- Peter Evans is the Director of Process Excellence at Maersk Line Northern Europe. - Maersk is a global conglomerate operating in shipping, oil and gas, and other industries with over 89,000 employees worldwide. - The presentation discusses Maersk's journey to improve operations excellence using a maturity model approach, identifying current capabilities and paths to close gaps to reach the "summit" of optimal performance. Sticking to the model and ensuring rigorous training and validation is important to achieve tangible benefits along the journey.

2. Peter Evans
Director of Process Excellence
Mærsk Line Northern Europe

3. From “Swamp To Summit”
Understanding Culture & Organisational Change
(A Virgin Media Case Study)

4. Container activities ● Terminal activities ● Oil & Gas activities ● Tankers, offshore and other shipping activities ● Retail activity ● Other businesses
Part of a Diversified Group (A.P. Møller–Mærsk)
 A diversified global conglomerate with activities mainly in shipping and energy
industries
 Founded in 1904 by Mr Arnold Peter Møller
 Headquarters in Copenhagen, Denmark
 Approximately 89,000 employees in 130 countries
 2013 revenue: USD 47.4bn (MSL c$27bn)
 Around 76,000 shareholders. Controlling stake held
by A.P. Møller and Chastine Mc-Kinney Møller Foundation
1. Maersk Line
2. APM Terminals
3. Maersk Oil
4. Maersk Drilling
5. Maersk Supply Service
6. Maersk Tankers
7. Damco
8. Svitzer
9. Maersk Container Industry
10. Dansk Supermarket
11. Danske Bank
3
5
2
1
7
8
6
4
9
10
11

5. If all the Maersk Line containers were stacked on top of each other,
they would reach approximately 2,500 kilometres high, equivalent to
stacking 8,550 Eiffel Towers on top of each other.
A single 20 foot container can hold about 48,000 bananas.
So, in theory, a PS-vessel like the EMMA MÆRSK could transport
approximately 746 million bananas in a single voyage.
The anchor of a PS-class vessel weighs 29 tons,
equivalent to the weight of five adult African elephants.
A PS-class vessel such as the EMMA MAERSK can carry
15,550 full 20-foot containers. That equals a train 92 kilometres long.
Interesting Facts

6. After 20+ years in Change & Continuous
Improvement what have I learned?:
”We work for the companies we work for not the
companies we wish we work for!”
i.e. All Change is Situational!

7. Put another way:
• For any journey we all need to know a few things
• Where are we starting from?
• Where are we going to?
• What hazzards await us on our journey?
• What tools, skills, capabilities we will need to
get there?
• What will we do when we get there?

8. How did we get started at Virgin Media?
• It started with a simple but disarming question:
• So why are we doing this improvement stuff?
• Once you start to answer that question it becomes obvious that
there is a journey involved:
• How do we get from here to there?
• Then you either try to figure it out for yourself or, if you’re sensible,
you go look at other examples:
• Who’s doing what and where?

9. Research approaches
• At Virgin Media we looked at:
– CMMI
– EFQM
– Baldridge
– ISO 9000
– TPS etc…….
We reached the simple conclusion that we needed a maturity model and that it should
reflect ”Virgin Media Language”

10. Find a model that works for
your business:
The Virgin Media Journey to Operational Excellence

11. But what does the maturity model look like?
Categories
Maturity Levels
Customer
Strategy &
Leadership
People Skills &
Resources
Process &
Performance
Measurement
Supplier
Change
Management &
Continuous
Improvement
1. Lost
2. The Swamp
3. The Trail
4. Base Camp
5. The Climb
6. The Summit
Behind the motivational story we must always talk with data

12. The output has a number of purposes:
1. Show where we are today
Operational Excellence
Building Blocks
Customer
Awareness
6,0
5,0
4,0
3,0
2,0
1,0
0,0
Supplier
Awareness
Capacity
Planning
Skills
Management
Process
Management
Operational
Communication
Productivity
Management
Quality & Risk
Management
Delivery
Management
TM Training
& Development
Leadership
Managing
Costs
People Performance
Improvement
Workplace
Environment
Basics
Management
Work
Organisation
Managing
Technology
2. Show a plan for moving along the journey
Milestone/Deliverable
Assoc
'd
Risks
Assoc'd
Issues
01-mar-
08-1m3ar-
15-1m3ar-
22-1m3ar-
29-1m3ar-
RAG Status
13
05-apr-13
12-apr-13
19-apr-13
26-apr-13
03-maj-
10-1m3aj-
17-1m3aj-
24-1m3aj-
31-1m3aj-
07-jun-13
14-jun-13
21-jun-13
28-jun-13
13
1 0 0 Green
2 2 0 Green
3 0 0 Closed
4 0 0 Closed
5 0 0 Green
6 0 0 Green
7 0 0 Green
8 0 0 Green
9 0 0 Closed
10 0 0 Green
11 0 0 Amber
12 0 0 Amber
13 0 0 Closed
3. Identify
Capability gaps
that need to be
closed

13. Then STICK TO YOUR GUNS!
• Do Not compromise on the use of your chosen model
• Don’t assume your model won’t change
• Keep validating, internally and externally
• Ensure your team are rigorously trained
• Ensure you calibrate often
• Tie movement along your journey to tangible
business benefits
• Keep the comms campaign going

14. What Learned So-Far?
• Understanding of what was needed to get to the ”Summit” wasn’t really there...
Or at least not enough to pull us to the top
• Tool is still used and the first part of the journey is absolutely still worthwhile...
>20% Productivity everywhere we went... $ Benefits round every corner...
• Capability development key to the gains made.. Educational and motivational
to the point where demand constantly outstripped supply...
• It’s easy to get carried away at the bottom of the mountain while the real
transformational changes are made by approaching the top!

15. So what about my new world?
• The Top-Down Journey has actually begun...
• But there’s quite a gap between top level thinking and bottom level process capability,
which has it’s own dangers...
• Maersk Line Business Operating System (MLBOS) in early stages of deployment...(Function
oriented but in re-design)
• There is no doubt in my mind that we are making a difference in ML and doing that is
enormous fun!.... And a little hard work..
”Every day is a learning day!”
Which is as it should be 

16. When top level guys
look down, they see
only muck;
When bottom level
guys look up, they see
only backsides…

17. Thank you!!
Peter R Evans
peter.ronald.evans@maersk.com
004523459751