TOCICO 2014 Conference Creating a Holistic Shipbuilding ... · Introduction: Mitsui Engineering &...
Transcript of TOCICO 2014 Conference Creating a Holistic Shipbuilding ... · Introduction: Mitsui Engineering &...
1© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Creating a Holistic Shipbuilding Operation
Presented By: Hirofumi Doi Mitsui Engineering & Shipbuilding Co.,ltd
Date: 11th June 2014
2© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
CONTENTS
1. Introduction: Mitsui Engineering & Shipbuilding (MES)2. The Challenge : Make a Breakthrough3. MES’s Strategy4. The Road to Breakthrough5. The Results?6. What we learned through TOC / CCPM?7. Next challenge
3© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Introduction of MES
Creating a Dramatic FutureA new story is now unfolding, completely in harmony with the global
environment.
MITSUI ENGINEERING & SHIPBUILDING CO,.LTD.
201309
4© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Introduction of MES
Company Establishment November 14,1917 Representative Takao Tanaka, President Headquarter 6-4 Tsukiji 5-chome Chuo-ku Tokyo No. of Employees 3,973 (as of March, 2013)
Chiba ship design dept
5© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Introduction of MES
COMPANY PHILOSOPHYTo continue working as a company trusted
by society and individuals through products and services we offer
Management Policy・Build further satisfaction for our customers・Provide safe and effective workplace for employees・Contribute to the development of society・Pursue profit for the longevity of the company
6© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Mid-term Business Plan
Basic Policy
Well –balanced Portfolio- Sustainable Growth and Solid Profit Stability -
Enhance Business Foundation
Key Strategy 1
ManufacturingBusiness
innovation
Key Strategy 2Engineering
BusinessExpansion
Key Strategy 3Expansionof business
Engagement and related service business
Expand to offshore development field(FPSO..)
7© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Mid-term Business Plan
Basic Policy
Well –balanced Portfolio- Sustainable Growth and Solid Profit Stability -
Enhance Business Foundation
Key Strategy 1
ManufacturingBusiness
innovation
Key Strategy 2Engineering
BusinessExpansion
Key Strategy 3Expansionof business
Engagement and related service business
Expand to offshore development field(FPSO..)
FPSO
Expansion in marine resources development field
8© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
MES/Japanese Shipbuilding business Progress
Data source:The Shipbuilders' Association of Japan (SAJ)
1stO
il crisis
2ndO
il crisis
WORLD COMPLETIONS(1926~2013)
OTHERSCHINAEUROPES.KOREAJAPAN B
ankruptcy of Lehm
an Brothers
1945 1956 1973 20141988
CHINA
S.KOREA
JAPANEAUROPE
9© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
MES has served many PRODUCTs for MARINE service
Data source:The Shipbuilders' Association of Japan (SAJ)
1stO
il crisis
2ndO
il crisis
WORLD COMPLETIONS(1926~2013)
OTHERSCHINAEUROPES.KOREAJAPAN B
ankruptcy of Lehm
an Brothers
1945 1956 1973 20141988
CHINA
S.KOREA
JAPANEAUROPE
Best seller BULK CARRIER
10© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
MES served PRODUCT as world no.1 and Only One.
TECHNO SUPAR LINAR(150m Length with abt 40kts)
Best seller Handy Bulk Career (over 160orders)
11© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
WHAT is our SHIPBULDING BUSINESS MISSION under current lasting severe ECONOMIC circumstances
Lasting SEVERE MARKET PRICE on MARINE PRODUCT ECONOMIC MARKET
OUR SHIPBUILDING BUSINESS have to INCREASE PROFIT
even if SEVERE MARKET
BecausePortion of our SHIPBUILDING business is quite large
More than 60%We have to
get DCE!!
12© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
CONFLICT
BUT, WE have to solve Dilemma!
Become Flourishing Company
Focus on only most important matter
To increase total profit as much as possible
Expand activity(Doing more improvement)
To raise skill
Majority
13© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Work Shop THE GOAL opened the door to TOC but it was a small door
Chiba Ship design deptstarted to study CCPM Shall we
learn CCPM?
