planning & managing new construction

8/7/2019 Planning & Managing New Construction

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Planning New Construction

&Major Ship Conversions

PERCEPTION


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Develop the Basic Product Structure Hull Blocks, Ship Zones, and Equipment/Outfit Modules

Fundamental Project Task

Identify Product Teams & Responsibilities

Develop Manufacturing & Build Strategy

Develop Management Strategy

Execute the Plan


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Budgets (Labor & Material) & Schedules

Developthe

Production Management Plan

Work Orders & Time Charging

Material Control & Work Order Pallets

Technical Packages for Production

Tests & Quality Assurance


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Develop

theContract Management Plan

Project Management Team

Change Order Management

Progress Milestones & Payment Managemen


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Establish the Basic Building Plan

Hull BlockConstruction

PartsManufacturing

ZoneOutfit

Tests& Trials

ro uct eams

EngineeringPlanning

PurchasingProduction


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An integrated planning and resource

management system coordinates schedules andtracks costs for

Engineering,

Purchasing & Deliveries,

Inventory Control,

Work Orders & Material Pallets,

Trade Manpower,

Subcontractors, and

Shipyard Facilities.


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Cost Estimating

Planning,

Budgeting & Scheduling

Labor & Manpower

Purchasing & Material

Cost Management Cost Management

Earned Value

Management Reporting

Cost Analysis


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PERCEPTIONIntegrates the Shipyard


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PURCHASING

STORES

ENGINEERIN

G

PIPE SHOP

MACHINE

SHOP JOINER SHOP

SHEET

METAL SHOP

ELECTRICAL

SHOP

PREP & FAB

SUB-

ASSEMBLY

BLOCK

ASSEMBLY

PRE-OUTFIT

HOT

BLAST &

PAINT

PRE-OUTFIT

COLD

HULL BLOCK CONSTRUCTION

OUTFIT SHOPS

STEEL YARD

ERECTION

SITE

WET BERTH

INFORAMTION SYSTEMS PLANNING

CONTRACTADMIN.

QUALITYCONTROL

YARDSERVICES SHIPYARDADMIN. FINANCE MARKETING

SUPPORT SERVICES YARD ADMINISTRATION


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Planning and managing ship construction

requires careful coordination of a wide

responsibilities.


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Engineering & technical development

Purchasing & material control

Subcontractors & vendors

Production shops, trades & support services

Hull erection sites and assembl areas

Waterfront facilities & equipment

Financial & project management services

Classification societies & government authorities

Ship owner representatives


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Assembly operations are the mostsignificant cost drivers.

They are influenced by a very large degree

by when the assembly is performed.


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Assembly on Outfit Unit

(most productive stage of construction)

Assembly on Hull Block

(more productive than on board ship)

Assembly on Board ship(least productive stage of construction)


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Primary Labor Costs: Assembly & Installation

Cost 300%

400%

Stages of ProductionParts Mfg On-Unit Ass'y On-Block Ass'y On-Board Ass'y

Percen

0%

100%

200%


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Options for outfitting hull blocks:

1. "Stick" build outfit materials on block

2. Assemble outfit module in shop, then install

module on block.


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"Stick" building outfit materials on block.

Less productive work environment

than in shop.

Few opportunities for repeatable

products cost savings.


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Building outfit module in shop.

More productive work environment

Opportunities for repeatable products cost savings.


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Installing outfit module on block

(limited effort outside shop).

Net Cost Savings


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Productivity of Assembly On-Block

also is dependent upon block size.


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Productivity vs Block Size

tion

Cost

100.00

120.00

140.00

160.00

Block Size (Tons)50 100 150 200 250 300 350 400 500 600 700 800 900 1000

Prod

u

40.00

60.00

80.00


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The primary focus of planning must be to

organize all work activities to support themajor assembly operations:

Outfit Units

Hull Blocks

On-Board Ship Outfit Zones


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Equipment & Outfit

System Modules

Pre-Outfitted Hull Block

Construction

Planning, Integrating &

Managing Shipyard Resources

Shipyard Products

Engineering

Purchasing

Planning

On-Board Outfit Zones

Parts Manufacturing

Shipyard facilities

Sub-Contractors


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Develop the Performance

Management Plan

Product Work Breakdown Structure (PWBS)

