WODCON XX: The Art of Dredging, Brussels, Belgium, 2013 Proceedings

DEVELOPMENT, PRACTICAL USE AND IMPLEMENTATION OF CUTTER SUCTION DREDGER OPERATOR COMPETENCE AND CERTIFICATION SYSTEM (DOCS)
L.Y. Zhou 1, S.C. Ooijens 2, L.A. Roosendaal 3 and W. Shi 4

Abstract: Modern cutter suction dredgers are highly effective and efficient. Efficient dredging means high production in relation to the lowest cost per m3, high uptime rates, low fuel consumption, and the lowest wear per m3 as possible. Modern dredgers are capable of this as a result of sophisticated engineering, state of the art dredging components, use of the right materials and automation systems. In order to make the dredger perform to high efficiency standards there is more and more needs for competent dredger operators. Only well skilled and trained operators are capable to utilize the high efficient dredgers to their maximum. High efficient dredging in practice means that the operator is able to fully control the dredger, use the right working methods and handle the dredger with respect to its sophisticated technology. This implies knowledge, skills and a suitable attitude. As an innovation tool of the HRM, DOCS is a system for competence assessment and management based on operators functionalities. It assesses, and tracks over time, operators competences (in total 53 competences, grouped in 10 categories) by using different standardized tools. Based on the outcomes of DOCS, the training needs are extracted and tailor made training is developed to enhance individual operator competences (knowledge and skills, including efficiency). DOCS is also a system to track training results on different levels (4 levels of Kirkpatrick) of training for enhancing existing competences and for new dredging working methods. Furthermore DOCS can be used as a tool for crew selection for specific projects and as an instrument for HRM purposes like crew selection, certification and crew rewarding. Implementing this innovation tool will certainly bring benefits to both the individual operators and the organization. This paper focuses on the development and practical use of the standard assessment tools and on the implementation method of DOCS to the GDC organization. It will discuss in detail the use of assessment tools, the evaluation of competence based training resulting from DOCS and the new developed dredger reporting function for tracking results on Key Performance Indicators. Keywords: training, operators, evaluation, competence

Managing Director HRM, Guangzhou Dredging Company, Binjiang Road C 362, Guangzhou, P.R. China, zhouly@ccgdc.com, http:/en.ccgdc.com 2 Marketing Manager Beaver Dredgers , IHC Merwede, Molendijk 94, Sliedrecht, 3361 EP, The Netherlands, +31 18 4436392, sc.ooijens@ihcmerwede.com, www.ihcmerwede.com 3 Instructional designer, Training Institute for Dredging, Smitweg 6, Kinderdijk, 2961 AW, The Netherlands, +31 78 6921760, la.roosendaal@dredgetraining.com, www.dredgetraining.com 4 Project Manager (corresponding author), Training Institute for Dredging, Smitweg 6, Kinderdijk, 2961 AW, The Netherlands, +31 78 6910326, w.shi@dredgetraining.com, www.dredgetraining.com.

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Copyright 2013 WODA

INTRODUCTION Modern IHC Cutter Suction Dredgers (CSD) are highly sophisticated, efficient and complex pieces of equipment. They are capable of high production rates in different soil types and under a variety of circumstances. High production rates are possible with regard to economic use like wear rate and fuel consumption. This is possible as a result of sound engineering, the use of automation and the use of modern wear resistance materials. Although high efficient production rates are possible, not all the contractors reach this level of operation. The reason for this is quite obvious, modern machines likes this needs skilled personnel to operate and smart selection of working methods. This means that operators and dredging project engineers need to possess or acquire a high knowledge and skill level to get the most out of the dredger. The Dredger Operator Certification System (DOCS) helps to upgrade the operational skills of the operators and help project engineers to focus on effective and efficient working methods. The request of a method for measuring training results and the possibility for certification for operators came initially from the management team of Guangzhou Dredging Company, Co, Ltd. (GDC), especially mister Lin Shaomin and mister Zhou Lianying. Then together with Training Institute of Dredging (TID) the concept of DOCS was initialized and developed as an HRMtool for identifying training gaps, crew selection, crew rewarding and career development. It has grown to an integrated system of operator competence assessment, competence tracking and development, dredging reporting function and working method selection aid (Lin S.M., and Zhou L.Y, 2010). The focus of DOCS is on operator competences and the development of these competences. The unique thing about DOCS is that the development of competences of individual operators is evaluated on dredging Key Performance Indicators (KPIs) like: Production Fuel consumption Wear rate Accuracy Project duration Availability

