Improving Productivity in U.S. Marine Container Terminals (1986) / Chapter Skim
Currently Skimming:
Issues in Improving Productivity
Issues in Improving Productivity
Pages 38-50
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 38... ...
The third category includes the full range of human relations issues from the most obvious questions surrounding organized labor and the collective bargaining process to the more subtle questions of the effectiveness of first-line and middle management, and the role of management perceptions of organized labor in shaping management decisions regarding technological change. These issues were the most difficult to address and appeared to have the most influence of the three categories considered, yet they hold the most promise for productivity improvements, both directly and indirectly, by means of facilitating the introduction and use of other productivity measures with or without massive capital investment.
|
From page 39... ...
Some private terminals and public port authorities are facing severe limitations in the highly competitive environment of today. State and local agencies are being more selective in providing public port subsidy funds in view of broad governmental budgeting problems.
|
From page 40... ...
In addition, there are a number of emerging technologies that hold promise for productivity improvements. Among these are: automated trim and list control systems; cell guides for container stowage on deck; semiautomated or fully automated cranes; buffer systems to decouple major equipment and reduce dead chassis guide systems to speed container placements; passive and active/passive equipment identification systems; automated container storage and retrieval systems; automated guided vehicles; ~ voice recognition technology for equipment commands and data entry; .
|
From page 41... ...
A particular area of opportunity now being addressed by the Cargo Handling Cooperative Program (CHCP) , a cooperative technology development program sponsored by the Maritime Administration and U.S.-flag carriers, is for an accurate and dependable container identification system that can be compatible with location-sensing devices.
|
From page 42... ...
INCREMENTAL OPERATIONAL IMPROVEMENTS NOT REQUIRING CAPITAL INVESTMENT Several incremental improvements can be made in marine terminal operations that will improve productivity with little or no investment. One way of locating opportunities for productivity improvement Is to conduct a systems analysis of overall terminal operations, including not only the activities within the terminal boundaries, but also the arrival and departure activities of vessels as well as trucks, trains, and barges.
|
From page 43... ...
Preplanned traffic flows, including express lanes, should be provided to allow relatively unrestricted movement between parking slots or container stacks and the shoreside cranes. Traffic patterns in the terminal should be designed and well marked to mitigate peak period congestion problems, especially when several operations are being conducted simultaneously.
|
From page 44... ...
cut-off times would work best if all the terminals in a port area, or all the ocean carriers on a particular trade route, jointly adopted this strategy. IMPROVING LABOR AND MANAGEMENT PERFORMANCE AND RELATIONS Marine terminals may operate at different levels of productivity even though they use comparable equipment and systems and employ similar work practices.
|
From page 45... ...
of improving productivity. The second is achieving mutually supportive labor and management relations, probably based on shared objectives such as improved economic activity in the port, which enable changes to occur.
|
From page 46... ...
The current, relatively rigid, shift schedules in some terminals can lead to excessively long waiting times for trucks, especially in the periods near shift changes. The costs associated with long turnaround times for trucks should always be the direct concern of a terminal operation, since they affect the overall efficiency of the total intermodal transport chain.
|
From page 47... ...
The problem of work force reduction due to technological change or work-ruTes change is especially difficult. Progress in this area will require labor recognition of management concerns in the areas of productivity and competitive position, and management recognition of labor concerns in the areas of work preservation and worker income.
|
From page 48... ...
The interests of both management and labor may be better served by cooperatively addressing these problems with a view towards equitable and efficient long-term solutions. Achieving Mutually Supportive Labor and Management Relations The stimulus for innovative steps in human relations may be positive or negative.
|
From page 49... ...
In the current context, how work practices affect productivity would be a major topic of discussion. Other topics that typically benefit from mutual exploration are workplace safety, training programs for advancement, training programs for outplacement, first-line management issues, long-range plans for facilities improvements or new facilities construction, and means for dealing with substance abuse.
|
From page 50... ...
so industries and consider trying, on a temporary basis, various combinations of human resource innovations that might improve productivity and safety. Joint labor-management committees, already discussed, offer a possibly useful mechanism for designing, trying, and evaluating innovations, and have been used widely in other industries for this purpose.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.