Intro to Ship Production

8/12/2019 Intro to Ship Production

1/37

IntroductionIntroduction

Week 1Week 1

.T..T.. Faculty of Naval Architecture and Ocean Engineering. Faculty of Naval Architecture and Ocean EngineeringMethods of Ship ProductionMethods of Ship Production GEM314EGEM314E


2/37

Objectives of the CourseObjectives of the Course

The main aim of this module is to equip students with methods and tools for

production of marine vessels. The objectives of the class are as follows: A good knowledge of methods and tools for production of marine vessels

An appreciation and good understanding of various issues in shipyard production operations.

An ability to analyse system requirements before choosing appropriate production methods andtools

Students will: Be given an understanding through practice of ship production

Observe a shipyard in action through the site visits

Be given instruction

Experience the process of technical report writing

On completing this course students should: Be familiar with the concepts of ship production system design

Recognise the main hardware elements of shipyards

Appreciate the relative merits of differing systems

Understand the technical, and economic issues


3/37

Cou

rseOutlin

e

Cou

rseOutlin

e

EXAMD311

Mid-Term examination

(Multiple choice / Books open)EXAM

Week 9

12 April

AYO

General outfitting,

Subcontractors work,

Installation priorities, shafting, propellers,

piping, electrical installations

Outfitting and Machinary

installation

Week 8

5 April

Yldz TersanesiBaki Gkbayrak

Tel. 0216 395 4075

Fax. 0216 395 1290

Handling and storage,

forming, weldingAluminum construction

Week 7

29 March

Sedef TersanesiCumhur Kurtel

Sedef Gemi naatA..Tuzla/stanbulTel.0216 395 4741

Fax. 0216 395 4740

Shipyard facilities, process lanes

Material handling systems

Steel cutting and forming,

Steel fabrication

Shipyard Layout and Facility

Planing

Steel Prefabrication (Site visit)

Week 6

22 March

JOTUNMehmet Ali KamacoluJotun Boya Sanayi ve

Tic.A..Tuzla/stanbulTel. 0216 423 5170

Fax. 0216 423 5174

Abrasive blasting and priming, finish

coatingsSurface preparation and Painting

Week 5

15 March

AYOWelding in Shipbuilding (Theory)Welding BasicsWeek 4

8 March

AYO

Building methods, ship structures,

Product Work Breakdown Structure

(PWBS),

Group TechnologyPlanning and scheduing

Costing and value engineering

Shipbuilding Process and Project

Network Analysis

Week 3

1 March

IHHStatistical principles, overview,

Applications

Statitics, accuracy control and

tolerances

Week 2

22

February

AYO

Introduction to class.

Introduction to ship production.

A system view of the ship building.

Rules of the game

Introduction

Week 1

15

February

LecturersSubjectsTitle(Tuesdays-

1400-1700)

COURSE OUTLINE Spring 2005


4/37

Cou

rseOutlin

e

Cou

rseOutlin

e(cont.)

(cont.)

YONTECHEkber Onuk

Yonca Teknik Tersanesi

Tuzla/stanbul

Tel.0216 392 9970Fax. 0216 392 9969

Materials, methods of productionFRP ConstructionWeek 12

3 May

Trk LoyduHasan HabiboluTrk Loydu VakfTuzla/stanbulTel.0216 446 22 40

Fax.0216 446 22 46

Welding procedures,Inspection of hull welding

Activities of classification societies

WeldingWeek 1126 April

OerlikonHac DolutaOerlikon Kaynak

Elektrotlar ve San.A..Sefaky/stanbulTel.0212 411 1400

Fax.0212 579 3053

Welding and cutting methods, structural

steels, non-ferrous alloys, non-metallic

materials, non-destructive testing,

Hull Materials and WeldingWeek 10

19 April


5/37

Other ConditionsOther Conditions

TERM-TIME ASSESSMENTS

Quantity Weight (@ points)

Mid-Term Examination 1 %20Quiz 4 %20

Assignment 2 %20

Attendance Compulsory

Contribution of term work on achievemet scores : % 60Contribution of final exam scores on achievement scores : % 40

Prerequisites for attending final exam :

1) 70% attendance to class meetings.

2) Submission of reports in full and on given deadlines


6/37

Forces in competitionForces in competition -- The BallThe Ball--GameGame

NEWSHIPYARDS

(e.g. FAR EAST)

NEWSHIPYARDS

(e.g. FAR EAST)

SHIP OWNERS(BUYERS)

SHIP OWNERS(BUYERS)

GOVERNMENTPOLICY

GOVERNMENTPOLICY

CHANGING FORCESCHANGING FORCES

SUBSIDY FORCESSUBSIDY FORCES

INTERNATIONALRULES AND

CONVENTIONS

INTERNATIONALRULES ANDCONVENTIONS

SUBCONTRACTORSAND SUPPLIERS

SUBCONTRACTORSAND SUPPLIERS

SUBSTITUTEPRODUCTS

SUBSTITUTEPRODUCTS

BARGAINING FORCESBARGAINING FORCES

COMPETINGSHIPYARDS

COMPETINGCOMPETINGSHIPYARDSSHIPYARDS


7/37

Competition and Turkish Shipbuilding IndustryCompetition and Turkish Shipbuilding Industry

?

