The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 2A-2: Task Definition as a Route to Effective Production of Modern Warships
The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 2A-2: Task Definition as a Route to Effective Production of Modern Warships

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Published: 1990

Total Pages: 20

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Construction of a modern warship can occupy a period of more than three years, during which time more than three million manhours may be expended, and it is necessary to control the acquisition, production and installation of some 250,000 items of material and equipment. To execute the process effectively requires an efficient means of planning and control, and this paper describes the approach to that task adopted by a United Kingdom shipyard. The concepts of Build Strategy, Work Packaging, Materials Definition, Process Engineering and Labour Cost Control, as related to the shipyard's organisation structure are explored. The paper describes the establishment and operation of a system of planning and control based on task definition.

The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 2B-2: Financial Questions -- Industrial Engineering Answers
The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 2B-2: Financial Questions -- Industrial Engineering Answers

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Published: 1990

Total Pages: 10

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In quest of increased efficiency to make better use of financial resources, industry, both public and private sector, have often been turning to the industrial engineering community for help. And while there has been progress in measuring the efficiency of human resources and establishing work standards, similar efforts in the use of equipment have, in recent years, become of greater interest and will continue to do so in the coming years.

The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 3A-2: Index Based Management Information Systems: A Study in Structured Operations
The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 3A-2: Index Based Management Information Systems: A Study in Structured Operations

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Published: 1990

Total Pages: 13

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In any job, project, program, or complex undertaking there exists a need to understand all aspects of the work. This understanding is necessary to satisfy all requirements in the most effective and efficient way. The methods available to plan and accomplish these tasks are as vary as much as the tasks themselves. They range from job shop techniques to Material Requirements Planning (MRP) to Project-Based Management Information System (PBMS) to continuous manufacturing. This paper is a critical analysis aimed at classifying two of these system approaches as they relate to the ship repair equation. Material Requirements Planning (MRP I) tracks a need for material through a project. The production process on the material determines how labor is applied to transform raw materials into finished products. MRP material needs are determined by sales forecasting; while requirements are determined algorithmically from material take-offs. Another form is Manufacturing Resource Planning (MRP II). This form of MRP is a management process, supported by computers, which results in monthly production plans based outlooks, etc., and is far sales more comprehensive in scope and integration than MRP I.

The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 6B-1: Importance of Considering Life Cycle Maintenance and Modernization Costs in the Design of Navy Ships
The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 6B-1: Importance of Considering Life Cycle Maintenance and Modernization Costs in the Design of Navy Ships

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Published: 1990

Total Pages: 13

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Experience with maintenance and modernization (MIM) of Navy ships has shown that life cycle maintenance and modernization costs significantly exceed initial acquisition costs, particularly for submarines and complex surface combatants. The purpose of this paper is to draw increased attention to the influence that initial ship design has on the cost of maintenance and modernization of Navy ships, and to emphasize the need for greater consideration of these costs in Navy ship design.

The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 7A-2: SEAWOLF Producibility II: Transition From Design to Production
The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 7A-2: SEAWOLF Producibility II: Transition From Design to Production

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Published: 1990

Total Pages: 18

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SEAWOLF Producibility initiatives have been presented to past Ship Production Symposiums. The technical content of these papers was based on work accomplished during the SEAWOLF Detail Design effort and articulated the point of view that the SEAWOLF Producibility Program was an important step in advanced ship production. The lead shiv of the SEAWOLF Class started construction in late 1989. The opportunity now exists to validate a number of the elements of the design for production. Electric Boat Division, as Lead Shipbuilder, has the opportunity to review a number of the specific initiatives, such as Digital Data Transfer, Sectional Construction Drawings, Planning and Sequence Documents, Computer Integration of information processing and the combination of SEAWOLF products that support improved work control. The method of approach is to describe the SEAWOLF producibilitv element developed during detail -design and then assess the benefit to the shipbuilding process.

The National Shipbuilding Research Program, 1988 Ship Production Symposium. Paper No. 3A: Problem Solving -- How to Matrix
The National Shipbuilding Research Program, 1988 Ship Production Symposium. Paper No. 3A: Problem Solving -- How to Matrix

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Published: 1988

Total Pages: 13

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Problem-solving groups have long been part of shipping management culture, the traditional title for these groups has been the task force. With advent of changes in culture to employee-involvement/participation-management, managers inserted quality circles in their problem-solving toolbox, quality circles and task force typify disparate sites on the grid of problem-solving groups, the incongruity of theses groups entreats development of additional problem-solving groups for the managers toolbox. The paper provides definition/ characteristics of four problem-solving groups: task forces, quality circles, study circles, and special study teams, the latter two groups--study circles and special study teams, remedy many of the deficiencies of the former two groups--task forces and quality circles. With these four groups the shipyard manager has an expanded toolbox to tackle productivity problems.

The National Shipbuilding Research Program: 1988 Ship Production Symposium Paper No. 2A: System Strategy Teams: A Participative Management Adaptation
The National Shipbuilding Research Program: 1988 Ship Production Symposium Paper No. 2A: System Strategy Teams: A Participative Management Adaptation

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Published: 1988

Total Pages: 7

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"Management in the United States often falls into the trap of invoking Theory Y programs in Theory X ways" Perhaps nothing conceptualizes the plight of American businesses implementing new programs and techniques quite as succinctly as the preceding statement. Many of the buzz words of celebrated methods and techniques used in Japan have been popularized in the U.S. Unfortunately, the implementation of these techniques is not given the careful consideration it demands. Although participative management did not achieve full potential in the U.S. with the introduction of quality circles, the foundation was laid and lessons were learned. The organization and operation of a company needs to be considered for a successful implementation. System Strategy Teams represent an adaptation of participative management developed specifically to function within Peterson Builders.

The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 5A-1: Modeling and Transfer of Product Model Digital Data for the DDG 51 Class Destroyer Program
The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 5A-1: Modeling and Transfer of Product Model Digital Data for the DDG 51 Class Destroyer Program

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Published: 1990

Total Pages: 30

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Computer Aided Design and Computer Aided Manufacturing (CAD/CAM) technologies offer significant benefits in the design, construction, and life cycle support of today's complex Navy ships. CAD provides the capability to create three dimensional (3D) product models which can realistically represent geometry and associated design data of the ship prior to construction. Building of a computer model of the ship prior to construction reduces interferences and improves design accuracy and completeness. The 3D computer models consist of geometry and associated design data for components and systems, and provide a tool to design and evaluate form, fit, and function. Efforts such as interference detection and resolution, simulated walk-throughs, change-impact analysis, and improved production sequence planning can be conducted concurrently with design development. Detail design drawings, manufacturing sketches and Numerical Control (NC) instructions can be developed and extracted directly from the design database. This reduces duplication of data, saves time, and lowers costs - for both the construction of the ship and the life cycle maintenance functions that follow. The most significant benefits of 3D CAD/CAM functions that follow. The most significant benefits of 3D CAD/CAM methodologies as applied to complex Navy surface combatants are improved design and manufacturing accuracy and consistency, which in turn result in savings in production time and cost. On the U.S. Navy's ARLEIGH BURKE (DDG 51) Class AEGIS Destroyer program, CAD/CAM technology is being implemented to take full advantage of these savings.