Assess your maturity level to start developing a roadmap of improvement efforts

The activities taking place in and around the shop floor follow a repetitive sequence. Even though every shipbuilding project is unique the processes by which ships are built are repetitive.

Obviously this is true for the stages and activities of building a ship. First the hull and then the outfitting. But also the informational needs are consistent throughout every shipbuilding project. We recognize that the level to which these informational needs are adressed directly relates to production performance.

Maturity assessment
Therefore we apply our knowledge, best practices and insights for your yard through close interaction with your key individuals. Being your production supervisors, project planners, program managers, project managers, production management, estimators and other key persons. Through conversations and possibly workshops we establish a clear picture of the current status and performance level. This allows us to summarize the key items for future development.

Future development efforts
More often through our close interaction with your key individuals we recognize the particulars of your yard and the priorities to address rather quickly. When aligning these insights from your colleagues with our experience we are capable of establishing a clear roadmap of improvement efforts which are obviously recognized and therefore more easily accepted by your own staff. These items go beyond just technology but address also process related items or elements of data structuring. These efforts are then set out in time and prioritized in order to deliver on a roadmap which is capable of bringing significant savings in both risks, failure costs and hour consumption for your yard.

predictability of
daily performance

levels of maturity

Informational needs for key processes
 In each specific phase of building a ship all distinctive roles have similar informational needs project to project.
 Making processes and projects more predictable requires delivery on these needs.
When aiming on improving the level of control for the shop floor we identify four key processes that together form the backbone of continuous improvement efforts with the use of information. All of which are supported by specific functions from the Floor2Plan suite. 

why should you consider
taking a process-centric approach?

Drivers of shop floor control maturity
 In order to develop the key processes for shop floor control (summarized as Plan, Do, Check, Act) an integrated approach is needed. Important other levers and preconditions that are recognized within the Floorganise maturity model are technical drivers, the lay out of processes, organizational capabilities and the degree of flow. Within our development model we recognize the status quo as a degree of maturity  for each of the aspects after which priorities for further development are provided.     

Plan Do Check Act

Levels of

Increased shop floor control performance from your shipyard?

Learn how, what and why with our tailored maturity assessment approach.

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