planning new construction major ship conversions using
TRANSCRIPT
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Planning New Construction
&
Major Ship Conversions
UsingUsing
PERCEPTION®
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• Develop the Basic Product Structure• Hull Blocks, • Ship Zones, and • Equipment/Outfit Modules
•
Fundamental Project Tasks
• Identify Product Teams & Responsibilities
• Develop Manufacturing & Build Strategy
• Develop Management Strategy
• Execute the Plan
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• Budgets (Labor & Material) & Schedules
Develop the
Production Management Plan
• Work Orders & Time Charging
• Material Control & Work Order Pallets
• Technical Packages for Production
• Tests & Quality Assurance
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Develop the
Contract Management Plan
• Project Management Team
• Change Order Management
• Progress Milestones & Payment Management
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Establish the Basic Building Plan
Product TeamsHull Block
Construction
PartsManufacturing
ZoneOutfit
Tests& Trials
Product Teams
EngineeringPlanning
PurchasingProduction
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An integrated planning and resource
management system coordinates schedules and
tracks 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
Cost Management
Purchasing & Material
Cost ManagementCost Management Cost Management
Earned Value
Management Reporting
Cost Analysis
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PERCEPTION Integrates the Shipyard
Business ProcessesBusiness Processes
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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
INFORAMTIO
N SYSTEMS PLANNINGCONTRACT
ADMIN.
QUALITY
CONTROL
YARD
SERVICESSHIPYARD
ADMIN. FINANCE MARKETING
SUPPORT SERVICES YARD ADMINISTRATION
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Planning and managing ship construction
requires careful coordination of a wide
variety of different resources & variety of different resources &
responsibilities.
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• Engineering & technical development
• Purchasing & material control
• Subcontractors & vendors
• Production shops, trades & support services
• Hull erection sites and assembly areas• Hull erection sites and assembly areas
• Waterfront facilities & equipment
• Financial & project management services
• Classification societies & government authorities
• Ship owner representatives
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Assembly operations are the most
significant 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
Pe
rcen
t C
ost 300%
400%
Stages of ProductionParts Mfg On-Unit Ass'y On-Block Ass'y On-Board Ass'y
Pe
rcen
t C
ost
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
Pro
du
cti
on
Co
st
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
Pro
du
cti
on
Co
st
40.00
60.00
80.00
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The primary focus of planning must be to
organize all work activities to support the
major 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
• PlanningConstruction
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
ServicesPackage
EnginePackage
Flat Panels CurvePanels
3-D Struct Shell
Block Block
Unit Module
Zone OutfitPackage
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Ship
Ship Zone & Product Cost
Product Work Breakdown Structure
PWBS
Ship Zone &
Hull Block
Hull Unit &
Outfit Module
Assembly
Sub Assembly
Manufactured Parts
Components
Product CostManagement
Process CostManagement
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Shipyard Process Cost Codes
Department
Shipyard Division
Project Total
Department
WORK ORDERS
TIME CHARGES
Work Center
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Systems Work Breakdown Structure
SWBS
System
System Group
Project Total
System
Accounts
Systems-Based
WORK ORDERS
TIME CHARGES
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Project Project
SWBS PWBS
Accounts
Group
Blocks
Zone
Assemblies
Mfg Process
Product &Process-Oriented
Work Orders
TIME CHARGES
WORK ORDERSDISTRIBUTEDWORK ORDERS
Automated Cost Allocation
Relating Process Costs
to
Ship 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 Erection
Sequence of Hull
Blocks & Equipment
Modules
Integrate with
On-Board Zone
Outfit, 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
construction (On-Board)construction (On-Board)
•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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Maximize Productivity of Available
Manufacturing Processes
Efficiency Lost From Process Interruption
100
120
Pro
cess C
ost
Per
Un
it
0
20
40
60
80
0 20 40 60
Units Produced
Pro
cess C
ost
Per
Un
it
Pro
du
ced
Interrupted Process
Un-Interrupted Process
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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
ASSEMBLYLEVEL 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
Process Sequence: Outfit Fabricate & Install
Engineering
Specificat ions
Production
Drawings
Shop
Fabricat ion
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 and definable unit of work that can be definable unit of work that can be started and completed without significant interruption under the direction 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 than smaller work orders.
Large work orders that are open and in-process for a long period 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. They increase 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 250 man-hours of labor
Average 2 weeks duration
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Time Charging
PERCEPTION provides functions for PERCEPTION provides functions for entering and validating authorized work order time charges
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The recording of time charges against
authorized work orders is of major
importance to the shipyard.
Correct and complete time charging against
contracts is often the basis by which the
shipyard bills its customers. shipyard bills its customers.
Without accurate and timely information,
billings can be incomplete or late causing
considerable problems with the ability of the
shipyard to make a profit.
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Completing Work Orders
Every work order should be authorized so
that it can be completed without undue
delay.delay.
PERCEPTION provides a formal closing
out procedure that indicates to the system
that the work order is finished.
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From completed work orders,
PERCEPTION measures, tracks
and 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, with
appropriate budget, that allows
the bulk of the work to be closed
out.
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Suggestion: Work orders that
require additional scope of work
due to short-comings of
preceding work orders should
be reimbursed with budget be reimbursed with budget
transferred from those earlier
work orders.
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PERCEPTION offers 4 Primary Types of
Work Orders for Different Operations
Requirements
•Discrete Work Order•Discrete Work Order
•Distributed Work Order
•Time-Phased Work Order
•Process Work Order
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1. The discrete work order identifies work that
can be catalogued easily within a given work
breakdown structure.
The discrete work order identifies work that
ultimately produces a definable interim or end
product.product.
Equipment & Outfit System Modules
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2. The distributed work order identifies work across
multiple elements of the work breakdown structure.
The distributed work order is useful for collecting
costs by unit module, ship zone or group
manufacturing process and allocating the costs
automatically to individual ship systems.
• Potable Water System
• Sanitary Waste System
• HVAC
• Foundations
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The time-phased
work order
3. The time-phased work order identifies a level of
effort activity that has no clear end product.
Examples include supervision and shipyard support
services.
Time-Phased CurvesMixed Library
120.0%work order
manages time
charge budgets on
a monthly basis
with no changes
in the work order
charge number.
-20.0%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
0% 20% 40% 60% 80% 100% 120%
Fraction of Total Duration
Fra
cti
on
of
To
tal
Bu
dg
et
Exp
en
ded
Support Services
Packages
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4. The process work order measures actual
production 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
steel, etc.).steel, etc.).
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 Package Issue Procedures• Technical Package Issue Procedures
• Budgets & Integrated Schedules
• Performance Reporting
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Tracking Performance CostsTracking Performance Costs
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Tracking ProgressTracking Progress
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Tracking & Forecasting Tracking & Forecasting
Schedule VarianceSchedule Variance
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Tracking & Forecasting Tracking & Forecasting
OverOver--Budget/Savings VarianceBudget/Savings Variance
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Tracking Cost/1% ProgressTracking Cost/1% Progress
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Tracking Performance Indexes
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Tracking Material CostsTracking Material Costs
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On-Line 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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Tracking Manpower Requirements
(Planned Vs Actual Vs Forecast)
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New Work Manpower Modeled On Top
Of Active Work Manpower