Page 39 - KFTL Report

KFTL DUE DILIGENCE – Kingston, Jamaica
9 Statement of KFTL Maintenance Activities
9.1 General
From Trent’s weeks due diligence on-site, and from what we were able to obtain by way of data/ information, our discussions with various engineering/ maintenance/ planning persons, there would appear to be a clear priority of focus within the maintenance department as follows:
• ERT, is given a lot of focus, and draws resources as and when it requires from the planned maintenance team.
• Planned Maintenance, where possible, focuses on maintaining integrity of the PM schedule, but hampered by ERT taking resources from them during busy breakdown periods and/or what KFTL refer to as ‘ghost vessels’ that arrive unannounced forcing people off the crane and back to the workshop.
• Corrective Maintenance, this should be a separate focus and measured/dealt with accordingly. This however, is a mix between what the PM team can do and what ERT can do. The ultimate outcome is that corrective repairs are not a priority or prioritised and that is witnessed by the total disrepair of systems such as Festoons, Elevators, Aged Boom Hoist Ropes, Boom Ant Collision, Lighting systems etc.
When an organisation has such little data and information, and what it does have can be easily questioned, coupled with a failed and failing maintenance strategy, then the terminal is firmly on an unsustainable firefighting road to nowhere.
Prolonging survival and trying to maintain a modicum of safety and reliability, then the PM schedule should not be the focus, but instead paired down to the absolute ‘essentials only’, and corrective repairs should be elevated on an equal footing with ERT, until such time an appropriate and effective maintenance strategy can be properly defined, aligned, and implemented.
9.2 Straddle Workshop
KFTL, recently completed the construction of a modern open design straddle workshop. This facility is working well and has made the SC maintenance activities far more effective.
There are plans to provide specific storage tanks for new lubricant and waste oils.
It would be Trent’s suggestion to liaise with the local fuel/ oil supplier to obtain from them the necessary equipment for dispensing the lubricants in the high bays during SC servicing. This could possibly be negotiated for a nominal charge against a medium-term supply contract.
This facility has a store room attached for the management of the inventory. This store room is congested and should be reviewed in line with the recommendations made in the relevant Chapter in this report.
Offices for the supervisory personnel are being completed.
Straddle carriers are serviced with the use of a sufficient number of good quality access equipment recently acquired by KFTL.
TRENT ASSOCIATES 39