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8/14/2019 TMSA - Sanjay Mittal, Epic.pdf
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TMSATMSA Meaningful GapMeaningful Gap
Analysis and a StructuredAnalysis and a StructuredApproach towards RoadApproach towards Road
MapMap RealisationRealisation
byby
Capt. Sanjay MittalCapt. Sanjay MittalRisk, Safety & Security Manager / DPARisk, Safety & Security Manager / DPA
Epic Ship ManagementEpic Ship Management
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SMSM--19 Sep 200719 Sep 2007 22
Towards Business ExcellenceTowards Business Excellence
TTANKERANKER
MMANAGERSANAGERS
SSILENTILENTAAVERSIONVERSION
TTIMEBOUNDIMEBOUND
MMETHODICALETHODICAL
SSTRUCTUREDTRUCTURED
AAPPROACHPPROACH
ToFrom
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SMSM--19 Sep 200719 Sep 2007 33
AgendaAgenda
TMSATMSAA Tool for Developing aA Tool for Developing a
Dynamic Business ModelDynamic Business Model
The Case for TMSA ProcessThe Case for TMSA Process--
ManagementManagement Conducting a Gap AnalysisConducting a Gap Analysis
Resource AllocationResource Allocation
Strategy for Road MapStrategy for Road Map
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SMSM--19 Sep 200719 Sep 2007 44
Reactive ApproachReactive Approach
Shipping is a compliance driven industry. TheShipping is a compliance driven industry. Thehigher the risk, the bigger the basket of rules andhigher the risk, the bigger the basket of rules andregulations. Each time there is a major accident,regulations. Each time there is a major accident,the basket enlarges further. This has resulted inthe basket enlarges further. This has resulted inan industry widean industry wide reactivereactive approach to shipapproach to shipmanagement.management.
I
N
C
I
D
EN
T
S
REGULATIONS
COMPLIANCE REGIME
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SMSM--19 Sep 200719 Sep 2007 55
Proactive ApproachProactive Approach
TMSATMSAis a beaconis a beacon industryindustry
expectationsexpectations areare clearlyclearly laid out.laid out. It encourages operators to moveIt encourages operators to move
beyondbeyond thethe minimumminimum compliancecompliance
business philosophy.business philosophy. TMSA is aTMSA is a propro--activeactive approachapproach
towardstowards mitigationmitigation ofofoperationaloperational
risksrisks to acceptable levels in high riskto acceptable levels in high riskactivities like tanker operations.activities like tanker operations.
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SMSM--19 Sep 200719 Sep 2007 66
Flexible & ComprehensiveFlexible & Comprehensive
TMSA allows the user theTMSA allows the user the flexibilityflexibility toto
design a dynamicdesign a dynamic businessbusiness processprocessmodelmodel based on the companybased on the companys cores corevalues, customervalues, customers quality expectationss quality expectationsand projected safety and environmentaland projected safety and environmentalobjectives.objectives.
UnifiesUnifies the concepts of ISO 9001, 14001the concepts of ISO 9001, 14001and 18001 andand 18001 and givesgives best practicebest practice
guidanceguidance to facilitateto facilitate better riskbetter riskmanagementmanagement of key ship operationof key ship operationactivities.activities.
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SMSM--19 Sep 200719 Sep 2007 77
OpportunityOpportunity
Provides a unique opportunityProvides a unique opportunity to projectto project
the Managementthe Managements approach towardss approach towardstargeting safety and environmentaltargeting safety and environmental
excellenceexcellence to business partnersto business partners..
ItIt offsetsoffsets some of the lagging indicatorssome of the lagging indicatorsto give a more wholesome picture.to give a more wholesome picture.
Oil companies are increasingly usingOil companies are increasingly using
TMSA scores for determining operatorTMSA scores for determining operatorratings.ratings.
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SMSM--19 Sep 200719 Sep 2007 88
LeadingLeading
v/sv/s
LaggingLagging
TMSA Leading IndicatorsTMSA Leading Indicators
Management LeadershipManagement Leadership
and Accountabilityand Accountability Recruitment ManagementRecruitment Management
of Sea Going Personnelof Sea Going Personnel
Recruitment ManagementRecruitment Managementof Shore Based Personnel.of Shore Based Personnel.