To make the evaluation possible, different tools within DOCS were developed, such as competence assessments, competence based training, extensive on the job training, dredging reporting function and other minor important forms and tools. During the implementation of DOCS within GDC, special focus was on the implementation of the system within the organization. So an implementation plan was developed and a special function was created. DOCS can be explained in two ways. First, the small meaning, is Dredger Operator Competence System as competence tool for operators. Second meaning can be described as Dredger Operator Certification System. The focus is on a complete implementation with the goal on certification within the local dredging industry. Which explanation you give to DOCS depends on the completeness of implementation of DOCS. So overall DOCS is a system focusing on the human aspect of setup and execution of dredging projects. One of the conclusions of this article will be that the financial success of a project will not only depend on the equipment in relation to the project but will highly depend on the (new developed) competences of the operators on board and of the chosen working methods. Once DOCS is implemented, this will result in chance in focus to personnel. Personnel must not only be seen as a cost aspect but as an aspect to increase the project efficiency.

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To explain DOCS, this article is divided into three main chapters, DOCS development, DOCS practical use and DOCS implementation. All these chapters are based on the cooperation between the Human Resource Department of GDC from China and TID from the Netherlands. The final chapter describes some final conclusions about the meaning for DOCS when used within an organization.

DOCS development 2.1 Competences

It does not matter you whether describe DOCS as a competence system or you describe it as a certification system. In both situations the same tools are used for an initial base line assessment of the operational crew. First it must be explained what competences are. Of course everybody has an opinion and a feeling about what a competence or competent person is. In the rest of this document we refer to a competent person as defined as (G.Bunk 1994): A person has professional competency if he/she has the knowledge, skills and abilities required to carry out an occupation, if he/she can solve tasks independently and flexibly and is both willing and able to plan ahead in his working sphere and within work-organizational structures

Figure 1 Integrated structure competency (knowledge, skills and attitude) In practice this means that a person needs knowledge, skills and a suitable attitude to be competent. A competent person in a field does have more than one competency. In order to successfully perform a job, many job related competences are involved. This is logical because for operating a modern dredger many competences are needed, for example for optimization of the dredging process, for the use of automation equipment onboard and for manoeuvring the dredger in different situations. To identify the competences required for a cutter operator, the following actions were undertaken. A study of job descriptions for Cutter Operators from different dredging companies An extensive job analysis done by interviewing experienced dredge operators, CSD simulator trainers and document study of the Dutch educational document for competence profile of dredge operators

Based on the findings a set of 10 competence categories and in total 53 competences were identified.

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Table 1 Overview competences by category Competence category: Project preparation Dredger operation Dredger process Dredger handling Communication Maintenance Safety Reporting Dredger automation Laws & regulations Number competences: 7 8 9 5 3 4 5 3 7 2

The next action was to process the 53 identified competences into assessments to assess the competences of 46 cutter suction dredger operators of GDC. 2.2 Construction assessments

