1. 2015 Enterprise Management System

2. Agenda Introduction of the PAS Enterprise Management System
2015 Productive Improvement Plan (PIP)
Time Line
Site Schedule
Phase – 1, Analyze the Process
Commodity Analysis
Motion Study
Time Observation Analysis
Phase – 2 Improve the Process
Identify improvement opportunities
Assign resources
Initiate the improvement pilot

3. Agenda Phase – 3, Review the Results
Track the results
Analyze the data
Adjust to plan
Phase – 4, Standardize the Process
Establish new standards
Document the ‘new’ process
Audit the Process
Develop a process audit system
Checklist /protocols
Schedules
Corrective Action Process
Resource Requirements
Identify and fill resource needs
Develop deployment plans
Train and qualify personnel

4. In pursuit of world class performance, PAS has implemented a process-based enterprise management system that is designed to achieve excellence in production, services and customer satisfaction.

5. Enterprise Management System (EMS)
The PAS EMS model is a process-based model based on the plan- do-check-act improvement cycle.
Customer requirements are defined and communicated under “Customer Planning”.
Resources are allocated under “Management Responsibility”.
Processes are established and implemented under “Production Realization”.
Customer satisfaction and key internal expectations are measured, analyzed and improved through “Measurement, Analysis and Improvement”.

6. Standardize the Processes
SITE Application
Plan
Analyze the Commodity Do
Improve the Process
Check
Review the
Results
Act
Standardize the Processes
BASELINE
Expectations
IMPLEMENT
Changes
PERFORMANCE
Analysis
ADJUST for
Accuracy
IMPLEMENT
Countermeasures
ESTABLISH new
Expectations

7. 2015 Productivity Improvement Plan (PIP)
EMS Implementation Project Lead, Matthew Bellonis Deployment Time line Site Schedule

8. Time Line Contract – Industrial Engineering Services – starting 2/9/15
Align P/E personnel to with IE representative at each site visit
1) The Objective statement should be the same as that on the charter. The Y, baseline and target should be stated.
2) Benefits should mention a $ figure and where the $ came from
3) Project Team should mention names and titles of core team

9. Site Schedule

10. 2015 Productivity Improvement Plan (PIP)
Phase- 1 Project Lead, Matthew Bellonis Commodity Analysis Requirements Assessment

11. Commodity Analysis Commodity Analysis - Requirements:
Commodity Analysis 1 day /per site FA/SM/PE
Input Requirements:
Volume of each commodity
Total revenue and labor margin
Variation of profitability of each commodity
Terminal impact and profitability of each commodity
Output Requirements:
List of key commodities (80/20 rule)
Commodity profitability impact
Labor margins
Unit cost

12. Workflow Analysis Motion Study - Requirements:
Workflow analysis day / per commodity PE /IE/ SM
Input Requirements:
Walk process
Process scope (start /stop)
Identify workflow elements
Output Requirements:
Complete a high-level workflow map
Identify each serial & parallel work element
Develop a standard time observation form
Capture each element within the workflow process
Note: Prove the accuracy of the time observation form before putting it into use
(walk the process)

13. Time Observation Analysis
Time Observation Analysis - Requirements
Time Observation Analysis or 3 days-based on commodity PE/IE/SM
Input Requirements:
Review: the workflow elements and associated time observation form with team
Obtain multiple copies of the time observation form (capture data on time observation form)
Walk the entire process to validate workflow sequence for accuracy
Output Requirements:
Complete approximately 35 time observations (or as many as possible) for each work element
Document a ‘current state’ workflow process map – capture the following data on the map:
Cycle time (standard allotted time) – determine, mean, median and standard deviation (SD).
Combined process lead time (combined standard allotted time)
Calculate lift yield at each lift point
Identify equipment use and lift capacity per piece of equipment
Identify crane used e.g. ships crane, mobile etc.
Crane lift capacity
Crane cycle time
Identify process waste (idle people, equipment, crane etc.,)
Complete time observation package

14. 2015 Productivity Improvement Plan (PIP)
Phase- 2 Project Lead, Matthew Bellonis Improve the Process Requirements Assessment

15. Improvement Process Improvement Review 1 day /per event OA/IE/PE/SM
Input Requirements:
Completed time observation analysis package
Process observations
Output Requirements:
Mark-up the ‘current state’ workflow map
Capture process waste
Provide improvement opportunities to eliminate waste
Document individual improvement proposals
Perform a cost benefit analysis /for each improvement option
Initiate a ‘future state’ workflow map
Initiate a RACI form (identify areas of responsibility)
Complete the presentation /improvement plan
Note: Processes may not require improvement changes if the process does not contain excessive waste however a standard performance time must be calculated and provided.

16. 2015 Productivity Improvement Plan (PIP)
Phase- 3 Project Lead, Steven Leggett /Stanley Canepa (software Support) Data Analysis & Performance review Requirements Assessment

17. Performance Review
1) The Objective statement should be the same as that on the charter. The Y, baseline and target should be stated.
2) Benefits should mention a $ figure and where the $ came from
3) Project Team should mention names and titles of core team

18. Performance Review (manual data acquisition)
Post-Performance Analysis 2 days after vessel OA/PE/SM/IT
Input Requirements:
Obtain performance data at the commodity level (where single commodities apply such as auto or containers defer to localized plans e.g., birth to POR etc.
Moves per hour
Estimated process cycle time – resulting from moves per hour
Travel speed,
Unexpected or planned wait times
Gang structure
Rework (actual incidents /time to resolve)
Observations /occurrences impacting vessel performance
Output Requirements:
Compare actual moves per hour vs plan (track on dashboard)
Correlate (+/-) move status to performance standards and identify root causes
Initiate formal corrective action against underperforming performance
Implement ‘best practices’ where applicable for high-performance
If commodities trends indicate that performance is below normal standards, initiate countermeasures to get- back-to standard performance.

