Team: The Divers

Title: Loading Re-handles Problem

Solving

Report Out presentation 5 - 8 min.

Tool: PROBLEM SOLVING
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• Ahmed Salaheldin
• Haitham Zoromba
• Mohamed Saied
• Mohamed Soultan
• Mohamed Samy
• Moh.AbdelRahman
(TL)
Kaizen Topic: Loading Re-handles problem solving.

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Problem Statement:
Last four months Re-handles Ratio from loading units have been increased to 3.2%
from our goal 1.2% , with Gap 2.0% and increasing Trend.

T Trend: Increasing
A Actual/Current: 3.2%
G Gap: 2.0%
S Standard/Goal: 1.2%

What would happen if we did Nothing?

We will keep losing around 75 K dollars per year on unpaid Re- handles,
We will face negative impact on our PMPH, that would affect our customers Satisfaction.

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G
E
M
B
A

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Problem Solving Tree

Truck waiting RTG for Loading

Crane waiting for loading truck N4 Low Performance while

decking CTRs
Many mixed bays in yard RTG take over avg. time to load
instructed CTR
Scattered Loading Ranges PMPH Negative impact

Re-Handles on Load Containers

Operator Decision Re-Nomination
Communication Wrong Planned CTRs
Re-plan CTRs in wrong position System allow wrong stack
Wrong stacked CTRs Equipment Defect
VMT hanging
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Headline:
Loading Rehandles Problem Solving
Problem Solving Form
Daily Mgmt KPI or Rationale: Problem Solving Revision Date:
PD TTI Impacted:
Report Owner:
Problem Last four months Rehandles Ratio Goal: 1.2% Actual: 3.2% Gap: 2.0% Trend: Increasing * Moh. AbdelRahman * Ahmed Salaheldin
from loading units have been
Statement: * Mohamed Soultan * Mohamed Saied
increased to 3.2% from our goal
1.2% , with Gap 2.0% * Haitham Zoromba * Mohamed Samy
65% 70%
Run Chart Title Level 1 Pareto 60% Level 2 Pareto
60%
50%
40% 35%
30%
20%
15% 20%
10% 5%
JAN FEB MAR APR MAY JUN JUL Execution Planning Line 0% Operator decision Communication Equipment / VMT
Goal/Std 1.2% 1.2% 1.2% 1.2% 1.2% 1.2% 1.2% Miss 65% 20% 15% Miss 60% 35% 5%
Actual 1.2% 3.3% 1.2% 3.0% 3.1% 3.0% 3.2%
2nd Level Pareto 5 - W hys (W ho, W hat, W here, W hen, W hy, How) Root Cause(s) Countermeasures CM Impact Ensure Sustainment Sustainment Status
Issues W hy W hy W hy W hy W hy (from 5-W hys) Temporary & Permanent W ho/W hen (Gap) (method?) W ho/W hen % complete
Why... Why… Why… Why … Why … training scope / material not Temporary:
Operator decision lack of experience insufficient training scope / covering ECN4 screens TBT & refreshment to RTG Cover handling process
W hy training material not operators with yard yard supervisor during operator license OPS training
covering ECN4 stacking rules renewal
screens
lack of experience insufficient training training scope / Permanent: OPS training Automated report every - IT
material not covering - Create SOP for handling three hours with
ECN4 screens discharge in yard. 39% Rehandles done
Operator
decision - Updating traing handbook to OPS training
cover restacking rules
Investigating / correcting - Yard
SME's SME's RTG training - Study applicability of IT restacks supervisor
updating N4 to prevent
Gemba Evidence subject matter materials
operator restacking in yard
experts
/ Facts:
Why … Why … Why … Why … Why … - System allows restacking. Temporary:
Communication Operator trying to - System allows TBT & refreshment to RTG
call yard restacking. - No clear instruction operators with yard
supervisor and preventing restacking stacking rules Cover handling process
W hy tower controller - No clear process yard supervisor during operator license OPS training
for a restack instruction renewal
without an answer preventing
restacking
process
Operator trying to - System allows Permanent: OPS training Automated report every - IT
call yard supervisor restacking. - Create SOP for handling three hours with
and tower controller discharge in yard. 23% Rehandles done
Communication for a restack without - No clear instruction no written SOP
an answer preventing covering restacking - Updating traing handbook to OPS training
restacking process rules cover restacking rules
Investigating / correcting - Yard
SME's SME's OPS SOP's - Study applicability of IT restacks supervisor
subject matter updating N4 to prevent
experts operator restacking in yard

