Watch our video providing an explanation into why and how shipyards are using the Floor2Plan toolset to control the increasing complexity and demanding timeframes from new build projects.
All three conceptions are appropriate and necessary which is we they are all translated into F2P. Production processes can be conceived in at least three different ways:
- as a process of converting inputs to outputs,
- as a flow of materials and information through time and space,
- as a process for generating value for customers.
Planning & control
3 data streams are curial from a planning & control perspective. Which are:
- Planning information
- Top-down goal setting:
- Channeled via objectives, goals and norms
- Control information
- Bottom-up reporting:
- Channeled via performance and deviations
- Physical production flow
- Horizontal flow of data
- To support the primary process (engineering, supply chain, operations, co-makers)
- Centered on the product level of the relevant dept (blocks vs sections vs panels)
- Provide accountability and fact-based decisions
The planning and control cycle to direct the shipyard as a whole resides within the financial discipline of the shipyard. Whilst the cycle that supports the operational planning and control cycle reside within operational teams. Such as planners, work preparators or within operational departments. Even though the information needs from both roles differ there is a huge benefit to be gained when these two roles apply integrated planning and control efforts. Through the application of more refined granularity both the predictability as well as the efficiency of performance increases significantly.
Each of these planning levels have various users, responsible roles and requirements. Which is why they are addressed in different systems whilst simultaneously keeping them in sync to support the integrated planning and control cycle. Following the planning pyramid logic, it can be stated that management is more dependent on the vertical data streams to support their fact-based decision making whilst the operations is more dependent on the horizontal data streams. The latter are addressed within Floor2Plan making use of the various steps from the PDCA-cycle.
Due to the nature of shipbuilding and its engineering-to-order character a lot of the information which is required to make proper planning decisions is available only shortly before it’s usage. This oftentimes puts crucial information on the critical path. For instance, which systems and therefore foundations will be placed in which rooms and which sections or blocks will these rooms consists of?
Having this information in time allows for the installation of this foundation in the pre-outfitting stage when this job can be executed far more efficiently than the later outfitting stages. Being able to bring together all these insights and information from the various participants in the project from both outside the yard (the supply chain) as well as inside the yard is crucial to develop the before mentioned physical production flow.
To properly manage the release of tasks and making sure that activities are capable to be executed efficiently and without issues, delays or failure costs it is crucial to have work preparators retrieve the latest insights and status of all abovementioned elements.
All activities taking place in and around the shop floor follow a repetitive cycle of steps. These can be summarized as Plan, Do, Check and Act. Having these steps properly aligned, integrated and instantly available for all participants of the project is a crucial cornerstone in increasing production performance.
To fully support the PDCA-cycle of processes the existing IT-landscape needs to be synchronized. Since this ensures that all the latest, relevant and insightful data is available instantly for all operational roles.
The applied knowledge that Floorganise has derived at a multitude of shipyards and throughout more than 300 vessels built is translated in optimized user screens, capabilities and modules. These best practices haven proven to bring back the hours and duration with more than 15%, by:
- Key result A: Execution of the optimized building strategy
- Key result B: Increase predictability of task readiness
- Key result C: Integrate all IT-systems and supply chain
- Key result D: Improve departmental performance from accountability and increased learning