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SERVICE BLUEPRINTING:
Service blueprinting is a tool that enables the user to have a framework for viewing service
improvement. It can be used for developing new innovative service as well as for improving
existing services. It can also be used for new employee training or for showing clients a service
cycle overview.
The Service Blueprinting output consists of a graphically-presented overview of the service
process and its activities. It allows for visualization of the service development process in its
early stages. In each process step, a contact point between client and firm (and physical element,
if a tangible service) becomes visible. It is possible to identify the Failure Points and discover
areas for innovation as well. This technique eases the identification of cost saving potentials and
offers an excellent base for further Service-process management. The objective is to establish the
activities of the service production in a graphical representation. Service Blueprinting supports
client satisfaction. It considers not only the client requirements during the process design, but
also the firms internal requirements.

Information Required:

Client requirements for each client-targeted segment.

Documentation of processes and sub-processes of existing services.
Related resources for each process step (personnel, machines, accessories etc.).
Time frame of the processes, duration of the step.

Planes:
Service Blueprinting differentiates between five degrees of client interaction and
integration:
1. Client Interaction This line separates the process steps of the service activities
that the client carries out independently.
2. Visibility Line This line separates the service activities that the client can see
from the service activities which are hidden from view. Above the line, the process
components that can be seen, heard, felt, smelt or perceived are ordered.
3. Internal Interaction Line This line separates the service activities that imply
immediate relation to the clients order from support activities but do not belong to
the clients order.
4. Control Line This line separates the preparation activities from the general
management activities.

In Service Blueprinting, by illustrating and analyzing the current status of the service process, it
is possible to see areas of improvement within the service sequence. Creating visual
representations aid process improvement by showing the flow and highlighting potential points
for incremental adjustment.

Decomposit
ion of the
service in
component
processes

Depiction of
the service
processes

Definition of
resources
and time
standards

Analysis
and service
improveme
nts

1. Service documentation and decomposition into component processes First, the service processes must be documented; many methods such as
observation/follow-up or service transactions monitoring are adequate. From the clients
point of view, the process course can be carried out sing Critical Incident Method.
Service Blueprinting presents the process steps in a chronological order; therefore the
process depiction must be synchronized with service process documentation. The next
recommended step is to have the time and resource documentation.
2. Depiction of the service processes If the process documentation in Step 1 is still
not in Service Blueprint form, flow diagram with ordered process steps and interaction
planes, it must be converted to the Service Blueprint format in the second step.
3. Definition of resources and time standards Here the real process roles must
be transferred to the Service Blueprint. In the simplest case, each process step can be
ordered into a previously defined executable role. Using the RACI-Model (Responsible,
Accountable, Consulted and Informed) is useful for bigger service organizations. In
addition to having responsibility for the process step or component process, the advisor
and information provider role should be established. Finally, the Service Blueprint is

completed by sequencing the process step resources and measuring the time for process
completion.
4. Analysis and service improvements analysis and rearrangement of service
process is not an original piece of the Service Blueprinting. The completed Service
Blueprint should be examined. Any modifications to service process from the analysis
phase are documented in the Service Blueprint.

Service Blueprinting of an existing service:

The objective is to increase customer satisfaction, to diminish the process step times, to
reduce costs, or to increase the service quality. Service Blueprint can also be used as a
starting point for process cost analysis.
In order to determine the minimum and maximum service achievement times, the
individual process steps must have their times established beforehand. The time at which
an event takes place must be differentiated from the events duration. Potential waiting
times, which can often take up a large portion process time, are usually not included in
the plan; therefore they are difficult to plan as a constant in the process.
Waiting times typically appear where processes are blocking or competing with one
another.

FMEA Failure Mode & Effects Analysis:

Service Blueprints are the starting points for identifying possible failure points in the
service provision. The critical points in the service provision are typically client contact.
These contact points are easy to identify with Service Blueprinting because of the
Interaction Line & Control Line.

Steps:

Identify - What could go wrong?

