Presentation operations & information management

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Group 5 MBA modular 2010 E1. USB

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Presentation operations & information management

  1. 1. OPERATIONS & INFORMATION MANAGEMENT:REVIEW OF NAMPORT’S QUALITY MANAGEMENT SYSTEM GROUP 5
  2. 2. One of NAMPORT’s major strategic initiatives in working towards its vision of being a first choiceworld class port service provider was the development and implementation of a Quality Managementsystem aligned to the internationally acclaimed ISO 9001 standard.The ISO 9001 system is a management approach centered on quality, based on participation of allmembers and aiming at long term success through customer satisfaction and benefits to allstakeholders.The aim of this case study was to review the post implementation of the Namibian Ports Authority’sQuality Management System with particular reference to the decision process, company’s status priorto implementation and benefits realized following implementation.Introduction & Purpose
  3. 3. The group applied the following methodology during the review process: Performed high level review of NAMPORT Quality Management Systems (QMS) compliance against requirements of the ISO 9001 standard. Reviewed organisational changes subsequent to the implementation of the QMS system Reviewed company productivity and efficiency records before and after implementation. Reviewed claim figures to determine if any reduction was realized. Analysed customer satisfaction survey results.Methodology
  4. 4. Although Namport in general does comply with the requirements of the standard, there is an opportunity toimprove on the following areas;1. DocumentationNamport could consider establishing a more user friendly system for indexing of documents as difficultieswere experienced in navigating through the system.2. Customer FocusDuring the assessment it was noted that complaints are reported via the Maximiser software programme,however it could not be confirmed that the process have been documented or that root cause analysis aredone to prevent a recurrence of similar complaints.3. Provision of ResourcesFrom the SHEQ organizational structure in addendum 1 of the Namport Manual it is evident that theEnvironmental and Quality functions are managed and controlled separately. This is however not the caseas the Environmental Coordinator in addition to his normal functions also fulfill the Quality managementcoordinator role.Compliance Review against ISO9001:2008
  5. 5. 4. Internal AuditsThe QMS Coordinator conducts ISO 9001:2008 compliance audits. It is suggested that NAMPORTtrain more internal auditors at management and supervisory level to conduct internal audits. This willfurther enhance management awareness of quality management at operational level and demonstratevisible felt leadership.Compliance Review against ISO9001:2008
  6. 6. 1. Terminal planningIn the past there was independent planning by NAMPORT and Shipping lines resulting in differentnumbering conventions. This type of planning resulted in inefficiencies and increased cost for bothparties.Terminal layout was changed to improve stacking density from 170,000 twenty foot equivalent units(TEU’s) p/a to 200,000 TEU’s p/a. The changed layout also improved traffic movement in the terminaland reduced turnaround times between the terminal and the quay.2. SoftwareNAMPORT container terminal operations was previously managed through the GCOS (General CargoOperating System), which computerised aspects of gate control, ship-to-shore operations and containeryard planning. This had several limitations i.e. the absence of a vessel planning module, lack ofintegration with SAP, database designs flaws and the inability to handle increased volumes.NAMPORT migrated from GCOS to NAVIS SPARCS N4 terminal operating system which incorporatedan entire suite of optimization tools including terminal tractor utilization, fully automate yard positioning,automate vessel planning and increased visibility (real time planning) and reporting functionalities.3. Human ResourcesDedicated terminal manager with support staff. Three shift system introduced to service clients on a 24hrbasis.Organisational Changes
  7. 7. Productivity/Claims
  8. 8. The group analyzed the findings from the client’s 2007 and 2009 customer satisfaction survey reports and thekey findings are summarized below.• 60% rated Namport’s overall performance as very good or good compared to 65% in the previous survey, 30% as average and 10% rated it poor or very poor compared to 8.2% in the 2007 survey.• 78% (82% in 2007 survey) of the businesses rated the interaction or relationship between Namport and them as very good, or good, whereas 12% (13% in 2007 survey) rated it as average and 6% rated it as poor or very poor (3.5% indicated that it varies).• The majority of the businesses are satisfied with the administrative processes of Namport in general. “Account statements being correct and on time” received the highest number of positive ratings.• 79% of the clients interviewed would very likely or likely recommend Namport to other businesses. This positive result gives a good indication of the clients’ general attitude towards Namport.The group noted a reduction in the percentage of clients that participated in the 2009 survey which may pose achallenge to Namport, which is to take the comments and recommendations made by the clients seriously andcontinuously work on improvements, otherwise clients might not be as willing to participate in future surveys. Customer Satisfaction
  9. 9. • The company is now ISO9001 certified.• Planning and management of terminal operations has improved.• Productivity and bottom line has improved reaching a peak in the 2009 financial year.• Claims as a result of damages and losses reduced• Customer satisfaction levels however reduced slightly in 2009. Conclusion

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