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PTIP01 KPI Standard v2 Draft Standard
PTIP01 KPI Standard v2 Draft Standard
PTIP01 KPI Standard v2 Draft Standard
Contents
1.0 Introduction................................................................................................................................................
2.0 Common Terms & Definitions.....................................................................................................................
3.0 Common Data Environment - TPA..............................................................................................................
4.0 Use of KPIs..................................................................................................................................................
4.1 General......................................................................................................................................................
4.2 Shared KPIs...............................................................................................................................................
8.0 Reference....................................................................................................................................................
8.1 Group HSE.................................................................................................................................................
1.0 Introduction
It is increasingly apparent that exceptional performance, and hence good practice, requires an aligned overall business
approach. Global Operations & Engineering have traditionally developed separate guidance on KPIs. However, present
strategic and business understanding within DP World now leads to a fundamental aligned guidance on common
principles. This means that KPIs are no more to be seen as an isolated analysis, but as a common support for overall
business analysis.
The purpose of this document is to establish a general understanding for DP World KPI’s. Its sets out the standard
definitions that shall be used when reporting data and KPIs within the business, between Ports & Terminals Business
Units, Regions and Head Office.
To find an aligned basis and for further understanding, this document briefly introduces the common terms and
definitions as well as the common data environment before the general guidelines for KPI usage are outlined.
The focus of this operational KPI Standard is the definition of the key business metrics and KPIs, which has been
diligently compiled. They are supplemented by the Time Usage Model.
Overall, this document will achieve data integrity by harmonized procedures, it will enhance confidence in business
information and it will provide a meaningful basis for improving business performance. Furthermore, it forms a
foundation for customer discussions and business decisions making such as prioritizing and approving potential
investments. It will also allow business units to benchmark against similar terminals and share initiatives. In general, the
standard definitions and its analysis and interpretation helps to improve our business by giving the right
recommendations in consequence of transparency and accurate data basis.
1
As of August 2018, it also collects some data from manual sources. The long-term vision is to fully automate the
collection of data from every system.
2
In this respect, the overall business interests are more essential than individual requirements.
PTIP01 Operational KPI Standard Issue Date: Oct 2019
Version Number: 2.0
Nonetheless, it should be kept in mind that KPIs from a particular Business Unit are influenced by the circumstances and
given conditions of that terminal. As such, when monitoring and managing these KPIs, the trend should be a focus of
attention.
Certainly, taking into consideration that different conditions can affect results, benchmarking KPIs between Business
Units is to be encouraged and will be conducted. The aim, therefore, of this comparison is finding good practice across
the business and providing the chance to transfer these methods within DP World. Appendix 6 has a table of KPIs with
benchmarks considered to be good practice in DP World.
Focus on the critical few, not the trivial many: The set and selected KPIs shall consider the main elements of
measurable business components. They shall be used and reviewed regularly, and they shall result in action when
there is an undesirable variance. Concentrating on the critical KPIs is more essential than monitoring the trivial many.
KPIs shall be aligned to objectives: There is a well-worn cliché that poorly selected KPIs ‘drive the wrong
behaviour’. If KPIs and their use are not fully aligned to business goals they could result in negative outcomes.
Data for KPIs shall be valid: Accurate and exact data is essential for every analysis on data basis. This implies
that the data quality is crucial and decisive when using KPIs and when developing actions resulting from the
interpretation of those KPIs. The improvement and stabilization of data quality allows confidence in decision making.
It should be noted that achieving and stabilising data quality only comes from use of that data or KPI. It is therefore
essential that there are mechanisms in place to identify, investigate and rectify data quality issues as part of the KPI
review meeting.
KPIs shall be relevant and controllable: When selecting relevant KPIs, care should be given to ensure that those
individuals or teams made accountable and responsible for driving performance can relate to the KPI and are
empowered to take the necessary action to achieve the KPI target as required.
There should be a balance of leading or a lagging character KPIs: KPIs can be leading or lagging. Both are
important to monitor. Appendix 7 has a table of a selection KPIs identifying as lagging or leading.
o Leading KPI – An indicator that measures performance before the business or process result starts to
follow a particular pattern or trend. Leading indicators can sometimes be used to predict changes and trends.
o Lagging KPI – An indicator that measures performance after the business or process result starts to follow
a particular pattern or trend. Lagging indicators confirm long term trends, but do not predict them.
Individual KPIs shall not be managed in isolation: To maximise the value of our business, our aim is to
optimise for cost, risk and performance. This will be different for every terminal and requires a balanced view of BU
performance using a variety of different KPIs.
To develop effective Shared KPIs it is crucial to align different business functions towards achieving common business
goals.