Analyze What is the probability of failure and the potential consequences?
Take action What can be done to avoid the failures or to diminish the heavy
consequences?

ADANI PORTS AND SPECIAL ECONOMIC ZONE (APSEZ):

Adani Ports and Special Economic Zone Limited (APSEZ) is Indias largest private multi-port
operator. APSEZ is a part of the Adani Group, an integrated infrastructure corporation. The
company (earlier known as Mundra Port & Special Economic Zone Ltd) changed its name to
"Adani Ports and Special Economic Zone Limited" on January 6, 2012. While earlier the
company had one operational port at Mundra, it today operates across eight ports in India:

Mundra Ports

Adani Hazira Port Pvt. Ltd.

Adani Petronet (Dahej) Port Pvt. Ltd.

Adani Murmugao Port Pvt. Ltd.(Goa)

Adani Vizag Coal Terminal Pvt. Ltd. In Vishakhapatnam (AP)

Adani Kandla Bulk Terminal Pvt. Ltd.

Adani Dhamra Port

Adani Ennore Port

International Ports:

Adani Abbot Point Terminal 1 in Australia.

Adani Abbot Point Terminal 0 Project

Dudgeon Point Coal Terminal Project

Bunyu in Indonesia

Mundra Port is the largest private port of India located on the north shores of the Gulf of
Kutch near Mundra, Kutch district, Gujarat, en route major maritime routes and connected
through rail, road, air & pipelines. This makes it a preferred gateway for cargo bound westwards.
The port has been designed to handle all types of cargo viz. containers, dry bulk, break bulk,
liquid cargo and automobiles. Mundra Port offers inland connectivity via rail track, road
network, airport and cross country pipelines. The area is connected with National road, rail and

pipeline network. Being spread over an area of 84 km2 it includes port, container terminals. Rail,
Airport, Container freight station, storage tanks.

The multi-purpose terminals contain nine berths of a total 1.8 thousand meters long with
alongside depths ranging from 9 to 16.5 meters. Berth 1 is 275 meters long with alongside depth
of 15.5 meters and can accommodate vessels to 75 thousand DWT. Berth 2 is 180 meters long
with alongside depth of 13 meters and can accommodate vessels to 30 thousand DWT.
Accommodating vessels to 60 thousand DWT, Berths 3 and 4 are each 225 meters long; Berth 3
has alongside depth of 14 meters, and Berth 4 has alongside depth of 12 meters. Berths 5 and 6
are each 250 meters long with alongside depth of 14 meters, and both can accommodate vessels
to 150 thousand DWT. Berths 7 and 8 are each 175 meters long with alongside depth of 12
meters and can accommodate vessels to 40 thousand DWT. The Barge Berth is 80 meters long
with alongside depth of 6 meters and capacity for vessels of 2500 DWT. The company currently
has an annual cargo handling capacity 338 MMT as of February 2015.
The marine infrastructure at Mundra Port consists of ten (10) berths for handling dry
bulk & break bulk cargo, three (3) berths for handling liquid cargo, six (6) container berths
including a Ro-Ro berth, three (3) mechanized import cargo berths and 2 single point moorings
for crude oil imports. The mechanized import cargo berths can handle vessels with maximum
draft of 19 meters and other berths can handle vessels with maximum draft of 17 meters. The
SPM facility offers a draft of 32 meters.
The Port has its own fleet of tugs and pilots. Mundra Port also owns a fleet of dredgers to carry
out the capital and maintenance dredging activities and thereby ensuring that Mundra Port has
the deepest draft amongst all ports in India.
Mundra Port owns cargo handling equipment like mobile harbor cranes (16 nos.); grab ship
unloaders (7 nos.), pay loaders, excavators and conveyor systems for handling of bulk and breakbulk cargo. Mundra Port also makes use of hired dumpers for transfer of cargo between berths
and storage area.
Mundra Port has set up 9 dock lines for transfer of liquid cargo from the jetty to the liquid tank
farm. The container terminals at Mundra Port have a combined infrastructure consisting of
2.1 km of quay length, 18 rail mounted quay cranes, 48 rubber tyre gantry cranes and 17,400
ground slots.
At Mundra Port, the West Basin, the worlds largest coal import terminal, is an ultra-modern
fully mechanized infrastructure with unparalleled capabilities in coal handling. They handle all
types and grades of coal including steam coal, coking coal imported into the country or moved

from domestic sources.

