ITEM NO. ______7a_Supp______ 
DATE OF 
MEETING November 13, 2012 
Leading for Performance 
Metrics and CPI Implementation 
Briefing to the Port of Seattle Commission
November 13, 2012

Port Challenges and Opportunities 
2 
Challenges 
Diverse business lines, customers, stakeholders 
Competing and conflicting priorities 
Limited time and resources versus demands 

Opportunities 
1,666 employees focused on the vital priorities 
Common language for strategy and one port alignment 
Creative tools that leverage one another's learning & experience

Metrics and CPI 
3 
These two initiatives are inter-related.
Metrics will help align Port internal activities to help
us all pull forward in the same direction. 
CPI improves work efficiency and strengthens
internal capability for better performance on key
metrics. 
Both support Century Agenda and Port Strategies 
Both are making meaningful progress 
Today's Briefing Objectives: 
Increase awareness 
Reinforce Commission support

Metrics  Progress to Date 
4 
Benchmarked with UW, King County, PDX 
Top Tier Metrics for divisions are defined 
Good progress to date in defining Second Tier
metrics within Departments 
Dashboard for metrics is operating and continues to
be populated by departments & functional teams 
Common definitions and language are in place for
clarity of understanding 
Starting to incorporate into annual budget work

Metrics  current activities 
5 
Improving ties to budget process including quarterly
financials 
Improving ties to divisions strategies with 2013
budget cycle 
nd and 3rd 
Departments assessing and improving 2
tier metrics 
Cascading metrics will ensure more employees are
pulling in the same direction and better connected
to Century Agenda and various Port strategies

Metrics  Cascade Example 
6 
Commission 

Division 

Department 

Department 

Department 

Department

Metrics  Benefits to Strategies 
7 
Many small metric improvements can provide
tangible Port benefits: 
Increase International Flights 
Century
Agenda 
Facilities    Customer     Cost per
Reliability   Service       Enplanement 
Aviation               Up-Time    Reduces
Gate     Operational Costs 
Strategies 
Availability   Defers Capital
Costs 

Aviation
Maintenance         Crew Time Efficiency at PLB

Metrics Dashboard Site 
8 

http://collab.portseattle.org/sites/metrics/default.aspx

CPI - Improve the Process ! ! ! 
9 

CPI is about the processes: 
The Port uses thousands of processes to transact its
business. Many processes have not been reviewed
and improved for years. 
CPI will:
Improve our processes by removing wasteful steps 
Simplify processes and make them more efficient 
Examine processes from the customer's perspective 
Utilize employees knowledge to improve work flow

CPI - Who is Successfully Using it ? 
10

CPI - The 'What' and 'How' 
11 

Waste: Waiting, Motion, Overprocessing, etc. 
Voice of the Customer 
Teamwork 
Workshops and employee engagement 
Walk the process and map it 
Current state measurements, then future state 
Team report outs and celebration

CPI - Universal Principles 
12 
Waste exists within processes 
Processes apply to all organizations 
Service and Manufacturing 
Private and public 
Salaried and represented 
Hybrid Enterprises like

CPI - Trial Success #1 
PLB Preventative Maintenance Process 
13

CPI - Trial Success #1 
PLB Waste of Motion 
14

CPI - Trial Success #1 
Estimated PLB Results 
15 

Estimated increase in overall PLB capacity of 3%
Reduced process time by 15 minutes per bridge 
From 51 to 12 Work Orders per week 
From 102 to 24 pieces of paper per week 
Reduced Foreman administration time by 3 hrs./week 
Less walking distance, fuel usage, mileage on truck

CPI - Trial Success #2 
CPO Consultant Evaluation Phase 
16 

Time        Scope
Development &
Queuing Phase
18%
Negotiation &                     Procurement
Contract Phase                     Planning Phase
38%                     11%

Evaluation Phase
24%
Solicitation
Phase
9%

CPI - Trail Success #2 
Procurement Mapping  Future States 
17

CPI - Trial Success #2 
Procurement Mapping  Results 
18 


Estimated reduction in days from 62 to 34 days. 
Reduced documentation requirements 
Elimination of rework - eliminated the "do-loops" 
Addition of Team Consensus Meetings  now being
tested for added time savings

CPI - Trial Success #3 
Employee Time Tracking 
19

CPI - Trial Success #3 
Employee Time Tracking 
20 


Estimated savings of over $6,000 in material and
labor in the first year. 
Reduced the number of steps in the process from 13
down to 7. 
Reduced paper and walking distance to 0. 
Pilot process being tested in Aviation Facilities and
Infrastructure group.

Most Important Part of CPI & Metrics 
21

Moving Forward 
22 

The port's senior leaders have given us the go-ahead 
CPI aligns with port-wide metrics, airport strategies,
employee development and engagement, etc. 
Tay has announced the program via email to employees 
Topic of discussion at Port Retreat 
Next 12 months are planned 
Each division's first workshop event 
CPI Specialists 
CPI Information Sessions

CPI  Employee Reactions 
23 
Placeholder for CPI Video

24 
Questions ?