Direction .

Direction 2

Direction 1 ?

FUTUR% 40

TURKISHSHIPBUILDING

INDUSTRY

Environment

JAPAN

?

?

?

?< % 1

USA

%

17

% 21

% 20

RUSSIA

POLONDUKRAINE

CHINAVETNAM

NORWAY

EU

SOUTHKORE


8/37

Marketing TechniquesMarketing Techniques

Right product

Right market

Right price and payment terms

Right marketing tools

Customer relations


9/37

Order Winning CriteriaOrder Winning Criteria -- Ship OwnerShip Owners Point of Views Point of View

Price and payment conditions

Quality

Delivery Time

Shipyard reliability

Customer relations


10/37

ShipbuildingShipbuildingDefinition and Key IssuesDefinition and Key Issues

Ship production is a manufacturing operation whereby procured material, machinery and equipment

is converted into a defined functional product (i.e. Ship, offshore platform, etc) through organized

use of knowledge purchased material, labor and shipyard facilities.

Knowledge manifests itself in design (especially through adopted design standards and production-kindly practices), production methodology, process engineering (methods, jigs & tools), production

and procurement planning and programming and quality management. Information flow is a key

issue in productivity management and improvement.

Shipyard facilities dictate what is not possible. As such in the development of a productionmethodology available facilities play a significant role.

Management of labor is both a technical and management issue. On the technical side topics such as

information of construction logic, methods, labor skills and the design and use of appropriate jigs and

tools play on important role. The management side involves the operational effectiveness of labormix and their control.

Flows Coordination of information, material and work flow are indispensable contribution in

successful ship production.


11/37

CONCEPT DESIGNCONCEPT DESIGN

The objective of the conceptual design stage can be stated to be: To establish overall features of a design to meet owner or missionrequirements.The content of the stage can be defined as a series of inputs and outputs. Inputsmay be presented in the form of an outline specification, or one may be developed

as a basis for the conceptual design. Inputs and outputs are listed below:Inputs - Service requirements

- Routes- Market forecasts

- Technical change in ship components and equipmentOutputs - Preliminary general arrangement, midship section- Preliminary specification- Preliminary calculations (dimensions, capacities, etc)- Preliminary body plan

If at this stage a shipbuilder has been identified, the following production inputsand outputs are essential:Production Inputs - Shipbuilding policy

- Type plan- Facility dimensions

- Interim product typesProduction Outputs - Preliminary block breakdown

- Zone identification


12/37


13/37


14/37

CONTRACTCONTRACT DESIGNDESIGN (2/2)(2/2)

Outputs - General arrangement, midship section- Specification- Body plan- Ship calculations- Propulsion calculations

- Accommodation arrangements- Machinery arrangements- Piping Diagrams- Electrical load analysis- Plan list

Production Outputs - Preliminary build strategy:planning units

- Equipment identification.long lead items

- Material requirements:quantitieslong lead


15/37

Contract DesignContract Design -- OutputsOutputs


16/37

FUNCTIONALFUNCTIONAL DESIGNDESIGN

Functional design follows contract signing and is intended to establish features ofa design for the purposes of classification and other approval and materialspecification, The various inputs and outputs are listed below:Inputs - Contract design

- Functional requirements

Production Inputs - Preliminary build strategy- Standards- Production Processes- Facilities

Outputs - Ship design: hull form, capacities, etc- Structural design: approval drawings, scantling plans- Machinery installation: arrangements, piping diagrams

electrical fittings, etc.- Accommodation design

- Ship systems design- Hull outfitProduction Outputs - Contract build strategy

- Schedules:erection/installation, assembly,manufacture

- Production information- Purchasing information


17/37

Functional DesignFunctional Design -- OutputsOutputs


18/37

TTRANSITIONRANSITION DESIGNDESIGN

Transition design is considered here as a distinct stage, although in some aspectsit runs parallel to the functional design process through all the stages.

The objective of transition design is to translate the features of the design from thesystem orientation, necessary to establish functional performance, to a planning

unit orientation, necessary to establish production requirements.

Transition design develops elements of systems into steel and outfit zonecomposites. It should be based on the spatial analysis of earlier design stages.

