All for best in class APMT has the PEX factor

On learning about the over a hundred projects, headlined Process Excellence (‘PEX’ for short), at APM Terminals Rotterdam (APMTR), one is inclined to compare those with the quality circles within the Japanese car manufacturing industry, and rightfully so. APMTR business process manager Leo Bevelander explains that it is all about safety, awareness, involvement and improvement of the diversity of activities and processes at the terminal. Showpiece of APMTR is the berth productivity improvement, resulting in increased crane productivity as well as reducing the time needed for the vessel arrival and departure processes.

The PEX projects teams can be compared with the two categories of judo rank: ‘kyu’ and ‘dan’. In the case of the PEX project teams, its participants are distinguished by different degrees: a ‘yellow belt’ degree for an employee having received a one day training, a ‘green belt’ for who attended two weeks of training, followed by a ‘black belt’ certificated person, and a ‘master black belt’. Bevelander is certificated as master black belt. He is proud to highlight successes of the various solutions to gain more efficiency, safety and time saving in the process. One example of that is the project PEX-36, according to which the lay-out of the lashing platform and the speed of the crane cycle has been improved in terms of increased safety, ergonomics and processes. A team of crane drivers, a mechanic, a lashing foreman and a safety engineer had a close look at safety and efficiency of the activities on the lashing platform.

Kaizen

They followed the ‘Kaizen’ principles, which is Japanese for continuous improvement, using simple ‘process charting’ tools and the guideline ‘5 Times Why’: why did things go wrong, why not chose for fixing the root-cause, rather than malfunction control, why measurability is called for, and more ‘as to whys’. On visiting its website, it becomes clear that the company’s focus is on being best in class in sustainability, safety and efficiency. ”We employ the most modern and technologically advanced terminal handling equipment to minimise power usage and the emission of pollutants and greenhouse gases”, it says, adding that the company invests in innovative solutions, and partnerships with other far-thinking industry pioneers. On top of that, it is dedicated to setting the industry standards for efficiency, safety and sustainability. ”It is our goal to earn the customer every day, at every port facility and every location of the APM Terminals global port, terminal and inland services network.”

Nice work if you get it, but it needs the support and commitment of all who have to meet the goal. Master black belt Bevelander is glad to report little opposition against the PEX projects scheme. ”Our crane drivers, planners and others on the shop floor are as pleased as Punch to be involved in the teams. They propose improvement in processes, and are glad that their remarks are heard. Initially some of the middle management were doubtful about the outcome of the PEX projects, but not any more since they see many minor improvements together adding up to significant results.”

Commitment

Bevelander and his co-workers generated involvement and commitment in developing the proper organisation of the teams and the way they could improve work at hand. Department managers are appointed as sponsors of the various project teams, in order to keep them up-to-date with the latest development of the project. Bevelander adds: ”It is a matter of identifying a problem, discovering patterns in processes and searching for solutions. When the team has picked up the base line, it is analysed and then reviewed together with the project sponsor. All this is done in an effort to find the right solution, together with all those involved in the processes. There is quite a lot of communication involved in the ongoing development of improvements to work methods. One can say that the change in management of processes is more intensive than the change itself.”

Practice in developing ofPEX projects has shown that people can best be convinced by showing that a particular approach can work. ”It is not about working harder, but working smarter and doing it together”, Bevelander says. In his idea, it prompts people to present new ideas about the work to be done. He mentions one of the many examples of improvements according the PEX scheme. The PEX-36 team identified probable safety and efficiency problems on the lashing platform, such as the risk of stumbling over obstacles on the platform. After developing ideas about the proper solutions to these problems, the team achieved tangible results. A few of them are that all obstacles on the lashing platform have been removed to avoid tripping hazards, walking distance to bins have been reduced, and more measures were taken to improve safety, ergonomics and efficiency.

Improvement

It is obvious that both workers and staff of APMTR benefit from improvements through the PEX projects, in terms ofworking conditions, time saving and profits. It is APMTR’s goal to have its clients benefit from all efforts done first and foremost. ”The company respects not only shipping lines, but also barge operators and truckers are its clients”, concludes Bevelander. ”That is why we participate in projects with the Port of Rotterdam Authority, such as Nextlogic, to reduce inefficiencies in the harbour for inland container shipping by barges. Road transporters benefit from the results of another project, PEX-24. The team worked on a process to prevent lorry drivers to dwell longer than 50 minutes at the terminal.”

APMTR crane driver Michael Bot confirms that the PEX method certainly has accelerated implementation of ideas proposed from workers. ”There is a working group in which a number of people sit at a table for consultation about particular working methods. The group talked about a container positioning system in 2002, but it took a long time before that was adopted. In fact, it is now really being implemented via PEX.”

Bot has had a sisliar experience with the outcome of the PEX project focusing on improvement of the goings on at the lashing platform, flat racks and bins. ”Our suggestions have been adopted, the way we thought they should be. Operations go more smoothly, since bins for 20 foot containers are positioned at either side of the crane. As yet, the major part of the quay cranes have bins at one side.” Based on this experience with improvement of the lay-out of crane 13, according the PEX-36 project, all remaining cranes will undergo similar improvements.

Crane driver Bot observes that a lot is done in the name of safety and safety awareness. ”It is good that managers stress the importance of safety and safety awareness. Everybody knows that it is sensible to wear a hard hat, when walking on an open area at the terminal.” It means that casual attitude to safety issues are not allowed. Everyone at APMT are convinced that PEX is all about finding the right balance between safety, efficiency, time management and proper working conditions.

Janny Kok