19. Commodity Review Process
Management Review Process .5 day OA/PE/SM/VP
Input Requirements:
Standard review package (produced and maintained by respective Operations Analyst)
Actual moves per hour vs plan (track on dashboard)
Actual yield vs plan (track on dashboard)
Estimated process cycle time – resulting from moves per hour (track on dashboard)
Open corrective action issues against underperforming commodities
Implementation status of ‘best practice’ opportunities.
Countermeasure plans for ‘low performing commodities’ - get-back- to-standard performance.
Output Requirements:
Structured review process /notes
Dashboard update
Corrective action updates against underperforming commodities
Countermeasure plans for ‘low performing commodities’ to get-back- to-standard performance.
Approved improvement solutions and/or alternative options
Revised action items (RACI)
Reviewed minutes and path forward plan(s)

20. 2015 Productivity Improvement Plan (PIP)
Phase- 4 Project Lead, Matthew Bellonis Process Standardization Requirements Assessment

21. Workflow Process Outline
Standard Work days OE/PE/SM/VP
Input Requirements:
Time observation analysis - (baseline standard allotted time and yield)
Specific process observations, current state workflow analysis (visual map)
Proposed improvements options & solutions
Marked-up presentation /add notes
Approved improvement solutions and/or alternative options
Output Requirements:
Initial draft - commodity discharge /load visual operating procedure /work instruction
Initial draft – 1 page visual standard work document containing:
method /process steps
gang size / application
equipment/ spreader bar/materials
motorized equipment /OEE rate
crane lift capacity
lift yield per hour, moves per hour, cycle time
special instructions

22. 2015 Productivity Improvement Plan (PIP)
Project Lead, Matthew Bellonis Workflow Audit Process Requirements Assessment

23. Workflow Audit Process

24. Workflow Audit Process
Workflow Audit Process days OE/PE/SM/VP
Input Requirements: (when to initiate audit cycle)
Time based – 3 months after baseline installation
After (+/-) changes in allotted standard cycle time
After shift in targeted mean /time or yield
Due to process changes e.g., stowage, packaging, handling etc.
Due to installation of new and/or ‘best practices’
At the request of site management
After a formal corrective action has been implemented
Output Requirements:
Audit schedule
Audit format
Audit routing /review structure
Closed loop - corrective action process
Validation of corrective action
Follow-up verification plan

25. Resource Requirements Deployment Plan
2015 Productivity Improvement Plan (PIP)
Resource Requirements Deployment Plan

26. Resource Requirements
Operations Excellence Resources
Matthew Bellonis
Jay Watson – Corp. / Shared Services (immediate availability)
Mike DeMeo – DLP candidate (start date )
Steven Leggett (start date )
Open position (interview process) SM
Supt PE IE FA OA
VPBU
Site Manager
Superintendent
Operations Excellence
Industrial
Engineer
Financial Analysis
Operation
Analysis
Same

27. Operation Analyst Support
Container
NOLA
Mike Demeo
Break Bulk
Auto Ro/Ro
Bayonne
Steven Leggett
Open

28. Matthew Bellonis - Deployment Plan
Coordinate IE / PA resources to accomplish commodity analysis for all scheduled sites by March
Work with Stanley Canepa’s software development team to create standardized dashboard metrics using Tableau to support commodity performance reviews at all sites.
Work with site financial analysts to establish targeted KPI’s labor margins for each commodity under review.
Review overall progress /open action items and report status to necessary stakeholders.
Complete projects in support of the overall ‘EMS’ effort.
Participate in and support management reviews with all sites.

29. Steven Leggett - Deployment Plan
Work on assigned team or with IE resources to accomplish commodity analysis.
Work with Stanley Canepa (software support) to develop standardized dashboard metrics using Tableau to support break bulk commodity performance reviews.
Work with site financial analysts to obtain LM and cost benefits for each commodity and planned improvement opportunity.
Initiate, plan and execute scheduled management reviews with applicable stakeholders.
Initiate regularly scheduled management reviews to track and report commodity status, open action items etc.

30. Mike Demeo - Deployment Plan
Work on assigned team or with IE resources to accomplish commodity analysis.
Work with Stanley Canepa (software support) to develop standardized dashboard metrics using Tableau to support applicable commodity performance reviews.
Work with site financial analysts to obtain LM and cost benefits for each commodity and planned improvement opportunity.
Initiate, plan and execute scheduled management reviews with applicable stakeholders.
Initiate regularly scheduled management reviews to track and report commodity status, open action items etc.

31. Jay Watson – Chandler Jay Watson,
Provide direction to PAS resources and/or work independently to accomplish the Phase-1 Commodity Workflow Analysis and Improvement Opportunity effort.
Provide executive assistance and guidance in the development and deployment of the overall PAS EMS program.

32. PAS – Operational Roll-out
Matt Bellonis
Mike DeMeo
Jacksonville
Brunswick
Pt Hueneme
Baltimore
Jay Watson
Steve Leggett
Napoleon
City Docks
Vancouver
Bayonne
PAS teams will work independently or with IE resources to meet the March 31 deadline. (Current time to complete baseline data analysis is ~5 days).

33. Best Practices / - Communication
Establish a ‘best practices’ portal to support shared ideas /accomplishments etc., and assure that productivity improvements are discussed at all forums etc.