6491 ports have public works too · apwa international public works congress and exposition - ports...

APWA International Public Works Congress and Exposition - Ports Are Public Works Too

09/21/11

LA Consulting, Inc. and Port of Los Angeles 1

APWA International APWA International Public Works Congress Public Works Congress

and Expositionand Exposition

APWA International APWA International Public Works Congress Public Works Congress

and Expositionand Exposition

Jim Morgan, C & M Director, Port of Los AngelesAmie Drotning, Senior Associate, LA Consulting

• Introduction• How Ports and Public Works Are

Similar• Typical Port Duties• How Port’s and Public Works Are

Different• Using Maintenance Management

to Improve • Case Study – Port of Los Angeles

Why Do We Care About Port Maintenance?

� Opportunity to learn from other agencies that perform similar yet different work

� Prospect to coordinate/partner with Port Agencies

� Share in regional transportation and economic infrastructure

� Ports perform many of the same functions as City or County Public Works

� The Port of Los Angeles is the busiest port in the United States;

� Tenants with long term multi-year leases;

� First port in the United States to create an environmental management division in 1973;

� ISO 14001 certification in 2007;� ~4,300 acres of land and 3,300 water acres;

� Construction and Maintenance Division has 297employees; and 10 regular Hiring Hall positions

� 17 divisions: Custodial, Land/Water Cleanup, Gardening, Tree Trimming, Vessel Operations, Street Maint, Marine Carpentry, Equipment Repair, Pile Driving, Machine Shop, Building Maint, HVAC, Painting, Carpentry, Roofing, Plumbing, Elec/Mechanical,

Let’s see…Let’s see…


09/21/11


Typical Port Duties revolve not only around the shipping industry, but cross over into:

� Building Maintenance� Utilities� Stormwater� Traffic Safety� Landscaping� Warehouses� Fleet� Roads and Bridges

• Acreage: 7,500 acres • Berths: 270 • Container Cranes: 69• Marinas: 17 (3,800 boat slips) • Terminals (27): Automobile (1)

Breakbulk (3)Container (8)Dry Bulk (2)Liquid Bulk (7)Passenger/Ferry (2)

• Waterfront: 43 miles (water depth of -53 feet)

� Wharves� Street Lighting� Landscaping� Storm water � Watercraft� Fleet� 300 Building Structures� Utilities � Parks/Facilities� Warehouses� Cranes

��Some tools Some tools and equipment are bigger and equipment are bigger

and and more costlymore costly

��Require unique skills to operate, Require unique skills to operate,

maintain and rehabilitatemaintain and rehabilitate

��Ports must compete with other Ports Ports must compete with other Ports

and modes of traveland modes of travel

A tradeoff of service versus dollars…yet Ports must work in a union environment

Resource

Data

Activity

Guidelines

Inventory &

Condition

Assessment

Annual Work

Program &

Budget

Work

Calendar

Workload

Distribution

Resource

Requirements

Level of

Effort

Work

Backlog

Work

Sched &

Assignment

Work

Requests

Update

Planning

Values

Evaluation

and Mgmt

Action

Field

Performance

Work

Reporting

Performance

and Cost

Reports

Work

Activities

The ideal management of maintenance follows four general phases: planning, organizing, directing and controlling.

PlanningPlanning OrganizingOrganizing DirectingDirecting ControllingControlling

Yet ………Basic Management Yet ………Basic Management Principles used in Public Works Principles used in Public Works

Apply to Ports!Apply to Ports!


09/21/11


JANJANJUNJUN

DECDECIs it a seasonal activity or performed year round?

Backlog Work

Customer Requests

Routine Maintenance

Port’s MaintenanceSchedule

Management

The goal is to perform 70+-% of preplanned work with 30% being response.

Response

Schedule

A. Knowing where you are?

B. Comparing your plan to others.

Location

Staff

EquipmentMaterials

Work Accomplished

• Document and map current processes

• Establish an automated system as tool to manage work

• Identify areas of strengths and opportunities for improvement

• Establish a “business like” approach of planning, organizing, scheduling, and improving maintenance, and to manage infrastructure

• Improve operations

• Focus on sustainable efficiency increases

• Involve employees in each stage of the process

Jim Jim Morgan Morgan

Director of the POLA Construction

and Maintenance (C&M) Division


09/21/11


• Proprietary and self-supporting department, the Port is not supported by taxes.

• Revenue is derived from fees for shipping services such as dockage,

• Terminals handle 190 million metric revenue tons of cargo annually.

• Last year, the Port moved 8.5 million containers (TEUs), establishing a new national container record once again.

• Employment (Direct): 1,073 City of Los Angeles Harbor Department Employment (Related): 1.1 million throughout California 3.3 million jobs throughout the U.S.

• State and Local Tax Revenue: $5.1 billion throughout California $21.5 billion throughout the U.S.

• Value of Trade to the Economy: $58.7 billion throughout California $240.4 billion throughout the U.S.