Process Work Centers & Work Stations (Cost Codes)

Systems Work Breakdown Structure (SWBS)


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Product Work Breakdown Structure

PWBS

Services

Ship

BowEngineRoom

MidbodySternSuper

Structure

StructurePackage

Outfit UnitPackage

Services

Package

EnginePackage

Flat Panels Curve

Panels

3-D Struct Shell

BlockBlock

Unit Module

Zone Outfit

Package


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Ship

Product Cost

Product Work Breakdown Structure

PWBS

Hull Block

Hull Unit &

Outfit Module

Assembly

Sub Assembly

Manufactured Parts

Components

Management

Process CosManagement


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Shipyard Process Cost Codes

Shipyard Division

Project Total

WORK ORDERS

TIME CHARGES

Work Center


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Systems Work Breakdown Structure

SWBS

System Group

Project Total

Accounts

Systems-BasedWORK ORDERS

TIME CHARGES


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Project Project

SWBS PWBS

Accounts

Group

Blocks

Zone

Assemblies

Mfg Process

Product &Process-Oriented

Work Orders

TIME CHARGE

WORK ORDERSDISTRIBUTEDWORK ORDERS

Automated Cost Allocation

Relating Process Costs

toShip System Costs

Via Allocated Distributed Work Orders


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Develop the Build Strategy

Production Engineering Plan

Manufacturing & Assembly of Structural Parts Plan

Manufacturing & Assembly of Outfit Systems Plan

Hull Block Construction Erection Sequence Plan

Assembly & Erection of Equipment & Outfit

Modules Plan

On-Board Zone Outfit Plan

Tests & Trials Plan


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Plan Manufacturing & Assembly Processes

ENGINEER

PLAN

PREP FAB ASS'MP/O

HOTERECT

P/O

COLD

BLAST

PAINT

Pre-Outfitted Hull Block Construction

ENGINEER

PLAN

FAB ASS'M INSTALL TEST

Equipment & Outfit System Modules


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Develop ErectionSequence of Hull

Blocks & Equipment

Modules

Integrate with

On-Board ZoneOutfit, Tests &

Trials


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Criteria for Maximizing Efficiency

Maximize work during most productive stages of

construction (On-Unit & On-Block)

Minimize work during less productive stages of

-

Maximize work under cover

Maximize access to work

Minimize material handling

Minimize non-productive activities


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Maximize productivity of available manufacturing

processes

Ensure all necessary resources are readily available

at work times scheduled

drawings,

materials,

tools & facilities, and

manpower

Exploit benefits of engineering, material and

production standards


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Develop Material Management

Plan to Support Production

Purchase Order Management

Sub-Contract Management

Warehouse & Inventory Management

Production Work Order Kitting Management


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Managing Material

From Engineering to Production

Life CycleMaterial

PERCEPTION

MATERIALREQUISITIONS

PURCHASING

RECEIVING

INSPECTING

WAREHOUSING

KITTING

ISSUES TOPRODUCTION

ControlPLANNED

REQUIREMENTS

OPTIONALCAD INTERFACE

ACTUAL USAGE

EXCESS STORESHISTORICAL RECORDS

VENDOR INVOICESCUSTOMER BILLINGS

Interface With AccountingSystems


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Packaging Work for Stages of

Construction

ASSEMBLY

SUB-ASSEMBLYSUB-ASSEMBLY

PRODUCTSTAGE

ASSEMBLY

LEVEL WORKORDER PALLET

WORK ORDERMATERIALKITS

COMPONENT

COMPONENT MFG

COMPONENT

COMPONENT MFG

COMPONENT

GROUP MFG

COMPONENT

RAW MATERIALS:

Direct Purchase Material General Stock Material Owner Furnished Material Manufactured Parts

BILL OF MATERIALREQUISITION ITEM

PURCHASE ORDER ITEM

MFGLEVELWORKORDERPALLET

CAD


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Develop Production Work Orders

Process Sequence: Pre-Outfitted Hull Block ConstructionLOFT

PLAN

PREP FAB ASS'MP/O

HOTERECT

P/O

COLD

BLAST

PAINT

Engineering

Specifications

Production

Drawings

Shop

Fabrication

Component

Installation

System

Tests

Process Sequence: Outfit Fabricate & Install

Rip-Out Repair Re-Install Test

Process Sequence: Repair & Install


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A Work Order

A work order is a distinct andfin l ni f rk h n

started and completed withoutsignificant interruption under thedirection of a single work center.