The deep draft berths at West Basin are capable of handling the largest capsize bulk carriers. The
integrated conveyor system along with mechanized system allows the port to handle huge
volumes of coal cargo required by the customers.

SERVICE BLUEPRINTING FOR ADANI PORTS (WEST BASIN):

DRY BULK CARGO: COAL

There are broadly six combinations for operations at West Basin, Mundra Port:
Unloading of two coal ships with cargo meant for trading and APL + stacking of cargo
for trading + direct dispatch to APL + wagon loading (one track) + truck loading.
Unloading of two coal ships with cargo meant for trading and APL + stacking of both the
cargo + dispatch to APL from storage + wagon loading (one track) + intermittent truck
loading.

Unloading of two coal ships with cargo meant for trading or APL and UMPP + delivery
of UMPP cargo at the interface + stacking of cargo for trading or APL + dispatch to APL
from storage + wagon loading (one track) + truck loading.
Unloading of two ships with cargo meant for trading or APL and Welspun (iron ore) +
delivery of iron ore at the interface + stacking of cargo for trading or APL + dispatch to
APL from storage + wagon loading (one track) + truck loading.
Unloading of two ships with cargo meant for Welspun and UMPP + delivery of Welspun
and UMPP at the respective interfaces + dispatch to APL from storage + wagon loading
(one track) + truck loading.
Unloading of one ship with two grades of coal meant for trading or APL + stacking of
two grades of coal for trading or APL + dispatch to APL from storage + wagon loading
(one track) + intermittent truck loading.
FRONT STAGE :
The activities start with clients getting into contract with APSEZ or AEL. The contracts are
signed between APSEZ & TATA, APSEZ & APL, AEL & other clients, AEL & APSEZ. A
respective customer describes the specifications and needs while getting into the contract. Once
the contract is over, the interface for customer is over, for the time. Now the customer interaction
happens only at the delivery end. The client receives an invoice, according to which the payment
is done and the deal is hence closed/over.

BACK STAGE :
AEL or APSEZ places an order according to the coal demand to the mines from where
they import coal of the specific grade according to the customers demand.
The cargo ship now arrives at Mundra Port, West Basin.
There are four Berths at Mundra Port, though fourth Berth is under commissioning.
Berth 1 is allotted to TATA/UMPP. Though, if a second UMPP ship arrives at Mundra
Port while Berth 1 is occupied by another UMPP ship, then Berth 2 will be used for
unloading purpose.
Berth 2 & 3 are allotted to APL and the other AEL clients.
Accordingly the arriving ship is anchored at their respective Berths.
Once the ship is anchored at the Berth, a thorough inspection is done of the ship, in
coordination with CCR. Documents are checked. Sampling report is prepared and sent to
the client at this moment.
Further, unloading of the ship starts, after clearance from CCR. Grabbers are aligned.
Receiver conveyors start their operation then on. Weighing is done using sensors on the
conveyors to cross check with the demand and export report.

The unloaded coal is either stacked or sent directly for dispatch according to customers
requirement.
For stacking
If its UMPP ship, APSEZs work ends at the interface. APSEZ has nothing to do
with their coal stacking or delivery to the destination point.
If its APL ship, the stacker reclaimer is operated at yard C, D and E.
If its AEL clients ship, the stacker reclaimer is operated at yard F, G, H, I, J, K
and L.
For APL, the stacked coal, as per the need is delivered through either truck or railway.
The same is done for AEL clients.
In either case, the loading is done after getting clearance from railway and roadways.
In case of direct dispatch, the unload coal, from the conveyor is directly loaded into truck
or rail for delivery to the customer.
The front and back stage activities end here.

