• Nexus
        • SSI Nexusは、SSIソフトウェアのユーザー、作成者、および実装者が集まる場所です。 ここでは、ベストプラクティスと業界のトレンドについて議論し、共通の課題に取り組み、最新のソフトウェアにアクセスし、それらを結び付ける製品の将来へのインプットを提供します。

        • MyLearning
        • SSI MyLearningは、SSIユーザーが詳細なトレーニング演習、資料、コース、および認定資格にアクセスできる場所です。 自己指導型のトレーニングカリキュラムにより、トレーニングはスケジュールどおりに、最も必要なときに実行されます。

        • SSIブログ
        • SSIブログは、造船とテクノロジーの交差点、業界の進歩、SSIニュースの最新情報を得るための場所です。 SSIの共同CEOであるDenis MoraisとDarren Larkinsの最新記事を読む唯一の場所です。

          Lighthouse Waveform | Crow’s Nest

        • シップコンストラクター
        • 情報をビジネスに合わせて取得するということは、船舶のライフサイクルの各段階を通して造船固有の課題と情報要件を処理するために構築されたソリューションを使用することを意味します。

        • エンタープライズプラットフォーム
        • 造船所のすべてのプロセスはデータを必要とします。ツール間でデータを適切な形式でシームレスに共有することで、意味のある実用的な情報を組織全体で利用できるようになります。造船プロジェクトに必要なカスタマイズされたツールを自由に選択できます。

        • ShipbuildingPLM
        • 造船には多くの部門間で慎重な調整が必要ですが、意思決定のための情報が多数のレガシーソフトウェアシステムとスプレッドシートにサイロ化されることが非常に多いです。これらのサイロを開くことで、各部門は、必要なときに必要な情報にアクセスできます。

        • 会社
        • SSI弊社のリーダーシップの詳細をご覧ください。

        • 場所と連絡先
        • グローバルに存在するパートナーが必要です。

        • ニュース
        • SSIと造船の最新情報

        • イベント
        • 次のイベント、カンファレンス、トレードショーに参加してください。

        • パートナー
        • プラットフォームおよび開発パートナーの詳細をご覧ください。

        • クライアント
        • SSIを信頼する業界リーダーをご覧ください。

        • キャリア
        • 造船業を可能にします。

  • 日本の造船会社のための戦略
7月 21, 2022
ベストプラクティスShipbuilding Solutions

Information at the Fingertips

A shipyard is a complex ecosystem that runs many interrelated processes and workflows. That includes multi-discipline engineering, production planning, and ship construction. It also leads to a vast amount of information to communicate and process.

Interpreting data using existing solutions makes it easy to get started and helps incrementally improve the efficiency of your processes – encouraging further progress and easier adoption of improvements.

Measure to Innovate

As a design engineer and a CAD manager, I mainly experienced tracking hours and allocating the designer costs to a specific project. However, there is a lot more to that, especially when design and engineering teams want to understand the cause of why certain activities drive the cost and schedule.

For instance, I once worked on a piping drawing creating a 13-sheet assembly drawing in A1 format. That drawing typically took approximately 40 hours. I also saw that the information on the drawing was quite repetitive on many of the drawing sheets.

I then could quickly evaluate that there was an alternative way to provide the same level of information on five sheets produced in two days. That is an impressive efficiency increase of 250% if maintaining the same detail level and output quality as the original 13-sheet drawing, created in less time.

Track Purposefully

Design and engineering do not need to introduce novel solutions to see the digital value in the shipyard. But tracking and measuring data needs to be done purposefully. One of the challenges I also saw as a designer when tracking key metrics is that sometimes it felt like an unnecessary waste of time. Understanding the reason tracking is done, and its impact helps team members understand where improvements can be made without complicating an already complex engineering process.

Below are a few examples identifying critical metrics and the impact of specific processes in a project. What would you add to this list?

PROCESSDESCRIPTIONIMPACT
Estimating hoursUnderstand how long modeling and producing Manufacturing Information (MI) takes.
E.g., Parts per hour, hours per deliverable type.
A better, more accurate project estimation in the initial phase of planning.
Identifying areas for improvementEstimate the time range for a process to get completed. Measure actual time spent on an engineering cycle.It helps identify bottlenecks and implement corrective action.
Measuring ReworkTrack the hours taken to make drawings changes following the baseline documentation release.That would lead to developing strategies to minimize rework.
Improvements in quality of deliverables.
Measuring ChangeMeasure time spent on change execution, how many parts/assemblies are affected, what domino impacts are made, etc.Reduce delay and disruption when change takes too long to implement.
Identifying Training RequirementsMeasure the time designers take to complete tasks to identify areas where training is required.Increase team competence.
Measuring the impacts following an internal reviewIdentifying areas where deliverables are not satisfying the stakeholder requirements.
E.g., Production drawings lack the information required, and BOM lacks the required attributes.
Improve the quality of deliverables and ensure production has the information they need to do the job correctly the first time attempted.
Identifying relevant key metrics

Review to Improve

Another approach to improve team efficiency is conducting monthly project meetings to review data that is being measured. Designers, technical leads, and project managers assess if they have achieved monthly goals. And if not, what actions they shall take in the coming month to improve. That also helps highlight the team’s wins and accomplishments when things are going to plan.

That is a more loose approach and does not require tedious hour tracking and timesheets. But it also can be supported by more specific data tracked if needed.

Leverage a Parametric Product Model

Often, the 3D CAD or PLM tool of choice can provide a few reports to understand the design progress, or designers can extract the data to create customized reports like weight reports or MTO lists.

As ship projects are weight-sensitive, regularly pulling weight data from the product model and analyzing trends helps identify weight issues that can be corrected before critical trials.

In the example below, the designer or project manager can quickly assess the project progress based on information on locked (released) drawings. If it does not match planned progress, it is time to drill down and investigate what is causing delays and how to improve them.

Tracking data in an intelligent product model.

Create a Reliable System

Once the engineering department has created a reliable system that gives a holistic view of significant metrics, it can be easy to know where to start adjusting and improving efficiency, potentially affecting the entire shipyard.

  • Measuring project activities helps break information siloes and communicate between departments and functions more efficiently.
  • Key metrics can be used to communicate at all levels of the business, internally and externally, to the customer.
  • Key metrics must be simple and relevant to the shipyard’s processes. Over-tracking non-critical metrics would only burden and frustrate engineers who work in complex environments.
  • Conducting regular reviews of measured activities helps to course-correct quickly and more proactively. The team members must be all on the same page in this regard.
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