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
14© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Chiba ship design dept decided to implement CCPM into their division after several session with TOC expert
Pressure from top management
to innovate on design work
Possibility ofOff-shore big
project
Extremely high penalty of $10,000 for each drawing delay
Anyway we have to do something good, then wanted to try CCPM.
Talking about worryduring daily designwork with EXPERT.(BEING)
Told fear on implementing CCPM into design job management
Mr.KUDO(BEING)had swept all fear on implementation of CCPM into design dept.
We succeeded to get opportunity of implementation of CCPM with EXPERT (BEING&GSC)
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
START CCPMIMPLEMETATIONby EXPERT
15© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Red
uce
Bad
M
ulti-
task
ing
& W
IP
Full
Kitt
ing
Crit
ical
Cha
in
Plan
ning
&
Buf
ferin
g
Man
agin
g Ex
ecut
ion
3.1.1Meeting Design job Promises
Decisive Competitive Edge(DCE)
4.11.1 4.11.2 4.11.3 4.11.4
Free
zing
Acc
eler
ate
Proj
ect
Com
plet
ion
Def
rost
M
echa
nism
Rel
easi
ng o
f ne
w P
roje
ct
5.111.1 5.111.2 5.111.3 5.111.4
Prep
arat
ions
ac
cord
ing
to
prio
ritie
s
Def
inin
g Pr
epar
atio
ns
Wor
ried
Clie
nts
5.112.1 5.112.2 5.112.3
Bui
ldin
g G
ood
Proj
ect P
lans
/P
ERTS
Bui
ldin
g C
ritic
al
Cha
in P
lans
Stag
gerin
g Pr
ojec
t Por
tfolio
5.113.1 5.113.2 5.113.3
Task
C
ompl
etio
n R
epor
ting
Task
Man
ager
’s
role
in
man
agin
g ex
ecut
ion
Proj
ect
Man
ager
’s ro
le
in m
anag
ing
exec
utio
n
Top
Man
agem
ent
role
in m
anag
ing
exec
utio
n
5.114.1 5.114.2 5.114.3 5.114.4
Virt
ual D
rum
A
djus
tmen
t
5.114.5
How is S&T tree on this implementation to design dept.
20123rdQ
20124thQ
20131stQ
20132ndQ
① Freezing & Acceleration
② Full kitting
④ Execution of CCPMmanagement
③ Planning CCPM
Implement of CCPM software(BM3) and execution
1 st contract on Expert consulting Next phase contract scope
Implement CCPM schedule
BEING&GSCOFFER our InnovatingGrand designROAD
16© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Organization of CCPM implementationin order to change management not GEMBA
Assumption : Implementation will be done into ship design department only.
CCPM Project PresidentShip design department General manager
Mr. Kuwajima
CCPM Project CORE teamShip design department all managers①Cordinate gr ②Structure d gr ③Hull outfitt d gr ④ Machinery gr ⑤Electric gr
Mr.N Mr.M Mr.I Mr.E Mr.N
ExpertBEING & GSC(Collabo.team)Mr. Kudo &
Mr.Shindo
Production Improvement Promotion Dept in HEAD Office
Mr.D
WORKSHOP MEMBER
SHIP DESIGN Department GEMBA
CAUSE:MANAGEMENT
Effect:Phenomenon at GEMBA
Why:○△□To be changed by CCPM
implementation
MANAGER
17© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
May Unconscious delay?
Current(UDE)
Desirable(DE)
Desirable Effect of design dept job by CCPM
0
500
1000
1500
2000
2500
3000
3500
4000 H7S41
89H7S32
89CS9X
XXCS187
0CS185
6CS185
1CS184
9CS184
7CS184
5CS183
9CS183
8CS183
7CS183
6CS183
4
Current : Bad Multi-TASK
0
100
200
300
400
500
600
700
800
Desirable Effect=Good flow
CS1870CS1845CS1851CS1849CS1856CS1847CS1833
Well Reduced Bad Multi-TASK
Working hour consumption record on each project
18© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
1st BOX FREEZING
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
START CCPMIMPLEMETATIONby EXPERT
Not only the first elephant but also the last elephant will go through a door much faster if they go in procession.
