Lean Shipbuilding Theory and Practice in Foreign

Lean Shipbuilding is to build China's shipbuilding industry an effective way to modern shipbuilding. This systematic analysis based on the concept of Lean Shipbuilding illustrate Lean Shipbuilding technology system in order to case-study method to study the theory of lean shipbuilding shipbuilding industry in the U.S. and Japan the effectiveness and future development trends, Finally, China's implementation of the Lean Shipbuilding relevant measures and suggestions.
Lean production model of the Japanese automobile industry from the summary, Toyota Motor Company is the typical representative of the core idea is to eliminate the production of waste and all non-value-added chain, the enterprise also has a large volume and variety of economic production flexibility capacity.
Lean Shipbuilding derived from the concept of lean production is lean production theory in ship Industry, first proposed by the U.S. shipbuilding industry, shipbuilding contract, that contract from the beginning to the delivery of the ship completed the construction of the entire process, through motivation and mobilization of all employees to continuously improve and perfect the process of shipbuilding, ship construction to reduce all the waste, to reduce the shipbuilding cycle, reduce shipbuilding costs and improve shipbuilding quality.
U.S. shipbuilding industry that, while Lean is Toyota's conclusion from this particular environment, but its ideas have been sublimated to the philosophy and principles of the height of the basic theory, that is, in the shortest possible time, with minimal waste production of the customers need the products, applicable to any manufacturing process, both for mass production, or customization, have guidance, but also a matter of course for the ship industry.
At the same time, shipbuilding industry and some differences do exist between the automotive industry, has some unique features, such as product will first order Hou Jianzao; ship with the construction Guo Cheng Zhi Zao (Production) and Ying Zao (Construction) of Shuangzhongtedian ; ship construction cycle long. In order to be able to successfully apply lean production theory the United States shipbuilding industry, ship building capacity and improving the United States Merchant international competitiveness, the United States in 1999 established the National Shipbuilding Plan (NSRP), and in its main program - advanced shipbuilding business plan (ASE ) established the Lean Shipbuilding meter-k1J (Lean Shipbuilding Initiative, LSI), in order to achieve more success for those who wish to accelerate the transition to lean production, improve the learning curve of shipbuilding enterprises to provide a shared platform (see Figure 1) .



Specific research projects, the Lean Shipbuilding program has funded eight research projects. The research focused on expanding the value chain based on lean production techniques in the shipbuilding industry applications, based on rapid response to market demand, lean management, 5S theory application in shipbuilding industry and the training of lean manufacturing simulation, in which the first two directions, ASE investment in larger, respectively, 8.69 million U.S. dollars and 729 million.
In the specific results achieved in 2005 by the British "MI on the basis of the U.S. shipbuilding industry capacity assessment results, Lean Shipbuilding plans to ship over the past five years, the United States to upgrade industrial capacity played a great role. Such as value stream mapping method used repair process of U.S. non-manufacturing value chain to be confirmed, to take relevant measures to eliminate the waste of the production process, through the implementation of pilot projects to enhance the learning curve; the early effects of lean project extended to the entire U.S. shipbuilding industry, for the elimination of waste provides a new solution; on the client / transfer process between the shipyard was evaluated to eliminate such as inspection, testing and other non-value added sectors; as the best shipbuilding practices shared throughout the industry to provide a material. on specific the cost-effectiveness, the statistics show that since 1999, the U.S. shipbuilding industry cost savings of some 377 million U.S. dollars, half of which results thanks to Lean Shipbuilding plans.
To further expand the application of lean shipbuilding research, FM) in its assessment concluded with the recommendation to increase the investment aspects of lean production.
1. Shipbuilding industry to implement the main elements of Lean Production
Specific to the operational level, Lean Shipbuilding mainly include: value stream management, lean production management, lean quality management, a smooth production process management and lean enterprise culture building (shown in Figure 2).



At the technical level, including: value stream analysis, supply chain logistics, customer relationship management, balanced production of rhythm, single-piece flow techniques, pull-type production technology, precision control, process control, standardization of systems, reasonable production layout, Total Productive Maintenance , ergonomics and safety, procurement costs, design costs, production costs and logistics costs, people-oriented, work teams, flatter organizations.
