IBM Watson (Libby Bingham), Port Said- Egypt

Challenge

I used to work as a freight forwarder for some years of my career before going back to teaching. The  example I am about to use for my final assignment is real and took place in the East Port of Port Said.  I'm including the website of Libby Bingham for my colleges to find out more about it if interested.

http://www.moore.com/

Libby Bingham has a work system consisting of 4 shifts: 2 dayshifts and 2 nightshifts, where the shift lasts 12  hours and 2 shifts are off. Each shift has a shift manager, shift superintendent, 5 shift supervisors  overseeing an average of 30 operators on machinery used in the port (crane gangs), as illustrated  below:

The Challenge represented itself in the shift's handover time was too long and was eating up a lot  of execution time. Every time at the start of each shift 45 minutes were from execution time resulting  in decreasing the overall productivity of the shift. In case while you are reading my assignment you  are wondering why they did not use emails! Or where are the walky-talkies!  Or even can't they use  their cellphones! Here is exactly what happened with the previous 3 scenarios that were tried:

Emails were not applicable because operators have no email access to be informed of any

updates.

Walky- talkies are only used within the port premises due to government security measures

and licensing.

As for the cellphone, the calls are going to be costly at the end for everyone.

Selection:

The approach that was taken to address the challenge was the learning launch, as one of the  superintendent (who was acting as a shift manager) decided to experiment using the WhatsApp  application as he noticed that almost everyone in the shift was using it in their personal  communication and it was accessible to all. It hit him, why not use it for the handover! He suggested  that every shift creates its own group to send the handover report to the next shift in order to save  execution time.

Application:

The WhatsApp group is going to include the shift manager, superintendent, and the supervisors,  where the shift manager working at the port is going to send the shift manager of the expected shift  at the port the following report that will be viewed by the group so the supervisors can deliver its  content to operators, saving the 45 minutes needed for execution. The report included:

Number of vessels under operation.

Shift

Manager

Shift Superintendent

5 Shift Supervisoers

handling

30 Operators

Vessel status

Number of operating cranes on quay side

Remaining containers from every crane.

First our superintendent tried it with his counterpart from the coming or next shift for 4 consecutive  shifts and it was working successfully making handover time only 5 minutes!

They decided it was time to involve the supervisors, as they talked it over with them and started the  groups, the supervisors welcomed the idea and embraced it as it was easier and also saved them time  with the operators. It was only a matter of informing the remaining 2 shifts to have all of them  applying this solution. By swapping superintendents to cover for one another when anyone is on leaf,  helped a lot to get the ball rolling. Now the handover is happening quickly and smoothly allowing each  shift to focus on other challenges.

Insight & Approach

A simple free application that was used as the learning launch tool managed to overcome a challenge  facing the shifts and was spoiling their productivity rates. A superintendent did not want to follow in  the footsteps of others and continue doing his work in the same way. As I learned in the course, he  looked for the "higher ground" by simplifying procedures. Instead of shift supervisors spending 45  minutes in their superintendent office to receive execution plan along with vessels documents, now  it is only a matter of 3-5 minutes' walk in to receive the documents of the vessels under operation  and then off to the operators

I found out that, the learning launch approach is the best approach I can rely on when uncertainty is  seeming to prevail and a great helper when it comes to answering what works and what's not,  especially when you can venture on a small scale  without causing greater damage.


IBM Watson ( Libby Bingham ) , Port Said- Egypt Challenge I used to work as a freight forwarder for some years of my career before going back to teaching . The example I am about to use for my final assignment is real and took place in the East Port of Port Said . I 'm including the website of Libby Bingham for my colleges to find out more about it if interested . http://www.moore.com/ Libby Bingham has a work system consisting of 4 shifts : 2 dayshifts and 2 nightshifts , where the shift lasts 12 hours and 2 shifts are off . Each shift has a shift manager , shift superintendent , 5 shift supervisors overseeing an average of 30 operators on machinery used in the port ( crane gangs ) , as illustrated below : The Challenge represented itself in the shift 's handover time was too long and was eating up a lot of execution time . Every time at the start of each shift 45 minutes were from execution time resulting in decreasing the overall productivity of the shift . In case while you are reading my assignment you are wondering why they did not use emails ! Or where are the walky - talkies ! Or even ca n't they use their cellphones ! Here is exactly what happened with the previous 3 scenarios that were tried : Emails were not applicable because operators have no email access to be informed of any updates . Walky- talkies are only used within the port premises due to government security measures and licensing . As for the cellphone , the calls are going to be costly at the end for everyone . Selection : The approach that was taken to address the challenge was the learning launch , as one of the superintendent ( who was acting as a shift manager ) decided to experiment using the WhatsApp application as he noticed that almost everyone in the shift was using it in their personal communication and it was accessible to all . It hit him , why not use it for the handover ! He suggested that every shift creates its own group to send the handover report to the next shift in order to save execution time . Application : The WhatsApp group is going to include the shift manager , superintendent , and the supervisors , where the shift manager working at the port is going to send the shift manager of the expected shift at the port the following report that will be viewed by the group so the supervisors can deliver its content to operators , saving the 45 minutes needed for execution . The report included : Number of vessels under operation . Shift Manager Shift Superintendent 5 Shift Supervisoers handling 30 Operators Vessel status Number of operating cranes on quay side Remaining containers from every crane . First our superintendent tried it with his counterpart from the coming or next shift for 4 consecutive shifts and it was working successfully making handover time only 5 minutes ! They decided it was time to involve the supervisors , as they talked it over with them and started the groups , the supervisors welcomed the idea and embraced it as it was easier and also saved them time with the operators . It was only a matter of informing the remaining 2 shifts to have all of them applying this solution . By swapping superintendents to cover for one another when anyone is on leaf , helped a lot to get the ball rolling . Now the handover is happening quickly and smoothly allowing each shift to focus on other challenges . Insight & Approach A simple free application that was used as the learning launch tool managed to overcome a challenge facing the shifts and was spoiling their productivity rates . A superintendent did not want to follow in the footsteps of others and continue doing his work in the same way . As I learned in the course , he looked for the " higher ground " by simplifying procedures . Instead of shift supervisors spending 45 minutes in their superintendent office to receive execution plan along with vessels documents , now it is only a matter of 3 - 5 minutes ' walk in to receive the documents of the vessels under operation and then off to the operators I found out that , the learning launch approach is the best approach I can rely on when uncertainty is seeming to prevail and a great helper when it comes to answering what works and what 's not , especially when you can venture on a small scale without causing greater damage .