• 218 landscaping locations• 14 container cranes • 78,000 ft of wharves• Floating docks• 56,115 pilings• 26 boats • 852 catch basins• 29 Emergency generators and UPSs• 772 Backflows• 164 Water meters• 18 miles of crane bus• 14,000 terminal lighting fixtures• Street lights• 3 storm water pump stations• 9 Sewer pump stations• 28 elevators• 2,000 refrigerated container bunkers• 5,000,000 SF of buildings (300 structures)• 3,000,000 SF of roofs

Gangways / DecksGangways / DecksDocks & PiersDocks & Piers

Water Water CleanClean--UpUp Crane MaintenanceCrane Maintenance

2007…2007…• Management audit identified many opportunities for

improvement, with 64 recommendations.

• Senior Port management, unions and customers were frustrated

• Management top down approach with little delegation

• Decisions were either not made or delayed

• Over 1,000 open work orders (some years old)

• Unfilled positions, over-reliance on hiring hall workers

• Reactive maintenance, little planning or scheduling

• Minimal training

• Significant service interruption to major customer!

• Lost power to container 4160v electrical trench• Power out for 18 hrs., no cargo moving• Four vessels and 16 cranes not working• Longshore gangs on stand-by• Port had slow response and ineffective corrective

actions.• Settled significant consequential damages claim

with tenant


09/21/11


February 2010February 2010-- Trench Trench Power OutagePower Outage“I want to express my appreciation and recognition to the Port of Los Angeles Harbor Department for their response to the trench event at Pier XXX that occurred on Saturday, February 27th. The initial response was the best we have ever experienced as you had representatives on site within 20 minutes of the incident. They were able to restore power to the undamaged trench within hours that allowed us to continue working 3 other vessel alongside that had been impacted. In addition, your department has been on site 24/7 repairing over 900ft of damaged power trench that idled 3 ship to shore cranes and one 1 vessel. This work was completed this morning……..They have overcome many obstacles to restore service to the trench which allows us to service our customers. Thank you!

On behalf of the Pier XXX Team, thank you for a job well done!”Sr. Vice President

2010 …2010 …• Focus on the Customer – 10 out of 334 tenants

provide 94% of our revenue

• You are “management” Make decisions, and move ahead

• Automate with a CMMS – plan and prioritize the work, close outstanding work orders

• Fill your positions - Hired 120 people

• Train your people. 12,000 hrs annually

• Delegate, empower and trust your supervisors, but hold them accountable

• Accept government bureaucracy, use it to your fair advantage

• Make decisions on “low hanging fruit” and get success– Car wash, phones, delegation etc

• No one ever gets in “trouble” doing the right thing.

• Establish JLMC’s with your Unions• Establish short and long term goals


09/21/11


Put team togetherPut team together• Hire / promote smart people. Diverse skills

and backgrounds. • Establish team with complementary skills• Identify work flow and make assignments• Seek input from “non-traditional” sources

Establish business systemsEstablish business systems• Work prioritization• Short term scheduling• Work standardization• Implement a system

• Used consultant to establish business processes

• Produce work guidelines• Estimate needs• Produce schedules• Track work and monitor progress• Adjusted and prodded staff to improve

methods

� Computerized Maintenance Management System (CMMS)

� Geographical Information System (GIS)

� Web request

� Intranet and Internet

� SCADA plan

Major AccomplishmentsMajor AccomplishmentsDuring 2010-11 POLA accomplished several improvements as a result of many factors and systems that are now in place. Among them include:

• Accountability with 100% tracking of all work done with units

• Elimination of unnecessary overtime • Establishment of annual guidelines for work methods

and performance measurement• Weekly work identification and prioritization• Biweekly scheduling and monitoring of work• Monthly production review• Focus and communication with client and port tenants• Increased capability and assignment to respond• Minimized time to track work and billing for others• Management using best business practices• Automated system that connects work functions and

processes together

• Use leaders not just technical skills• Focus on safety first• Communicate directly with all employees through

meetings and open door policies• Manage by “floating“ around• Work directly with unions to train and improve

employee skills• Promote and acknowledges success of

employees to senior management

• Management / Leadership is universal, whether in business, Ports or Public Works.

• Leadership is not about being a subject matter expert.

• Hiring the right people is critical

• Must develop direct relationship to stakeholders such as customers and unions

• Involve others in decisions, but make them

• Use your “honeymoon” period to act• Guide, train and coach staff to make decisions• Be available, Its all about your people

You can lead without knowing You can lead without knowing everything!everything!


09/21/11


FutureFuture• Currently, work is underway to link Port assets

in the CMMS with the Port’s GIS and establish asset inspections using the GIS and CMMS data.

• Future asset inspections will further enhance proactive maintenance as well as assist in: generating long term needs, establishing resource requirements and identifying budgetary needs.

Thank youThank you

@LA_CONSULTING

Linkedwww. .com/in/laconsulting

www.facebook.com/LAConsulting

Jim MorganC & M Director

Jim MorganC & M Director

500 Pier “A” Street Berth 161 Wilmington, CA 90744

Phone (310) 732-3550 [email protected]

@PortofLA

www.facebook.com/PortofLA

6491 ports have public works too · apwa international public works congress and exposition - ports...

Documents