(1) Value stream management
Value stream is to make a specific product by any business when the three critical management tasks necessary for a specific event. These three tasks are: from concept ideas through detailed, to the entire process of production tasks in problem-solving; from accepting orders to draw up a detailed schedule, to the delivery of the whole process of information management tasks; made from raw materials to the final product, delivered to the user in the hands of the whole process of material transformation task.
Value Stream Mapping refers to finished products from raw materials to all activities (value-added and non value-added of two) expression (Figure 3),



The process includes both information flow also includes logistics, is the key to the implementation of lean production. As all business processes (information flow, logistics) to achieve an effective visual tool for identifying the value stream through the various types of waste, and they take appropriate measures to improve the process from a global perspective.
In the traditional shipbuilding mode, non-value added activities is far greater than the time value-added time. Lean Shipbuilding model to focus on reducing non-value added activities to reduce production cycle times, greatly reducing the waste of intermediate links.
(2) Lean Production Management
Lean production management, including lean production planning, lean production processes and on-site management of content, is the core of lean shipbuilding.
In the preparation of production plans need to pay close attention to the production process of synchronization and equalization of production requires the use of group technology principles, rational design of single-piece flow production operations amount to calculate the production step (Figure 4).




Management in the production process to achieve JIT production, one-piece flow process and pull planning system. Let each part be continuous and intermediate products produced according to customer (internal and external) requirements to complete production on time, not early, not delayed, the implementation of zero inventory management and reduce overproduction.
In the lean-site management, the establishment of "three to" on-site management system, that is, production workers as the main active service in various support staff on site; to workshop director led unified command in the field coordination departments to provide timely quality around the plant site services; to the scene as the center, asked all staff to focus and concentrate on the scene, equipment maintenance personnel for field garrison. In particular, on-site management of the 5S management, the implementation of the most significant effect.
(3) Lean Quality Management
Lean Production in the quality management view is that "quality is created, not check out." In accordance with the requirements of lean production, quality assurance functions should be transferred to the operator, to implement quality control procedures, to achieve total quality management. In the shipbuilding precision control, personnel quality and error prevention measures are strict. In which precision control is Lean Shipbuilding Shipbuilding important feature is the method of mathematical statistics, shipbuilding production process by the processing tolerances and precision welding thermal deformation control volume instead of margin with the compensation approach to reduce the shipbuilding process, assembly and welding were invalid work.
(4) a smooth production process management
For shipyard production is always in a stable state, both need to standardize operations, but also a reasonable production process, a reasonable production layout, ergonomic work environment and full participation in factory management and cultural environment.
(5) Lean Enterprise Culture
Lean production emphasizes the realization of human potential, it is necessary indoctrination of lean production to the hearts of every employee. Each employee at work not only to carry out orders, more importantly, active participation, play the role of decision-making and decision support. Through team work, the suggestion system, quality control group, target management and a series of specific measures, mobilize and encourage the workers to "creative thinking" and focus on training and training workers and managers at all levels in all aspects of skills to maximize and use of business organizations in the potential of every individual, improving their enthusiasm and interest.
2. Foreign shipbuilding industry case study of lean production model
(1) Lean Shipbuilding Northrop Grumman Ship Systems Theory to Application
Northrop Grumman Ship Systems (NGSS) as a world-renowned shipbuilding company, not only bear the U.S. Department of Defense military ship construction tasks, while the field in the merchant has a good reputation. In recent years, NGSS the acquisition of a number of shipyards and related supporting institutions based on the plan through the implementation of lean enterprise integration within the Group.
Guided by the principles in lean, NGSS the whole process of ship construction in the implementation of the "creation of orderly workplace, from the customer's point of view to determine the value and eliminating non-value-added chain, to create the production flow driven by the customer" principle, the maximum details on the lean practice.
Specific lean practices, NGSS completed by Northrop Grumman Integrated Systems, Lean management pilot project led, and then promoted successively A Fondahl shipyards, Ingalls shipyard shipyards and 绾芥柉娉㈢壒绾?Williams to lean production practices, including the production sector, management and other support departments, including all sectors, all processes are taken to eliminate waste, improve processes, optimize the operation of the lean initiatives.