However, for effective design for production to take place, production needs andcapacities should be highlighted from the earliest stage:Inputs - Conceptual design

- Contract design

- Functional designOutputs - Process analysis- Interim products- Work package information- Work station drawing information


19/37

Transition DesignTransition Design -- OutputsOutputs


20/37

DETAILDETAIL DESIGNDESIGN

The objective of detail design is to establish the features of the design necessary toallow local purchasing, part manufacturing and subsequent assembly to be carriedout.

Detail design is carried out by planning unit, on those elements of the ship which

have been developed to the stage where all functional and approval requirementshave been satisfied.

It can be defined in terms of inputs and outputs:Inputs - Functional design

- Transition design- Build strategy- Standards- Work station capacities

- Process analysisOutputs - Work instructions- Work station drawings- Material lists- Dimensional requirements


21/37

Detail DesignDetail Design -- OutputsOutputs


22/37

DESIGN FOR PRODUCTIONDESIGN FOR PRODUCTION && PRODUCIBILITYPRODUCIBILITY

Preparing design with full cognition of production facilities anddifficulties in fabrication and erection is known as design for production.

The main issues of design for production are:o Reduction of variety and use of standard detailso Use of standard componentso Employment of modularity and cellularity concepts for

distributed systemso Full knowledge of shipyard production facilities and

capabilities

The main elements of design for production are establishment of

shipyard standards and continuing dialogue between designers, planners,procurement and production personnel.

.

P d ibilit i H ll F


23/37

ProducibilityProducibility in Hull Formin Hull Form

P d ibilitP d ibilit i St t l D ii St t l D i


24/37

ProducibilityProducibility in Structural Designin Structural Design

Rationalisation of Bulkhead arrangement

Appropriate choice of panel & grillage

configuration

Use of standard for plates & stiffeners

Use of standard 2-D element

Straight line brackets Reduction of lugs

Asymmetric face flats

Thin panel deflection avoidance

Tolerance selection

Co-ordination with HM & E design groups

A)

Gross weight higher

More difficult scrap

arrangement

Subject to buckling failure,

failure often seen at early

stage of hydrostatic test

before ship leaves yard

More difficult erection butt

and face plate welding - use

of alternative erection joints,

e.g. laps

B)

Net weight higher

Lower production hours du

to straight lines and machin

application

Subject to fatigue failure,

failure seen after a number

of years in service

Good for fast erection,

although accurate alignment

should be maintained

Lends itself to future morefundamental approach, e.g.

plastic design or bracketless

P d ibilitP d ibilit i D t il D i d F b i tii D t il D i d F b i ti


25/37

ProducibilityProducibility in Detail Design and Fabricationin Detail Design and Fabrication

Method used by Shipyard A Method used by Shipyard B

Complete double bottom assembly

P d ibilitProducibility i E i i S tin Engineering System D is Design


26/37

ProducibilityProducibility in Engineering Systemin Engineering Systems Designs Design

Requirement verification by functional system

evaluation techniques

Adoption of design standards ( A restrictedsubset)

Use of modular component

Clash avoidance by design

Design features to encourage pre-fabrication

(e.g. use of common supports for pipe & cable

highways)

Coordination with structural and other

engineering design groups

Space allocation for cable support structures

(Clash avoidance & Modularisation)

Product Life CycleProduct Life Cycle


27/37

Product Life CycleProduct Life Cycle

equirements &

pecifications

Contract

Design

Detail Design

& Planning

Component

Production

Product

Integration

Installation &

Acceptance

Maintenance

Progression

Correction

DEFINITIONDEFINITION


28/37

DEFINITIONDEFINITION

STANDARD

A standard is that which has been selected as a model to which objects or

actions may be compared.In every case, a standard provides a criterion for Judgement and its form thusdepends on what is to be Judged and how it is to be Judged.(From Encyclopedia Britanica)

STANDARDIZATION

The process of developing and bringing about the utilization of standards.While standardization of some kind or degree is part of almost every humanactivity planned and systematic industrial standardization is meant in normalusage of the term.(From Encyclopedia Britanica)

.

TYPE OF STANDARDSTYPE OF STANDARDS


29/37

TYPE OF STANDARDSTYPE OF STANDARDS

INTERNATIONAL STANDARDS

ISO (International Organization for Standardization)IEC (International Electrotechnical Committee)

REGIONAL STANDARDS

ASAC (Asian Standards Advisory Committee)CEN (European Committee for Standardization)

NATIONAL STANDARDS

JIS (Japanese Industrial Standards)

BS (British Standards)DIN (Deutche Normen)ANSI (American National Standards)NF (Norm Franaise)Others

INDUSTRIAL ORGANIZATION STANDARDSASTM (American Society of Testing and Materials)ASME (American Society of Mechanical Engineers)SAE (Society of Automotive Engineers)Others