WAIT TIME:

1. Operation stops:
The ship cant start unloading until an operator is present on board to give
clearances from Adanis side. It is when the ship arrives at the port and to pull
them to the berth, tugs are required. To do so, an operator from MPSEZ needs to
be present in the ship and only then can the required procedure move forward.
Material handling operation will continue until the wind speed reaches 72 km/hr.
Each equipment (i.e. Unloaders, Stacker/Reclaimers and Reclaimers) will be
provided with anemometer which would be pre-set to the operating wind speed
for stopping all on-going material handling operations. However, each equipment
will be able to travel to respective anchorage in manual mode (operated from
respective cabin) up to wind speed of 93 km/hr. the pre-set limits are adjustable to
values within the range 0 to 93 km/hr. (i.e. can only be reduced), if required.
In case of Breakdown & Maintenance, there will either be a revision of unloading
plan by ships Captain or the unloader under breakdown will be parked at the
parking bay (if it is one of the end unloaders) and the remaining two unloaders
will cover the full hatch-length. In case of breakdown, of middle unloader a ship
will be unloaded partly with both the end-unloaders operating simultaneously and
party with one of the end-unloaders operating at a time. The middle unloader will
be moved on the berth according to the unloading plan. Alternatively, the ship will
be shifted to the adjacent berth if the berth is free.

2. Clearance from Central Control Room:

No material handling system could be operated for receipt and dispatch of cargo
by-passing the Central Control System installed at CCR. The overall control
system and the human interface will be installed in CCR. The CCS will be
interfaced with all field control sub-systems including the operators cabins of
travelling equipment in the facility, Fire station, Gate complex, Truck parking
area, Wagon loading station. The ship movement including berthing/deberthing
will be an independent function but will be carried out in consultation with the
CCR. Status signals (to be finalized in consultation with the respective users) of
the facilities of UMPP and Welspun will be available at CCS.
3. Only one stacking equipment operates at a time:
Stacking will start with one of the two equipment assigned and will continue
within the assigned length at the yard. The second machine during this period will
be left waiting.
4. Waiting time for Wagons and Trucks to arrive at their respective stations, for
loading.

FAIL POINTS:
No planning for handling two different types of cargo from a ship, simultaneously:
When two ships will be unloaded simultaneously, in case of simultaneous arrival
of Iron Ore ships, one of the ships will have to wait until completion of unloading
of the Iron Ore ship at the berth.
Facility has not been planned for simultaneous handling of two UMPP ships or
two Welspun ships or two types of cargo from a ship of UMPP/Welspun.
Deberthing of a ship from Berth 2, if a UMPP cargo ship arrives:
If there is a UMPP ship anchored already at Berth 1, then in such a situation,
irrespective of whose ship or which ship has arrived when at Berth 2, it will have
to be vacated so as to unload the new arriving UMPP ship. There is a priority or
preference given to UMPP ship over APL/AEL cargos.

RECOMMENDATIONS:

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As Berth 4 has not yet been commissioned, if done so, they will be able to overcome the
fail points mentioned above. Once the Berth 4 is in operation then the shifting of ships
can be done at ease. Also, this will give MPSEZ/APSEZ to suffice more customers
demand efficiently.

EXHIBIT 1:
Below is the proposed layout of West Basin, Mundra Port.

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EXHIBIT 2:
Taking an example for annual demand of 350,00,000 MMT for TATA/UMPP, we are calculating
the total number of berth required to suffice this demand:

We can see that the no. of berth required is 1.63; approx. 2. To calculate this we have
taken assumption of Working hours as 22hrs; Effective capacity of cranes as 65%; Efficiency

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factor as 1; Berthing/Deberthing to be done in 6hrs; and again the Efficiency for berth operation
as 65%.