Further mature the daily proceses at your yard with the delevering on the informational needs of your project members.
Key result areas for increased shop floor control maturity
The activities taking place in and around the shop floor in a shipyard 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.
''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.''
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).
''Crossing the bridge between the office and the shop floor within shipyards requires a genuine interest in the informational needs for all project members throughout the shipbuilding project''
Figure 1: the key processes for shop floor control from an informational perspective summarized as Plan, Do, Check, Act
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 (figure 3) for each of aspects after which priorities for further development are provided.
''Increased performance (more than 13% in hours and duration) is made possible ''
Figure 2: an integrated approach to shop floor control maturity within shipbuilding
Figure 3; assessing priorities for subsequent development from an integrated perspective
Results have proven to be significant
Our experience at a variety of shipbuilders and involvement with over 300 shipbuilding projects has brought us the insights that are summarized in this maturity assessment approach. More clearly, our experience shows that applying the interventions that this model imposes have the potential of saving hours with >13% and cut back on duration with >15%.
Want to know more?
Please visit our website, send me a message (ronald)at)floorganise.com or give me a call: +31613324100
Ronald de Vries