OEE (Overall Equipment Effectiveness) - Key functions – Operations, Engineering. Secondary functions – IT,
Procurement, HC, Commercial
TEEP (Total Effective Equipment Performance) - Key functions - Operations, Engineering, Commercial)
PM Compliance - Key functions – Operations, Engineering
Functional Reliability - Key functions – Operations, Engineering
There is no limit in defining Shared KPIs according to the general interest of the overall business.
Shared KPIs need to be reviewed in a collaborative way. Reviews should be conducted by cross functional teams with the
mandate to agree joint actions for improvement.
Figure 1 above shows the time categories and the associated Level 1 Losses.
Appendix 4 contains the complete Time Usage Model and details standard time definitions including both Level 1 and
Level 2 Losses.
Overall Equipment Effectiveness (OEE) and Total Effective Equipment Performance (TEEP) are the two shared
KPIs associated with the Time Usage Model.
These are defined in Appendix 4 which also defines how OEE and TEEP are calculated.
The definitions should be used to establish a business unit time usage model using currently available data. Over the
next 2-3 years, steps shall be put in place that allows for the collection of data that is consistent with this standard. This
should be part of a business unit Information Strategy.
Appendix 5B delay codes for CHE and ITV imputed by the operator.
8.0 Reference
8.1 Group HSE
For GHSE reporting definitions please refer to HSE PE01-TOOL01 GHSE Reporting Definitions for guidance.
REVISION
# DATE AMENDMENT
1.0 September 2018 Released for implementation.
Modification to existing metrics and KPI modified: VWH, PQCC, QP, QCM, YCT, TQCC,
YCM, TOC, TMC, U%, PM Comp%, PYCM, TF, QCC
New metrics / KPI added: YC, YEMR, TPM (C), YEM, Customer partnership program
timestamps, ISO 8601 Date and Time, VOH, YNEM, GOH, YCEP, YCNEP, QCP, OOG, Break
Bulk, Capacity Hours, Backlog (Planned), Backlog (Ready), Sched Hours, PR-PO, PO-RE,
RE-IN, SO, TR, Components with no defect, Components with inspections pending / not
covered, Components with defect, Components with defect identified, Total components
identified for asset health surveillance, Capacity Utilisation, Stores Efficiency, Asset Health
2.0 October 2019 Index, MPUH, OPE
Addition operational Metrics ID changes structured as General, Quay, Yard and Gate.
Note: Twistlock Count (TLC) – is used by Engineering as a metric to count cycles for Engineering KPIs and maintenance planning. It is defined in Appendix 2 and counts the
loaded part of the ‘Operational Cycle’.
Relevant Terms:
The table above explains, using three different scenarios, how EMs are transformed into CMs.
Note: Scheduled Downtime occurs when a work order is offline and scheduled and is not a result of an EM. Some CM work orders that result from an EM can become planned
and scheduled in the EAMS due to complexity and waiting for parts. However, the downtime is still considered unscheduled.
1. KPI – An indicator of how effective you are at achieving a business objective. This is often based on a calculation involving a number of metrics, should be aligned to
business objectives and should have a target.
2. Metric – A measure of specific business process. This is data based and tracked processes.
3. Leading KPI – An indicator that measures performance before the business or process result starts to follow a particular pattern or trend. Leading indicators can
sometimes be used to predict changes and trends.
4. Lagging KPI – An indicator that measures performance after the business or process result starts to follow a particular pattern or trend. Lagging indicators confirm
long term trends, but do not predict them.
5. Reliability – The probability that the equipment, system or component performs its function for a defined period.
6. Function – The purpose of the equipment.
7. Functional Failure – Equipment is offline due to a fault that results in it unable to perform its function (regardless of the nature or origin of the fault).
8. Ready-to-operate – Equipment can be operated if there is demand.
9. Equipment Operational Time – The amount of time to execute the assigned jobs of a type of equipment (mainly in yard) from the first lift to the last lift. If there is
no container movement measured within 60 minutes we assume the operational time has ended. This time includes all the operational delays shorter than 60 minutes.
10. Long Term Out-of-Service – Equipment cannot be operated, due to functional failure, for more than 7 days (waiting spare parts etc).
11. Parked-up – Equipment is offline and does not have an operator.
12. ATA (Actual time of arrival) – Is the time when the first mooring line is tight.
13. ATD (Actual time of departure) – Is the time when the last mooring line is release.
14. Mainliner – In principle, a main liner service covers a route with a fix schedule linking two distant geographic regions however from the operational point of view
(generally) deploys larger vessels (5000 to 24000 TEU), these services would (generally) carry a large percentage of origin-destination cargo or receive transhipment
cargo from feeders.
15. Feeder – In principle, a feeder is a (generally smaller) vessel which does not engage in an end-to-end trade, but serves to funnel, “feed”, cargo to/from a (smaller)
port, to/from a hub port, where it connects with vessels going on a longer, deep sea route. From an operations and planning point of view, a feeder would load or
discharge “purely” or “mostly” transhipment cargo.
