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New standards for Maritime -and Oil and Gas industry
The practical approach on building competency for performance
a better learning experience
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• Fully owned by A.P. Moller - Maersk Group .
• Independent Learning provider with HQ in
Svendborg , DK
• Focus on the Oil and Gas, Maritime and
Wind industries.
Introducing Maersk Training
•OPEN TO ALL CUSTOMERS
a better learning experience
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Maersk Training Globally
Chennai, India
Svendborg, Denmark Esbjerg, Denmark
Stavanger, Norway Aberdeen, UK
Newcastle, UK
Brazil
Dubai, UAE
Singapore
a better learning experience
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Agenda - Building competency for performance
• Background for development of new generation of
Crew Resource Management (CRM).
• Human factor study from the Offshore industry.
• Safe and efficient operations through competencies.
• Behaviour change.
• Learning retention.
• An example for the new generation CRM.
• The balance act between theory and practice. Using the
theory onboard the vessels.
a better learning experience
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Background - Building competency for performance
• An internal task force was established post the Macondo
incident to identify and develop advanced training
simulations with the objectives to:
• Enhance drilling teams ability to handle worst case scenarios
• Pro actively plan and prepare for drilling operations
• Focusing on crew resource management and human factor
aspects
• This development have given Maersk Training knowledge
and evidence to develop the next generation of
Crew Resource Management.
a better learning experience
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Background - Building competency for performance
•It isn't something new !!!!
• On October 14, 1977, a gas blowout
occurred in the Vagn-l exploratory well
being drilled from the Maersk Explorer
jackup rig.
• Result “Maersk Training Centre”
• Today “Maersk Training”
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Vision - Building competency for performance
• To train crews in teams in departments and operations
interactions
• To give a far more realistic training
• To obtain a commercial advantage
• Set new training standards
a better learning experience
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Mission - Building competency for performance
• Development of an advanced simulator environment
enabling team training and competence development
focusing on:
• High standard technical training
• Efficient and safe operations (Emergency response)
• Leadership and team interaction
• People performance
• Succession planning (acceleration programs)
• Sustain company culture and values
a better learning experience
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How - Building competency for performance
• Focusing on how high performance teams are doing:
• Leadership and team interaction
• People performance
• Competencies
• Experience
• Culture
• Achieving Zero Incidents
a better learning experience
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Why #1 Best Crew Project – people matters
BUSINESS CASE
• Offshore crew performance have a major impact on operational performance.
• During the last couple of years offshore systems and processes has been aligned - however a large
variance in business performance still exists.
• The focus of this project is the People. Operational performance will be correlated to people
performance metrics & characteristics.
• An Increase in uptime with 1% with generate 14-16 million $.
$
a better learning experience
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Model for high
performance teams in
Maersk Drilling
High performance teams: Theory, research and OIMs view
Theory/research and Maersk Drilling OIM definition According to organizational theory high performing teams are characterised by common
goals, trust, competent & empowered teams & performance & accountability driven (see full
list in table). High performances lead to a higher Businees performance
Based on input from OIMs during OIM days spring 2011 high performing offshore crews are
characterised by:
Katzenbach* Bodwell* Maersk Drilling
OIMs
Common goal Common goal Common goal
Commitment (trust and respect)
Trust and respect Mutual respect and trust
Complementary skills
Empowered team Competent workforce
Performance goals
Evaluate performance Engaged employees
Mutual accountability
Celebrate success Commited and skilled leaders
Involvement
Team work
Performance goal within short time-frame
*Katzenbach and Bodwell has via reseach defined what characterises high team performance
Leadership
Engagement
Competent workforce
Common goals
Trust and respect
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Key conclusions:
Based on the data analysis and the interviews about high team performance we can conclude:
• People factors can explain 60% of the variance of the performance
• Key factors for high team performance are internal and within our control, as external
factors are not significantly impacting our team performance
The most important drivers are:
1. Values Index (leadership, teamwork and respect) is the single most important key driver to
rig performance explaining 40% of variance in Rig score
2. Higher LI score in leadership position drives rig performance with 22%
43
21
36
Rig Score 2010
Values
Index
LI for
Leaders
Other
39
22
39
Rig Score 2011 ytd.
Values
Index
LI for
Leaders
Other
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Model for high
performance teams in
Maersk Drilling
Leadership
Engagement
Competent workforce
Common goals
Trust and respect
Why #2 Safe and efficient operations through competencies
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Why #2 Safe and efficient operations through competencies
• Every large company can buy advanced
vessels or oilrigs
AHTS Bourbon Dolphin
Source: Ministry of Justice and Public Security
Photo: Sean Dickson
a better learning experience
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The biggest operational challenges is human competencies
• But no one can buy the experienced!!!!
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Will the competence challenge stabilize ?
Source: Infield Systems Limited
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Will the competence challenge stabilize ?
Source: Infield Systems Limited
a better learning experience
Wind energy sector employment will tap into maritime industry
Offshore wind industry
2010 34,232
2015 81,489 - 138% in five years
2020 156,143 - 91% in five years
356% increase in 10 years
Offshore Experience
2010
2015
2020
Source: EWEA
a better learning experience
Rig marked employment will tap into maritime offshore
Source: GBI Research, Oil and Gas Upstream Database
Type In service New build Total
Jack-Ups 484 78 562
Semis 218 22 240
Drill Ships 83 85 168
a better learning experience
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Will it be less complicated?
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Maersk Training to present:
Competence assessment scheme
A bi-yearly assessment program
•Emergency procedures
•Emergency response, Bridge/Deck /Engine
•Communication skills
•Delegate Authority to Act
•Stress in Self & Others
Updated procedure and legislation
Conclusion of recent MSS and industry accidents/incident
Competence assurance in the future
a better learning experience
Assessment programme for officers in Maersk Supply Service
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Theoretical planning & preparation for DP
simulations.
