Inland Marine Transportation System IMTS

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Inland Marine Transportation System (IMTS)
Update on IMTS forTennessee-Tombigbee Waterway
Development Opportunities Conference
Harry Stone, USACE
25-27 August 2009
BUILDING STRONG
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IMTS Structure and Process

• IMTS Board of Directors
• Chaired by Deputy CG for Civil Works and
  Emergency Ops
• Members are Division Commanders and HQ USACE
  Chief of Ops
• Working Group cross section of skills from
  across IMTS
• Action Teams
• Composed of experts with hands-on experience
  (Lockmasters, Ops Managers, etc.)
• Develop draft outputs for review by workforce and
  industry, review and approval by Board
• Implementation of new standards/policies
  IMTS-wide by Board of Directors

IMTS Board Of Directors
Working Group
Action Teams
Key an open process with participation by
workforce and industry users
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Current Status of IMTS

• First Executive Board Meeting in Nov 2008
• First Working Group Meeting Dec 2008
• Off to a fast start picked five BPR Improvement
  topics to start right away
• Formed first action teams to get started
• Committed to implement all improvements over the
  long-term

Example of Action Team formed BPR Improvement
Topic 2, Share Corporate Knowledge of Preventive
Maintenance Repair
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Improvement Ideas

• Focus of study how we do our work (our Business
  Processes)
• Improvements ideas were grouped into three
  categories and twenty five BPR Topics

Human Capital
System Availability
Operational Improvements

• 1 asset for Corps Navigation
• Examples of Improvement ideas
• Train and Certify Lock
• personnel

• The 1 customer priority
• Examples of Improvement ideas
• Scheduling Major
• Maintenance

• Key to customer service
• Examples of Improvement ideas
• Standard Locking
• Procedures

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Recent Actions of IMTS

• Communications
• Highest priority
• Newsletter, web site
• Worked with industry on distribution lists
• Conference briefings

• March Meeting
• Held industry input session
• Developed action items to follow up
• Example new member from GIWW
• Strengthen outreach to industry
• Prioritized remaining Improvement topics

Industry Input Session, Mar 2009
1st Newsletter, Mar 20009
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Update on BPR 1 2

• BPR 1 Share Corporate Knowledge of Major
  Maintenance
• Highly successful Locks Maintenance Workshop 2009
  award for Chad Linna
• Will transition to IMTS-wide workshop
• Impact enhance sharing of knowledge on major
  maintenance, maximize system reliability
• BPR 2 Share Corporate Knowledge of PM Repair
• Action Team led by Aaron McGee
• Impact strengthen sharing of knowledge of daily
  operational maintenance and lock operations

Mike Ensch presents award to Chad Linna
Locks Maintenance Workshop 2009
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Updates on BPR 12 and 13

• BPR 12 Completed. IMTS Booklet for Plant
  Acquisition
• Gives simple explanation of how to make purchase
  of standard designs
• Impact eliminates confusion and myths on these
  purchases, will be a living document to collect
  other ideas and cost-saving tips in simple
  language
• BPR 13 User Guide completed for Plant
  Replacement and Improvement Program (PRIP)
• PRIP is important program for buying shared
  assets in USACE Civil Works
• Lost a lot of knowledge as people retired
• Impact simple, easy to read User Guide helps
  asset managers rapidly learn the program

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HR Center of Standardization

• HR Center of Standardization approved for IMTS
  workforce
• Background 11 of the 25 BPR topics deal with
  human capital
• All were developed by working closely with HR
  experts
• Many will require extensive work by HR experts
• HR center will provide experts dedicated to IMTS
  workforce with in-depth expertise
• Virtual team will include two people from
  Operations
• Impact
• Major resource will enable substantial
  improvements in human capital area
• Example standardize job descriptions

Human capital is the 1 asset for IMTS!
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BPR20 Standard Locking Procedures

• Request by customers
• Standardize procedures for locking traffic (in
  areas that affect customers)
• Six individual ideas that include hailing
  frequencies, handling courtesy lines, turning off
  engine when inside chambers, etc.)

10
BPR20 Crew Change Policy

• Progress Overview
• Currently, Crew Change Policy varies by District
• Goal IMTS-wide policy
• Draft policy developed by action team, reviewed
  by offices at HQ
• Draft reviewed by customers and workforce July

Typical customer journey is through several
districts
Crew Change Policy
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BPR 9 NavLocks Channel Maintenance

• Voted as the 1 priority for remaining
  improvement topics at March Meeting
• Action Team to be formed

• Key focus for action team develop scope for
  this overall effort and establish the baseline
• Special emphasis on Channel Availability
  Performance

Note Coastal Dredging is not included in IMTS
Dredging by Hurley
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BPR 16-1,3Scheduling Major Maintenance

• Started this calendar year in Lakes and Rivers
  Division
• Will form action team to expand to other
  waterways in IMTS where applicable

Major Maintenance work in Lakes and Rivers
Division to sustain system availability
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Benefits of the IMTS to Customers

• Enhance system reliability and improve customer
  service
• Integration across IMTS
• More consistency across all waterways
• Greater ability to implement best practices and
  ideas for improvements from workforce industry

System Reliability Schedule Major Main.
Customer Service Standard Locking proc.
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How can you participate?

• How can Industry users participate?
• Read IMTS newsletters or go to public IMTS web
  site to read about opportunities to provide input
• Share your experiences and suggestions at
  listening sessions at meetings/help us identify
  meetings where sessions should be held
• Read draft documents from action teams on
  proposed improvement ideas at IMTS web site and
  provide comments
• Send ideas, suggestions, and comments to e-mail
  address IMTS_at_usace.army.mil

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Questions?? Comments???
Operation Maintenance
Major Maintenance Projects
Dredging
Reminder - Send questions or comments on the
IMTS by e-mail to E-mail address
IMTS_at_usace.army.mil  
IMTS Web site for Corps Navigation workforce,
industry and public http//operations.usace.army.
mil/navigation
BUILDING STRONG