16. Barge – A barge is a shoal-draft flat-bottomed boat, built mainly for river and canal transport of bulk goods, barges may be self-propelled or/and requires the use of
one or more tugboats to either push or pull its load.
17. Calendar Time – Time consistent with Universal Time Coordinated (UTC).
The ISO 8601 standard "Data elements and interchange formats - Information interchange - Representation of dates and times" specifies the standard notation to
represent the number of the week.
The first week of a year is the one that contains the first Thursday of that year, that is, the one that contains the 4th of January. The days of the week are represented
numerically with a digit, being the first day on Monday (day 1) and the last day on Sunday (day 7). The week always starts on Monday and is the one used mainly in
Europe. Format: 2015-12-28 01:23:55, yyyy-mm-dd HH:MM:SS
18. Available Time – Time equipment is available.
24. Terminal Closed – Time the terminal is closed due to holidays or prayers.
25. No Demand – Losses due to equipment being parked-up, but ready to operate, due to no operational requirement.
26. Scheduled Downtime – The amount of time an asset is not capable of running due to scheduled work.
27. Unscheduled Downtime – The amount of time an asset is not capable of running due to unscheduled repairs.
28. Offline Operating Delays – Delays to operating the equipment that prevent it being Utilised.
29. Online Operating Delays – Delays to operating the equipment whilst Utilised.
30. Non-Value Operating Losses – Losses due to non-value-added activity.
31. PM Offline – Losses due to scheduled PMs that require the equipment to be offline.
32. Scheduled CM Offline – Losses due to corrective maintenance that result from PMs and/or are in the weekly schedule.
33. Unscheduled CM Offline – Losses due to corrective maintenance that result from breakdowns or a break-in to the weekly schedule. Includes long-term out of service.
34. EM Breakdown Losses – Losses due to a functional failure of the equipment.
35. External Losses – Losses due to an event external to the normal operation that requires operations to stop and equipment to be parked-up.
36. TOS Failure (Offline) – Losses due TOS failure which result in equipment being parked-up.
37. TOS Failure (Online) – Losses due TOS failure whilst equipment is Utilised.
38. Idle Time Losses – Losses due to delays (see Operational Delay Codes).
39. Equipment Testing – Testing of equipment (maintenance, calibration, commissioning, etc). Note: This could also include self-recovery to the workshop.
40. Cycle Time Losses – Losses due to equipment speed / operator or machine accuracy.
41. Gantry Travel Boom Losses – Losses due to gantry travel / boom operation.
42. Quality Losses – Losses due to inefficient moves.
Note: In terminals where Straddle Carriers are used as both Principal Yard Equipment and Horizontal transport, they can be considered as Principal Yard Equipment.
Containe
Qty r TEUs
1 10 feet 0.50 TEUs
1 20 feet 1.00 TEU
1 40 feet 2.00 TEUs
1 45 feet 2.25 TEUs
1 53 feet 2.65 TEUs
54. TEU Ratio - The relation of all container length types to a twenty-foot equivalent unit.
To calculate the number of TEUs per container, divide the actual length in feet by twenty.
The position for the blue container is: 01A Block, Bay 05, Row F, Tier 3. Summarized: 01A05F3
For the case of and RTG 1 over 5, 6 wide (rows), the design capacity is calculated as follow:
For the case of and ASC 1 over 5, 10 wide (rows), the design capacity is calculated as follow:
∑ (H × R−ni )
i=0
Operational Stacking Capacity ASC =
H
Where, ni =H−1
Height =H
Rows=R
For the case of and RTG 1 over 5, 6 wide (rows), the Operational Stacking Capacity is calculated as follow:
∑ (H × R−ni )
Operational Stacking Capacity ASC = i=0 =∑ (50+ 49+48+ 47+ 46)=240
H
OSH RTG∨RMG=H × ( H × R−
H×R
( H−1 )
)
H × R−( H−1 )
% OSH RTG ∨RMG =
H×R
n
∑ ( H × R−ni)
i=0
OSH ASC=H × 2
H ×R
n
∑ (H × R−ni )
% OSH ASC = i=0
H 2× R
Where, ni =H−1
Height =H
Rows=R
For the case of and RTG 1 over 5, 6 wide (rows), the OSH is calculated as follow:
OSH RTG∨RMG=H × ( H × R−
H×R
( H −1 )
)=5 × (
5 × 6−(5−1)
5×6 )=4.3
PTIP01 Operational KPI Standard Issue Date: Oct 2019
Version Number: 2.0 Review Date: Oct 2020
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IMPROVEMENT STANDARD
For the case of and ASC 1 over 5, 10 wide (rows), the Operational Stacking Capacity is calculated as follow:
7
6 x
5 x
4 x
3 x
2 x
PTIP01 Operational KPI Standard 1 Issue Date: Oct 2019
Version Number: 2.0 Review Date: Oct 2020
1 2 3 4 5 6
Uncontrolled When Printed Page 19 of 59
7
6 x
IMPROVEMENT STANDARD 5 x
4 x
RMG 1 over 6, 10 wide: 3 x
2 x
1
1 2 3 4 5 6 7 8 9 10
6
5 x
4 x
3 x
2 x
RMG 1 over 5, 10 wide:
1
1 2 3 4 5 6 7 8 9 10
7
6 x
5 x
4 x
PTIP01 Operational KPI Standard 3 x Issue Date: Oct 2019
2 Version
x Number: 2.0 Review Date: Oct 2020
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1 2 3 4 5 6 7 8 9 10
IMPROVEMENT STANDARD
% OSH ASC =
∑ (60+59+58+ 57+56+55) =95.8 %
2
6 ×10
OSH ASC=6 ×
∑ (60+59+58+ 57+56+55) =5.8
2
6 ×10
Note
ASC can re-shuffle to a slot in a different bay.
