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Lean Shipbuilding at UVE
Runar Toftesund
Head of Planning
Ulstein Verft
15.09.2009
Overview
• Short introduction to Ulstein Verft AS• Characteristics of shipbuilding vs mass production and mass customization• Lean Shipbuilding• Planning according to lean principles
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
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
Short Introduction to Ulstein Verft AS, the project management structure
Project manager
PlannerHSE
APMProcurement
APMProduction
ProductionCoordinators
APMEngineering
Supervisors
A project organization consists of around 25 persons
A project constitutes around 300 man labor years
Project duration between 12-24 months
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
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
Lean Shipbuilding
Our focus
Lean Construction
Koskela’s 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 ModelTransformation 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
Last Planner™
Master Plan(whole project)
Look Ahead Plan(6-8 weeks)
Weekly Work Plan(1-2 weeks)
Mapping
Preparing
Makingappointments
Sound activities
PPC (Percent Planned Completed)
Delays/Causes
3 level planning
7 conditions for Sound Activities - Production
Assets
Manning Tools
Information Materials
Succeeding workPreceding work
External
conditions
Activities
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
Keeping solution space open… - the plans
Project plan Discipline plans Period plans
Lev
el o
f D
eta
ils
Time
Wee
kly
”pla
ns”
• 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
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
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 AOutput
CheckOutputPlan Input
Do
Act
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
Planning5 %
Walkingtime5 %
Preparation10 %
Executing20 %
Cleaning5 %
Waiting for others20 %
Necessary rests10 %
Unnecessarypauses
5 %
Other'smistakes
15 %
Ownmistakes
5 %
Productive 45 %
Un-productive 35 %
Contra-productive20 %
How we work
• Gatherings• Company visits• “Out & See!”• “Intelligent conversations”
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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