asrs pmpi improvement final

7/29/2019 ASRS PMPI Improvement Final

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CABUYAO ASRS SAFETY/Reliability REVIEWNovember 19, 2012

Mar Medina – MDO HS&E

William Marino – Technical Team Leader

Ron Alim – CDC HS&E Leader

DHL Technical TeamDHL Safety Team



Agenda

• ASRS Class 3 Multi Cause Findings

• ASRS Call to Action

• ASRS Safety and Reliability Improvement (Ph1)• Behaviour Based Safety Program

• PMPI Improvement Project

• ASRS Safety and Reliability Improvement (Ph2)• Next Steps and Help Needed

2



ASRS Class 3 Incident3

Immediate Cause:

• Unsafe Behaviour –

Not following LO/TO

Basic Causes: • Failure to follow Operating Procedures• Untimely/in-sufficient feedback .

Recommendations

• Step Change Safety Culture and Capability in DHL team.• Enforce operating procedures and reinforce safety expectations.•

Develop program to strengthen feedback system for both Team andLeadership• Improve reliability (PMPI). Less interventions ~ Less touches~ less safety

risk



Answer to CDC ASRS Call to Action:

1. PMPI Improvement Project (Oct 2011)

2. Behaviour Based Safety Program (July 2011)

4



5

PMPI Improvement Project Phase 1

Benchmarking was done in NA sites

Consultation with ASRS/ACTIV Sites Network(Led By Kim Escott/ Kim Oliver/Andrew

Gash)



6

Findings:

1. Top 10 interventions was due to poor

maintenance.

2. Equipment was not in basic condition.

3. In-adequate staffing and with low

capability

Interventions:

1. Restore equipment to basic condition thru

AM/PM program (via GBU Resource)

2. Overhaul Maintenance Program via re-application

of LIMA’s program (usage based)

3. Increased staffing. New Maintenance Planner

(Learning’s from NA sites)




7


> Restore Process/Equipment Condition

> DHL TechTeam capability building - AM/PM/PLC/SAP

Maintenance training

> Bring back ASRS to basic condition (AM)



DHL Staffing OLD

Corestaff

Cortez, John PeterC.

MHE/ Technical Services Senior Supervisor

Technical Services (FGW-ASRS) Table of Organization as of Sept. 2012

Total of 35 slotCorestaff Corestaff

RicGaurano

HydraHandler

Decena, Jayson M. Brabo, Argel

Hydra Handler Hydra Handler


Corestaff Corestaff

DHL DHL Corestaff Corestaff

Regio, Enrique J. Babala, Noel G.

Maintenance Services

Associate

Maintenance

TechnicianHydra Handler Hydra Handler

DHL DHL DHL DHL

Tobias, Joseph R. Capuso, Dario V. Ballon, Danilo V. Caralipio, Ding L.

Technical Services

Associate

Technical Services

Associate

Technical Services

Associate

Technical Services

Associate

C am be l , E dm ar k E. I dr a, A rj ay D . Alumaga, Djan Karlo B. Artagame, Darwin S.

Senior Technical

Services Associate

SeniorTechnical

Services Associate

SeniorTechnical

Services Associate

SeniorTe chnical

Services Associate

DHL DHL DHL DHL

DHL DHL DHL DHL DHL

D oy ac , R io N il o M. B el oi ra , A lb in P. G al la no , C ar lo R. C ay , J ef fr ey I .

P ug uo n, St al i n A . O rt i ll an o, Ed ma r P. M ol i na , J e ri me E. G ar le j o, Fr an k li n S . L um ba , N at ha ni e l G .

Technical ServicesENGINEER





Technical Services

SPECIALIST

Technical Services

SPECIALIST

Technical Services

SPECIALIST

Technical Services

SPECIALIST

DHL DHL DHL DHL

Technical Suport SupervisorTechnical Services Maintenance

PlannerSupervisorMHE&BuildingFacilities Supervisor

Abalos Jr., Francisco B. Santiago, Rolando L. Payumo,Ferdi nand C. Magbanua, Rowel B.

Oblepias, Darwin B. Loma, Gary O. Diamante, Ronald L.

DHL Staffing NEW

Dedicated Maintenance Group in placed.

Complete roster of DHL staff includes new 8 Engineers.

Two Technicians manning ASRS instead of 1

Corestaff

Oblepias, Darwin B.

Technical Suport Supervisor

Cortez, John Peter C.

MHE / Technical Services Sen ior Supervisor

Total of 35 slotCorestaff Corestaff

Ric Gaurano

Hydra Handler

Technical Services (FGW-ASRS) Table of Organization 2011

Decena, Jayson M. Brabo, Argel



Corestaff Corestaff

DHL Corestaff Corestaff

Regio, Enrique J. Babala, Noel G.

Maintenance

TechnicianHydra Handler Hydra Handler

DHL DHL DHL DHL

Capuso, Dario V. Ballon, Danilo V. Caralipio, Ding L.

Technical Services

Associate

Technical Services

Associate

Technical Services

Associate

Technical Services

Associate

C am be l, E dm ar k E. I dr a, A rj ay D. Alumaga, Djan Karlo B. Artagame, Darwin S.