Declare FREEZING(6 ⇒ 4 33%)
19© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
How to decide freezing project
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
START CCPMIMPLEMETATIONby EXPERTDeclare FREEZING(6 ⇒ 4 33%)
CATEGORY 1Design : DONEConstruction : DOING
Project 0011Project 0013Project 0014Project 0015Project 0017
CATEGORY 2Design : DoingConstruction : Waiting
Project 0018Project 0019Project 0020Project 0021Project 0022Project 1099
(Special order on modification)
CATEGORY 3Design : WaitingConstruction : Waiting
Project 0023Project 0024Project 0025
CATEGORY 4Other activity Improvement, educationControl…
BPS○△□ activity・・・・・・・・・・DOI’s Activity (My activity)・・・・・・・・・・
123456
1324765
FREEZE
FREEZE
PRIORITY
PRIORITY
20© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
FULL KITTING
OBVIOUSLY FULL KITTING
OBVIOUSLY DESIGN
Item to defineFULL KIT or DESIGN WORK
○△◇◇
◎●x□
▽△▲
□●
●●●
FULL KIT Check ListNo Item CHECK
1 ○ ◇◇ DONE
2 ◎●x□ DONE
3 ▽△▲ DONE
4 □● DONE
5 ●●● DONE All items have been doneand confirmed by Full Kit Manager
Ready to bedefrosted
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
START CCPMIMPLEMETATIONby EXPERTDeclare FREEZING(6 ⇒ 4 33%)FULLKITTING
DESIGN WORK ACTIVITYPREPARATION WORK ACTIVITY
Definition ⇒ Action is to erase fuzzy preparation
21© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
GOAL
IN PROCESS
4
21
31
287
6
5
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
START CCPMIMPLEMETATIONby EXPERTDeclare FREEZING(6 ⇒ 4 33%)
FREEZING realizes good flow
Frozen FIELD/(FULL KITTING stage)
THIS FLOW is for PROJECT !
22© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
22
Paradigm change in Freezing – Full Kit Acceleration - Defrost cycle
Priority1Normal
4Fastest
5
PJTA
Priority2Normal
3Fastest
4
PJTB
Priority3Normal
3Fastest
4
PJTC
Priority4Normal
5Fastest
6
PJTD
K
Waiting PJT E
WaitingPJT F
Current action
A B C D E F
G H I LJ
23© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
23
WaitingPJT E
WaitingPJT F
CurrentPriority1
Normal4
Fastest5
PJTA
A B
C
Priority2
Normal3
Fastest4
PJTB
D E
F
Priority3
Normal3
Fastest4
PJTC
G H
Priority4Normal
5Fastest
6
PJTD
KI
L
J
GOAL
Paradigm change in Freezing – Full Kit Acceleration - Defrost cycle
24© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
24WaitingPJT E
WaitingPJT F
Priority1Normal
4Fastest
5
PJTA
A B
C
Priority2Normal
3Fastest
4
PJTB
D E
F
Priority 3Normal
3Fastest
4
PJTC
G H
Priority 4Normal
5Fastest
6
PJTD
KI
L
J
Freezing
Execution
GOAL
Paradigm change in Freezing – Full Kit Acceleration - Defrost cycle
25© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
AcceleratedResource assignment 25
WaitingPJT E
WaitingPJT F
Priority1Normal
4Fastest
5
PJTA
A B
C
Priority 2Normal
3Fastest
4
PJTB
D E
F
Priority 3Normal
3Fastest
4
PJTC
G H
Priority 4Normal
5Fastest
6
PJTD
KI
L
JFreezing25%
EXECUTION
Re-assignment
GOAL
Assigned resource based on Priority
Resource for FULL KITTING
Paradigm change in Freezing – Full Kit Acceleration - Defrost cycle
Normal resourceassignment
26© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Priority 2Normal
3Fastest
4
PJTB
D E
FI
Priority1Normal
4Fastest
5
PJTA
A B
CJL
26
WaitingPJT E
WaitingPJT F
Priority 4Normal
5Fastest
6
PJTD
K
Freezing25%
Execution
Good flow without BMT
GOAL
Paradigm change in Freezing – Full Kit Acceleration - Defrost cycle
Priority 3Normal
3Fastest
4
PJTC
G H
27© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
GOAL
IN PROCESS
4
27
3
12
87 65
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
START CCPMIMPLEMETATIONby EXPERTDeclare FREEZING(6 ⇒ 4 33%)
1st BOX FREEZING Results?
