Session2_Tonny Møller_ The practical approach to training for performance_1

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




Maersk Training Globally

Chennai, India

Svendborg, Denmark Esbjerg, Denmark

Stavanger, Norway Aberdeen, UK

Newcastle, UK

Brazil

Dubai, UAE

Singapore




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.




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.




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”




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




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




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




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 $.

$




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



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



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




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




The biggest operational challenges is human competencies

• But no one can buy the experienced!!!!




Will the competence challenge stabilize ?

Source: Infield Systems Limited




Will the competence challenge stabilize ?

Source: Infield Systems Limited


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


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




Will it be less complicated?




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


Assessment programme for officers in Maersk Supply Service



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



Anchor Handling



DPO’s theoretical knowledge of DP

according to requirements from the

NI or DNV

Anchor Handling

Practical/theoretical assessment, NWEA


Lunch

Homework

Theoretical planning & preparation for AH

simulations.

(Individual assignments)

Crew Bi-annual assessments:

Day 1 Day 2 Day 3




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)


Planning

Weight calculations

Stability calculations


Execution of Anchor handling operation

Identifying signals

Following procedures

Communication

DP Refresher

(5 days)


According to requirements from the Nautical Institute


According to requirements from the Nautical Institute or DNV

Crew competence assessments:




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.




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.




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.




Learning retention

PAGE 27



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




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




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




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




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




- The balance act between theory and practice

Building competency for performance

Experience as the source of learning




- The elevator speech – It’s all about behaviour


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.






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).






We must dare to evaluate people both technically

and on the human factor




Thank you for your attention.

Question ?


Session2_Tonny Møller_ The practical approach to training for performance_1

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