How does your organization view dimensional and quality control? Please choose the option that best reflects the level of implementation around Accuracy Control (AC) and Quality Control (QC) in your organization. ⬜ There is a general acceptance of rework as being an inherent part of the shipbuilding process. ⬜ We have well-established Accuracy Control (AC) & Quality Control (QC) departments but low level of confidence to use statistical analysis to facilitate process improvement. ⬜ The AC & QC requirements are fully integrated into pre-production and production activities with cross-functional teams meeting at regular intervals to resolve problem areas. Does your organization effectively practice Design for Production? Design for production refers to developing a rationalized standard design approach that allows frequent design upgrades to avoid problems or improve profitability. Please choose the option that best describes your organization. ⬜ Design processes are inconsistent and mostly project based. ⬜ We have incorporated some Design for Production practices. ⬜ We have a formalized and consistent design and engineering strategy from which design rules and guidelines are developed for each stage of the design process How are performance targets measured in your organization? Please choose the answer which best describes what types of metrics and measures are used for performance targets at your organization. ⬜ Performance targets tend to be expressed in terms of the budget required to carry out a specific task. ⬜ Your shipyard complements the above with the routine reporting of a range of output measures such as man-hours per pipe. ⬜ In addition to the above, your shipyard calculates some process measures but these tend to be produced on an as-required basis to support performance improvement initiatives. ⬜ Your shipyard calculates many process measures and overall performance target in a series of metrics that relate specifically to each department or workstation and are effectively communicated to all involved. What is the attitude to change and new technology at your organization? Many companies are looking to innovate and improve but find that there are cultural barriers to change. Choose the option that best describes your company culture. ⬜ Your teams are generally conservative when it comes to adopting new techniques and technologies. ⬜ Management is progressive and keen to develop, but some members of the workforce are not. ⬜ Your shipyard is well on the way to achieving a solid culture of continuous performance improvement. How important is process engineering in your organization? Process Engineering is a companion function to Production Engineering. This group focuses on development of yard-wide methods and processes rather than just focusing on individual technical and production processes. Without a process engineering function, designs tend to be improved for producibility rather than being optimized. Choose the option that best describes your organization. ⬜ Processing engineering is carried out but led by departmental managers and supported by ad hoc teams. ⬜ Dedicated process engineering function to work with departmental managers and develop processes. Who is responsible for performance improvement in your organization? All yards have some type of performance improvement function. Choose the option the best describes your organization. ⬜ Personnel have a split role and the responsibility for change lies with the line manager. ⬜ Dedicated teams of people focused on performance improvement. Do you have an effective master planning process? Please choose the option that most accurately reflects your current master planning processes. ⬜ Tendency to develop detailed planning unnecessarily early which results in a lot of planning re-work. ⬜ Regular use of planning standards and templates and decent adherence to schedule. Does your organization design ships effectively? Please choose the option that best describes your organization’s approach to ship engineering and design. ⬜ Designs are adapted for improved producibility rather than being optimized for production performance. ⬜ Have a design and engineering strategy with specific objectives and clear inputs and outputs for each stage of design. Do you use a manual or integrated system to maintain common/master parts catalogues? Last question. Choose the options which best describes your parts catalogue system. ⬜ Manual transfer of information for maintenance of common/master parts catalogues ⬜ System integration between the CAD system and the planning and material control systems. Time is Up! Time's up Share:
