A Lean approach to enhance operational efficiency at the Bulk and Break-Bulk Terminals at the Port of Durban.

Abstract

ABSTRACT The purpose of this research was to explore the approach of the lean concept to enhance operational efficiency within the bulk and break-bulk terminals at the Port of Durban. The methodology used in this study included quantitative and qualitative analysis of secondary data obtained from the organizations Management Information System’s department and data collected from direct operational observations on the bulk and break-bulk terminals material handling process. Data collected from direct observations were used to create a Business Process Map (BPM) and activity process chart to establish cycle times per activity for the bulk manganese operation. Through the use of literature and the research methods adopted, the current overall operational performance of the bulk and break-bulk terminals at the Port of Durban was determined as well as the operational performance of the bulk manganese material handling process. Key performance measurements established whether the current performances achieved the design targets and the limitations in achieving operational performances were also established. From the findings, a lean framework was recommended to support the enhanced material handling flow of bulk and break-bulk cargo within the terminals facilities. This study makes a contribution in many ways. It analysed and establishes overall port performance and bulk manganese operational performance in line with key performance measures, business process mapping and process activity tools were used to identify wastes, non-value adding activities and establish standard cycle times per activity. The total population size was 80 observations per element of which the sample size was computed to be 64. The results from the study reveal that the overall port performance of the vessel turnaround time was underachieved by 91,6% of the target, the truck turnaround time achieved and exceeded the target by 5,7%, the ship working hour rate underachieved the target by 8,7% and the cargo dwell time underachieved the target by 54,2%. It was further determined that operational delays of 9,97 hours contributed to the poor performance. Some of the delays observed attribute to time lost in waiting for equipment (15%), waiting for rail wagons to be shunted inn (47,7%) and placed at the operation area (16,7%), wasted time in shift change over and labour taking longer breaks (11,4%), insufficient stockpile capacity (9,2%). The implementation of a lean framework was recommended to mitigate challenges and improve the operational efficiency.