Reliability and MaintenanceReliability and Maintenance Navigational SafetyNavigational Safety
Cargo, Ballast & MooringCargo, Ballast & MooringOpsOps
Management of ChangeManagement of Change
Incident InvestigationIncident Investigation Safety ManagementSafety Management
Environment ManagementEnvironment Management
Emergency PreparednessEmergency Preparedness
Measurement and AnalysisMeasurement and Analysis
Lagging IndicatorsLagging Indicators
Inspection ResultsInspection Results
Incident HistoryIncident History
Terminal ReportsTerminal Reports
Port StatePort StateDetentionsDetentions
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SMSM--19 Sep 200719 Sep 2007 99
An Onerous TaskAn Onerous Task
There areThere are 250 Key Performance Indicators250 Key Performance Indicators inin
the TMSA guidelines.the TMSA guidelines. Against each KPI, one or moreAgainst each KPI, one or morebest practicebest practice
guidanceguidanceis given.is given.
In order to measure whether or not one conformsIn order to measure whether or not one conforms
with given guidance, a series of objectivewith given guidance, a series of objectiveevidences are required. Some of these involveevidences are required. Some of these involvecollation, analysis and benchmarking of vastcollation, analysis and benchmarking of vastamounts of data.amounts of data.
It is an onerous task and the entire exercise fromIt is an onerous task and the entire exercise fromevaluation to planning to monitoringevaluation to planning to monitoring thereforethereforerequires careful management.requires careful management.
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SMSM--19 Sep 200719 Sep 2007 1010
The CycleThe Cycle
REVIEW TMSA
STATUS
CARRY OUT A GAP
ANALYSIS
REVIEW ROADMAPPROGRESS AND
FINE TUNE GOALS
PREPARE A TIME
BASED ROADMAP
IDENTIFY
RESOURCE
REQUIREMENTS
PROJECT NEW
STRATEGY TO
SENIOR MGMNT
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SMSM--19 Sep 200719 Sep 2007 1111
The TMSA TeamThe TMSA Team
Right Resources from Within theRight Resources from Within the
Management.Management. Knowledge of SMS.Knowledge of SMS.
Knowledge of TMSA Best PracticeKnowledge of TMSA Best PracticeGuidance.Guidance.
Objective Approach.Objective Approach. Understanding of Business Concepts andUnderstanding of Business Concepts and
Core Values.Core Values.
TMSA is a dynamic process. TheTMSA is a dynamic process. Theassessment should preferably not beassessment should preferably not beoutsourced.outsourced.
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SMSM--19 Sep 200719 Sep 2007 1212
Initial AnalysisInitial Analysis
Understand requirements. [BestUnderstand requirements. [Best
practice guidance is oftenpractice guidance is oftenmisinterpreted].misinterpreted].
Collate tangible evidence ofCollate tangible evidence ofconformance with each KPI.conformance with each KPI.
Tabulate data with objectiveTabulate data with objective
evidences.evidences.
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SMSM--19 Sep 200719 Sep 2007 1313
Initial AnalysisInitial Analysis
RemarksObjective Evidence(s)Y/NBest Practice GuidanceKPIStage
Element 1A - MANAGEMENT, LEADERSHIP AND ACCOUNTABILITYAIM - Through strong leaderships, management promotes the concepts of safety and environmental
excellence at all levels in an organization.
2.1 The concepts ofsafety andenvironmentalexcellence arefully understoodand supportedby ship-basedand shore-basedmanagementteams.
The companyestablishescommunication links toencourage information
sharing. Best practicesare promoted acrossthe fleet. The companyrecords lesson learnedand then delivers thisinformation to theentire fleet. Whenrequired, managerstrack therecommendations toensure that all
necessary changeshave been made.
LPG/CTEMSAincidentsharedacross thefleet andadequatelyfollowed upon gastankers
Wide promulgationof experience feedback throughSafety Bulletins
dealing with issuesrelating tooperational safetyand Protection ofEnvironment.
Allrecommendationsclosed out withinplannedtimeframes.
Y
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SMSM--19 Sep 200719 Sep 2007 14146B6A5A4C4B4A3B3A2A1B1A
YYYYYYYYYYYQues 1
YYYYYYYYYYQues 2
YYYYYYYYQues 3
YYYYQues 4
Ques 5
Stage 1
YYYYYYYYYYYQues 1
YYYYYYYYYQues 2
YYYYYYYYQues 3
YYYYYQues 4
YYQues 5
Stage 2
NYNNYYYYYYYQues 1
YYYNYNYYYNQues 2
YNYYYNYQues 3
YNYNQues 4
NQues 5
Stage 3
NNYNNNNYNNNQues 1
NNYYNYNNNQues 2
YYNNNNYNQues 3
NNQues 4
YQues 5
Stage 4
Initial AnalysisInitial Analysis
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SMSM--19 Sep 200719 Sep 2007 1515
The GoalsThe Goals
Balance between business objectives and
industry expectations determines the next set ofachievable goals. The goals may be different fordifferent management activities.
