I keen for sharing your knowledge and experience as i am working in my thesis about drawing road maps for the new shipyards to have a systemic step for having lean in its manufacture process. But here i am talking about Shiprepair or Rig Repair not the new building where the different is huge with respect of uncertainty scope and short time frame.
The world is a very big place. You will get better answers directly proportional to the details of your project - foremost being the area of interest as bounding box of min and max of latitude and longitude, or country, or marine region (like Persian Gulf) or economic conglomeration ( like European Union ). Also, every industry has a trade lexicon and classifications by attributes like vessel size and industrial capabilities - a de-fouling facility might also do hull repairs at the same time, but not a major collision repair. ( I used to be a loftsman, welder/fitter, in the yards, and later did composites tooling for new builds ).
Hi Ahmed Ghowel
I haven't come across anything specific like you are requesting but I suppose that just means you can put something together and document it.
I have worked in manufacturing and within Petrochemical Turnaround which I think is the most similar comparison I can draw on in comparison to ship yard repair. In the turnarounds we were repairing, reconditioning, making good petrochemical equipment i.e. distillation columns, heat exchangers, pumps, valves, vessels, etc. At that time I hadn't worked in Lean Manufacturing but I can give my opinion on what could potentially work and what may not work.
In manufacturing we have Policy Deployment i.e. scorecards, metrics, which are cascaded down to info centres and team boards. On the info centres and team boards you will find production tools such as Standard Work Confirmations, Problem Solving Tools and Continuous Improvement Tools. I suppose within the ship building repair you need to ask are they specific standardised working practices? or is all the work bespoke? If they are standardised processes then you can measure them using Standard Work Confirmations and then if you find issues use problem solving tools to resolve them or continuous improvement tools to improve them vs the current standard. If each repair is bespoke then this is difficult to do because you don't have a constant baseline. Although you can use tools such as CCAR to log issues raised and track them to resolution even on bespoke jobs. You can have a versatility matrix to see which welders are coded to what materials/ welding methods, etc. You can keep training logs, you will have risk assessments, etc.
In terms of lean in general, the purpose is to reduce waste namely SWIMTOOT or USWIMTOO. If you cant do that because the actual work is bespoke you could still look at standard processes within the bespoke work or that support the bespoke work, maybe related to procurement. i.e. can you reduce logistics costs i.e. lead times, transport costs, material costs, etc. You can use problem solving tools to track quality. Then use pareto's, etc to identify the best welders for quality and those who may need re-training, etc.
Its a big topic. If you have anything specific you want to discuss. Get in touch, happy to support.
Best Regards
Martin
Just to follow up and give some of my recent research a plug....
Once your utilising the Production Systems and Lean you will want to get people engaged in it. Below is a paper to show a method of engagement:
Article Improving Lean Manufacturing Systems and Tools Engagement Th...
Below is another paper to show how we trained people in the production systems digitally (Thinking along the Industry 4.0 route).
Article Implementing Digitalised Lean Manufacturing Training in a UK...
Just sticking them in there, if anyone reads this thread in the future related to lean, could be of some use to them.
Also, anyone reading, fire me an message if you want to discuss anything in detail.
Best Regards
Martin
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