1. Lean Shipbuilding at UVE
Runar Toftesund
Head of Planning
Ulstein Verft

2. Overview
Short introduction to Ulstein Verft AS
Characteristics of shipbuilding vs mass production and mass customization
Lean Shipbuilding
Planning according to lean principles

3. Short Introduction to Ulstein Verft AS
Ulstein Group ASA;
Contains large parts of maritime value chain
Employs 700 people, in 7 companies
Ulstein Verft AS;
Employs 380 people
200 skilled operators
70 engineers
40 in production management
70 other
Located in two locations in Norway
Roughly 3 vessels per year
Most profitable shipyard in Norway 3

4. Short Introduction to Ulstein Verft AS (Cont.)
Dock hall: 140 x 55m
Crane capacity: 250t, 1x10t, 1x10t
Hook height: 40m (from bottom of dock)
Dry dock;
225 x 36m (port width 34m)
Depth: 10m
Can be split in two:
Dock length inside: 110m
Dock length outside: 107m
Cranes outer dock: 1x60t + 1x85t
Heavy lift;
Barge
Mobile crawler crane (600 MT)
Quays;
2 quays for outfitting 4

5. Project manager Planner HSE APM Procurement Production Coordinators
Short Introduction to Ulstein Verft AS, the project management structure
Project manager
Planner
HSE
APM
Procurement
Production
Coordinators
Engineering
Supervisors
A project organization consists of around 25 persons
A project constitutes around 300 man labor years
Project duration between months

6. Characteristics of Shipbuilding vs Mass production
Low volume
Complex, non-repetitive on product level
Production in loose networks
Handcraft
Long through-put time
Customization
Product is partly designed and engineered to order
Mass production;
High volume
Standardized and repetitive products
Integrated production system
Automated processes
Short through-put time
No customization
No design and engineering changes are allowed 6

7. Characteristics of Mass-customization vs Envisioned Shipbuilding
Medium to low volume
Repetitive on process level but not on product level
Automated where beneficial
Integrated production system
Customization within certain constraints
Short through-put
Customization to order
Product is designed for customization
Envisioned shipbuilding;
Low volume
80% repetitive on process/product level – 20% is engineered and produced to order
Production in loose networks
Manual processes
Customization within certain constraints
Long through-put time
Customization to order
Modular design where some modules are standardized and other are customized 7

8. Lean Shipbuilding
Our focus

9. Koskela’s Approach – Adapted to Shipbuilding Production
T-F-V Model
Transformation
Flow
Value
Lean Manufacturing
Unique products (one-of-a-kind)
On-site production
Lean Shipbuilding
Temporary project organization
Lean Construction
Lauri Koskela is a Professor at the University of Salford. His research interest
is mainly focused on the
theoretical foundations of
project and production
management. He is a
founding member of the
International Group for
Lean Construction.
Interdependence and Variation
7 conditions for a sound activity 9

10. 3 level planning Master Plan Mapping (whole project) Look Ahead Plan
Last Planner™
3 level planning
Master Plan
(whole project)
Mapping
Look Ahead Plan
(6-8 weeks)
Preparing
Sound activities
Weekly Work Plan
(1-2 weeks)
Making
appointments
Delays/
Causes
PPC
(Percent Planned Completed)

11. 7 conditions for Sound Activities - Production
External
conditions
Information
Materials
Assets
Preceding work
Activities
Succeeding work
Manning
Tools

12. Planning according to lean principles
Keeping solution space open…
The planning process itself
How we work in the project
What we have learned and experienced

13. Keeping solution space open… - the plans
Project plan
Discipline plans
Period plans
Level of Details
Time
Weekly ”plans”
Feedback
Feed-forward
Start as early as possible on as many activities as possible while avoid making decisions that are not necessary at the moment
All decisions that are made must be executable (sound activities)
Spend time on clarifying issues with customers (both external and internal)
Manage risks, e.g. maximize the openness of the solution space

14. Keeping solution space open… - the timeline of the plans
15 – 18 months
Project plan
6 – 9 months
Discipline plan
Period plan
6 – 8 weeks
Weekly ”plans”
1 – 2 weeks
One project plan that feeds major milestones forward
Several discipline plans that contains more details than the project plan according to the various disciplines
Period plans that detail the discipline plans into sound activities and provide reporting of deviations to discipline plans
Weekly ”plans” that only contains sound activities and that are executable with 1 – 2 weeks while also reporting deviations to period plans

15. Keeping solution space open… - ensuring maneuverability
Job A
Output
Check
Plan
Input Do
Act
The figure above is a basic systems dynamics scheme, where;
A plan initiates a job – Job A
The job is performed
The outputs is checked against some standards or targets – measuring deviation
The deviation is fed back into the planning process to change input to the job in the next iteration in order to minimize deviation from targets
The Plan – Do – Check – Act sequence is fundamental in all systematic improvement work
Maneuverability is increased when this circle works rapidly

16. The Plans and the Participants
Discipline plans;
Production coordinators plan
Planners coordinate and aggregate plans
Period plans;
Production coordinators plan – but on a shorter horizon to secure the 7 conditions
Planners coordinate and aggregate plans
Weekly “plans”;
Work leaders focus on the part of the period plans that are executable within 1 – 2 weeks
Planners help, coordinate and report deviations

17. How we work
Gatherings
Company visits
“Out & See!”
“Intelligent conversations”

18. What we have learned and experienced
Requires visible symbols (Last PlannerTM, 5S, etc.)
Takes time to implement;
New thoughts
New language
New methods
Resistance against change
Inherent skepticism amongst middle management
Requires anchorage in top management
Bottom-up
Useful with outside assistance (Aslesen and Bertelsen)
Tangible results;
Better control in the projects
Starting to approach a level of repeated and defined processes;
Lower costs
Easier to recruit people and bring the up to speed
Provide basis for further improvement (information flow, other lean initiatives)