SC: for SC the design capacity equals the operational stacking capacity.
PTIP01 Operational KPI Standard Issue Date: Oct 2019
Version Number: 2.0 Review Date: Oct 2020
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IMPROVEMENT STANDARD
Note: EM = Engineering Metric; OM = Operation General Metric; OQM = Operational Quay Metric; OYM = Operational Yard Metric; OGM = Operational Gate Metric
EM23 Backlo Planned Backlog This metric is the combination of the quantity of EAMS [Hours] Backlog is useful indicator. A health backlog is one that
g work that has been fully planned for execution but is remains relatively constant and allows the planning
(Plann not ready to be scheduled and work that is ready to team to have sufficient work to schedule work for all
ed) be performed. available labour resources. A backlog trending upwards
PTIP01 Operational KPI Standard Issue Date: Oct 2019
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IMPROVEMENT STANDARD
ID Abbr. Metric Definition Source Unit Observation
/ Meta
Data
may be a leading indicator for declining reliability as
timely CM work is not completed. A declining trend may
indicate improving reliability or could suggest that the
PM program may need reviewing
EM24 Backlo Ready Backlog This metric is the quantity of work that has been EAMS [Hours]
g scheduled for execution but has not yet been
(Read executed. All planning has been done and it is not
y) waiting material.
EM25 Sched Scheduled Work The total number of maintenance labour hours EAMS [Hours] This should not exceed EM22 Labour Capacity. It is
Hours Hours scheduled for the next week often beneficial to consider allowing for some
unscheduled work such Emergency Maintenance
EM26 PR-PO PR Created to PO Time taken from a PR is created to approval EAMS [Days] This step includes developing a technical specification,
Approved requests for quotation and approvals. A target for this
step should be defined
EM27 PO-RE PO Approved to Time taken from when a PO is approved to receipt of EAMS [Days] At the time of agreeing the price with a vendor and
Receipt parts expected delivery date should also be agreed. This then
becomes the defined target for this step
EM28 RE-IN Receipt to Invoice Time taken from when parts are receipted to the EAMS [Days] This step covers time for inspecting the parts. A target
Approved invoice being approved for payment for this step should be defined
EM29 SO Stockouts The number of times stock items are demanded from EAMS [Count]
the store and they are not available for issue. This
includes reservations for future work
EM30 TR Total Store Total number of time stock items are demanded EAMS [Count]
Requests from the store
EM31 Components with Components inspected and defect has been detected Asset [Count] Can be a count by asset or asset type
no defect Health
System
EM32 Components with Components with no inspection, or an inspection that Asset [Count] Can be a count by asset or asset type
inspections is not PM compliant Health
pending / not System
covered
EM33 Components with Component with defect identified but needs Asset [Count] Can be a count by asset or asset type
defect, needs confirmation from another PdM technique or visual Health
confirmation inspection System
EM34 Components with Component inspected and defect identified Asset [Count] Can be a count by asset or asset type
defect identified Health
System
PTIP01 Operational KPI Standard Issue Date: Oct 2019
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IMPROVEMENT STANDARD
ID Abbr. Metric Definition Source Unit Observation
/ Meta
Data
EM35 Total components Based on component criticality, components Asset [Count] Can be a count by asset or asset type
identified for asset identified on the Asset Health Matrix that have Health
health surveillance predictive maintenance techniques applied System
General Operations Metrics
OM1 VD Vessel Discharge Number of container moves unloaded from a vessel. TOS [Container Only including containers
Moves]
OM2 VL Vessel Load Number of container moves loaded onto a vessel. TOS [Container Only including containers
Moves]
OM3 TF TEU Ratio Sum of TEUs / Sum of containers, in the same TOS [Dimensio Example: 1.6 TEU Ratio means that 60% of the
period. nless] containers are 40 ft (assuming that all containers are
either 20 ft or 40 ft)
OM4 PF Peak Factor Maximum value divided by the average value in the TOS [Dimensio Common practice is to use a monthly peak factor.
same period. nless] Can apply at the Quay, Yard or Gate.
