Group 5 MBA modular 2010 E1. USB

1. OPERATIONS & INFORMATION MANAGEMENT:
REVIEW OF NAMPORT’S QUALITY MANAGEMENT
SYSTEM
GROUP 5

2. One of NAMPORT’s major strategic initiatives in working towards its vision of being a first choice
world class port service provider was the development and implementation of a Quality Management
system aligned to the internationally acclaimed ISO 9001 standard.
The ISO 9001 system is a management approach centered on quality, based on participation of all
members and aiming at long term success through customer satisfaction and benefits to all
stakeholders.
The aim of this case study was to review the post implementation of the Namibian Ports Authority’s
Quality Management System with particular reference to the decision process, company’s status prior
to implementation and benefits realized following implementation.
Introduction & Purpose

3. The group applied the following methodology during the review process:
Performed high level review of NAMPORT Quality Management Systems (QMS) compliance
against requirements of the ISO 9001 standard.
Reviewed organisational changes subsequent to the implementation of the QMS system
Reviewed company productivity and efficiency records before and after implementation.
Reviewed claim figures to determine if any reduction was realized.
Analysed customer satisfaction survey results.
Methodology

4. Although Namport in general does comply with the requirements of the standard, there is an opportunity to
improve on the following areas;
1. Documentation
Namport could consider establishing a more user friendly system for indexing of documents as difficulties
were experienced in navigating through the system.
2. Customer Focus
During the assessment it was noted that complaints are reported via the Maximiser software programme,
however it could not be confirmed that the process have been documented or that root cause analysis are
done to prevent a recurrence of similar complaints.
3. Provision of Resources
From the SHEQ organizational structure in addendum 1 of the Namport Manual it is evident that the
Environmental and Quality functions are managed and controlled separately. This is however not the case
as the Environmental Coordinator in addition to his normal functions also fulfill the Quality management
coordinator role.
Compliance Review against ISO9001:2008

5. 4. Internal Audits
The QMS Coordinator conducts ISO 9001:2008 compliance audits. It is suggested that NAMPORT
train more internal auditors at management and supervisory level to conduct internal audits. This will
further enhance management awareness of quality management at operational level and demonstrate
visible felt leadership.
Compliance Review against ISO9001:2008

6. 1. Terminal planning
In the past there was independent planning by NAMPORT and Shipping lines resulting in different
numbering conventions. This type of planning resulted in inefficiencies and increased cost for both
parties.
Terminal layout was changed to improve stacking density from 170,000 twenty foot equivalent units
(TEU’s) p/a to 200,000 TEU’s p/a. The changed layout also improved traffic movement in the terminal
and reduced turnaround times between the terminal and the quay.
2. Software
NAMPORT container terminal operations was previously managed through the GCOS (General Cargo
Operating System), which computerised aspects of gate control, ship-to-shore operations and container
yard planning. This had several limitations i.e. the absence of a vessel planning module, lack of
integration with SAP, database designs flaws and the inability to handle increased volumes.
NAMPORT migrated from GCOS to NAVIS SPARCS N4 terminal operating system which incorporated
an entire suite of optimization tools including terminal tractor utilization, fully automate yard positioning,
automate vessel planning and increased visibility (real time planning) and reporting functionalities.
3. Human Resources
Dedicated terminal manager with support staff. Three shift system introduced to service clients on a 24hr
basis.
Organisational Changes

7. Productivity/Claims

8. The group analyzed the findings from the client’s 2007 and 2009 customer satisfaction survey reports and the
key findings are summarized below.
• 60% rated Namport’s overall performance as very good or good compared to 65% in the previous survey,
30% as average and 10% rated it poor or very poor compared to 8.2% in the 2007 survey.
• 78% (82% in 2007 survey) of the businesses rated the interaction or relationship between Namport and
them as very good, or good, whereas 12% (13% in 2007 survey) rated it as average and 6% rated it as poor
or very poor (3.5% indicated that it varies).
• The majority of the businesses are satisfied with the administrative processes of Namport in general.
“Account statements being correct and on time” received the highest number of positive ratings.
• 79% of the clients interviewed would very likely or likely recommend Namport to other businesses. This
positive result gives a good indication of the clients’ general attitude towards Namport.
The group noted a reduction in the percentage of clients that participated in the 2009 survey which may pose a
challenge to Namport, which is to take the comments and recommendations made by the clients seriously and
continuously work on improvements, otherwise clients might not be as willing to participate in future surveys.
Customer Satisfaction

9. • The company is now ISO9001 certified.
• Planning and management of terminal operations has improved.
• Productivity and bottom line has improved reaching a peak in the 2009 financial
year.
• Claims as a result of damages and losses reduced
• Customer satisfaction levels however reduced slightly in 2009.
Conclusion