As of 2003, the lean implementation plan to achieve the desired effects, such as shortening the waiting time of 57% and 41% of the production completion time, a decrease of 75% of staff travel time; average production cycle reduced by 50%; production of 41% inventory reduction ; costs are effectively controlled, the financial effect of an annual rate of more than 10% increase.
(2) Lean Shipbuilding theory of General Dynamics Electric Boat in the application of
By military needs and competitive environment, Electric Boat (EB) from the end of last century began the process of improving the movement was launched in order from the production cycle, cost, quality and customer demands, and so enhance their core competitiveness. As one of the most important as a means and tools of lean production strategy in 2002 was the introduction and widespread implementation of Electric Boat.
Electric Boat to take specific measures include: (1) strengthen the training, awareness raising; (2) implementation of the 5S management, create a visual workplace so that more clean workshop, organized to improve the quality of staff; (3) stress beat production on the basis of production time; (4) the implementation of Poka-Yoke error correction method.
Through lean initiatives Deshi Shi, Electric Boat's competitive advantage has been greatly Improvement: (1) increasing the Shengchan Liang, Suduankongzhi interval; (2) the visualization of the entire process will Caozuo staff's attention with Li Yu Tongshijuji in-house and external customer satisfaction aspects; (3) workplace efficiency and error-free production processes, predictability does not make basic emergency shipyard accident, which can achieve long-range plan control; (4) design to construction costs lower shorten the production cycle of submarine construction.
As of December 2004, EB achieving at least 100 lean projects, 60 projects lean 6Sigma. Some quantitative results include: (1) to "Virginia" class submarine costs significantly. In 2000, based on the cost of design and engineering to reduce construction costs by 50% in 2003 again reduced by 25% 0 (2) "Virginia" class submarine reduce the number of direct labor to 87%, is expected to January 2006, its design and construction drawing template to cut the cost of 75% over the same period in 2000 only 25; engineering rework will be reduced by 50%. (3), Quonset Point branch in the process of improving the participation rate in January 2004 to 75%, Gro Cotton factory in January 2004 to 50%.
(3) Lean Shipbuilding shipyard in Japan, the application of theory
Japan's shipbuilding industry earlier and faster than the auto industry. Vehicle production in the 20th century, 60 years to reach the international first, the new ship shipbuilding output in 1956 became the first in the world. In the specific development process, shipbuilding and other manufacturing production patterns between each other, eventually resulting in today's lean production model in Japan.
5 for the definition of lean production principles, namely, value, value stream identification, flow, pull production and the pursuit of perfection, continuous improvement, the Japanese shipbuilding industry to be embodied in practice. Only because the shipbuilding industry and the automotive industry the difference between the industry characteristics, the embodiment of the pull-type production differ in the former reflected in the order phase, which is reflected in the production stage. Can still be that the Japanese shipbuilding industry in the implementation of lean production, practice walking in front of the theory.
In the lean practice, the experience of the Japanese Lean Shipbuilding: (1) depends not only on the internal production process, but should pay attention to supply chain integration, supply of raw materials and equipment are applied lean value chain management theory; (2) Single-piece flow process model widely used to save stack space and material handling time and reduce the amount of funds used in the product inventory and shorten the production cycle, improve the quality of production; (3) in the main program on the basis of the work to be Exact decomposition of the production according to the beat, fine to identify components, sub-total section of the completion and delivery within the specified time to the designated area; (4) through the visual management methods to improve product quality, will eliminate the production of defective early.
3. Lean Shipbuilding Theory Development
The development of lean production theory has, in the philosophical level, great success has been achieved, shipbuilding industry has been gradually implementing lean production, but the operational level and the effect still was rather rough assessment. The 6 Sigma management method and world-class manufacturing are well positioned to address these deficiencies, it is the development trend of Lean Shipbuilding theory and 6 Sigma Management Act, respectively, the integration of world-class manufacturing theory and shipbuilding companies in the United States to have a preliminary application .
(1) and the integration of 6 Sigma management method
6 Sigma Management Act and the integration of lean production is shown in the following three aspects: First, from the customer value (customer satisfaction) maximization and business performance improvement perspective, Lean thinking in business strategic management level long-term performance improvement for the enterprise to provide strategic direction for the 6 Sigma management method to the specific implementation of the specified direction, planning improvement goals; second, two management methods are used the process model; Third, concrete work, 6 Sigma Management Act Lean manufacturing tools and more closely integrated.