At the Quay: Total Operational Throughput is used
At the Yard: Total Yard Moves is used
At the Gate: Truck Count is used
OM5 OT Operational time The amount of time to execute the assigned jobs of TOS [Hours] If a container is moved within one hour it will be
(Equipment) an equipment from the first lift to the last lift. If considered as operational time. This time includes all
there is no container movement measured within 60 the operational delays shorter than 60 minutes.
minutes we assume the operational time has ended.
OM6 TCM Total Container All vertical container moves done in the terminal in a TOS [Container Quay Container Moves + Yard Container Moves
Moves specific period (excluding Hatch Covers moves and Moves]
Lashing Bin Moves).
OM7 TTM Total Terminal All vertical moves done in the terminal in a specific TOS [Moves] Quay Container Moves + Hatch Covers moves + Lashing
Moves period. Bin Moves + convenience restows + Yard Container
Moves
Quay Operations Metrics
OQM1 QT Quay throughput No. of TEU's moved over the quay wall for TOS [TEU] Sum of TEUs over the quay wall – this is not the same
(TEUs) Mainliners, Feeders and Barges. Not including Hatch as TEUs reported by finance.
covers, lashing bins and convenience re-stows. Also referred to as “Total Operational Throughput”
OQM2 QCM Quay Container No. of containers moved over the quay wall for TOS [Container Sum of Container Moves over the quay wall.
Moves Mainliners, Feeders and Barges. Not including Hatch Moves] Bundled container should be counted as follows: e.g.: 1
covers, lashing bins and convenience re-stows. base + 2 containers on top = 3 container moves over
the quay wall
OQM3 QCC Quay Crane Cycle No. of Quay Crane Cycles over the quay wall EAMS [Cycle] Sum of Cycles over the quay wall. Convenience restows
including Mainliners, Feeders and Barges. should be included.
A Quay Crane Cycle is considered landside waterside
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IMPROVEMENT STANDARD
ID Abbr. Metric Definition Source Unit Observation
/ Meta
Data
landside or vice versa.
OQM4 GCH Gross Crane hours Is the number of hours worked by all assigned TOS [Hours] For delay type B & C please refer to Appendix 5A
cranes from the first container lift to last container
lift on all the assigned cranes on the vessel
combined. Deducting delay time from type B and C.
OQM5 GBH Gross Berth Hours Is the number of hours that the vessel is alongside TOS [Hours] The shipping line is calculating the same way.
from first mooring line fast (ATA) until last line
released (ATD). None of the delays shall be deducted
from this time.
OQM6 VWH Vessel Working Is the number of hours from the first container lift of TOS [Hours] For delay type B & C please refer to Appendix 5A
Hours the first assigned crane to the last container lift done E.g. Delay B (meal break)
by the last assigned crane. If all assigned cranes Formula = OM17 - Delays (B+C)
interrupt working simultaneously on the vessel due
to delays B or C, this time shall be deducted.
OQM7 ABMH Available Berth Is the available berth for container vessel in meter Manual [Meters] * Calculated as: quay length * hours per period.
Meter Hours hours over a period. [Hours] Hours per period should be calculated as: (operational
time / day) * (operational days/year)
OQM8 BMH Actual Berth Meter Is the actual berth occupied in meter hours including Manual [Meters] * Calculated as: Sum of [(Vessel length overall + mooring
Hours the mooring lines and the manoeuvring time. [Hours] lines) * (gross berth hours + vessel manoeuvring time
for arriving and departing vessel)] for all vessel calls
during period.
For ease of calculation:
For mooring lines: vessel LOA + 40 m (20 m each
side)
For vessel manoeuvring time: Gross Berth Hours
(berthing time) + 1 hour (30 minutes arriving and 30
minutes departing)
OQM9 VOH Vessel Operating Is the number of hours from the first container lift of TOS [Hours]
Hours the first assigned crane to the last container lift done
by the last assigned crane.
OQM10 TVCM Total Vessel Is the actual number of Containers that have been TOS [Container This metric is used for the calculation of Crane Density.
Container Moves moved over the quay during the operation of one Moves]
vessel.
Yard Operations Metrics
OYM1 YSC Yard Static The operational quantity of TEUs which can be [TEUs] Calculation: TGS * OSH
Capacity stored in a terminal at one particular time.