Frozen FIELD/(FULL KITTING stage)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
201
2/06
/18
201
2/07
/09
201
2/07
/30
201
2/08
/20
201
2/09
/10
201
2/10
/01
201
2/10
/22
201
2/11
/12
201
2/12
/03
201
2/12
/25
201
3/01
/21
201
3/02
/12
201
3/03
/04
201
3/03
/25
201
3/04
/15
201
3/05
/13
201
3/06
/03
201
3/06
/24
201
3/07
/15
201
3/08
/05
201
3/08
/26
201
3/09
/16
201
3/10
/07
201
3/10
/28
201
3/11
/18
201
3/12
/09
PROJECT 61 DRAWING COMPLETION TREND
PLAN
OUTPUT
DRAWING
ACTUAL
OUTPUT
RECORD
OLD
PROJECT A
results
OLD
PROJECT B
resultsDEC
LAR
E FR
EEZI
NG
201
2/10
/17
Previous output speed
After Freezing output speed
FREEZING made HIGHER SPEED
START IMPLEMENT TOC/CCPM
2nd Oct
FIRST SUBSTANTIAL RESULT was observedBeginning of Dec
28© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
GOAL
IN PROCESS
4
28
3
12
87 65
20121
2 3 4 5 6 7 8 9 10111220131
2 3 4 5 6 7 8 9 10111220141
2 3 4 5 6 7 8 9 101112
TODAY
THE GOAL WORKSHOPSTART LEARNING CCPMBy ourselves
START CCPMIMPLEMETATIONby EXPERTDeclare FREEZING(6 ⇒ 4 33%)
1st BOX FREEZING Results?
Frozen FIELD/(FULL KITTING stage)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
201
2/06
/18
201
2/07
/09
201
2/07
/30
201
2/08
/20
201
2/09
/10
201
2/10
/01
201
2/10
/22
201
2/11
/12
201
2/12
/03
201
2/12
/25
201
3/01
/21
201
3/02
/12
201
3/03
/04
201
3/03
/25
201
3/04
/15
201
3/05
/13
201
3/06
/03
201
3/06
/24
201
3/07
/15
201
3/08
/05
201
3/08
/26
201
3/09
/16
201
3/10
/07
201
3/10
/28
201
3/11
/18
201
3/12
/09
PROJECT 61 DRAWING COMPLETION TREND
PLAN
OUTPUT
DRAWING
ACTUAL
OUTPUT
RECORD
OLD
PROJECT A
results
OLD
PROJECT B
resultsDEC
LAR
E FR
EEZI
NG
201
2/10
/17
Previous output speed
After Freezing output speed
FREEZING made HIGHER SPEED
VOICE of GEMBA“It is high time to star(defrost)
FROZEN PROJECT” “Please defrost next PROJECT!”
29© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Some days of CCPM implementation activity in Chiba design team
Mr.E(Design PM)
Mr.KuwajimaMr.Kuwajima(Chiba design GM)
Mr.Kudo(CCPM Expert::BEING)
PERT diagram
The discussion with all leaders in CHIBA ship design dev.