In production practice, including EB.NGSS including many U.S. shipbuilding enterprises are based on the introduction of lean production was 6 Sigma Management Act. According to statistics, as of 2004, NGSS quality and process improvement department was implementing 94 projects lean 6Sigma access to 32 million U.S. dollars of income, count ongoing projects, revenue is expected to reach 46 million U.S. dollars; and Electric Boat, as at 2004 In October, 60 have been implemented Lean 6 Sigma projects, the cost savings, staff training has made great achievements.
(2) and the integration of world-class manufacturing
World-class manufacturing is the American scholar Shien Bo in 1986, a first term. World-class manufacturing to deliver high level of service the organization the flexibility to quickly respond to customer needs, to provide customers with better quality, cheaper products and services, and to continuous and rapid manner Gaijin these capabilities.
Manufacturing has become a world-class companies continue to improve the system of incentives, including: a group under JIT and QC-based reduction technique, the sustained, rapid inventory turnover analysis and improvement of the transformation of traditional management theory and methods; a guide enterprises to Management guidelines for progressive matrix; a large number of best practices based on industry benchmarking data and a set of enterprise performance measurement methods.
Lean thinking and world-class manufacturing principles are the two most prominent thing in common: continuous improvement of customer's point of view and perspective.
In the shipbuilding industry, the concept made its world-class shipbuilding and ship repair by the UK's industrial performance evaluation of professional consulting firm FMI proposed by the seven major categories of its evaluation system composed of 50 indicators, each technology is divided into five, respectively 1,2, 3, 4, 5 that correspond to each decade over the past 30 years, the highest level of shipbuilding technology. So far the U.S. has the help of the index system of the world for its shipbuilding industry and the gap between itself and conducted a number of assessments, the two most recent occurred in 1999 and 2004.




Table 1 shows, the United States in 2000 a large shipbuilding enterprise in steel production in 2005, hull construction and habitat equipment, shipyard layout and the environment has improved markedly, while others change more slowly, but the design, engineering and production engineering, organization and operation of the system for more than two types of indexes in 2005, the average level of U.S. shipyards; with the world's top technology level compared to the shipyard in 2005, the United States, the world's top shipyard 3.6 and 3.8 average is closer to that in steel parts production, even more than the world's leading shipyards, but the design, engineering and production engineering, organization and operation of the system is still in a backward position of two types of indicators.
4. China's shipbuilding industry the way the implementation of lean production model
聽聽聽 鐜颁唬閫犺埞妯″紡铻嶅叆浜嗙簿鐩婄敓浜ф柟寮忕殑鍚勭瑕佺礌锛屽叾鏈川涓婃槸鎶婇?鑸逛綔涓轰竴涓郴缁熷伐绋嬶紝骞朵互绉戝鐨勬柟娉曪紝鍦ㄦ椂闂村拰绌洪棿涓婏紝瀵逛紒涓氬悇绉嶇敓浜ц绱犲疄鐜版渶浣抽厤缃拰浼樺寲锛岃揪鍒版秷鑰楀皯銆侀?搴﹀揩鍦板缓閫犺埞鑸剁殑鐩殑锛屼粠鑰屾彁楂橀?鑸逛笟鍥介檯绔炰簤鍔涖?鍥藉鍏堣繘閫犺埞浼佷笟鏅亶瀹炴柦鐨凧IT绠＄悊銆佺粍缁囧崟浠舵祦姘翠綔涓氥?5S绠＄悊鍜屼竴宸ュ鑳界殑宀椾綅鎶?兘鐢ㄥ伐鍒跺害鍧囧畬缇庡湴杩愮敤浜嗙簿鐩婄敓浜х殑鐞嗚銆傛垜鍥介?鑸逛笟浣滀负涓栫晫閫犺埞涓氫笉鍙垎鍓茬殑涓?儴鍒嗭紝鍙互璇达紝瀹炴柦绮剧泭鐢熶骇涔熸槸鎴戝浗寤虹珛鐜颁唬閫犺埞妯″紡鐨勬湁鏁堥?寰勩?