Gemba Evidence
/ Facts:

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5 - Whys (Who, What, Where, When, Why, How) Root Cause(s)

2nd Level
(from 5-Whys)
Pareto Issues Why Why Why Why
Why... Why… Why… Why … training scope /
Operator lack of insufficient training scope / material not covering
Why decision experience training material not ECN4 screens
covering ECN4
screens
lack of insufficient training scope /    
Knowledge training material not
covering ECN4
Operator screens
decision

Gemba SME's SME's RTG training RTG training  

Evidence / subject matter materials materials
experts
Facts:

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5 - Whys (Who, What, Where, When, Why, How) Root Cause(s)

2nd Level Pareto
(from 5-Whys)
Issues Why Why Why
Why … Why … Why … - System allows restacking.
Communication Operator trying to - System allows
call yard restacking. - Lack of process
supervisor and
Why tower controller for - No clear
a restack without instruction
an answer preventing
restacking process

Operator trying to - System allows  

call yard supervisor restacking.
and tower controller
Communication for a restack without - No clear instruction no written SOP
an answer preventing covering restacking
restacking process rules

 
SME's SME's OPS SOP's
subject matter
Gemba Evidence experts
/ Facts:

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Impa
Countermeasures CM
ct
(Gap
Temporary & Permanent Who/When
) 4
Temporary:
1- TBT & refreshment to RTG operators
Yard SV
with yard stacking rules
2 3

impact
Permanent: OPS training
2- Create SOP for handling discharge in
yard. 62% 1
3- Updating training handbook to cover OPS training
restacking rules

-4 Study applicability of updating N4 to IT

prevent operator restacking in yard

Ease
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Monthly Basis Saving

01 6 k USD

Yearly Basis Saving

02 Estimated 75 k USD

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Lessons learned
- Value of Team working in problem solving.
- The Vital way to identfy root causes is to go Gemba.

Next steps
Ensure Sustainment Sustainment Status
(method?) Who/When % complete
1.Cover handling process during operator license renewal - OPS training in progress
2.Automated report every three hours with Rehandles done - IT Done

3.Investigating / correcting restacks - Yard supervisor in progress

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Heads, Heart, and Hopes

A well defined problem is almost solved.

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 One Way of Working

Team: Achievers

Title: Radio Malfunction

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Tool: PROBLEM SOLVING
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Team Members

1- Mohamed Hafez (Team Leader)

2- Mahmoud Aboutaleb
3- Ibrahim Magdy
4- Ahmed Saudi
5- Sara Fawzy

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Problem Statement:
During Jul and Aug the average of radio malfunction increased to 30 device monthly
compared to average 17 device monthly during Jan ~ Jun, with a gap of 13 device per month,
where the overall goal is zero per month, which generate an overall gap of 21 device monthly
on average
Similar repeated malfunctions can generate a challenge when it come to availability of mean
of communication due to increase trend in the malfunctions of the main device used.

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Rationale
What if scenario ???
• Terminal activities are based on communication over the Radio, and shortage of the
communication is impacting negatively in day to day activities between different
departments or within same department.
• The shortage of the Radio may lead to undelivered message in a real emergency situation.
(Ex. During power cut, accidents…)
• At the current stage there is no major impact on operation, however with the current
increase ratio, it may lead to impact on operation flow and PMPH accordingly.
• Saving repair average of EGP 720 (USD 43) per device (EGP 179K annualized – USD10.7K)
based on 8 months actual figures.
T Increasing
A Average 21 per month
G 21
S Zero malfunction

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Signal disconnected Increase in Complaints about

radio damages

Channels interference
Communication not up to level

Shortage in Radio availability Delay response during

emergency cases

Radio Malfunction

Poor material Wrong handling of the device

Limited usage of external mic Device cover not used

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 Poor ma

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1. Poor material
2. Wrong handling of the 1 2 3 4
device 1 3 4
3. Limited usage of external
mic 1 3
4. Device cover not used
3

Limited usage of
external mic

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Actual 16.0 12.0 20.0 20.0 19.0 19.0 35.0 25.0
5 - Whys (Who, What, Where, When, Why, How)
2nd Level Pareto
Issues Why Why Why Why Why
Why... Why… Why… Why... Why …
Radio damaged? Button to talk limited use of the don't They like the Radio Socket
Why damaged? external mic external mic damaged

Button to talk -Frequent use of this -They don’t like the it represent more 1- several pluging
damage button from several external mic. load and unpluging
repeated Radio
repeated CRA
parties (the only
button) and limited
- Radio Socket
damaged.
2- as a result of
Weather conditions
power faults
Malfunctions use of external mic

Gemba Evidence Radios defect report SMEs User advice User advice As picture
/ Facts:

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GEMBA

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Speaker
fixation
Connector
repair
Update
SOP

Share
challenge with
manufacturer

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Lessons learned:

1- skilled business analyst help us to find uncovered solutions.

