1. business and industrial
2. business operations
3. management
4. project management

Pekka Ranta, Moffatt & Nichol, Senior Project Manager, Automation
CONNECT.
COLLABORATE.
INNOVATE.
Managing the Challenge
Implementation of Terminal Automation
Moffatt & Nichol
 Founded in 1945 in Southern California to serve
the U.S. Navy & the evolving port & maritime
industries
 600+ employees w/29 offices (North America,
Europe, Latin America, Middle East, Pacific
Rim)
 A recognized leader in marine terminal planning,
analysis, design & goods movement economics
Agenda
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Defining the challenge
Setting targets & establishing the team
Integrated design
Putting the pieces together
Project charter
Initialization of the challenge
Managing the program
Closing the project, start of operation
Defining the challenge
Why is it called a challenge?
 Implementing automation has been impacted by:
 Schedule delays
 Cost overruns
 These impact:
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Port authorities
Terminal operators
Equipment suppliers
Investors
What is the challenge?
 Demand today
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Bigger vessels
Larger call sizes
Capacity, density
Cost of operation
Productivity
Schedule for implementation
 Finding right tools meeting
the challenges
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Business plan
Infrastructure study
Equipment
Applications/IT
Integration
Implementation
The challenge is how to respond changing conditions
Ways of meeting demand
 Types of new implementation of terminal development
 Small scale
 New sub-system integration with existing operation
 Smaller process improvements to gain productivity
 Greenfield
 New build out
 Redevelopment of old facility
 Brown field
 Extension to the current operation
 Changing mode of operation
 Enhancement current operation
Drivers to take the challenge
 Drivers
 Evolution of technology
 Operational requirements
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Performance
Capacity
Efficiency
Governmental requirements
 Business requirements
 New requirements of services
 Extensions
 Competition
Setting targets & establishing the team
Project phases
Getting started
 Looking into options “What to do?”
 Feasibility study
 Mode of operation
 Footprint of the terminal
 Environmental impact
 Business study
 Business goals
 Future scenarios
 Political landscape
Where do we want to go?
Why do we want to go there?
Feasibility study
 Based on business requirements
 Analyses of productivity, capacity, market development
 Intended way of operation is tested by simulation
 Different solutions can be experienced
 Does not limit experimenting various options
 Answers to the questions
 Is this functional and economically feasible?
 Will analyzed solutions provide required operational parameters
Determining goals
 Scoping options
 New investment
 Investment estimate
 Implementation schedule
 Return on Investment
 “Do nothing” scenarios
 Can you survive
 Will competition run over you
 Are there any threads for current situation
Goals
are
dreams
with deadlines
Creating organization
 Decision making team (core team)
 Principal(s) to lead towards setting goals
 Supported with group of experts
 4-5 members to start with, expanding organization later in time
 Getting stakeholders involved
 Owners/investor
 Port authority/governmental agencies
 Future clients
Integrated design
Importance of design
Integrated design
 Design is based on processes
 Each main process is described and it drives the design
 Breaking the organizational silos, where process is the driver for the
design
 Designing main processes
 Operational processes
 Maintenance processes
 Breakdown to manageable entities – “building blocks”
 Defining functionality of each block
 Identifying interfaces on each block
 Who to communicate
 What data is communicated
STS options
 Single trolley
 Hand off and coning
between crane legs
 Hatches at the back
reach
STS options
 Single trolley
 Coning at the
elevated platform
 Hand off at back
reach
 Hatches between
legs
STS options
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20
Tandem hoist
Dual trolley
Automated portal trolley
Coning at the elevated platform
Hand off at back reach
Hatches between legs
Driver assisted features
Horizontal transport
 Detailed gathering and distributing
tasks to/from storage
 Move any box, from any location to
any location at any time
 Must be rubber-tired
 AGV/L-AGV (diesel/ battery operated)
 AShC/AStraddle (hybrid diesel)
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Container yard
 End-loaded stacking/retrieval
cranes
 Side-loaded stacking/retrieval with
landside transfer cranes
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Intermodal yard
 Wide span cranes
cantilever cranes
 Demand by amount of
rail tracks
 Straight track or curved
 Rotating
trolley/spreader
 Engineered to purpose
 Manned/ remote
operated
Land side transfer
 Does landside transfer need to be part of the yard,
as it is now?
