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Lean Shipbuilding at UVE

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Presentation on theme: "Lean Shipbuilding at UVE"— Presentation transcript:

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

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 3

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 4

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

6 Characteristics of Shipbuilding vs Mass production
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 6

7 Characteristics of Mass-customization vs Envisioned Shipbuilding
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 7

8 Lean Shipbuilding Our focus

9 Koskela’s Approach – Adapted to Shipbuilding Production
T-F-V Model Transformation Flow Value Lean Manufacturing Unique products (one-of-a-kind) On-site production Lean Shipbuilding Temporary project organization Lean Construction 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. Interdependence and Variation 7 conditions for a sound activity 9

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

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

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 plan Discipline plans Period plans Level of Details Time Weekly ”plans” Feedback Feed-forward 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

14 Keeping solution space open… - the timeline of the plans
15 – 18 months Project plan 6 – 9 months Discipline plan Period plan 6 – 8 weeks Weekly ”plans” 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
Job A Output Check Plan Input Do Act 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

16 The Plans and the Participants
Discipline plans; Production coordinators plan Planners coordinate and aggregate plans Period plans; Production coordinators plan – but on a shorter horizon to secure the 7 conditions 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

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

18 What we have learned and experienced
Requires visible symbols (Last PlannerTM, 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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