Mr.MMr.M(Tokyo Basic design GM)
Mr.Shindo(CCPM Expert: GSC)
30© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
-What we learned through TOC/CCPM?-CCPM in MULTI Project circumstances have brought
shortening LEAD TIME on design work
FREEZING FULL KIT CCPMManagement
2012/10 (Abt. 2Weeks)
Remove fundamental cause of
BAD MULTI TASK (Like a Traffic Jam)
2012/10 (Abt. 2Weeks)
Well - Preparation realize GOOD START
2013/5 ~
CONTINUEING to REMOVE
HIGHEST RISK
Fundamental Solution Traditional Improvement
ContinuousImprovement
31© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Design stage Production stage Dock stage
Trial etc
11 22 33 44 55 66 77 88 99 10 11 12 13 14 15
BeforeCCPM
Design stage Production stage Dockstage
Trial etc
Design stage Production stage Dockstage
Trial etc
Design stage Production stage Dockstage
Trial etc
Design stage Production stage Dockstage
Trial etc
Design stage Production stage Dockstage
Triet
FREEZED(Fundamental injection)
FREEZED(Fundamental injection)
FREEZED(Fundamental injection)
FREEZED(Fundamental injection)
FREEZED(Fundamental injection)
FREEZED(Fundamental injection)
FREEZING
FASTERFASTER
FULL KIT GOOD START
CCPM
DONEDONE
RemoveHigh risk
timely
Design LT ⇒ max 50%,ave 33% shorten
-What we learned through TOC/CCPM?-CCPM in MULTI Project circumstances have brought
shortening LEAD TIME on design work
SimultaneouslyUnder- EXECUTIONSimultaneouslyUnder- EXECUTION
32© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Design stage Production stage Dock stage
Trial etc
11 22 33 44 55 66 77 88 99 10 11 12 13 14 15
BeforeCCPM
Production stage Dockstage
Trial etc
Production stage Dock stage
Trial etc
Production stage Dockstage
Trial etc
Production stage Dockstage
Trial etc
Production stage Dockstage
Triet
FREEZING
FULL KIT
CCPM
Design LT ⇒ max 50%,ave 33% shorten
Design stage
Design stage
Design stage
Design stage
Design stage
SimultaneouslyUnder- EXECUTIONSimultaneouslyUnder- EXECUTION
RemoveHigh risk
timely
-What we learned through TOC/CCPM?-CCPM in MULTI Project circumstances have brought
shortening LEAD TIME on design work
33© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
- What we learned through TOC/CCPM?-- What is fundamental for good flow?-
Why FREEZING is Fundamental solution?
Capa:5 4.546
SystemSystem54321
Lowest capacity
321
STUCK !5
44332211
FREEZING is to control of input rate so as to accommodate the capacity of constraint/bottle neckWhich is best FLOW condition at existing condition
This is essential condition to keep GOOD This is essential condition to keep GOOD FLOWin MULTI Project circumstances
44332211
44332211
44332211
44332211
Nobody knows where it is.Just with our inspiration
34© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
- What we learned through TOC/CCPM?-- What is fundamental for good flow?-
Why FREEZING is Fundamental solution?
Capa:5 4.546
SystemSystem5
Lowest capacity
STUCKED!5
FREEZING is to control of input rate so as to accommodate the capacity of constraint/bottle neckWhich is best FLOW condition at existing condition
This is essential condition to keep GOOD This is essential condition to keep GOOD FLOW in MULTI Project circumstances
And we learn first substantial step freezingshall not require where bottle neck is.
But we have to make question:Do you have a bottle neck in your system?
If we can hear answer “YES”, we can do freezing box.
Nobody knows where it is.Just with our inspiration
35© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
--What we learned through TOC/CCPM?-What does CCPM serve for better FLOW ?
PROJECT is the JOBhaving quite many uncertainties.
Knowing the CRITICAL CHAIN govern the LEAD TIME of chained JOB
Uncertainties may break original schedule, CRITICAL CHAIN is always changed due to Uncertainties.
36© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
36
Task of Production
④ Stem part
⑤ Hold part
② Machinery part
③ Stern part
①Accommodation
part
Number of Task include non - control production task was about 170 tasks.