 Can that be separated to be own entity where,
 horizontal transport will
support it as in water side
 Has own operations
planning process
 Needs new type of
equipment for truck handling?
Applications - automated equipment
Application – water side
Applications at container yard
Applications at intermodal yard
Application at gate
Putting the pieces together
Preparing the Integration 1/2
 It’s all about communication and coordination
 Unified definitions and terminology brings clarity and
reduced confusion
“I know you think you understand what you thought I said but I'm not sure you realize that what you heard is not what I meant.” ‐ Alan Greenspan
Preparing the integration 2/2
 Each building block needs “definition of done”
 Integration of different building blocks is following the
design
 Where connecting two different blocks requires an
interface definition
 What is needed
 When it is needed
 How interface functionality is verified
Managing the interfaces
 When each building block & interface has been
identified, each interface needs an owner who will:
 Coordinate interface requirements between parties
 Maintain documentation between parties
 Distribute information
The number of interfaces & building blocks determines your resource needs.
Integration plan 1/2
 Create integration strategy where:
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Approach is decided (Top Down, Bottom Up, Mix of both)
Module level test scope is defined
Interface test scope between modules are defined
Integrated module test scope
Flow test scope where all main processed are defined
Volume test scope
Integration plan 2/2
 Create Testing scope where:
 Test targets are identified
 All functions are covered by test cases
 Basic functions
 Exceptions
 Failovers
 Test pass/fail criteria are clear
 Documentation of test cases and results are centralized
 Test execution monitoring is transparent
Project charter
Project charter
 Good comprehensive charter will support the project
through the lifetime
 Clear Targets
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Performance
WHAT?
Capacity
HOW MUCH?
Budget
WHEN?
Schedule
Work Breakdown Structure
HOW?
Setting project organization
PROJECT PRINCIPAL
PROGRAM MANAGER
ADMNISTRATION
DOCUMENT CONTROL/SCHEDULE/
FINANCIAL MODELING
OPERATIONS
Project Manager
TOS/application
Project Manager
IT SYSTEMS
Project Manager
HANDLING
EQUIPMENT
Project Manager
TEAM OPS
TEAM TOS
TOS application
Gate application
OCR’s application
RFID applications
Integration testing TEAM IT SYSTEMS
IT HW
Network
WLAN
RFID
OCR
CCTV
EQUIPMENT TEAM
M&R TEAM
CONSTRUCTION TEAM
STS
ASC
ATH
RMG
Other Equipment
M&R Planning
M&R Staff mgmt.
Commissioning support
Training
Civil schedule &
Engineering
Site Planning
Site Safety
Buildings
OPS SOP
Flow Testing
Volume Testing
Training
MAINTENANCE
Project Manager
INFRASTRUCTURE
Project Manager
Responsibility areas 1/2
 OPS
 Review of operational SOP with
applications
 Develop SOP’s for each
operational flow
 Testing support (volume testing)
 Training planning and
coordination
 TOS/Applications
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Manage SW vendors
Manage own development
Manage SW interfaces
Integration test
 IT Systems
 Manage IT HW
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Servers
Workstations
Tablets
Network devices
Mobile devices
 Mange fiber network design and
implementation
 Equipment
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Manage Equipment vendor contracts
Equipment testing and commissioning
Technical reviews
Support integration testing
Facilitate training
Responsibility areas 2/2
 Maintenance & Repair
 SOP
 Provide resources for
commissioning support
 Spare part purchase/
management
 Training planning and
coordination
 Facility maintenance planning
 Power network
 Buildings
 Infrastructure
 Coordinate Civil
construction
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Schedule
Vendor requirements
Power network
Buildings
 Site Management
 Area utilization
 Site Safety
Initialization of challenge
Procurement strategy
 How do you source your needs?