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Size of Work Orders

The size of work orders will vary, depending on scope.

Generally, large work orders are more difficult to manage thansmaller work orders.

Large work orders that are open and in-process for a longperiod of time always collect more costs than necessary.Actual progress is impossible to measure.

However, work orders too small also are difficult to manage.They require more overhead to plan and manage. Theyincrease opportunities for time charge errors.


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A good rule of thumb for new

construction work orders:

Average 250 man-hours of laborAverage 2 weeks duration


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Time Charging

prov es unc ons orentering and validating authorizedwork order time charges


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The recording of time charges againstauthorized work orders is of major

importance to the shipyard.

Correct and complete time charging against

contracts is often the basis by which the

s pyar s s cus omers.

Without accurate and timely information,

billings can be incomplete or late causing

considerable problems with the ability of theshipyard to make a profit.


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Completing Work Orders

Every work order should be authorized sothat it can be completed without undue

dela .

PERCEPTIONprovides a formal closing

out procedure that indicates to the system

that the work order is finished.


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From completed work orders,

PERCEPTIONmeasures, tracksand forecasts cost variances

automatically.


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Work orders that are held up for

QA inspections may have a QA &

Pick Up work order created, withappropriate budget, that allows

the bulk of the work to be closedout.


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Suggestion: Work orders thatrequire additional scope of work

due to short-comings ofpreceding work orders should

e re m urse w u getransferred from those earlier

work orders.


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PERCEPTIONoffers 4 Primary Types ofWork Orders for Different Operations

Requirements

Discrete Work Order

Distributed Work Order

Time-Phased Work Order

Process Work Order


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1. The discrete work order identifies work thatcan be catalogued easily within a given workbreakdown structure.

The discrete work order identifies work thatultimately produces a definable interim or end

Equipment & Outfit System Modules


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2. The distributed work order identifies work acrossmultiple elements of the work breakdown structure.

The distributed work order is useful for collecting

costs by unit module, ship zone or groupmanufacturing process and allocating the costs

automatically to individual ship systems.

Potable Water System

Sanitary Waste System

HVAC

Foundations


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4. The process work order measures actualproduction rates for specific manufacturing

processes. Performance is measured not only in

terms of labor hours and costs against budgets, but

also in terms of planned versus actual production

throughput units of measure (feet of weld, tons of

, . .

The system generates forecasts of these throughput

rates as learning becomes evident and efficiency

improves.

Manufacturing Process

Work Packages


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Managing the Project Execution

Time Charging Procedures

Material Issue Procedures

Technical Packa e Issue Procedures

Budgets & Integrated Schedules

Performance Reporting

T ki P f CT ki P f C


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Tracking Performance CostsTracking Performance Costs


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Tracking ProgressTracking Progress

Tracking & ForecastingTracking & Forecasting


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Schedule VarianceSchedule Variance



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OverOver--Budget/Savings VarianceBudget/Savings Variance


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Tracking Cost/1% ProgressTracking Cost/1% Progress

T ki P f I d


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Tracking Performance Indexes

Tracking Material CostsTracking Material Costs


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Tracking Material CostsTracking Material Costs

On-Line Cost & Schedule Status Reporting


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On-Line Cost & Schedule Status Reporting

Hard Copy Cost & Schedule Status Reporting


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Hard Copy Cost & Schedule Status Reporting


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Tracking Manpower Requirements

As Planned in Baseline

As Currently Planned

As Actually Expended To Date

As Forecast to Complete

Manpower can be evaluated by WBS, by shipyard work

center, for one project or across multiple projects.

The analysis can combine current back-log with

proposed new work.


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New Work Manpower Modeled On Top


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New Work Manpower Modeled On Top

Of Active Work Manpower

planning & managing new construction

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