BESTPRACTICEGUIDANCE RESOURCES
+
COMMERCIALOBJECTIVES
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SMSM--19 Sep 200719 Sep 2007 1616
Gap AnalysisGap Analysis
In order to develop a time bound strategyIn order to develop a time bound strategy(road map), it is important to assess the(road map), it is important to assess the
gaps between the present status andgaps between the present status andtargeted goals.targeted goals.
The senior management should be activelyThe senior management should be actively
involved in determining the targeted levelsinvolved in determining the targeted levelsfor each element depending upon foreseenfor each element depending upon foreseenbusiness needs.business needs.
A proper anticipation of the resourceA proper anticipation of the resourcerequirements assists greatly in filling theserequirements assists greatly in filling thesegaps.gaps.
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SMSM--19 Sep 200719 Sep 2007 1717
Resource IdentificationResource Identification
Training
Personnel
Monito
ry
Hard
ware
Softw
are
Oth
ers
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SMSM--19 Sep 200719 Sep 2007 1818
The Road MapThe Road Map-- FundamentalsFundamentals
The framework for achieving theseThe framework for achieving these
objectives depends on (1) resourceobjectives depends on (1) resource
availability and (2) a realisticavailability and (2) a realistic
estimation of the time required forestimation of the time required for
implementing the identified processes.implementing the identified processes.AA cost versus benefitcost versus benefit assessment isassessment is
essential for setting achievableessential for setting achievable
targets. The biggest stumbling blocktargets. The biggest stumbling blockin getting to the next level isin getting to the next level isVitaminVitamin
MM..
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SMSM--19 Sep 200719 Sep 2007 1919
The Road MapThe Road Map-- FundamentalsFundamentals
EvenEven--though, various Major Oilthough, various Major OilCompanies use different software toCompanies use different software to
determine overalldetermine overall weightedweightedaverages, the TMSA tool should beaverages, the TMSA tool should beused with a focus on qualityused with a focus on quality
improvement rather than as aimprovement rather than as anumbers gamenumbers game..
The top management should be inThe top management should be in
sync with the projected improvementssync with the projected improvementsin letter and spirit so that appropriatein letter and spirit so that appropriateresources can be allocated.resources can be allocated.
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SMSM--19 Sep 200719 Sep 2007 20206B6A5A4C4B4A3B3A2A1B1A
YYYYYYYYYYYQues 1
YYYYYYYYYYQues 2
YYYYYYYYQues 3
YYYYQues 4
Ques 5
Stage 1
YYYYYYYYYYYQues 1
YYYYYYYYYQues 2
YYYYYYYYQues 3
YYYYYQues 4
YYQues 5
Stage 2
RYRRYYYYYYYQues 1
YYYRYRYYYRQues 2
YRYYYRYQues 3
YRYRQues 4
RQues 5
Stage 3
NNYNNNNYNNRQues 1
RNYYRYNNRQues 2
YYNNNNYRQues 3
NNQues 4
YQues 5
Stage 4
Road MapRoad Map
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SMSM--19 Sep 200719 Sep 2007 2121
The Road Map StrategyThe Road Map Strategy
Identify system weaknesses and fine tuneIdentify system weaknesses and fine tunepolicies and procedures.policies and procedures.
Treat each targeted goal as a ladder and plan aTreat each targeted goal as a ladder and plan astepstep--byby--step approach where possible.step approach where possible.
Set tangible targets at each step.Set tangible targets at each step.
Set a time line for each step.Set a time line for each step. Determine the right personnel responsible forDetermine the right personnel responsible for
implementing the individual goals.implementing the individual goals.
Review strategy at preReview strategy at pre--determined intervals anddetermined intervals and
make corrections where required.make corrections where required. Monitor progress carefully.Monitor progress carefully.
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SMSM--19 Sep 200719 Sep 2007 22221 Nov. 2008SHEQ ManagerNavigational audit checklists to be revised.
