Improving methods of operational planning for ship construction

Background

The current level of operational management in shipbuilding production requires a high level of planners' efforts and remains quite labor-intensive, with several key shortcomings. This is largely due to the fact that planning for the release of working drawings, pre-production engineering, and actual production is carried out using different terms and models that are poorly related to each other.

Aim

To create conditions for reducing non-productive labor costs and ship construction cycles by developing an organization for pre-production engineering and ship construction management that would provide a basis for the integrated management of working drawing release, production preparation, material supply, and shipbuilding production itself.

Methods

Based on an analysis of experience in related industries, an approach is proposed for developing the basic technology and production-technological structure of the order, as well as the work breakdown structure (WBS) for the ship construction project and, on this basis, integrated construction schedules. It is on this basis that lists of work packages are to be developed.

Results

Requirements are proposed for newly developed regulatory and technical documentation concerning the procedures for developing the basic technology, organization of ship construction, and technological schedules for their construction, ensuring effective prioritization of work packages to be included in the operational plans of shipyard workshops. This should make production management more systematic and technology-driven.

Conclusion

The proposed approach to organizing pre-production engineering and managing ship construction opens up prospects for integrated planning of working drawing release, material supply, and ship construction based on a unified digital model, enabling reductions in lost working time and the overall construction cycle.