Based on principles from social educational research, more than one instrument was developed to assess the competences. In fact, three assessments (self assessment, supervisor assessment and evaluator assessment) to be filled in, by three different persons, to assess one operator. Just to create more reliable data and to check the results from the operator himself and the results from the captain. For all of the 53 competences indicators, observable behaviour was described. Their function is to for better understanding of the meaning of a specific competence. Finally the competences in all the assessments are scored on a Likert-scale from 0% to 100%. An example is shown in Figure 2. A self assessment was designed to be filled by the operator himself to give feedback on his perception of how he masters a certain competence (mastery), to which degree he is able to perform the competence without help or support (without help) and to which degree he takes the initiative to start and perform the competence (initiative). A scale from 0 to 100% is used for scoring each competence statement. All of the 53 competences are included. A supervisor assessment was designed to be filled in by the captain to assess an operator on the same dimensions (mastery, without help and initiative). All of the 53 competences are included. An (external) evaluator assessment was designed for competences that can be observed during desk operations. It focuses on the same three dimensions; mastery, without help and initiative, but only 35 of the 53 competences are included. Beside the three assessments, also a Dredge Performance Table and an External Certification Form were made. The Dredge Performance Table is used to fill in all the settings and indicator values during dredging at the moment an (External) Evaluator Assessment is conducted. All kinds of IMO-certificates or other dredging or maritime related approved certificates need to be filled in on the External Certification Form by the operators.

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Figure 2 Detailed screenshot of Self assessment questionnaire 2.3 Base line assessment

After developing all the assessments, a base line assessment of all the GDC operators was conducted. The goal of the base line assessment is to get a reliable overview of the competences of the operators within the GDC organization. During the development of the assessments the captains and other relevant persons within the GDC organization are briefed about the DOCS project and the following base line assessment of all the cutter suction dredger operators. In total 46 operators (10 x captain, 10 x first mate, 14 x second mate, 9 x third mate and 3 x apprentices) had been assessed during a period of 3 weeks. The role of (external) evaluator was taken by an experienced Dutch dredge master. The captains took the role of supervisor for the operators on board. Procedure base line assessment To make the assessment acceptable for the crew involved, a special procedure was developed: Elaborate instruction of the captain by an involved Dutch dredge master in development of DOCS. Special attention was given to the goal of the base line assessment, the action to perform by the captain, the action perform by the operators, the time available, the role of the (external) evaluator and the further procedure after finishing the onboard assessment. Captain fills in the supervisor assessment for all of his operators. Captain instructs his operators about the goal of the assessment and how to fill it in.

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The operators fill in the self assessment. The operators fill in the External Certification Form. The Dutch dredge master performs the role of (external) evaluator for 2 or 3 of the operators on board. A colleague GDC captain from another vessel fills in the supervisor assessment for the captain. The Dutch dredge master collects all the assessments. TID processed all the data from the base line assessments.

Data analyses, Scoring and Output base line assessment Pearson Correlation analyses, executed with SPSS version 19.001, is used to check differences between the scores of the operator on the self assessments and the scores of the captains on the supervisor assessments. No significant differences were found. The same procedure was used to check between supervisor assessments and (external) evaluator assessments. Again no significant or indicative differences showed up.

Figure 3 Output DOCS, scores related to standards by function The goal of further processing of the data resulted from the assessments is to make a graphical overview of the competences of individual operators. To make this possible first a procedure must be developed to score the data from the different assessments to an individual operator. For the majority of operators there are two sets of data resulting from: the self assessment and the supervisor assessment. Their score for a particular competence is calculated according to Eq. (1). For others there are three sets of data resulting from: the self assessment, the supervisor assessment and the (external) evaluator assessment. Their score is calculated according to Eq. (2). (1) (2)

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Self A: Super A: Evaluator A:

Self-Assessment Supervisor Assessment Evaluator Assessment

After processing all the scores it resulted in the graphical output as shown in Figure 3. The output can be viewed on individual operator level or grouped for operators with the same function. Also shown in the picture is a standard score for each competence related to functional level (captain, first mate, second mate, third mate and apprentice). The standard scores are set by experienced Dutch and Chinese dredge masters. Standard score are related to functional level. For a third mate for example his standard score is lower than for a first mate. So every functional level does have specific standards.

