Académique Documents
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285-308
ABSTRACT
285
future implementation o f Lean Manufacturing into 9 Concentrate on core competencies
shipyards (Liker 2001). Over the past 4 years research 9 Continuously improving
was focused on ship design management (Lamb 1999) o Design and build in quality from start
and the derivation o f a productivity equation, which 9 Seamless organizations with flat structures
takes into account readily available shipyard parameters 9 Recognize that employee involvement and
(Lamb 1998 & 2001). commitment are key to success
The main objective o f these projects was to transfer
this knowledge to three groups: Kvaerner, in 1997, presented the following world-
1) Students in the Ship Production and Ship class shipbuilding characteristics :
Design courses. 9 makes money
2) N A V S E A personnel and their support 9 is dynamic
organizations. 9 makes decisions
3) US shipbuilders. 9 makes investments
9 thinks big
9 is strong in guidance
W H A T IS W O R L D C L A S S 9 knows where they are
9 has clean facilities
One definition is that world-class means "being 9 their people "have time"
able to compete with the best in the world at what you 9 they plan for the future
do." What does that mean? 9 has clearly structured production
Financial performance alone is not the measure o f 9 has good operational technique
world-class. The ultimate j u d g e o f which companies 9 works indoors
are world-class is the customer. 9 know their strengths and weaknesses
The attributes of a world-class organization 9 takes care o f their people
include:
9 best value, Table I is an attempt to use these characteristics as
9 highest quality, metrics in order to compare the performance o f
9 excellent service, different shipbuilding countries and to determine who
9 superior reliability, meets the world-class status. While each country has
9 continuous learning, and good and poor performing shipbuilders it is both
9 innovativion convenient and justified by the results to group the
shipyards bycountry. Some countries that have
The following characteristics are used in this paper shipyards that have high attributes are currently
to describe world-class organizations: financially operating at a loss. Thus it could be said,
o High Standards o f Business Performance based on the description o f world-class used herein,
9 Profitably meeting customers needs that there are no perfect world-class shipbuilders.
9 Highly Productive This is extreme and does not give us a goal for
9 Internationally competitive discussion. It could be said that U.S. shipbuilders are
9 Excel in organizing work world-class in profitability, quality, and service.
It seems that some writers on the subject of world- TABLE !il - C O U N T R I E S OF BUILD AS % OF
class have collected all the management guru T O T A L GROSS TONS
prescriptions for excellent companies and packaged Country 1988 2000
them together. One (Drennan 1999) proposes 12 Japan 46 32
"ladders" to world-class status, namely: Korea 4 34
1) aligning management objectives, Europe 23 14
2) customer focus, Rest of the World 27 20
3) organizing the workplace,
4) visible measurment systems, TABLE IV - S H I P B U I L D I N G P R O D U C T I V I T Y
5) managing for quality, Country Man Hours/CGT
6) eliminating waste, Japan 7 to 14
7) best operating practices and continuous Korea 20 to 24
improvement, Northern Europe 16 to 60
8) teamwork, U.S. (Commercial) 49 to 75
9) worker empowerment and involvement, U.S. (Naval) 68 to 102"
10) rewards and recognition, * Based on Tentative Naval Ship Compensation
11) purposeful communication, and Factors
12) continuous learning
W O R L D CLASS S H I P B U I L D I N G P R A C T I C E S
The East German shipyards have been rebuilt in the The best known shipyards are the three that are
last 10 years and are among the most modern in the now owned by Scandinavian companies, namely:
world. Each is capable of delivering between 100,000 1) Kvaerner Warnof
and 200,000 CGT of ships per year. Unfortunatley for 2) Aker MTW (see Figure 13)
them, when the German government received 3) Odense Volkeverft (see figures 14 and 15)
apporaoval to use state funds to rebuild them from the
EEC government they agreed to limit the output from
each shipyard to about 100,000 CGT.
A noticible change in world-class shipyards is the are a Korean shipbuilders reducing work content for a
reduction in their storage space both for incoming new double hull tanker by 17% and of course the well
material and equipment as well as work in process. known Kawasaki "apple slot" arrangement for webs
Figure 16 shows a modern steel stockyard and the and stiffeners.
absence of piles of steel is very evident. As discussed
later in the section on Lean Shipbuilding world-class
shipbuilders are have frequent, insome cases daily, steel
deliveries and equipment is delivered to point of use.
World-class shipbuilders are aware of the latest
equipment that can be used for shipbuilding and use
that which is appropriate for their throughput and
processes, such as the laser cutting and marking
machine shown in Figure 17.
World-class shipbuilders use robotic machines
where appropriate and where there is sufficient
throughtput to justify tjem, such as profile cutting and
marking (Figure 18), curved plate forming (Figure
19),subassembly welding (Figure 20), block assembly
welding (Figure 21), Curves shell plate welding tilting
station (Figure 23), and pipe manufacturing (Figure
23).
World-class shipbuilders develop new approaches Figure 16 - Modern (small) Steel Stockyard
to ship design and shipbuilding processes as a way to
improve productivity and competitiveness. Examples
F i g u r e 18 - Robotic Profile C u t t i n g a n d M a r k i n g
100 A
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Total Cost (Fully Burdened)per Man Hour (U.S. dollars)
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