Published on November 15, 2007
TMSA - The Lloyd’s Register Experience: TMSA - The Lloyd’s Register Experience Background of TMSA What is it ?: Background of TMSA What is it ? Best Practice Guide for Ship Operators issued by OCIMF mid 2004 Based on an IMT tool used for evaluating shipping companies aligned with the EFQM model Describes 12 subjects called “elements” that relate to good management and best practices in shipping and tankers Provides a framework for Ship Operators to use to improve Safety and Environmental Performance Requires self assessment of companies processes, procedures and practices Provides a “scoring” system related to levels of achievement of performance indicators and best practice Background of TMSA Why it has been introduced ?: Background of TMSA Why it has been introduced ? Tool for continuous improvement Complements ship inspections and assists in well vetting decisions Measures and compares the relative performance of one ship operator versus another Will increase confidence in some companies, leading to benefits such as less inspections Industry is moving towards increased accountability through self regulation & declaration Background of TMSA Why should you implement it ?: Background of TMSA Why should you implement it ? Requirements already being assessed by oil majors for time charter business Companies need it to remain competitive in the market Provides a clear path for the company towards continuous improvement Refers to achievable targets and goals Recommended, irrespective of sector SMS is revisited, so improved Good opportunity to review the Management System with an integrated approach What are the 12 elements?: What are the 12 elements? 1. Management, leadership and accountability 2. Recruitment and management of shore based personnel 3. Recruitment and management of ship’s personnel 4. Reliability and maintenance standards 5. Navigational safety Cargo, ballast and mooring operations 7. Management of change 8. Incident investigation and analysis 9. Safety management 10. Environment management 11. Emergency preparedness and contingency planning 12. Measurement, analysis and improvement What does it look like ? Element 9 – Safety Management: What does it look like ? Element 9 – Safety Management Slide7: How to measure ? Key Element 9 (Safety Management) Sub Element 9 B (Shipboard Monitoring) STAGE 1 Can you clearly provide evidence that you meet all performance indicators in Stage 1? YES NO Revisit your SMS and ISM Code. Develop an improvement plan STAGE 2 Measurement Process Flow Chart Slide8: Stage 2 Can you clearly provide evidence that you meet all the performance indicators in Stage 2. Yes No Record accurately and retain all available background evidence. Record level achieved in the summary report. Development improvement plan to attain the next stage Stage 3 How to measure ? Slide9: Stage 3 Can you clearly provide evidence that you meet all the performance Indicator in Stage 3 YES No Stage 4 Record level achieved in the summary report. develop an improvement plan to attain the next stage Record accurately & retain all available background evidence How to measure ? Slide10: Stage 4 Can you clearly provide evidence that you meet All the performance indicators in Stage 4? Yes No Any relevant sub-element complete Next Key Element Record accurately And retain all available background evidence Record level achieved in the summary report. Develop an improvement plan to attain the next stage How to measure ? Areas for improvement: Areas for improvement Risk assessment Management of change Measurement of processes and data analysis to demonstrate continuous improvement Incident & near miss investigations Maintenance management Human Element Environmental management Safety best practice sharing Leadership and Management System Difficulties and challenges: Difficulties and challenges Risk assessment Done in some form but not consistently and not recorded Will take time to become second nature. Adopt a simple and practical methodology Change management Done in some form but not consistently and not recorded Need a procedure as starting point Keep it simple Difficulties and challenges: Difficulties and challenges Practical difficulties (e.g. company size) Logistics (e.g. crew nationalities) Resources Changes in market conditions Changes in company structure Company culture and spirit is paramount!! Improvement process: Improvement process Takes commitment Takes time Should be realistic (SMART objectives) Treated as a project – assigned responsibilities, timescales Try to get some quick wins Ask for support! Process never ends! Key Performance Indicators - KPIs: Key