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Maersk bob bowers, commercial perspective, rev 1

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    Maersk bob bowers, commercial perspective, rev 1 Maersk bob bowers, commercial perspective, rev 1 Presentation Transcript

    • A commercial perspective on vessel maintenance, cost and efficiency Bob Bowers Maritime Technical Services Maersk Line, Limited Norfolk, VA November 2, 2010
    • Contents • MLL fleet overview (briefly) • Approach toward maintenance • Depot maintenance • Non-depot maintenance • Energy management and emission reduction • Implications 2 Maersk Line, Limited Proprietary
    • “Commercial” Sustainment Basics • High asset utilization – 5 years between 2-3 week long dry-dockings – Optempo is 85% at sea and 15% in terminals; 2 days off service/year – Maersk service life is 25 years but vessels often sold and operated 10-15 years longer • Safety is never compromised • Full regulatory compliance – Class Society – significant technical resource and technical risk mitigation – Flag State/Port State control • SOLAS • MARPOL • Continuous maintenance based – Can not tolerate “maintenance backlog” • Global – The need to be capable in any port • Maintenance and Repair decisions based on business value – Consider alternatives, risks and value. Choose accordingly. 3 Maersk Line, Limited Proprietary
    • Maintenance approach The business of maintenance • Ships are expensive assets which Commercial Military provide optimum value only by being maintained for maximum operational availability. Revenue Charter hire Readiness? Availability? – Maximize revenue (on hire) – Control total ownership costs Costs Crew Crew • Costs don’t stop when ship Maintenance Maintenance isn’t being used. Fuel Fuel Administration Administration Provisions Provisions Revenue (charter hire) = $25k/day Stores Stores Daily costs = $20k/day Depreciation Profit = $5k/day or $150k/month Insurance 4 Maersk Line, Limited Proprietary
    • Managing Maintenance Profit Risk Maintenance Strategy for Cost Risks • The approach to achieving affordable total ownership costs must begin with a maintenance strategy that… – Selects cost effective equipment in the “new build” design phase – Has flexibility within readiness standards (RCM/risk) – Exercises obsolescence management over the service life Maintenance Strategy for Revenue Risks • The approach to achieving steady revenue streams is based on vessels that are operating reliably 24/7/365, built on… – Sufficient redundancy (safe risk profile) – Sound technical support – Guidelines for safe operation – Training – Classification 5 Maersk Line, Limited Proprietary
    • Life Cycle Reasoning 6 Maersk Line, Limited Proprietary
    • Readiness at any cost? Excessive maintenance Best value model Poor management Value to Poor training Asset Owner Military (too much time in depot maint, maintenance backlog) Rusty Freighter Maintenance Cost 7 Maersk Line, Limited Proprietary
    • “Better” than Minimum “Competitive advantage” is a function of company culture, reach, innovation and mass – not just low cost. • Hull maintenance • High safety/environment/quality emphasis • Condition based machinery maintenance • Voluntary compliance • OEM/operator joint ventures on • Leadership position in industry R&D • Service contracts/”Frame” agreements Operating above minimum standard should be a well thought out policy. 8 •8 Maersk Line, Limited Proprietary
    • Methodology • The smart application of “smart” maintenance systems • Preventive maintenance: – carried out by the crew (at sea) and vendors (in port) • Continuous maintenance (organizational and intermediate): – Every port is a repair port – Dry docking represents no revenue. A well maintained ship spends less time in DD • Scheduling: – Most commercial vessels have one 24 hour load port for receipt of fuel, lubes, stores and accomplishing “longer” repairs – Not uncommon for as many as 10 large maintenance/repair items being addressed in a 24 hour port call – Reliance on commercial transport and “agents” • Dry Dock: – Rarely more frequently than every 5 years or longer than 16 days. • OEM is used as an extension of company resources. Expensive on a per hour basis but cheap based on quality and intrinsic value in using OEM’s own global infrastructure. – Tech manuals – Obsolescence – Training 9 •9 Maersk Line, Limited Proprietary
