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Century Tanker Operations Tanker Operator Conference Athens 2014
Martin L Shaw MBA C Eng C Mar Eng FI Mar EST AFNI Managing Director Marine Operations and Assurance Management Ltd © Marine Operations and Assurance Management Solutions Ltd
Outline • How we got here-5 phases • Where we are now-Tanker Market • The customers-who are they? • Vetting
• Complexity • 21st Century Tanker Operations – HOW and WHY not WHAT – Direction
– People – Resilience – Strategy
• Summary © Marine Operations and Assurance Management Solutions Ltd
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General Management
Oil Tanker Ops/Systems
Change Management
LNG Ops/Systems Shuttle Tanker Ops/Systems
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Experience
Skills
Operations Management Project Management
Offshore Ops/Systems
Consulting Skills
Ship Purchase Assurance
Vetting
© Marine Operations and Assurance Management Solutions Ltd
40 Years ..Five Phases Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Intertanko statistics
© Marine Operations and Assurance Management Solutions Ltd
The tanker market 2014
Sanctions Cabotage and national fleets
© Marine Operations and Assurance Management Solutions Ltd
The Customers 2013 0
2
millions of barrels oil equivalent per day 4 6 8 10 12
14
Saudi Aramco
Gazprom NIOC Exxon Mobil Rosneft Shell Petrochina Pemex Chevtex
Kuwait BP Total Petrobras
Source of data Forbes
Qatar ADNOC Lukoil Iraq Sonatrach PDVSA Statoil
© Marine Operations and Assurance Management Solutions Ltd
Vetting and Vetting Decisions Internal
Indicators
•Own inspections •Own owner audits •Questionnaires
of good or bad performance
Performance
Policies •Age •Single Hull •IG •OCIMF Standards
•Reports from terminals •Reports from charterers and ship operators
External •VPQ/Q88 •SIRE and CDI inspection reports •EHS/CAPS •TMSA database •Change of owner, flag, class, manager, manning
Regular and generally predictable processes that produce data for vetting decision
•Incidents •Casualty Reports •Press reports •IHS Fairplay data
Can make acceptable ship unacceptable at short notice © Marine Operations and Assurance Management Solutions Ltd
Its about Good Operations!
` The diagram shows WHAT the tanker operator has to deliver WHY, his motivation, is critical to how the company operations HOW he does it is his decision and makes him different from everyone else © Marine Operations and Assurance Management Solutions Ltd
Sophistication Cost
Risk
Earnings
Simplicity
Sophistication
Complex © Marine Operations and Assurance Management Solutions Ltd
21TO--Direction Directing Developing Strategy Building the Organisation Outward Focus
Directing WHAT? and WHY?
Leading
HOW?
Managing Managing
Leading Motivating Individual Teams Tasks
Based on the Art of Action by Stephen Bungay
Resourcing Organising Controlling Performance
© Marine Operations and Assurance Management Solutions Ltd
21TO--People Train them •Professional •Human Element •Management
Motivate them •Communicate direction •Involve them/listen •Sensible reward •Just culture
Retain them •Long term contracts •Fair pay •Living conditions •Respect
Believe in them •Trust •Delegation •Decisions © Marine Operations and Assurance Management Solutions Ltd
What you don’t want them to feel International Legislators/Politicians Regional/Local Legislators/Authorities Industry Bodies Company
KISS
Ops Mgmt
Keep it simple for sailors
© Marine Operations and Assurance Management Solutions Ltd
The Human Contribution
‘Compass’ from UK MCA publication ‘The Human Element’
But...is this not also what you want to deliver commercial performance? © Marine Operations and Assurance Management Solutions Ltd
21TO Resilience Resilient
Normal
Abnormal
Emergency
Resilient organisation will adapt from normal operation to abnormal operation and recover. In emergency will be able to adapt further to avoid catastrophe
Brittle
Normal
Abnormal
Emergency
Brittle organisation will need all its resources to maintain normal operation leaving limited capacity to deal with the abnormal. Rule based mentality will be unable to cope with the unexpected and will fail. © Marine Operations and Assurance Management Solutions Ltd
21st Century Tanker Operator Owner WHAT and WHY Downward Resilience
Knowledge and Learning
Direction/Downward Resilience •What the Owner Wants oStrategy oValues and philosophies oGoals and Goal Conflict •How the owner wants it to work oCulture oMotivation •How the owner is seen oLeadership oCommunication
People/Upward Resilience •The Human Contribution and Motivation oNot human error !! •Choosing the right people oSelection oRetention •Learning and Training oTechnical Skills oNon technical skills ( the human element) oDecision making oOn board training/learning
Operations Management HOW Upward Resilience
Customer Requirements (WHAT)
Resilient Operation
Regulators Requirements (WHAT)
Operations Management •Learning and Knowledge •Change Management •Procurement and technical backup •Budgets and targets •Managing Complexity •Creating simple and useable process •Reinforcing owners goals •Compliance
© Marine Operations and Assurance Management Solutions Ltd
Strategy Reduce complexity
Provide Direction Increase non technical (and technical) skills ‘Compass’ graphic courtesy of UK MCA The Human Element publication © Marine Operations and Assurance Management Solutions Ltd
What to do? The successful 21st century tanker operator will:• Understand the history of the industry • Recognise they are trading in a complex environment and be resilient in trading and operations. • Understand their customer and always remember the customer has choices. • Always remember that the basic task is to run a good operation. • Recognise that WHAT the organisation needs to achieve is a product of their own direction and external requirements. • WHY it needs to be achieved needs to be understood and communicated • HOW it is achieved is the critical differentiator between companies • Understand that a Resilient organisation is built on a clear Direction and quality People • Recognise that complexity can increase risk and cost and reduce profitability and hold simplicity as a value. KISS
Questions Please ? © Marine Operations and Assurance Management Solutions Ltd
US oil production-the answer
Source Overthinkingit.com
© Marine Operations and Assurance Management Solutions Ltd
Top 30 Tanker Companies 0 MOL NITC NYK Teekay Euronav Frontline Sovcomflot Vela AET Dynacom COSCO CSDC OSG Maran Maersk Ocean Tanker Nanjing SK Oman Shipping Minerva Genmar SCI Torm AMC Tsakos BW Formosa Thenamaris BP Shipping Navios
2
4
6
Deadweight Tonnage 8 10
12
14
16
18
Source Tanker Operator Magazine
© Marine Operations and Assurance Management Solutions Ltd