DOCS PRACTICAL USE From HRM-perspective DOCS fulfils different functions. So DOCS can be used for: Identifying training needs and training delivering system. The training needs are based on the gaps between standard score and actual score of a dredge operator. Rewarding tool for operators. Based on their competence level a fair rewarding system can be setup or at least it can play a significant role in the complete rewarding process. Crew selection for specific projects. Based on competences of different operators, crews can be selected for e.g. rock dredging projects or projects with specific demands for actual projects. It is also possible to identify the need for lacking competences for future projects. So in front of the start of the project action can be undertaken to line up the competences in relation to the project characteristics. In those situations it is possible to hire new crews with suitable competences or train existing operators to be competent for the future project. Crew career planning. DOCS is not only beneficial for the organization but can also be beneficial for individual operators. Based on their actual competences it is possible to set up a Personal Development Profile to increase their competences and grow in their function. The final HRM function for DOCS is certification. It is quite easy to transfer DOCS over a variety of dredging contractors to make comparable competences of dredge operators possible. In fact the idea in China is to use DOCS as the method to certificate Chinese dredge operators at Chinese contractors. Identifying training needs and training delivering system

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Although DOCS can be used and will be used for the functions listed above, in the rest of this article we focus now only on the function DOCS can fulfil for training of cutter suction dredger operators. Figure 4 shows how DOCS is used for determination of training needs and the subsequent training. First it starts with a base line assessment of all the operators and the processing of their score what will end up in records in the DOCS database. Secondly the training needs are identified by way of comparing the scores with the standard related to the operators levels or functions. This is followed by Knowledge Training (in the classroom) and Skills Training (with simulator). After completing these trainings this is followed by extensive On the Job Training (practice and test). (Occasionally the evaluator visits to test operators competences). If the operator successfully passed the competence test on board he officially acquired a higher competence level and will be changed in the DOCS database.

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Base line Assesment

Competence scores

Docs database

Training needs

Knowledge training Classroom

Skills training Simulator

On the job practise

On the job test Evaluator test New competence level

Figure 4 DOCS training process flow 3.2 Identifying training needs

Training needs can easily be recognized by looking at operators scores on competences and comparing this with the standard for his function level. Scores lower than the standard are an indication for training needs. By attending special competence based training (described below) he can develop his competences. But training needs can also result from future projects or change in preferred working methods. For instance, normally repositioning anchors is done with anchor booms, but for some projects long anchoring is more effective or efficient. It can be desirable to train more operators to the desired level of competence for long anchoring. Another reason for training can be a special project to be done in the near future. If this project needs special competences from the operators it is wise to train them in front. A comparison between the needed competences and actual competence level of the crew a selection of operators can be made to design competence based trainings. 3.3 DOCS as training delivering system

To explain the role of DOCS for training purposes, it is important to be aware of some thoughts about training in general and also of use for dredge training: Principle 1: Training must not be a goal in itself but must offer a solution for company or organizational needs or problems.

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Principle 2: The results of training are highly related to the success related to transfer problems that arise from a difference between the training situation and the practice during job performance.

These two principles are the foundations of DOCS for training purposes and will be shortly explained before we go in more detail to how training is the up in DOCS. Training for organizational needs or solutions For a dredging contractor, training is costly. The cost involved are the cost for the training institute, travelling of operators, boarding of operators, lodging for operators, production loss as a result of visiting the training. So sending operators to training is not something you just do. There must be a good reason to do this. The only good reason to send operators to training is when you can make a change on organizational level. The question of course is how to do it. The starting point must be on the method used to evaluate the training. Normally training is evaluated by asking the attendees how they perceived the training and in the best cases the evaluation is based on what is learned during the training. Another approach is to evaluate training efforts on different levels (Kirkpatrick). Evaluation is done on reaction level, learning level, behaviour level and on organizational level. (See Table 2). Table 2 Levels of Evaluation (Kirkpatrick)
Level Measure Question
What was the participants reaction to the program?