    • The Commercial Approach • Drive maintenance from depot to “O and I” • Utilize a commercial mentality Treat the ship as having a dollar asset value – every day idle is a loss of money Maintenance targets of opportunity supporting continuous maintenance Minimum intrusive maintenance without reason Trust watchstander as a CBM tool Assess risk profile regarding willingness to allow equipment to fail and a measured approach to repair is possible Does 1 of 4 fire pumps OOC require a CASREP? Failures that would stop a ship at sea … focus for training and spares • Classification provides access to a wealth of technical resources • Response that grows as severity escalates – When commercial owners need a robust support group we grow one on the spot. 12 Maersk Line, Limited Proprietary
    • Carbon (energy) - Achievements and targets … Relative targets: • Maersk Line 25% reduction per TEU-km from 2007 to 2020 • Maersk Tankers 15% reduction per tonne-km from 2007 to 2015 • Maersk Supply Service 5% reduction by end 2011 Maersk Line has reduced CO2 emission of own fleet by 15% in the period 2002 to 2008 13 Maersk Line, Limited Proprietary
    • Achievements and targets - How and Why? • How? – Operational and engineering improvements • Fleet optimization • Focused marine engineering – Technology advances (innovation) • Effective integration of sub-systems • Redesigned systems • New systems – KPI driven performance • Frequent and relevant data • Communication of results and shortfalls – Regulatory input • Establishment of common goals and a coordinated effort • Why? – It’s the right thing to do – It’s good business • Shippers demand it • Cost structure demands it 14 Maersk Line, Limited Proprietary
    • Five elements essential for sustainability Marine Engineering Innovation Vessel Performance Regulatory Affairs Business Case Analysis Voyage planning and execution Cargo load optimization Basic load optimization Optimum trim guidance for all vessel classes Main Engine efficiency Monitoring of new paint technologies Auxiliary Engine efficiency Cylinder oil optimization Monitoring of hull & propeller conditions Other Initiatives QUEST: Low energy Alternative fuel tests chilled containers Propeller technology enhancements New propulsion technologies Modified bulbous ISO 14001 certified bow Waste heat recovery system Crew awareness and Micro bubbles Slow steaming and super-slow steaming engagement Ballast water SOx scrubber studies optimization and treatment systems 15 Maersk Line, Limited Proprietary
    • GSF design 8500 TEU : additional space required for technologies 16 PAGE 16 Maersk Line, Limited Proprietary
    • Vessel Performance Management •Performance tool • Vessel Performance Management Service (VPMS) provides • Key vessel performance monitoring • Decision support on vessel operation • VPMS reports provide guidance and decision-support on • Hull and propeller performance and efficiency • Improving main and auxiliary engine performance • Optimal cylinder oil consumption • Drydocking, hull cleaning and propeller polishing intervals • Evaluation of anti-fouling paint type •Value Proposition • Believe in the credo – “You can only improve what you measure” • Promoting and reinforcing green image in the business • This service has direct impact on optimising daily running cost • Direct impact on improving fuel performance • Provides continuous and close performance monitoring • Ensures drydocking costs and off-hire are kept at minimum level 17 •17 Maersk Line, Limited Proprietary
    • Emissions thoughts • Cold Ironing – Does it improve a vessel’s carbon footprint? – Would localized LNG or biodiesel electricity production be a better solution? • Are marine diesel lubricants specialized enough to deal with slow steaming, biodiesel use, injection of water into the combustion process and the drive to reduce cylinder oil consumption? – In the near future, vessels will carry cylinder oil blending systems that produce custom blends and are agile enough to customize the cylinder oil several times a day. • Will exhaust gas monitoring systems override Annex VI requirements to trace the pedigree of engine parts that impact NOx emissions? • Will inconsistently applied regulatory limits for emissions cause a shakeout in the industry resulting from small owners not being able to afford vessels that can meet requirements in all ports. 18 Maersk Line, Limited Proprietary
    • Thank you for your attention 19 Maersk Line, Limited Proprietary