 Turn-key
 Pick per purchasable components (collecting the ingredients)
 Combined own implementation & purchased
 Equipment delivery method
 Fully tested – focus on factory testing
 In components – built on site, commissioned & tested on-site
Scoping the purchase
 “What you write is what you get”
 For each sourced component importance of
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Contract
Technical specifications
Delivery limits
Service and support agreement
Budget
Liquidated Damages
Selecting KPIs
 KPIs measure
 Performance
 Reliability
 Each sub-process should have own KPIs
 KPI data
 Is collected by the “system” without additional human input
 Is analyzed, result provides a value which can be compared to
previous analyses to identify changes over time
 analyses should be executable automatically by database search or
log file scripts in regular intervals
Forming the contractor map
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Each building block needs contractors to
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Design/build civil main contractor
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Equipment supplier
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Cranes
Assembly
Commissioning
Safety system
ECS with interface to TOS
IT network contractor
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Design
Foundation
Pavement
Rails
Fencing
Gates
Power
Fibers
Switches
Servers
WLAN
Landside trucker interface
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Hardware, touch screens actuators
Application
Interface to TOS/Gate system
RF ID system
Path to Completion
Design
Programming
Manufacturing
Construction
Lab testing ‐ Emulation
Factory
testing
Integration testing
Site testing
Volume testing
Process
Flow testing
Managing the program
Program management 1/4
 Main project is constructed from various sub-projects, this is
called Program
 Program Management team is constructed from
 Program Manager
 Project Manager
 Project Principal (s)
 Program Management overlooks each sub-projects
 Critical interfaces
 Schedule
 Budget
Program management 2/4
 Program Management team makes decisions where
 A single project can suffer over other project(s)
 Program gains on the decisions
 Decisions can impact to
 Project budget and schedule
 Project Resources
Program management 3/4
 Monitoring progress is done by weekly meeting where
each project is reporting
 Status
 Critical issues
 Decisions
 Monthly reporting to principal and executive team
Project management 4/4
 Manages delivery of one particular sub-process, where
 Can have multiple contractors
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Monitoring progress in weekly bases
Reports on Program Management meetings
Communicates needs of interfaces
Coordinates test resources
Coordinates training resources
Integration Management
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Implements integration plan
Verifies that interfaces are complying to design
Manages version control
Schedules test resources
Documents
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Defects
Interface changes
Test cases with expected results
Monitors test progress
Project close out, start of operations
Transition when operations start
President
PROJECT PRINCIPAL
Operations organization
PROGRAM MANAGER
General services
HR/FINANCIAL/LABOR/ OPERATIONS
OPS Manager
IT SYSTEMS
IT Manager
TEAM OPS
TEAM IT SYSTEMS
IT HW
Network
WLAN
RFID
OCR
CCTV
Application Support
SLA management
New release testing
OPS SOP
Testing
Training
Improvement
MAINTENANCE
M&R Manager
M&R TEAM
M&R Planning
M&R Staff mgmt.
Training
Service contracts
Project organization
DOCUMENT CONTROL/SCHEDULE/
FINANCIAL MODELING
TOS/application
Project Manager
HANDLING
EQUIPMENT
Project Manager
INFRASTRUCTURE
Project Manager
TEAM TOS
Application punch list
EQUIPMENT TEAM
INTEGRATION TEAM
Contract support
Warranty
Punch list
Civil schedule
Engineering
Punch list
Operations
 Operation
 Customer Service
 Planning
 Operations planning
 Resources
 Execution
 Monitoring KPI’s
 Cost control
 Continuous process development
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Monitoring main KPI’s
Identifying development items
Engages other organizations to new improvement
Use of Emulation as a tool for trials
Continuous improvement program
IT
 Reactive IT
 Support operations by monitoring communication
network and applications of each sub-system
 Will assist on troubleshooting an detail analyses
 Preventive IT
 Will execute test program of new application version
prior to launch to operations environment
 Manage remote access for operations, maintenance
and vendors
 Execute and follow up Service agreements with IT
vendors
 Version control
 Interface management for new deployment
IT Support by functional areas
Maintenance
 Reactive maintenance
 Monitors equipment condition operations and is
prepared to resolve disturbances instantly
 Report incidents and changing conditions to preventive
maintenance
 Preventive maintenance
 Plans and executes maintenance program for
equipment & infrastructure
 Process improvements to improve performance and
reduce costs
 Execute and follow up Service agreements with IT
vendors
 Management of spare part inventory
Re-cap
SUMMARY
 Base your Design on Business Plan and Processes
 Structure your approach for manageable building blocks
 Go-Live can’t be accomplished unless critical mass of
deliverables is in place
 Importance of Reliable Suppliers which can meet the
technical requirements and schedule
Questions