COMPANY INTERNAL STANDARDS

CATEGORIZATION OF COMPANY INCATEGORIZATION OF COMPANY IN--HOUSE STANDARDSHOUSE STANDARDS


30/37

CATEGORIZATION OF COMPANY INCATEGORIZATION OF COMPANY IN--HOUSE STANDARDSHOUSE STANDARDS

1 Part and Product Standards (Hard)

2 Design Engineering Standards (Soft)

3 Production Process Standards (Soft)

4 Testing and Inspection Standards (Soft)

5 Accuracy and Tolerance Standards (Soft)

STANDARDIZATION GOALS (1/2)STANDARDIZATION GOALS (1/2)


31/37


Standardization goals should be planned and developed to provide full benefits to the entire company

including ship owners, vendors, regulatory bodies, etc. The following items indicate the goals whichshould be pursued:

1. Design and Engineering Simplification and improvement of communications between related parties Reduction of design/engineering manhours

Enhance reliability of design/engineering plans Simplify approval procedures and reduce approval time Minimize design changes Improve product quality and reliability Avoid over design due to multiple requirements

2. Purchasing Improve communications with vendors/suppliers Shorten delivery time Minimize custom made products Simplify purchasing procedures

3. Vendors/Suppliers Stabilize technical level and improve product quality Improve production methods Simplify or eliminate approval procedures Improve, product reliability



32/37


4. Inspection Minimize repetitious inspection Eliminate overlapping and duplication of inspection by regulatory agencies Reduce inspection time/cost

5. Product Accuracy Unify product accuracy Improve product reliability and safety

6. Production Methods Improve producibility, productivity and safety Improve production methods

7. Shipowner / Operator Improve communications with shipyard Improve operation efficiency by applying products with proven reliability, performance and

safety Improve interchangeability of components Improve ability to obtain spare parts from other than the original equipment manufacturer

8. Regulator Bodies/Classification Societies Simplify approval procedures and reduce workload Reduce testing/inspection workload Improve communication with shipyards vendors

Management of Technology in Successful OperationsManagement of Technology in Successful Operations


33/37

Management of Technology in Successful OperationsManagement of Technology in Successful Operations

THEME FACTORS INFLUENCING ITS DEVELOPMENT

Technological development is

evolutionary; progress occurs in steadyand successive steps.

A close and intimate interaction

between technology development work

and potential problems (in plant or

market) is essential.

Product and process innovation are

intimately related.

Progress occurs through organised

effort; team-work and collaboration

across functional boundaries and critical.

Industrial labs and R&D organisations

regarded as an aid to practical problemsolving; dependent on the training and

experience of supervisors and middle

managers.

Long and Short Term needs determine

the research agenda; orientation of R&D

personnel to practical affairs.

Origins in chemical and electricalindustries; existing equipment and

methods considered always improvable.

Complexity of products; systematic and

integrative nature of innovation.

Technical and Economic Success in Technology ImprovementTechnical and Economic Success in Technology Improvement


34/37

Technical and Economic Success in Technology Improvementgy p

ECHNICAL SUCCESS : Technical success refers to the successful implementation of a neoperating technology which provides reductions in errors and effor

requirements due to the elimination of paper driven steps, growth i

enabling capability and functionality and improved change

management.

CONOMIC SUCCESS : Economic success refers to the realisation of productivity increase,non-productivity benefits (e.g. reduced lead time, quality

improvements, increased flexibility etc.) and translation of thesebenefits into cost reduction and competitive gain.

DESIGN AND DATA INTEGRATION CONTRIBUTE MAINLY TODESIGN AND DATA INTEGRATION CONTRIBUTE MAINLY TOTECHNICAL SUCCESS WITH TANGIBLE ECONOMIC GAINSTECHNICAL SUCCESS WITH TANGIBLE ECONOMIC GAINS

REAL ECONOMIC SUCCESS IS ACHIEVED THROUGHREAL ECONOMIC SUCCESS IS ACHIEVED THROUGH

DECISION AND ORGANISATION INTEGRATIONDECISION AND ORGANISATION INTEGRATION

The Manufacturing CycleThe Manufacturing Cycle


35/37

g yg y

Management

Forecasting &

customer orders

Master production

schedule

Requirement plannin

Capacity planning

Purchasing

Dispatching

Expediting

Job recording

Shop floor

Engineering design

Engineering drawing

Process planning

Methods, time and

motion study

Routing

Inventory control

Auxiliary services

NEXT WEEK :NEXT WEEK : DEFINITIONS...DEFINITIONS...


36/37

Task : to search, find and present the definitions of the following words in the

context of GEM314E course

effectiveness

efficiency

productivity

utilisationperformance

capacity

End of Week 1End of Week 1


37/37

Questions ?Questions ?

Intro to Ship Production

Documents

Transcript of Intro to Ship Production