(Use of FMEA –
Individual assignments)
Practical assessment
Evaluation & de-briefing
Intro to AH Assessment
Ship handling Offshore Vessels
Theoretical planning & preparation
Dynamic Positioning
Practical assessment
Evaluation & de-briefing
Anchor Handling
Practical assessment
Evaluation & de-briefing
DPO’s theoretical knowledge of DP
according to requirements from the
NI or DNV
Anchor Handling
Practical/theoretical assessment, NWEA
Evaluation & de-briefing
Lunch
Homework
Theoretical planning & preparation for AH
simulations.
(Individual assignments)
Crew Bi-annual assessments:
Day 1 Day 2 Day 3
a better learning experience
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Ship handling
OSV
(4 days)
Theoretical assessment:
Location of Pivot point
Utilization of thrusters, rudders and propellers.
Practical assessment:
Use of C/L and procedures
Harbour manoeuvres
Approaching offshore installation
Manoeuvring alongside offshore installation
Anchor handling
(4 days)
Theoretical assessment:
Planning
Weight calculations
Stability calculations
Practical assessment:
Execution of Anchor handling operation
Identifying signals
Following procedures
Communication
DP Refresher
(5 days)
Theoretical assessment:
According to requirements from the Nautical Institute
Practical assessment:
According to requirements from the Nautical Institute or DNV
Crew competence assessments:
a better learning experience
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Achieving Zero Incidents
Behaviour change due to risks.
• People cannot change behaviour or habits, if
they are not aware of risks and correct
behaviour.
• Risks are objective and will be interpreted
individually.
• Not all risks are visible.
• Acknowledge right/wrong behaviour on the
job or in a training situation.
a better learning experience
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Achieving Zero Incidents
Behaviour change due to risks.
Culture
• The right feedback after a working/training
session will make decision making feel natural.
• Communication, both in - and between
departments.
Competencies = Experience + Knowledge
• Understanding of operations and underlying
theory makes decisions feel natural.
• Skills decay over time, requiring continuously
practice.
a better learning experience
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Performance based training
Behaviour change will be most effective when connected to realistic situations.
• Daily life situations are normally not critical.
• Using simulated scenarios brings people closer to
possible critical situations.
• A high level of realism will increase competencies
and job performance.
Communication
• Both daily and emergency scenarios must be
trained.
Team development
• Training of interdepartmental cooperation for
proper response in daily and critical situations.
a better learning experience
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Learning retention
PAGE 27
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Learning retention Crew Resource Management
Certificate
On-
Board
0 year 4 year 8 year 12 year 16 year
Resulting
BRM/ERM
refresher
BRM/ERM
refresher
BRM/ERM
refresher
BRM/ERM
refresher
a better learning experience
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The biggest Combined Crew Resource Management • Performance Enhancing training for Drillship
• Team based
• Interdepartmental
• Bridge/Central control room
• Engine room
• Drilling
• Crane
• Subsea
• Emergency room ashore
• Rig Team
a better learning experience
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Performance Enhancing Learning objectives
The main objective is to create and establish sustainable behaviour that supports
and increases vessel performance at all levels Purpose
To establish a no-excuse
performance culture based
on a high level of personal
responsibility, strong
operational teams and clear
cross-departmental
communication.
Behavioural impact
High retention, lower
sickness absence, better
decision behaviour, lower
friction level.
Business impact
Decrease in LTI, increased
uptime, Rig efficiency and
customer satisfaction.
Learning Objectives – Team Track
Implemented practice of problem solving and decision making in teams
Common approach to trust and team performance
Learning Objectives – Individual Track
Strong personal insights and portable skills for teamwork
Knowledge of own role and impact as a MD rig crew member
Learning Objectives – Full Vessel Track
Proven feedback practice at all levels and between all levels
Visual white book with best practices from all operational teams
a better learning experience
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Overview Riser Management
System
simulator
Server exchanging
data
Server exchanging
data
Ballast/fuel
operation
DP
Power/ tank
measurements
RMS
MCS
RMS
Seaflex
Drilling simulator
Rig control room
Engine-, control-, switch
board room
Offshore crane
Communication:
Phone, PA,
Traffic light
Offshore support
vessel bridge/ Tow
master station
RMS
MCS
a better learning experience
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Overview
Server exchanging
data
Server exchanging
data
Ballast/fuel
operation
DP
Power/ tank
measurements
Bridge Simulator
Engine-, control-, switch
board room
Offshore crane
Communication:
Phone, PA,
Traffic light
Offshore support
vessel bridge/ Tow
master station
a better learning experience
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- The balance act between theory and practice
Building competency for performance
Experience as the source of learning
a better learning experience
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- The elevator speech – It’s all about behaviour
Building competency for performance
1. It is possible to do both technical
and personal evaluation through
simulator observation.
2. Tailor made Team behaviour plan.
3. Tailor made Personal behaviour
plan.
4. Can combined psychometric tools
and simulator observations.
a better learning experience
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- The elevator speech – It’s all about behaviour
Building competency for performance
5. The “hindsight syndrome” can be “predict the future
tool”.
6. No one is behaving inappropriate deliberately, but many
of us need tools to help understanding ourselves.
7. The theoretical knowledge and practical experience must
be in place.
8. You can choose a STCW BRM/ERM for certification or a
STCW BRM/ERM that’s really have impact on the
behaviour, (with certificate for free).
a better learning experience
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- The elevator speech – It’s all about behaviour
Building competency for performance
We must dare to evaluate people both technically
and on the human factor
a better learning experience
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Thank you for your attention.
Question ?
a better learning experience