Ship design CCPM schedule making process
1ST
Challenge1
3 2 5 4
37© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
37
Pert diagramSpec/GA*********************Structure K.P.****************Piping diagram************************Machinery arr’t************Elect diagram*********
Design part
Production part
Task flow in manufacturing to Order company In design part : To spread outIn production part : To terminate
into delivery
RERTdiagramSpec/GA*********************StructureK.P.****************Piping diagram************************Machinery arr’t************Elect diagram*********
Tasks in Production part is not under control.⇒ 1st CCPM PERT diagram resulted in CCPM having only 18days project buffer.⇒Then we decided to divide 10 design projects as 1 shipbuilding project.
Ship design CCPM schedule making process
38© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Ship design CCPM schedule
CCPM PERT diagram (Production part)
NOT YET CREATED
(Future )
CCPM PERT on Design work(10 separate CCPM)
Accommodation const.
Stern const. Machinery Upp.Dk
Hatch Cover Coaming
2nd Machinery Deck Cont.Cargo Hold Upp DeckCons
Fore structure 3rd Machinery Deck Cont.
Machinery double bottom Carogo hold double bottom
NOT YET CONNECTED TO PRODUCTION TASK
39© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
-What we learned through TOC/CCPM?-
What does CCPM serve for better FLOW ?Progress report
ProgressProgress
Com
sum
ptio
nof
Buf
fer
Com
sum
ptio
nof
Buf
fer Actual Progress
Most risky task to the delivery: Derived from real time Critical Chain analysis
Analysis real time Critical Chain
40© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
-What we learned through TOC/CCPM?-
What does CCPM serve for better FLOW ?
CCPM enable ☆ to focus on varied CRITICAL CHAIN ☆ to show the critical task to the delivery date
with level of RISK using BUFFER consumption and CRITICAL CHAIN progress
Then CCPM can shorten LEAD TIME of PROJECT
having many uncertainties.
41© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
I really understood that the principle of CCPM, especially importance on FREEZING and FULL KITTINGLarge project like Offshore large product should be managed together with Client help. I do want to ask CLIENT to collaborate through CCPM
I do realize most competitive design team in the world.Shall we challenge!
The voice of Chiba ship design people
CCPM had brought firstly big growth on the managers of ship design department.
42© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Beforeimplementation
Did CCPM erase UDE in ship design dept?
What's confusion you ?
After…………… implementation
Design PMgrMANAGER
PRODUCTION Deptalways cry out CLAIM on delay drawing.
We have to always ask vendor to send their drawing with “HURRY UP!”
Recently we have no stress on design drawing,Very good!
I recognize the problem on vendor drawing had disappeared.
UDE had faded away!
PRODUCTIONMANAGER
43© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Pre-MC of CORE DILLEMMA WORKSHOP
NEXT CHALLENGE(REAL CHALLENGE!)Full range implementation
How many ship do you have to sell to maintain factory?
May I ask questions? It’s 30million$
How much do you pay for materials?(Expense)
How much does your factory needs operation money?
How much does client buy our ship?
It’s 100million$
It’s 20million$
10ships =100/(30-20)
Oh everybody understandsThroughput
accounting!
May I ask one more question?Benefit might be better only for you or all for surrounding you?
Okey good!Pre-MC is over.Let’s get down to CORE DILLEMMA workshop
….Of course,,, all for surrounding me .
44© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
Pre-MC of CORE DILLEMMA WORKSHOP
…………… CORE DILLEMMA
WORK SHOPUDE
DE3 CLOUDs
CRT
Solve core dilemma
FRT
SharedTHROUGHPUT ACCOUNTING(FLOW is important)
Shared Mind of WIN WIN
Share New assumption!Approaching to holistic world !!
NEXT CHALLENGE(REAL CHALLENGE!)Full range implementation
45© 2013 TOCICO. All rights reserved.
TOCICO 2014 Conference
TOC will provide JOB & FOOD on the table.
HARMONYH
ARMONY
MESMESF
L
O
W
MES
This page title wording is unconciouslypresented by Mr.David. Thanks