Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan - Dec 2014
8. FIT AND ASSEMBLY INFORMATION (STEP 8)
A huge cause for lost time and is lack of understanding or confusion on any aspect of the build process. This has the effect of using management time and stopping production whilst a decision is made. As such the effective dissemination of technical information is of vital importance.
All Drawings and models can be put on iPad or similar tablet
device using the e viewer application. This
allows your whole vessel build to be on one device without having to refer to main computer. Ideal when on site for quick reference.
Features that are available are;
• General assembly • Dimension check • BOM check • Exploded view •
Section view
• Rotatable 3D viewing
• Detail drawings
• Assembly drawings • Build sequence.
There are numerous features that will allow the project leader to ensure fast communication. As they say” a picture is worth a thousand words”. The additional benefit is that the face time or skype facility can be used to show the designers and issues that may have been encountered and give immediate solutions without holding up production. This feature can also be used for monitoring progress without leaving the design office, and this is especially relevant where the vessel is being made in a distant location. Visibility and solution of issue can save on travelling and human resource down time whilst travelling.
9. CONCLUSION
This paper has demonstrated holistic methodology for the use of digital technology and modularity to reduce build time and cost, in line with techniques used by other industries. Whilst DFM/A has been traditionally linked with medium to large batch production the introduction of technology has allowed single capital projects to take advantage of the DFM , modularity and the cost reduction. The paper has addressed the requirements for a tight specification and analysis of strategic and competitive advantages to ensure that all stakeholders’ requirements are met leading to
a
successful product with legacy use. Without this solid foundation any design work in reducing cost would be a wasted activity and at worst explains how the competition will force UK boat builders out of the
©2014: The Royal Institution of Naval Architects 3.
4. 5.
6.
market as eventual consolidation occurs shown by the product life cycle curves. The central sections have detailed the rigor that needs to be undertaken to ensure that the Vessel design becomes a viable financial proposition. The formalized methodology of gaining the specification and future state not only gives
a solid foundation for the design
process but also a sound business plan for banks or investors who would want to secure their investment over the period of the finance. As such this degree of detail should be used when trying to raise finance and spread risk in the business plan. When considering the fleet strategy the consideration should be made that a company with 1 vessel is more likely to fail than a company with larger number of vessels thus reducing the risk. The paper concludes by showing the reader how by Naval Architects, Boat yards and fit out companies working together to implement the DFM process with digital
much as 30%. By the adoption of new production methods, design and cost control
contract to
technology can reduce production costs by as the boat building
industry will be able to compete and flourish in an increasing global market which will come under greater cost and price pressure. Unless it does then the boat building industry in the UK will be
supplying individual niche vessels, with the bulk of the volume vessels going to lower cost countries where modern manufacturing techniques are implemented. Like so many British industries these will not return, but the UK boat building industry is at a pivotal point where it will become world leaders if it takes the opportunity of changing.
10. 1.
2. REFERENCES
SIDWELL, K C; JONES, P V (1997). The world of Rome: an introduction to Roman culture. Cambridge University Press. p. 16. ISBN 0-521-38600-4.
DAVILA, A., EPSTEIN, M. J. and SHELTON, R., Making Innovation Work: How to Manage It, Measure It, and Profit From It, Wharton School Publishing, 2005, ISBN 0-13-149786-3),
COHEN, S., and Joseph ROUSSEL, J., Strategic Supply Chain Management: The Five Disciplines for Top Performance, by McGraw-Hill, 2004, ISBN 0-07-143217-5), Strategic IT Portfolio Management (2005),
Next Generation Product Development: How to Increase Productivity, Cut Costs, and Reduce Cycle Times (McGraw-Hill, 2004),
MCGRATH, M E., Setting the PACE in Product Development: A Guide to Product And Cycle-time Excellence, Butterworth- Heinemann, rev. ed. 1996, ISBN 978-0-7506- 9789-7).
7. BURCHILL G., and BRODIE, C. H., Voices into Choices: Acting on the Voice of the
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