Note: EK = Engineering KPI; SK = Shared KPI; OGK = Operational Gate KPI; OYK = Operational Yard KPI; OQK = Operational Quay KPI;
*)
marked KPIs are needed as input for the 5-year Plan (Asset Requirement)
DP World’s Time Usage Model categorizes how we use (or don’t use) our equipment. The aim of the model is to identify and prioritise improvement projects to eliminate or reduce waste (losses). Our goal is to increase the percentage of time that our
equipment is doing things that our customers are paying for. For example, they pay us to move their containers from the back of a third-party truck to the hold of a container vessel. They don’t pay us to do housekeeping (shuffles) or fix breakdowns! This
is waste and losses like this need to be minimized, improving efficiency, freeing up capacity and providing a better customer experience.
Fundamentally our equipment is either on (Equipment Online box) or Off (Equipment Offline box). It is On or Off 24 hours a day 7 days a week, 52 weeks a year. This is Calendar Time ( Calendar Time box). For some business units there are certain
times when our customers are informed that the terminal is closed. This could be for significant holidays or Friday Prayers. When the time a terminal is closed is taken away from Calendar Time, we are left with Total Machine Time (or TOP) ( Total
Machine Time (TOP) box).
Of course, there are times when our equipment is parked up because there is No Demand from our customers ( No Demand box). We also must maintain our equipment to prevent breakdowns whilst it is in operation ( Schedule Downtime Box).
Maintenance that is agreed in advance between operations and engineering, and requires equipment to be offline, is known as Schedule Downtime. This includes offline PMs (or Preventive Maintenance) and planned and scheduled CMs (or Corrective
Maintenance). Significantly, online PMs such as running inspections and predictive maintenance such ultra-sound, can be done during Valuable Operating Time. The more offline PMs that can be converted to online PMs the more we can reduce schedule
downtime losses. Once we remove losses due to No Demand and Schedule Downtime from Total Machine Time we are left with Available Time (Available Time Box).
Available Time must not be confused with availability. Available Time it is a measure of the amount of time that the equipment is available once ‘scheduled losses’ are removed. Unfortunately, we still have breakdowns that result in Emergency Maintenance
(or EMs). Sometimes these failures result in our equipment being out of service for an extended amount of time and the EM becomes a CM. Together we call these losses Unscheduled Downtime ( Unscheduled Downtime Box). We also have operating
delays that mean we can’t use our equipment, even though we want to (Offline Operating Delays Box). This could be due to weather conditions, or a power failure. When we remove Unscheduled Downtime and Offline Operating Delays from Available
Time we are left with Utilised Time (Utilised Time Box).
Utilised Time, also known as Total Machine Occupied Time (or TMC), is the amount of time our equipment is energized and ready for instructions. This could be the engine running with an operator in the cab, or the control source on and the control
system active (automated equipment). Online Operating Delays (Online Operating Delays box) are those losses that occur when the equipment is ready to be used, but it is not actually operating. For example, the equipment could be waiting for
terminal tractors. Taking these online operating delays from Utilised Time, leaves us with Net Operating time (Net Operating Time Box).
Net Operating Time, otherwise known as Total Operating Time or TOC, is the amount of time that our equipment is actually active and performing its purpose such hoisting, moving etc. Non-Value Operating Losses ( Non-Value Operating Losses box)
occur when we are using our equipment for activity that does not directly contribute to the service our customers value. This could be shuffles and gantry travel, but also includes cycle time losses due to inaccurate operation or speed losses due to ageing
equipment. When we remove Non-Value Operating Losses from Utilised Time, we are left with Valuable Operating Time ( Valuable Operating Time box). Valuable Operating Time is the time we use are using our equipment to perform the service our
customers pay us for and generates for us, our revenues. It is this Valuable Operating Time that we need to sustainably maximize to get the best out of our equipment.
