Software, services, and expertise for the business of shipbuilding.

        • Achieve a Quick ROI
        • Sliced implementations and our expertise means a benefit from day one, without a lengthy setup.

        • Integrate, Collaborate, Re-use
        • SSI’s Open Shipbuilding Platform gives you a future-proof source of truth for your shipbuilding projects.

        • Change Management
        • Get visibility into changes, understand the impacts, and have the right information at the right time to execute the change.

        • Adapt and Innovate
        • Create a local or virtualized shipbuilding environment for your global distributed workforce.

        • Changing from Another Solution
        • SSI makes it easy to switch from other platforms and keep your existing data.

        • Design
        • The most significant opportunities to impact the cost of building and operating a ship are found in the design and engineering phase.

          Initial Design  |  Basic Design  |  Detailed Design

        • Build
        • Even a smaller shipbuilding project is immense in scope and scale. Manage the challenges that are unique to ship construction.

          Prepare  |  Fabricate  |  Assemble

        • Maintain
        • With the majority of a ship’s life taking place after it’s been built, it’s crucial to ensure that the organization has a clear picture of the vessel at all times.

          Digital Twin  |  Repair / Refit  |  Operations

        • Nexus
        • SSI Nexus is the place where users, creators, & implementers of SSI software get together. Here they discuss best practices & industry trends, tackle common challenges, gain access to the latest software, and provide input into the future of the products that bring them together.

        • MyLearning
        • SSI MyLearning is where SSI users can access detailed training exercises, materials, courses, and certifications. The self-directed training curriculum ensures that training happens on your schedule and when you need it most.

        • SSI Blogs
        • The SSI blog is your place to get insights into the intersection of shipbuilding and technology, how our industry is moving forward, and keep up with SSI news. It’s the only place to read the latest from Denis Morais and Darren Larkins, SSI’s co-CEOs.

          Lighthouse Waveform  |  Shipbuilding Solutions

        • ShipConstructor
        • Engineering information is a shipbuilder’s most important asset. Getting that information to fit your business means using a solution that is built to handle shipbuilding’s unique challenges and information requirements throughout each stage of a vessel’s lifecycle.

        • EnterprisePlatform
        • Every process in a shipyard requires data. Seamlessly sharing that data across tools in the correct format needed allows for meaningful, actionable information to be consumed throughout the organization. Providing the freedom to choose the tailored tools required for a shipbuilding project.

        • ShipbuildingPLM
        • ShipbuildingPLM is the only product lifecycle management (PLM) platform that is specifically built for the business of shipbuilding. It allows your shipyard to manage and organize information, understand change, build a foundation for digital innovation, and support MRO activities – without the risks and costs of traditional PLM implementations.

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        • Learn more about SSI and our leadership.

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        • You need a partner with a global presence.

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        • Partners
        • Learn more about our Platform and Development Partners.

        • Clients
        • See the industry leaders who trust SSI.

        • Careers
        • Help us make the business of shipbuilding possible.

September 29, 2015
Industry Trends


Are you looking at improving your business processes to be more efficient? Of course you are. You would not be spending your time reading blogs if you were not trying to improve your ability to identify and reduce bottlenecks or to take advantage of new technologies and methodologies that could improve your productivity. Unfortunately, one challenge that most of us have is that we may not know if what we want to improve is actually the thing that we should really be improving.  To address this issue, I use Agile and Lean Methodologies. They ensure sure that I am solving the right problem.

There is a lot of literature about Agile and Lean but they are such buzz words that it takes a while to weed through all the marketing material to get to the real core material. You may be tempted to give up in frustration but I’ll explain things as I understand them.

I feel passionately about this topic because I have found from personal experience that if used properly, Agile and Lean can significantly reduce the amount of effort and time required to improve any portion of your business, from process redesign to business process reengineering. By using Agile and Lean I can make sure that a solution solves whatever problem I am trying to solve. That’s a key reason why I like this approach so much.

I was first introduced to Agile via the software development perspective; however, I have found that the key principles are so solid that I now apply them to almost everything I do.  I have found it to be so useful that I now apply it in areas that you might not expect.

I use Agile and Lean concepts in the beginning when I am defining what problem I want to solve and this continues throughout a project. In an Agile paradigm, every aspect of a project is continually revisited throughout the entire lifecycle.  This continual reassessment allows me to only spend a fraction of the time in determining the requirements compared to traditional “Waterfall” methods of planning. The reason is because Agile does not force me to get everything right at the start of the project as Waterfall does. Agile focuses on quick measurable iterations that we can evaluate and learn from.

This is a huge advantage because it fits perfectly with the reality of every project I have ever implemented. I always encounter multiple challenges and opportunities that I had no idea about at the start of the project. Agile accepts that dealing with unknown problems and opportunities is the reality of working on a project. Agile not only acknowledges this reality, it leverages it.

After I define the requirements (knowing they will change after I start to learn more) I implement a small portion of the solution which should not take longer than 2-4 weeks. This small portion can be to test any of my assumptions or implement a specific piece of the solution which can provide value by itself. This small iteration has several different names depending on the specific Agile methodology you use; however, the fundamental aspect is it that

  1. It is short in duration
  2. You can attain value from it

I know it might seem that 2-4 weeks is too little of a time to get any valuable solution but it is amazing the amount that can be done or discovered in this amount of time. Breaking your projects into 2-4 week chunks is probably the hardest part about Agile and is where some companies trying to use an Agile strategy fail. This is a discussion in itself; however, there are many successful examples of using small measurable milestones to complete multi-year projects that are huge in scale and scope. For example, Agile has been used to successfully implement ERP and PLM. I talk about it in blog post Looking at Investing in PLM?

After each 2-4 week iteration I evaluate the results and deliverables. This is where I learn from what I did. In my opinion this is the most important stage and is the key reason this strategy works so well. This is where I may determine that an aspect of the problem I was trying to solve was really not the source of the problem, or I  uncovered a requirement I simply did not know, or in the best scenarios I learn that I was right about my assumption. Knowing you are making progress on the right track has tremendous value.

The “worst case” scenario using this method is that I might implement something that did not have value and I “wasted” 2-4 weeks. If we decompose this worst case we find that we only invested 2-4 weeks of our time to determine something was a bad idea (for whatever reason). This worst case is actually something I look on as a positive. It would be much worse if I implemented a solution which would take a year of effort only to find out I was trying to solve the wrong problem. If I’m going to fail, I want to fail early. The worst case scenario for me is if I did not use agile and lean.

After the learning phase I take any course corrections or “pivots” and start the process over.

Closing Remarks

Using agile and lean have allowed me to solve the right problem in much shorter time. The focus on quick iterations, validated learning and embracing change really fit the challenges I am trying to overcome as well as the processes I am trying to improve.

Getting rid of the traditional detailed waterfall “business plan” where you needed to determine all requirements and virtually guess on many aspects of your problem you are trying to solve which can have significant negative affects if you are wrong has been a blessing. Only identifying the key requirements and creating small iterations to test any assumptions has overall reduced the risk of any major and minor improvements I try to make.

I would recommend everyone to learn about agile and lean methodologies and use them in every aspect of your job. I can guarantee you will be impressed with the results.


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