聽聽聽 鑷敼闈╁紑鏀句互鏉ワ紝鎴戝浗鑸硅埗宸ヤ笟瀹炶返绮剧泭鐢熶骇澶ц嚧缁忓巻浜嗕竴涓湁瀹炶返浣嗘棤鎰忚瘑鈥斾釜鍒簿鐩婄敓浜у師鐞嗗簲鐢ㄢ?鍏ㄩ潰鏈夋剰璇嗗疄鏂界簿鐩婄敓浜х殑杩囩▼銆傜洰鍓嶏紝绮剧泭閫犺埞鐞嗚鍦ㄤ腑鍥介?鑸圭晫宸茶幏寰椾竴瀹氱▼搴︾殑璁ゅ彲锛屽悇閫犺埞浼佷笟鍧囦笉鍚岀▼搴﹀湴瀹炴柦浜嗙簿鐩婄敓浜с?鍚屾椂锛屼綔涓鸿埞鑸跺伐涓氬綊鍙ｈ鏀跨鐞嗛儴闂紝鍥介槻绉戝伐濮斾篃鍙峰彫鍚勯?鑸逛紒涓氬疄鏂界簿鐩婄敓浜э紝鎻愰珮鏁堢泭銆?br />聽聽聽 浣嗕粠绮剧泭鐢熶骇妯″紡鍦ㄦ垜鍥借埞鑸跺伐涓氬疄鏂借繃绋嬫潵鐪嬶紝浠嶅瓨鍦ㄥ涓嬩笁涓柟闈㈢殑闂:鍚勯?鑸逛紒涓氳櫧娑夊強绮剧泭鐢熶骇鐨勭浉鍏冲唴瀹癸紝浣嗕笉澶熺郴缁?鐮旂┒闃熶紞瓒嬩簬鑰佸寲锛屽紑鏀炬?涓嶅;鏀垮簻鐩稿叧鎶曞叆鏈夐檺锛岀簿鐩婇?鑸圭爺绌舵湁寰呮繁鍏ャ?
聽聽聽 鍦ㄦ鎯呭喌涓嬶紝鎴戝浗鑸硅埗宸ヤ笟瀹炴柦绮剧泭閫犺埞鐨勬帾鏂藉寘鎷?
聽聽聽 (1)瑕佺户缁櫄蹇冨涔犳棩鏈?鑸规ā寮忥紝涓嶄粎瑕佸涔犵簿鐩婇?鑸圭殑鈥滃舰鈥濓紝鏇磋寰楀叾鈥滅鈥濓紝杩欐柟闈㈡棭鏈熺殑骞胯埞鍥介檯浠ュ強鍗楅?涓繙宸濆磶鐨勫仛娉曞?寰楁晥浠?
聽聽聽 (2)娉ㄩ噸绮剧泭鐢熶骇鐞嗚鍦ㄨ埞鑸跺缓閫犲墠绔竴涓?綔涓氬垎瑙ｉ樁娈电殑搴旂敤锛屽鑸逛綋銆佹爾瑁呭拰娑傝涓夌浣滀笟鍒嗚В鐨勭敓浜ц妭鎷嶅繀椤绘弧瓒冲潎琛¤繛缁殑鍑嗘椂鐢熶骇;
聽聽聽 (3)娉ㄩ噸绮剧泭鐢熶骇鐞嗚鍦ㄨ溅闂村眰闈㈢殑璇曢獙锛岄?杩囦环鍊兼祦鍥鹃?鎷╁疄鏂藉璞★紝缁勫缓绮剧泭鐢熶骇瀹炴柦鍥㈤槦锛屽湪绮惧績鍑嗗鐨勫熀纭?笂锛屽椤圭洰杩涜鍏蜂綋瀹炴柦;
聽聽聽 (4)鍦ㄩ」鐩疄鏂藉悗锛屽缓绔嬬簿鐩婇?鑸圭淮鎸佸皬缁勶紝鍦ㄥ珐鍥烘垚鏁堢殑鍩虹涓婏紝鏈潃绮剧泭姹傜簿鐨勭簿绁烇紝鎺ㄨ繘鏂伴」鐩疄鏂姐?(鑸硅埗 绗?54鏈?2006骞?鏈?br />





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