Page 80: of Maritime Reporter Magazine (March 1995)

Hiller Gets Approval On

Cargo Hold Smoke Detector

Hiller Systems announced U.S.

Coast Guard approval of the "firehold" cargo hold smoke detec- tion system. The system is a drop in replacement for retrofit of trouble- some existing smoke detection cabi- nets. "Firehold" utilizes a single detection element.

For more information on Hiller Systems

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Hydrocomp Introduces New

Software

Hydrocomp, Inc. announced the release of NavCad SS propulsion and powering software. NavCad SS is a software tool for the prediction and analysis of speed and power, and for the selection of propulsion system components — engines, gears and propellers.NavCad SS can be used for displacement, semi-dis- placement, planing and sailing craft of up to 164 feet (50 m). NavCad SS provides a complete platform for the steady-state equilibrium analysis of performance from hull to engine.

For more information on Hydrocomp

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SUNY Maritime College

Receives Gift

Jo Tankers, the chemical tanker operator of Norwegian-owned

Odfjell Group, recently supported

SUNY Maritime College with a do- nation in the amount of $25,000.

The donation is earmarked for Mari- time College's training facility,

CSMO — the Center for Simulated

Maritime Operations.

Streamlining For Survival —

The Port Of Los Angeles' Blueprint For Success

The Los Angeles Harbor Com- mission has released the findings of a report, written by Booz-Allen &

Hamilton, on the Port of Los Ange- les, and how it can be developed in the 1990s to improve its competi- tiveness and ensure its success as a critical resource in the lives of its residents.

The Port of Los Angeles is the leading containerport in the U.S., with billions of dollars worth of mer- chandise moving through the port yearly. Port-related activities ac- count for $21 billion in industry sales, $5 billion in wages and sala- ries and $725 million in tax rev- enues each year. Booz-Allen &

Hamilton's report found ways to contain costs, increase efficiency and provide greater value to customers, while maintaining the Port of LA as a strong, stable organization.

The Harbor Commission has moved aggressively to initiate de- velopment projects, fueled by com- petition from neighboring ports such as Long Beach, whose 60 percent smaller staff currently outproduces the Port of LA staff by 50-213 per- cent per employee. The Pier 300/ 400 Implementation Program, which includes the largest dredg- ing project in U.S. history, is cur- rently underway at the Port of LA.

The necessary railroad rights of way have been acquired to begin con- struction of the Alameda Corridor, a road and rail improvement pro- gram linking the port to rail facili- ties in downtown Los Angeles. The

Board of Harbor Commissioners has also initiated a Futures Commer- cial Task Force to explore ways to begin development of commercial projects in local port communities.

The Booz-Allen & Hamilton's re- port found that the Harbor Depart- ment is involved in numerous ac- tivities that support core maritime activities, but do not directly in- crease overall port productivity. The organization needs to place greater emphasis on customer service.

Another suggestion made by the report is to use part-time staff for non-emergency, non-core services to improve customer responsiveness and efficiency. The report also found that application of automation and technology would increase efficiency in the Harbor Department. Many of the Port of LA's construction activi- ties, such as the Pier 300/400 Imple- mentation Program, are not in need of the large management and engi- neering staffs that are currently in place. Although inefficiencies in port operations could be solved by downscaling employment rates,

Booz-Allen & Hamilton's report did not suggest lay-offs, but employee attrition and retirement incentives.

In the interest of streamlining operations, a vital recommendation made by the report was the need for change in the structural relation- ship between the City of Los Ange- les and the Port. Some city-required procedures are costly and inefficient, and de-linking the port from the city could improve things. Leland

Wong, chair of the Strategic Plan- ning Task Force, and chairperson of the Board of Harbor Commission- ers, responded positively to this rec- ommendation, stating, "Because we are part of a somewhat antiquated government structure dating back to 1925, procedures are mandated which are costly and inefficient. Our employees are forced to spend far too much time on paperwork and are not able to spend enough time work- ing with and assisting customers.

We must pursue City Charter re- form to eliminate barriers to the

Port's productivity and competitive- ness."

Approved on February 8,1995 by the Los Angeles Board of Harbor

Commissioners, a Organizational

Change Management Plan went into action, initiating a five phase project that will put recommendations of the Booz-Allen & Hamilton report into effect. According to Mr. Wong, implementation of the Booz-Allen &

Hamilton report recommendations could result in a $10 million annual saving to the Port, funds that could be used to implement Mayor Rich- ard Riordan's election promises of enhanced public safety, increased economic development, and modernizationof the city government of Los Angeles. iivittcCii (QOScE)) (ME

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Maritime Reporter/Engineering News