Indicators
Program evaluation sheets, interviews, questionnaires, and general participant comments throughout the program Pre-post testing, observations by tutors, managers and/or peers, team and self-assessment, interviews and surveys Pre-post testing, observations, focusgroups, interviews, survey people who observe the performer, and questionnaires Indicators include increased productivity, profitability, sales and profits, and decreased employee turnover and cost

Limitations
Cant measure what is learned, guarantee behavioural change, nor will it ensure quality results from learning Will not measure if they liked the program, if they will behave differently, and if expected results will be achieved Cannot determine if participants liked the training, and if the behaviours accomplished results

Reaction

Satisfaction

Learning

Knowledge And skills

What did the participants learn?

Behaviour

Transfer of skills

Did the participants learning affect their behaviour?

Results

impact on organization

Did participants behaviour changes affect the organization?

Cannot determine if participants like the training, understood it, or if it affected their preferred behaviours

On reaction level the attendee is asked for his perception about the training, does he likes the training? Is the training useful for his works? Does the trainer motivate you? Etc. On learning level the participants makes a knowledge test of what is learned etc. On behaviour level skills are tested on simulators or with practical cases, all the focus is on a (wanted) change in behaviour is realized. On organizational level the effects of the training are related to organizational goals. And this is the most interesting level of evaluation. The first thing to do is to describe the Key Performance Indicators (KPIs). Once the KPIs are clear an evaluation on this level can be made. For dredging these KPIs are:

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Production Wear rate Fuel consumption Accuracy Project duration Availability

To make evaluation organizationally possible, a standard way of daily reporting and shift reporting is developed and implemented into the GDC. The daily reporting keeps track of distances dredged and step sizes, delays related to categories, etc. Shift reports are concerned with the actual dredging parameters during change of shift. Values of vacuum, intermediate vacuum, pressure, swing speed, etc. are registered. The combination of data from the reports can be processed into management reports on KPI level. So under the same circumstances changes in KPIs can directly be related to results from training and/or changes in working methods. Also on individual operator level changes in behaviour as a result of training can be tracked on KPI level. For example an extensive training on repositioning anchors with anchor booms result in a decrease of total anchor time needed for operator X of 2 minutes. This difference will show up/or can be abstracted from the daily reports (Decrease in delay category anchoring for a specific operator). To convert this to KPI level is quite easy. If an operator is winning structurally 2 minutes during anchor repositioning, then it can result in hours of shorter time needed for the project. This positive difference in time can be expressed in money and ROI calculations can be made. Transfer problems The results of training can be seriously endangered by so called transfer problems. One example to make it clear. If operators followed training for long anchoring and they passed successfully, there still is a risk that back on the job the new acquired skill cannot be practiced because of the captain do not allow for long anchoring. If this situation persists, the skill is not following up by practical execution, the new acquired skill will vaporize. Many other examples can be described based on experiences. Transfer problems are always characterized as: the lack of ability of practicing new acquired skills as a result of limitation during job performance. This can due to procedures, not working technical equipment, new behaviour is not accepted by the captain, etc. To solve the possible occurrence of transfer problems, a full on the job procedure was setup including the integration with the training department. Also representatives from the operational crew are involved in setting training goals for the operators. So training is no longer only reliant on the training departments but a shared responsibility from the training department, the operational department and the project office. Also all the captains are intensively involved about DOCS and their role as a on the job trainer. Everybody knows what is going on and all the relevant representatives from the different departments do have influence on the training topics and the training goals. So this makes it acceptable for the captain of GDC to cooperate with the training system. All the operational training is related to competences, so called competence based training. Every operator possesses there a logbook. This logbook is mainly setup according 53 the competences. When he finished knowledge training or skills training, he will mark this in his logbook. Once back onboard the captain asks for the logbook and sees which competences have to be further trained on the job. Then a planning will be made together with the operator for several training moments. At last test moments are planned to show he is capable of performing the operation and has reached the wanted level of competence.

