Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan - Dec 2014


•Economies of scale •Total cost measurements •Supply chain simplification •Purchasing leverage •Establish vendor partnerships


•Total cost measurement to support reduction activities •Design for Flexibility •Quick fit Modularity •Last point configuration


•Design for Performance •Weight reduction


•Design for Life time cost •


2.3 Design for end of use and recyclability CHANGE MANAGEMENT


No organization likes change and prefers to maintain the status quo, few organizations can survive in a competitive market without adjusting the way they go about business and the adoption of new technology. There are a few examples that prove this wrong, but they tend to be heritage brands and small niche markets such as Morgan sports cars where their production methods are part of the brand appeal.


Change is never easy and unless there is total


commitment and desire to change from the Directors then the change will be doomed to fail. As vessel production is at the moment the decision of fitting out the vessel and the techniques needs to be taken away from the vessel build stage and transferred to the drawing board before the keel is laid. This activity in its self is difficult to manage since it is, on the surface, devaluing the skill and knowledge of the boat builders. This reluctance to change can be overcome by training and involvement of staff in the overall plan and the techniques, and whilst not being an easy process once achieved can render a self-motivated culture and the results often can be spectacular. [6, 7 & 17] A good example of this is the Japanese car plants in the UK that produce the best quality cars in the world and the most productive. This is not primarily down to the equipment and


facilities but more so the


management, a highly continuous


vision of senior trained workforce and a improvement manufacturing system.


Unless boat yards adopt this change they will be at risk of failure and loose out to Foreign yards whom are adopting these techniques. British Industry is littered with examples, but for the UK boat building industry to succeed it needs to change if it is to survive and flourish.


2.4 DFM INFLUENCE ON COST, CASH FLOW AND PRODUCT LIFE CYCLE


In section 2.1 it was shown that by design for


manufacture 80% of the costs could be influenced and controlled at the design stage. Over the last few years


©2014: The Royal Institution of Naval Architects Figure2.2 DFM influence on cost and cash flow


The reason for this decline is explained by figure 2.2. Due to the lack of DFM the cost of development and manufacture of the vessel creates negative cash flow [12, 15 & 20].


In effect with the wide variety of


designs each vessel is a prototype and results in a loss at the end of production and vessel release (A Figure 2.2) ordinarily the second or third vessel of the same design would recover these losses and create a net revenue (B Figure 2.2).


However; second or third vessels of the same design rarely transpire thus allowing the net revenue profit point to be reached. What happens in reality is that yards have 2 unique designs going through production, followed by further unique and prototype effective vessels. At the release of each vessel (C) there is a negative cash flow (D). With multiple new vessels, as described, these losses are covered by the deposit from new vessel signings and this perpetuates until the scrolled forward losses cannot be sustained any further. This is in effect a Ponzi type scheme where deposits from new vessels are being used to cover previous losses, and is unsustainable until the whole structure collapses.


However, this situation can be eliminated by


controlling the 80% cost at design stage and using modularity and DFM to change the shapes of the curve (E) and reduce or eliminate the negative cash flow by bringing forward the release date in line with stage payments (F). As such the failure rate is causing finance companies to be


rightfully cautious when


considering finance and this is restricting the growth. However; a boat builder that can prove to be operating to the highest levels of control will give confidence and find it easier to release capital.


in the UK out of 10 WFSV builders 5 have gone bust, 2 have been rescued with only 3 maintaining business as normal.


In basic terms 70% of the UK productive capacity has or will no longer exist.


C-123


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148  |  Page 149  |  Page 150  |  Page 151  |  Page 152  |  Page 153  |  Page 154  |  Page 155  |  Page 156  |  Page 157  |  Page 158  |  Page 159  |  Page 160  |  Page 161  |  Page 162  |  Page 163  |  Page 164  |  Page 165  |  Page 166  |  Page 167  |  Page 168  |  Page 169  |  Page 170  |  Page 171  |  Page 172  |  Page 173  |  Page 174  |  Page 175  |  Page 176  |  Page 177  |  Page 178  |  Page 179  |  Page 180  |  Page 181  |  Page 182  |  Page 183  |  Page 184  |  Page 185  |  Page 186  |  Page 187  |  Page 188