Terminal
Total Machine Time (TOP) TOP - Total Machine Time
Closed
Terminal Closed -
Available Time (AT) Available Time - Time equipment
is available and there is demand Scheduled Downtime – the amount of time an Time the terminal is Non-Active
asset is not capable of running due to scheduled closed due to
holidays or prayers Equipment
Utilised Time (UT) - TMC Utilised Time - Control source on, ready to operate /
operator present and in control. This is equivalent to TMC
Offline Operating Delays - Delays Scheduled Downtime
to operating the equipment that
Net Operating Time - Time that Non-Active Equipment - A
Offline Operating CM Scheduled result of asset rationalisation,
equipment is performing its Net Operating Time (NOT) - TOC Scheduled CM-Losses due to corrective maintenance
function. This is equivalent to TOC Online Operating Delays - Delays to Delays Offline that result from PMs and/or are in the weekly schedule equipment is removed from
service and placed under
operating the equipment whilst utilised
Valuable Operating Time TOS Failure basic care, due to excess
Online Operating Delays PM Offline PM Offline -Losses due to scheduled PMs
terminal capacity
(VOT) Non-Value Operating Losses- Losses
due to non-value added activity
(Offline) that require the equipment to be offl ine
Valuable Operating Time - Time that Idle Time TOS Failure (Offline) -Losses due to TOS failure External Unscheduled Downtime - the amount of
equipment is delivering customer Non-Value Operating Losses which result in equipment being parked -up No Demand
Losses Losses time an asset is not capable of running due to
value unscheduled repairs
Idle Time Losses- EM Losses External Losses -Losses due to No Demand -Losses due to equipment being parked-
Quality Losses Losses due to delays an event external to the Unscheduled Downtime up, but ready to operate, due to no customer demand
(Online) normal operation that requires
Quality Losses- Losses TOS Failure operations to stop and
due to Inefficient Moves
Cycle Time EM Losses (Online) - Losses due to a functional EM Losses
failure, however the equipment remains online equipment to be parked-up
Losses (Online) (Offline)
Cycle Time Losses- Losses due to equipment Eqpmt TOS Failure (Online) -Losses due TOS EM Losses (Offline) -Losses due to a functional Unscheduled
speed / operator or machine accuracy failure whilst equipment is utilised failure that results in the equipment being offline
Testin CM Offline
Equipment Testing - Testing of equipment g Gantry Travel / Unscheduled CM Offline-Losses due to corrective
(maintenance, calibration, commissioning etc) maintenance that result from breakdowns or break-in to
Boom Losses the weekly schedule. Includes long-term out of service
Gantry Travel / Boom Losses- Losses due to
gantry travel or boom up/down operations
Function - The purpose of the equipment Long Term Out-of Service - Parked-up - Equipment is offl ine and Planned Maintenance - Work that has gone Weekly Schedule- The list of
Equipment cannot be operated, due does not have an operator through a formal process to identify labour, maintenance work to be done in the
to functional failure, for more than 7 parts, tools, work instructions and safety week, agreed by both Engineering &
Functional Failure - Equipment is offl ine due to days (waiting spare parts etc) Ready-to-operate- Equipment can Operations, usually finalized three to
requirements, assembled into a job plan package
a fault that results in it unable to perform its be operated if there is demand four days before the start of the work
function
Value Added Rate (VR) = VOT/ NOT Planning Rate (PR) = AT/CT
TEEP = OEE x PR = (AR x ER x QR) x PR
Valuable Operating
TEEP = VOT/CT or (PR x AR x ER x VR)
Time (VOT)
Dela Mapped to
Global
Delay Related y Description Secondary Level 2
Delay Code
Type Losses
Gantry Travel /
Terminal Related A A01 Crane Movement Boom Up / Down, gantry, etc.
Boom Losses
EM Breakdown
Terminal Related A A02 Crane Breakdown
Losses
Crane Clash, convenience
Terminal Related A A03 Planning Issues / Lost container Idle Time Losses
restows, waiting for job.
Terminal Related A A04 Lashing / Unlashing Man cage, pinning stations. Idle Time Losses
Terminal Related A A05 Waiting Horizontal Transport Idle Time Losses
TOS Failure
Terminal Related A A06 System Failure TOS, Wireless, radio system.
(Online)
Terminal Related A A07 Accident / Incident Idle Time Losses
Terminal Related A A08 Shift Change Idle Time Losses
Terminal Related A A09 Operator Relief Operator Change in the shift. Idle Time Losses
Terminal Related A A10 Hatch Covers opening/closing Quality Losses
Terminal Related A A11 Lashing bins Quality Losses
Terminal Related A A12 OOG cargo Quality Losses
Vessel / Agent Related B B01 Vessel Stability Idle Time Losses
Vessel / Agent Related B B02 Vessel Related Incident Idle Time Losses
Break Bulk handled by external
Vessel / Agent Related B B03 Idle Time Losses
crane
Vessel / Agent Related B B04 Ship Gear not in right position Idle Time Losses
Damage cell guide, lashing
Vessel / Agent Related B B05 Poor vessel conditions Idle Time Losses
material, twistlocks.
Vessel / Agent Related B B06 Waiting Load Container Idle Time Losses
Awaiting Chief officer approval of
Vessel / Agent Related B B07 Revision of Plan Idle Time Losses
stowage plan.
Vessel / Agent Related B B08 Agent special request Idle Time Losses
Vessel / Agent Related B B09 Authorities Quarantine, immigration, customs. Idle Time Losses
Schedule Terminal Related B B10 Meal Break External Losses
Schedule Terminal Related B B11 Pray Time Friday only External Losses
Force Majeure Related C C01 Weather External Losses
Force Majeure Related C C02 Power Failure External Losses
Force Majeure Related C C03 Emergencies External Losses
Force Majeure Related C C04 Union issues External Losses
3
The Customer Engagement Program has the goal to have visibility of time delays of all processes that happen in the
terminal from the moment the vessel arrives at anchorage point until the first container can be lifted and after the last
container is lifted, until the vessel is able to sail from the berth.