Performance Indicators - KPIs Quality, Safety & Environmental Indicators Customer Complaints PSC Deficiencies P&I Inspections Conditions of Class (CoC) Vetting Inspections Average number of deficiencies/observations per vetting inspection External Audits (I.e. Classification Societies) Outstanding Planned Maintenance tasks Pollution Incidents Health & Safety Incidents Safety Issues - Lost Time Injury (LTI) Frequency Near Misses reports Office & Crew Retention Rate (by rank, nationality etc) Number of Fleet Voyages versus Vessels Speed and Consumption Claims . Fleet Efficiency Ratio of Time Chartered Vessels -[(total lost days/days under t/charter) Vessels Loading/Discharging Performance Objectives must be SMART: Specific –Measurable – Achievable – Relevant - Time How can we help ?Role of a modern classification society: How can we help ? Role of a modern classification society Owner Class Services Statutory Services Consultancy Services Approval and certification. Design, build and operate to baseline standards. Value-adding risk management services to support in achieving business goals and improving performance. Provision of technical knowledge and experience Shared goals for quality, reliability, safety and protection of the environment. Training Services Company Action Plan : Company Action Plan “Enhancing your business through excellence in training” : “Enhancing your business through excellence in training” Classification Statutory & Environmental (Hull Inspection, Classification & Statutory Surveys, MARPOL Annex VI, MARPOL Annex II, Ballast Water Management, Ship New Construction, Port State Control, Shaft Alignment, LNG, LPG etc) Risk Management Courses ( Risk Management, Incident Investigation) Materials & Equipment Course (Metallurgy & Welding for Marine Applications) Management Systems Training Courses (Leading & Managing Change, ISM Courses, ISO Courses, ISPS Courses, Senior Management Workshops, Preventive & Corrective Actions Tools & Techniques, Effective performance Measurement etc.) Integrated Management Systems - IMS: Integrated Management Systems - IMS Integrated means combined; putting all the internal management practices into one system but not as separate components. For these systems to be an integral part of the company's management system there have to be linkages so that the boundaries between processes are seamless. Definition: Integrated Management Systems (IMS): “A combination of the processes, procedures and practices used within an organisation to implement the organisation’s policies and which may be more efficient in delivery objectives”. Integrated Management Systems – WHAT are they?: Improvement Policy Implementation & Operation Planning Performance Assessment Management Review Integrated Management Systems – WHAT are they? An IMS results when an organisation uses one formal management system to manage multiple aspects of its organisational performance Slide21: Integrated Management Systems – How to manage? Why IMS? - Benefits: Why IMS? - Benefits A more holistic approach to identifying & managing Business Risks One coherent system can be built which serves business needs. The standards are used to assist identify tasks and processes. Assure the quality of products and services offered Manage the Quality, Safety, Health and Environmental issues, while avoiding unnecessary duplication. Harmonises and optimises safe and efficient practice Provide a safe working environment. Friendly to user Improved communication & reduction of risk due to improved employee awareness. Savings to the organisations time (combined audits), money (combined visits) and resources (“multi-purpose” auditors) and provide added-value. Elements of an Integrated Management System – TMSA link: Elements of an Integrated Management System – TMSA link A few examples: ISO 9001:2000 – Quality Management System (Engaging with Stakeholders) ISO 14001:2004 – Environment (i.e. Ballast Water Management, Anti-foulings, Air Emissions, Responsible recycling, Ship Energy Management) OHSAS 18001:1999 – People / Welfare (i.e. ILO Convention, HSE practices, Training programmes, speaking out on unfair treatment & practices) Corporate Governance/ Business Ethics (i.e. Focus on corruption, illegal activities, sound financial management, confidentiality) General: General Will TMSA reduce risk? By itself it won’t…. Raising awareness of hazards Risk assessment best practices Training Measurement and Analysis Leadership and Commitment Integrated Management WILL General:TMSA can help provide a change of focus:: General: TMSA can help provide a change of focus: ENDThank you for your attention!: END Thank you for your attention!