This paper addresses the problem of establishing meaningful work order labor budgets for use in a shipyard pipe fabrication shop. Two methods are described for developing planning or scheduling standards. The first builds upon an existing base of detailed fabrication labor standards, which may be engineered standards or measured standards. The second uses sampling and statistical analysis to develop the planning or scheduling standards in situations where there are no existing labor standards. The first approach was applied in a seven month pilot project sponsored by the Maritime Administration through the Ship Producability Research Program. The procedures and results of this pilot project are described. The primary result was a fifty percent increase in the perceived capacity of the shop, with no additional investment in equipment or labor.

NAVSEA's ongoing efforts to improve, standardize and integrate shipyard process instructions are outlined. This plan, will combine the best features of various DOD, Navy and Private programs including for example: (1) the navy technical information presentation programs, (2) DOD computer aided time standards, (3) Navshipyd/Ordnance Station EM & S automated support (NEAS), (4) the Carnegie Mellon/USS CARL VINSON CUN 70 ZOG program, (5) shipboard nontactical ADP system (SNAP), (6) NAVSHIPYD Norfolk - work planning and control systems - PROMPT, and (7) technical repair standards (TRS) program. Specific aspects of these programs will be discussed including computer aided authoring, group technology, and common vocabularies, and a status report of these efforts as well as future plans will be provided.

Planning Research Corporation has been working with the U.S. Navy for the past 2 years in providing a unique production management system for Navy Intermediate Maintenance Activities (IMAs). This system, successfully adapted from commercially proved techniques and underpinned by engineered labor performance standards, is in use at the Shore Intermediate Maintenance Activities (SIMA) Norfolk, Virginia and Mayport, Florida. Additionally, implementation of the system is underway on an incremental basis at SIMA, San Diego, California. The engineered labor performance standards, developed as Engineered Time Values (E.T.V.), provide a means to accurately plan, schedule and progress work, to exercise production control on a real-time basis and to analyze factors affecting productivity in order to effect remedial action. A key feature of the Engineered Time Values (ETV) System is the Productivity Management Information Component (PMIC) which supports these functions through the use of interactive computer equipment. 197 In the planning function, ETV information resident in the PMIC is accessed by the assigned planner using a visual display terminal. The planner selects.

This paper addresses the key functions of a closed-loop production and inventory, and planning control system generally applicable to the shipbuilding industry. A key feature of the shipbuilding closed-loop system is the application of made-to-order concepts not generally used in production and inventory planning, and control systems for other industries. The use of modular packaged software to make the system operational on a timely step-by-step basis are explored. Special considerations for tailoring the software to satisfy general shipbuilding requirements are reviewed. A summary of the potential benefits of a closed-loop system (i.e., "what if" planning) is also included.

Ishikawajima-Harima Heavy Industries/IHI-Marine Technology is developing a long-range plan for the U.S. shipbuilding standards program under a subcontract with Bath Iron Works Corporation acting in its capacity as manager of the Ship Producibility Program. Primary emphasis of the long-range plan is directed at near term (2 to 3 year) priorities to achieve maximum benefits at both industry and individual shipyards levels. Secondary emphasis is aimed at developing midterm (5 to 7 year) and long-term (10 to 20 year) goals to serve as planning guidelines for ongoing efforts. The basic goals and objectives of the U.S. shipbuilding standards program long-range plan are summarized. Included are such examples as the need to reduce design and engineering cycle time costs, the need to shorten manufacturing lead times for critical materials, and the desirability of implementing outfit unit construction and accuracy control concepts. The recommended organizational infrastructure for standards development is addressed, and appropriate divisions of responsibility among ASTM Committee F-25 on standards, SNAME Panel SP-6 on standards and specifications, the government, shipbuilders, regulatory agencies, supporting industries and other concerned parties are discussed.

Following the premise of engineering standards, Standard planning Modules represent production work package arrangements which are predefined to simplify the creation of planning networks at the central planning level. The approach centers around the notion that a vast majority of production activities can be established without the aid of available, detailed engineering. The creation of workpackages under this approach is dependent solely upon historical production performance, adaptation of work from previous vessels of the same class, specific details provided by the vessel's specification, and general arrangement engineering drawings. Final production schedules, at the workpackage level, become a derivative of the planning schedule as detailed information becomes available from engineering, material procurement, and other sources. The nature of planning a ship's construction has historically dictated that most, if not all, of the ship's details be known. Working from production drawings, Planning generates the varied labor workpackages necessary to support the fabrication and installation of steel and systems, Since Planning waits for such detail to be available, the timing of the production schedule development tends to occur immediately before those schedules are needed by the yard. In fact, a common complaint of many shipyards is that the production schedules are often published after preliminary construction has begun, normally in the form of steel cutting and substructure assemblies.

Proceedings of the REAPS Technical Symposium. Paper No. 12: Network Scheduling of Shipyard Production, Engineering, and Material Procurement.