2- staying positive and learning are the key to move forward in challenging
situations.
3- the success can identify best practice to apply the future projects and processes

Next steps.
Ensure Sustainment Sustainment Status
(method?) Who/When % complete
1- Process confirmation/ inspection
check list Service owner after 12
 
2- TBT days

(POKA YOKE)
fixing the external mic with tie rap . area owner  

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Heads, Heart, and Hopes

As long as there is communication,

everything can be solved.

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 One Way of Working

Team: The Guardians

Title: Lost Containers

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Tool: PROBLEM SOLVING
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Team members
• Magda Elswesy
• Ola Soltan
• Mohamed AbdelLatif
• Mohamed ElEssawy
• Ayman Taha
• Mohamed Mostafa
• Somow ElIslam(Team leader)

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TAGS
T Increase lost containers by 150% over last 8 months.
A 5 lost containers.
G 5 lost containers.
S Zero lost containers.

Yard stowage Lost Containers

80 6

70
5
60
4
50

40 3 GAP
30
2
20
1
10

0 0
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 1 2 3 4 5 6 7 8

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What will happen if we did nothing?

Losing customers

Poor quality of Increase in number of

service. lost containers.

Rationale

Wasted Time More Claims

Wasted Efforts

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Gemba Pictures

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Gemba Pictures

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Gemba Pictures

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Increase no. of lost containers. Customers complain.

Increase no. of re-handles.

Wasted time for ops. Supervisor to
look for lost containers.

Lost containers
Duplicated containers
Wrong typing in confirming containers.

Truck touch screen stoppage. Containers duplication due to re-plan.

Floating containers. Carry complete containers

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Lost containers funnel

Lost of containers

Lost containers in yard and

vessel

Customers complain, Increase

no. of lost containers
Truck touch screen stoppage, Containers
duplication due to re-plan

Duplicated containers,
carry complete and
floating containers

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DIVE

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DIVE
2nd Level Pareto 5 - Whys (Who, What, Where, When, Why, How)
Issues Why Why Why Why Why
Why... Why… Why… Why … Why …
Why

Lost containers? Carry complete containers Wrong No system barrier to System design
synchronization prevent
between truck
and RTG

Sent sheet to YSV / shift SME's advice

Gemba Evidence /
Facts:
Why … Why … Why … Why … Why …
Why

Lost containers? Duplicate containers Wrong typing of System accepts System is designed that
container duplicates RTG operator is always
position right
Sent sheet to YSV / shift SME's advice
Gemba Evidence /
Facts:
Why … Why … Why … Why … Why …
Why

Lost containers? Due to floating containers Wrong typing of System accepts System is designed that
container duplicates RTG operator is always
position right
SME's advice
Gemba Evidence /
Facts: Sent sheet to YSV / shift

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DIVE
Countermeasure(s)

-Speaking to SMEs:

• Yard Supervisor.
• Tower control.
• Yard planner.
• TOS team leader.
• Operation execution manager.

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DIVE
Countermeasure(s)

-POC of notification message to be

send to RTG screen to take correct
action on spot (re-stack).

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N4 not to
accept
duplicated System
containers. Notify RTG
operator

Awareness
sessions for
operators

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DIVE

No Sustainment needed

It’s a Poka yoke

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Daily Basis Saving

01 8 Hrs

Weekly Basis Saving

02 56 Hrs

Monthly Basis Saving

03 240 Hrs

Yearly Basis Saving

04 2,920 Hrs

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Lessons learned
- Differnet prospectives assist to find solutions.
- De proactive facing problems.
- Don’t limit your mind.
- Don’t ask who, ask why !

Next steps
- Roll out for all RTGs.
- Awarness session for RTG opeartors.
- Update training material.

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Heads, Heart, and Hopes

Probelms are not stop signs, they are guidlines.

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