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Figure 5 Example of logbook page

DOCS ORGANIZATIONAL IMPLEMENTATION A structured implementation plan speeded up the implementation process in GDC and also made explicit which departments and which functions of the departments must be involved to successfully implement DOCS. The plan started with the formation of a DOCS project team consisting of the manager and the employees of the HRM-department, the project engineering department, the calculation department, the operational department and the training department. Meetings were planned to get information about the consequences of DOCS for each department in terms of procedures, the expected resistance from the employees and other organizational aspects. This resulted in a description of the departments and functions involved, the new tasks and responsibilities resulting from DOCS, a description of new to create function of evaluator and of course a implementation time table. The project team described and discussed about all the operational procedures related to DOCS. This resulted in a DOCS handbook. One of the outcomes was that the need for a new function: the function of Evaluator. GDC selected three experienced captains to take this role together (they were carefully chosen. Selection was based on operational dredging knowledge and skills, project engineering skills, acceptance by the crew and social competences to perform their role). Their role, tasks and responsibilities were extensively descripted in the Evaluator Handbook. The main role of evaluator is to check the correct implementation of all the DOCS related procedures as stated in the DOCS handbook. On regular basis they visited the dredgers, the training department and the project office. The main tasks consist of: On board check for reporting discipline. On board check for (training) logbook discipline.

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On board supports the captain in his role as On the Job trainer. On board performs tasks analysis (quality time recordings) for operational procedures. On board checks the operational skills of the operators and compares this with the assessment of the captains. On board instructs the operators to perform cases like setting up a dredge plan, checks for development of more cognitive skills. Gives input to training department for adjusting or determining new training goals. Gives input to simulator trainers for adjusting or developing new working methods of training. Discuss with project engineers on new working methods in relation to the competences to be trained. Reports to DOCS project team for actual status of DOCS and suggestions for improvements.

CONCLUSIONS DOCS can be seen as an inventory of CSD operator competences. But more fruitful, it is a system to develop competences of operators. Once started, DOCS will develop itself in an organization and will influence the way management looks to training in a positive manner. The human aspect in execution a dredging project will shift from cost factor to a possibility of making profit. The KPIs and the standard reporting function are the foundations for a rational way to express competence development as a result from training into financial benefit for the organization. The successful implementation of DOCS into an organization depends not only on the back up from the management but also on the acceptance of the employees from the involved departments. One-way implementation (top-down or bottom up) will probably not be successful, simply because too many departments and people are involved. The concept of DOCS is straightforward, but making the changes in the organization is most challenging. A structured way of introducing and implement DOCS will guarantee a successful implementation. DOCS is not a management tool to motivate people. It should be used for its propose: transpose training into solutions for the organization. Before starting it, it is necessary to make explicit (on KPI level) what the organizational problems are. Then DOCS can definitely contribute to the solution. Training results in the end will be measured on dredging KPIs like production, fuel consumption, wear rate and accuracy. Dont see the operational crew as only cost, in reality they can add value to your project. To avoid transfer problems the theoretical training in the classroom and the skills training on a simulator must be directly related to desired job performance. ROI calculations must be made to assess the economic value of training. ROI calculations must be made to assess the economic value of selected working methods. The daily reporting (production reports) and shift reporting (dredge parameters) must be standardized in the whole organization and must be suitable to process and track KPIs. Training must be seen as solutions for dredging project problems.

REFERENCE Kirkpatrick, S.L. and Kirkpatrick, J.D. (2006), Evaluating Training Programs, Berret-Koehler Publishers Inc. Lin, S.N., and Zhou, L.Y, (2010), Conceptual View on Dredging Operator Certification System (DOCS), XIX World Dredging Congress, Beijing, China. Overduin , B. and Aerts, J., (2009), Liever (geen) training, Academic Service.

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