1 Nov. 2008Fleet PersonnelManager
Selection criteria to beamended to include
ECDIS course.
1 Feb. 2008Fleet TrainingManager
Familiarisation andrefresher training fornavigating officers.
TRAININGThere is no systemto train navigationofficers in the use ofelectronic chartsystem.
1 Apr. 2008Fleet TrainingManager
Navigational audits to becompleted for thesetankers after a month
of usage.
1 Feb. 2008SHEQ ManagerDetermine/contract cost
effective and reliableservice provider forauto updates
SOFTWARE
There is no systemto ensure thatelectronic charts arekept fully corrected
1 Mar.2008Fleet Manager Installation and
testing of typeapproved ECDISequipment on twotankers as a trial.
Supply of ENCs forapplicable regions.
HARDWARE
Electronic charts arenot provided oncompany vessels.
Electronic charts
are in use aboardcompany vessels.
3.1
CompletedPlannedCompletion
PersonResponsible
Road MapGapKPIStage
5A - NAVIGATION SAFETY REVIEW DATE 19 SEP. 2007
The Road MapThe Road Map -- ExampleExample
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SMSM--19 Sep 200719 Sep 2007 2323
Know the ExpectationsKnow the Expectations
Each Office Audit by Major Oil CompanyEach Office Audit by Major Oil Company
does not have to be a shot in the dark.does not have to be a shot in the dark. Know their specific requirements. MostKnow their specific requirements. Most
companies are happy to share their auditcompanies are happy to share their audit
agendas.agendas. Benchmark own safety and environmentalBenchmark own safety and environmental
performance against industry leaders andperformance against industry leaders and
identify areas that need more attention oridentify areas that need more attention orgreater resource allocation.greater resource allocation.
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SMSM--19 Sep 200719 Sep 2007 2424
Best Practice GuidanceBest Practice Guidance
It should be remembered that these areIt should be remembered that these are
guidelinesguidelines based on commonlybased on commonlyperceivedperceivedgood management practicesgood management practices..These may not necessarily be theThese may not necessarily be thebestbestdepending on the individual companydepending on the individual companyss
needs and limitations. Some are thereforeneeds and limitations. Some are thereforesubject to individual interpretations.subject to individual interpretations.
The easiest approach is to be guided byThe easiest approach is to be guided by
what objective evidences the major oilwhat objective evidences the major oilcompanies wish to see for differentcompanies wish to see for differentstages of individual elements.stages of individual elements.
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SMSM--19 Sep 200719 Sep 2007 2525
Know the RequirementsKnow the Requirements
Process VerificationAudited ProcessBest Practice GuidanceKPIStage
8A INCIDENT INVESTIGATION AND ANALYSISComprehensive procedures are prepared and maintained for incident management.
2.1 The fleetoperator hasproceduresthat compelpromptinvestigation ofall incidents oraccidents,including high-potential nearmisses.
Investigation reportsinclude a proposedtimescale for closingout of correctiveactions. Shoremanagement shouldreview this timescaleuntil all issues areresolved. Thecompany has accessto publications thatassist with conductingan incidentinvestigation.
Review risk procedureto ensure:Incidents are promptlyinvestigated.Include investigationsfor accidents, incidents
and high potential nearmisses.Investigation reportsinclude a timescale toclose out correctiveactions.
Management reviewsthe corrective actions areclosed out within thespecified timescale.The company hasaccess to pubcations thatassist with conducting an
incident investigation.
Does thecompanyhave an
Accident /incidentinvestigationprocedure.
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SMSM--19 Sep 200719 Sep 2007 2626
Role of SoftwareRole of Software
Variety of TMSA software modules areVariety of TMSA software modules are
available in the market for dataavailable in the market for data--entry andentry andanalysis.analysis.
Some of these are more versatile thanSome of these are more versatile thanothers and can be a useful aid forothers and can be a useful aid forreviewing the KPI status.reviewing the KPI status.
However, the TMSA guidance is prettyHowever, the TMSA guidance is prettystraight forward and as seen in thestraight forward and as seen in the
preceding slides, simple tabulations canpreceding slides, simple tabulations canbe equally effective.be equally effective.
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SMSM--19 Sep 200719 Sep 2007 2727
Last WordLast Word
The difference betweenThe difference between completingcompleting a taska task
andand accomplishingaccomplishing it determinesit determineswhether your TMSA experience iswhether your TMSA experience is
or
Thank you for listening and good luckwith your assessments.