Senior Technical

Services Associate

Senior Technical

Services Associate

Senior Technical

Services Associate

Senior Technical

Services Associate

DHL DHL DHL DHL

DHL DHL DHL DHL

D oy ac , R io N il o M. B el oi ra , A lb in P. G al la no , C ar lo R . C ay , J ef fr ey I .

Puguon, St al i n A . O rt il l ano, Edmar P. M ol i na , Je ri me E. Gar l ejo, F rank l in S .





Technical Services

SPECIALIST

Technical Services

SPECIALIST

Technical Services

SPECIALIST

Technical Services

SPECIALIST

DHL DHL DHL DHL

Abalos Jr., Francisco B. Santiago, Rolando L. Payumo,Ferdinand C. Magbanua, Rowel B.


> DHL TechTeam manpower staffing improvement

Re-applicationfrom NA sites



-

2,000.00

4,000.00

6,000.00

8,000.00

10,000.00

12,000.00

E

r r o r c o u n t

Error count reduction

9


> Equipment ownership program / focus on Top contributors of intervention

> Error count reduced by 78.6 % from Nov.2011 to date

> Enabling each team member toown and improve equipment

Re-application

from PAPERGBU



10


> Result tracking..



Safety Result

• ZERO TIR since May 2012

• 2 Class 3 incidents occurred for the last 8 years and attributed to not

following SOP.

FY0405 FY0506 FY0607 FY0708 FY0809 FY0910 FY1011 FY1112

CDC TIR 0 0.18 0 0 0 0 0.12 0

ASRS TIR 0 4.30 0 0 0 0 4.72 0

TIR



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SAFETY Improvement Program

DHL corporate launched BBS (Behavioural Based Safety) program across the

sites to address the behaviour culture of not following SOP’s (Short cuts).

Revisit & revise the SWP’s making the maintenance process in easier way but

still in a safe manner.

DHL corporate launched Town hall meeting conducted by country managerto all sites with support of DHL sector head

Develop safety spot check walkthrough to enhance the P&G & DHL

Leadership commitment in thorough BOS, feedback system and walkthroughs.

Safety controls implemented in the site by posting of safety Do’s & Don’ts,

Installation of interlocks and additional fencing at entry points.



13

SAFETY Program Improvements

> Behaviour Based Safety (BBS) LAUNCHING



14

SAFETY Program Improvements

14

Training pictures Family pictures/tarpaulin/board

LEADERSHIP SAFETY SPOT CHECK WALKTHROUGHS

STANDARDIZE QUALIFICATION PROCESS OF MHE OPERATORS

REVIEW AND UPDATING OF SWP & JSA

SAFETY MOMENTS IN MEETINGS

ADDITIONAL SAFETY DO’S & DON’TS IN THE WAREHOUSE

INVOLVE SUPPORTS IN IDENTIFYING & CONFRONTING UNSAFE ACTS

BOFS TRAINING FAMILY PICS

OTHER INITIATIVES SAFETY TOWN HALL @ DOCK

> BEHAVIOR BASED SAFETY EVENTS



15

ASRS SAFETY Features

> Access door interlock system > Safety pull cord around ASRS

> Strategically located push button E-Stop

> Safety

beacon light

> Fall prevetion safety Pin

16



16

ASRS Safety Feature

> Module split system



ASRS Key Measures

47 5787 101 124

327

615 624 635 629 637 643

0

100

200

300

400

500

600

700

800

900

PMPI Performance(Nov. 2011 – Oct. 30 2012)

PMPI Target Glide Path

12 X

improvementfrom baseline

• Cabuyao ASRS is at 70,088 Safe Effort hours,

with Zero TIR•Cabuyao ASRS reliability from 47 PMPI to 643PMPI to date

18




18

47 5787 101

124

327

615 624 635 629 637 643

0

100

200

300

400

500

600

700

800

900

PMPI Performance(Nov. 2011 – Oct. 30 2012)

PMPI Target Glide Path

> 800 PMPI by end of FY1213

19




19

Focus Improvement;

Error Code 94017

(DLT/CAT Move Failed)

0

500

1000

1500

6/1/2012 7/1/2012 8/1/2012 9/1/2012 10/1/2012

E r r o r c o u n t

Top ten error types for the last 5months

94017

94118

94002

94264

94018

94019

OLD model existing at CDC Re-application from Lima DC

In-lane tensioning (NA Sites)

20



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Next Steps/Help Needed:- Top contributors of errors analysis (Monthly)

- Focused Improvement

- Dedicated P&G/DHL Supervisor to focus on ASRSreliability improvement (Nov 2012)

- In-lane tensioning (requires capital budget)- Augusta Benchmarking to re-apply/localize equipment

improvements (JFM13)

- ASRS racks assessment from ASRS vendor (JFM13)

- Inlane Tensioning Execution ( AMJ13)

21



• Remote Lock-out

(AMEC/Underdog)

($2MM)

21


300

800

1000

0

200

400600

800

1000

1200

FY1112 FY1213 FY1314

PMPI Run to target performance(FY1112 to Oct. 2012)

PMPITarget

> 3rd miles stone target: 1000PMPI by end of FY1314

> ASRS Safety Feature Upgrade (Re application from NA site)

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Thank You !

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asrs pmpi improvement final

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