship 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

5. The CTQI / CTQS
67
CTQI
Container Terminal Performance Measures - Another Example

Road Service Quality Index
Definition of Road Service Quality Index

The 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.

5. The CTQI / CTQS
68
CTQI
Container Terminal Performance Measures

Road 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 as
additional time needed, if required

5. The CTQI / CTQS
69
CTQI
Road Service Quality Index Definition: Maximum truck turn around time is: 20 minutes
per move for terminals
25 minutes Basic time for each truck
+
X minutes
for other activities, such as customs clearance1
1:
Between gate in and gate out

5. The CTQI / CTQS
70
CTQI
Road Service Quality Index

Truck
1 2 3 4 5 6 7 8 9 10
Deliver
Receive
Total Moves
MTTT
65 min 85 min 65 min 65 min 45 min 45 min 105 min 45 min 65 min 65 min
Single Truck TT
60 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 MTTT

Road Service Quality Index = 70 %

5. The CTQI / CTQS
71
CTQI
Performance evaluation: The 7 elements - KPIs

Performance 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 36
weighted acc hinterland modal split
I nte rn Fa ct a l ors Ma n a ge me n Syst t em
CTQ I
Ex te rn Fa ct a l ors Pe rf orm a nc Eva l ua ti e on
100
minimum required 50 %

5. The CTQI / CTQS
72
CTQI
Master Tables Performance Analysis

Example
A.2 Gross crane productivity on vessels
Gross 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
10,5
14

5. The CTQI / CTQS
73
CTQI
Management System (M/S) The 13 proofs of CTQI compliance

1 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 Audits
Ex te rna Fa cto l rs Inte rn a Fa cto l rs Man a ge m Syste e nt m
C TQ I
Pe rf orm Eva lu a nce a tion

5. The CTQI / CTQS
74
CTQI
Master Tables Internal Factors

Example Superstructure
B.1 Sea-to-shore equipment
Specific sea-to-shore gantry crane number (SGCsts ,section 9.48) > 300 m/crane <= 300 m/crane and > 200 m/crane <= 200 m/crane and > 100 m/crane <= 100 m/crane 0 2 4 6 6
Average sea-to-shore gantry crane age (GCAsts, section 9.49) > 30 years >= 20 years and < 30 years >= 10 years and < 20 years < 10 years 0 2 4 6 6

5. The CTQI / CTQS
75
CTQI

Example Superstructure
B.2 Landside handling equipment
Average 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
Tractors
Average 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 1
weighting 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

5. The CTQI / CTQS
76
CTQI

Example Organization
C.1 Work organization
No: 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?
10

5. The CTQI / CTQS
77
CTQI
External Factors: The 9 elements

Proposed 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 I
Pe rf orm Eva l a nce ua tio n
100%

5. The CTQI / CTQS
78
CTQI
Master Tables External Factors

Example Maritime Restriction
CTQI Description Points Explanatory Note
available number of points
D.7
Maritime restrictions
Related 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?
limited only partly due to tidal restrictions and not depending on loading condition of vessels?
limited depending on loading condition of vessels?

6. Sustainability: the need of more KPIs, or KRIs, or SLAs. Completing the CTQI
79
CTQI IMPROVEMENT
OTHER INDICATORS: Financial Energy Efficiency Environmental Security Safety SUPPLY CHAIN and LOGISTIC CHAIN

80
CTQI IMPROVEMENT
ENERGY EFFICIENCY DEFINITION DEFINITION

ISO 50.001: Energy Management
PCTs should have an adapted set of standard indicators for Energy Efficiency

81
CTQI IMPROVEMENT
DEFINITION

82
CTQI IMPROVEMENT
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.

83
CTQI IMPROVEMENT
ENVIRONMENTAL DEFINITION DEFINITION

Proposal (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)

84
CTQI IMPROVEMENT
ENVIRONMENTAL DEFINITION DEFINITION

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

85
CTQI IMPROVEMENT
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.

86
CTQI IMPROVEMENT
SAFETY DEFINITION
Regulated by national laws
It is possible to draw standard indicators about: Accident frequency Training courses Signposting Anti-collision systems Etc.