PTIP01 Operational KPI Standard Issue Date: Oct 2019
Version Number: 2.0
This appendix defines the diverse terminal moves we conduct inside a terminal. The aim of this definition is to have a common understanding of the general purpose
of the planned / performed move and furthermore to build up the joint awareness if the particular move is classified as an essential / non-essential or productive /
non-productive move.
On basis of this definition, analysis on terminal move types can be executed which serve as a starting point for optimization initiatives.
This definition also serves as input factor for the OEE and TEEP calculation.
In general, a vertical move is the lifting of a container in/out of a container stack (all locations where a container gets stacked, like vessel, rail or yard); a horizontal
move is the horizontal transport in between the vertical moves.
Note: A lagging KPI at one level of the business, can be leading at another level of the business especially when trended
over time.
PM Compliance is lagging indicator of how well the PM program has been executed. It is a leading indicator of equipment
reliability.
Equipment reliability, a lagging indicator for reliability, is a leading indicator of future asset performance (Utilisation and
productivity).
Utilisation and productivity, lagging for those parameters, are leading indicators of future business performance.
1. Pre-Arrival of Vessel
1.1 Pro forma Berthing window from
Beginning of time window allocated for the vessel call at the Terminal.
1.2 Pro forma Berthing window until
End of time window allocated for the vessel call at the Terminal.
1.3 Discharge Baplie received from shipping line
When the Terminal received the Discharge Plan Baplie file from the Shipping Line.
1.4 Port authority vessel ETA
First ETA information sent by the Shipping Line to the Port Authority in order to get a pilot assigned.
2. Pilot
2.1 Arrival at EOSP (End Of Sea Passage)
When the vessel reaches the restricted navigation area.
2.2 Pilot on board
When the pilot is on board.
3. Berthing
3.1 Arrival terminal first line fast
When the vessel arrives at the Terminal and the first mooring line is thrown onto the dock.
3.2 Last line fast
When mooring is complete and the vessel is completely tied to the dock.
3.3 Gangway down
When the gateway is resting over the dock.
3.4 Safety net installation completed
When the gateway is resting over the dock with the safety net fully installed.
5. Operations Start-up
5.1 Lashers on board
When the first lasher boards the vessel.
5.2 Start unlashing
When the last lasher finishes the vessel boarding check-in.
5.3 Cranes boomed down
When the last boom is down over the vessel.
5.4 Unlashing from work-cage from
When the first work cage is rigged and the unlashing from work-cage starts.
5.5 Unlashing from work-cage until
When unlashing from work-cage is completed.
5.6 Completed unlashing
When the last QC that will discharge containers is ready to start operations.
5.7 Lashing bins unloaded
When the last lashing bin is unloaded and all necessary bin boxes are located in the pins stations.
6. Vessel Operation
6.1 First container move
PTIP01 Operational KPI Standard Issue Date: Oct 2019
Version Number: 2.0
7. Departure Preparation
7.1 Pilot booking time
Log the time at which the agent has requested for the pilot to be on board.
Note: this is not the time when the request is made, it’s the time when the agent wants the pilot to be on board.
7.2 Tug booking time
Log the time at which the agent has requested for the tugs to be alongside the vessel.
Note: this is not the time when the request is made, it’s the time when the agent wants the tugs to be alongside
the vessel.
7.3 Waiting for tide from
When the vessel starts waiting for the tide to rise because draft restrictions don’t allow it to sail.
7.4 Waiting for tide until
When the tide rises enough for the vessel to be able to sail.
7.5 Waiting for bunkers from
If the vessel is unable to sail because it requires fueling and waiting for bunkering causes delay, log the start of
this waiting time.
Note: this should align with the crane boom up time (6.6).
7.6 Waiting for bunkers until
If the vessel was unable to sail because it required fueling, log the time when the fueling process is completed.
7.7 Waiting others from
Log the start time of any other additional delay, specify as a Remark.
Example: waiting for Tugs, weather conditions, access channel restrictions, standby engine, etc.
7.8 Waiting others until
Log the ending time of any other additional delay, specify as a Remark.
Example: waiting for Tugs, weather conditions, access channel restrictions, standby engine, etc.
8. Pre-Departure of Vessel
8.1 All crew on board
When all crew members are back on the vessel in case they have disembarked.
8.2 Pilot on board
When the pilot is on the vessel.
8.3 Lashing complete & signed off
When the lashing is completed and signed off by the master.
8.4 Lashers off board
When the last lasher is off board.
8.5 Safety net removed
When the gateway is resting over the dock and the safety net was removed.
8.6 Gangway up / secured
When the gateway is completely up and secured.
9. Vessel Departure
9.1 Pilot off board
When the pilot gets off board the vessel at the pilotage area.