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Lean Shipbuilding at UVE Runar Toftesund Head of Planning Ulstein Verft 15.09.2009.

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Presentation on theme: "Lean Shipbuilding at UVE Runar Toftesund Head of Planning Ulstein Verft 15.09.2009."— Presentation transcript:

1 Lean Shipbuilding at UVE Runar Toftesund Head of Planning Ulstein Verft 15.09.2009

2 Overview Short introduction to Ulstein Verft AS Characteristics of shipbuilding vs mass production and mass customization Lean Shipbuilding Planning according to lean principles

3 Short Introduction to Ulstein Verft AS Ulstein Group ASA; –Contains large parts of maritime value chain –Employs 700 people, in 7 companies Ulstein Verft AS; –Employs 380 people 200 skilled operators 70 engineers 40 in production management 70 other –Located in two locations in Norway –Roughly 3 vessels per year –Most profitable shipyard in Norway

4 Short Introduction to Ulstein Verft AS (Cont.) Dock hall: 140 x 55m Crane capacity: 250t, 1x10t, 1x10t Hook height: 40m (from bottom of dock) Dry dock; 225 x 36m (port width 34m) Depth: 10m Can be split in two: Dock length inside: 110m Dock length outside: 107m Cranes outer dock: 1x60t + 1x85t Heavy lift; Barge Mobile crawler crane (600 MT) Quays; 2 quays for outfitting

5 Short Introduction to Ulstein Verft AS, the project management structure Project manager PlannerHSE APM Procurement APM Production Coordinators APM Engineering Supervisors A project organization consists of around 25 persons A project constitutes around 300 man labor years Project duration between 12-24 months

6 Characteristics of Shipbuilding vs Mass production Shipbuilding; Low volume Complex, non-repetitive on product level Production in loose networks Handcraft Long through-put time Customization Product is partly designed and engineered to order Mass production; High volume Standardized and repetitive products Integrated production system Automated processes Short through-put time No customization No design and engineering changes are allowed

7 Characteristics of Mass-customization vs Envisioned Shipbuilding Mass-customization; Medium to low volume Repetitive on process level but not on product level Automated where beneficial Integrated production system Customization within certain constraints Short through-put Customization to order Product is designed for customization Envisioned shipbuilding; Low volume 80% repetitive on process/product level – 20% is engineered and produced to order Production in loose networks Manual processes Customization within certain constraints Long through-put time Customization to order Modular design where some modules are standardized and other are customized

8 Lean Shipbuilding Our focus

9 Lean Construction Koskelas Approach – Adapted to Shipbuilding Production Lauri Koskela is a Professor at the University of Salford. His research interest is mainly focused on the theoretical foundations of project and production management. He is a founding member of the International Group for Lean Construction. T-F-V Model Transformation Flow Value Lean Manufacturing Unique products (one-of-a-kind) On-site production Temporary project organization Interdependence and Variation 7 conditions for a sound activity Lean Shipbuilding

10 Last Planner Master Plan (whole project) Look Ahead Plan (6-8 weeks) Weekly Work Plan (1-2 weeks) Mapping Preparing Making appointments Sound activities PPC (Percent Planned Completed) Delays/ Causes 3 level planning

11 7 conditions for Sound Activities - Production Assets Manning Tools InformationMaterials Succeeding work Preceding work External conditions Activities

12 Planning according to lean principles Keeping solution space open… The planning process itself How we work in the project What we have learned and experienced

13 Keeping solution space open… - the plans Project planDiscipline plansPeriod plans Level of Details Time Weekly plans Start as early as possible on as many activities as possible while avoid making decisions that are not necessary at the moment All decisions that are made must be executable (sound activities) Spend time on clarifying issues with customers (both external and internal) Manage risks, e.g. maximize the openness of the solution space Feedback Feed-forward

14 Keeping solution space open… - the timeline of the plans Project plan Weekly plans Discipline plan Period plan 15 – 18 months 6 – 9 months 6 – 8 weeks 1 – 2 weeks One project plan that feeds major milestones forward Several discipline plans that contains more details than the project plan according to the various disciplines Period plans that detail the discipline plans into sound activities and provide reporting of deviations to discipline plans Weekly plans that only contains sound activities and that are executable with 1 – 2 weeks while also reporting deviations to period plans

15 Keeping solution space open… - ensuring maneuverability The figure above is a basic systems dynamics scheme, where; –A plan initiates a job – Job A –The job is performed –The outputs is checked against some standards or targets – measuring deviation –The deviation is fed back into the planning process to change input to the job in the next iteration in order to minimize deviation from targets The Plan – Do – Check – Act sequence is fundamental in all systematic improvement work Maneuverability is increased when this circle works rapidly Job A Output Check Output Plan Input Do Act

16 The Plans and the Participants Discipline plans; Production coordinators plan Planners coordinate and aggregate plans Weekly plans; Work leaders focus on the part of the period plans that are executable within 1 – 2 weeks Planners help, coordinate and report deviations Period plans; Production coordinators plan – but on a shorter horizon to secure the 7 conditions Planners coordinate and aggregate plans

17 How we work Gatherings Company visits Out & See! Intelligent conversations

18 What we have learned and experienced Requires visible symbols (Last Planner TM, 5S, etc.) Takes time to implement; –New thoughts –New language –New methods –Resistance against change –Inherent skepticism amongst middle management –Requires anchorage in top management –Bottom-up Useful with outside assistance (Aslesen and Bertelsen) Tangible results; –Better control in the projects –Starting to approach a level of repeated and defined processes; Lower costs Easier to recruit people and bring the up to speed –Provide basis for further improvement (information flow, other lean initiatives)

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