87
CTQI IMPROVEMENT SAFETY

Proposal (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)

88
CTQI IMPROVEMENT
SAFETY DEFINITION DEFINITION

Proposal (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)

89
CTQI IMPROVEMENT
SAFETY DEFINITION DEFINITION

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

90
CTQI IMPROVEMENT
HUMAN RESOURCES DEFINITION

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

91
CTQI IMPROVEMENT
HUMAN RESOURCES DEFINITION DEFINITION

Proposal 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)

92
CTQI IMPROVEMENT
A set of security standard indicators A set of safety standard indicators A set of human resources standard indicators

7. MASPORT CASE
93
PERFORMANCE INDICATORS AND MANGEMENT TOOLS
PCTs MANAGEMENT TOOLS:

Simulation Balanced Scorecard

7. MASPORT CASE
94
PERFORMANCE INDICATORS AND MANGEMENT TOOLS Objectives DEFINITION DEFINITION

O.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
MASPORT Seminar: Automation and Simulation Methodologies for the Evaluation and Improvement of Port Container Terminals. Valencia, November 10 94
th
11th, 2011

7. MASPORT CASE
95

P6. Bottleneck Identification within the PCTs Subsystems
Cuellos 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/Descarga
Asignacin de Lnea de Atraque Problema Estiba a bordo y Planificacin Estiba en patio Acceso de Camiones externos a gra
Subsistema Transprt.Horizontal
Determinacin 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 Almacenamiento
Minimizacin 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/Entrega
Nivel Estratgico Tipo de equipo empleado Tierra-Buque Nivel Tctico
Cuellos de Botella/Problemas en TCs

Adecuacin 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 central

Determinacin 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 Ajenos

Basado en Dr. Iris F.A. Vis, 2009, MSCVT y modificado por FV
Automat.Puertas
Subsistema Carga/Descarga
13
Asignacin de Lnea de Atraque Problema Estiba a bordo y Planificacin Estiba en patio
Subsistema Transprt.Horizontal
Determinacin 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 Almacenamiento
Minimizacin 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/Entrega
Aplicacin 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 buques

Nivel Operativo
Errores Clasificacin
Automatizacin 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
15
th
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7. MASPORT CASE
96
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
Indicators
Targets Strategic initiatives
Financial, Customers, Processes and L& D indicators


7. MASPORT CASE
97
SIMULATION:
Data
Indicators
4th abstraction level
th
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7. MASPORT CASE
98
Simulation Systems for Planning and Evaluation of PCTs Capacities
5 abstraction levels: 1st level: Terminal external flow 2nd level: Dock and gate operations
th
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7. MASPORT CASE
99

Simulation Systems for Planning and Evaluation of PCTs Capacities
5 abstraction levels: 3rd level: Yard operations 4th level: Block operations
5th level:
TOS operations
th
11th, 2011
100
THANK YOU

Kpis BSC Ctqi Masport Posterior

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In collaboration with: VI Seminar on Automation and Industrial Computing

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Valencia, November 10th 11th, 2011

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

From middle 60s

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

From middle 60s

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Does these figures mean the same for all of you?

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

KPIs DESIGN Objectives: what are we trying to achieve? achieve?

Indicators: what are you going to measure?

Measures: how are you going to measure it?

Targets: what is the desired result? result?

Results: what have you actually achieved? achieved?

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Working with KPIs encourages system thinking.

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Why Using KPIs

KEY PERFORMANCE INDICATOR:

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Why Using KPIs: Types of KPIs

Source: Based on Josephine Palermo and Martin Carroll works

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Lag and Lead KPIs, and the Planning Hierarchy

Strategy Indicator Measure Target Result Indicator Measure Target Result

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

From KPIs to the need of Benchmarking

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Methodology for KPIs design

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

Source: Based on Josephine Palermo and Martin Carroll works

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Other Tips for Good KPIs

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

The term is as old as

is relatively new but the concept itself

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

From KPIs to the need of Benchmarking

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

From KPIs to the need of Benchmarking

Source: Based on Josephine Palermo and Martin Carroll works

Benchmarking isnt only about setting targets.

ADAPT, then ADOPT

American Productivity and Quality Centre (APQC), 2006

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Landlord (Concessions = MEASURING)

Operator (Service Levels = MEASURING)

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Functions IN the ports / needs, changing environment

Economical (Activities) InfrastructureSuperstructure (PPP) Logistic Parks

Social (Institutional) Centralization Dependency Environmental (Territorial) Environmental Impact Assesment

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Port performance Indicators: Bibliography

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

Port performance Indicators: Bibliography

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT

CONTAINER TERMINAL KPIs (again), CTQI, and MASPORT