Planning and Scheduling
55
10/15/98 1 MODERN SHIPBUILDING PRACTICE PRODUCTION PLANNING AND SCHEDULING PLANNING • Planning focuses on the future; what is to be accomplished and • how. • The planning function includes those managerial activities that • determine objectives for the future and the appropriate means for • achieving those objectives. • Planning occurs at all levels in an organization • The are three levels of planning, Strategic, Tactical and Detailed • (Operational). • Top management handles the Strategic Planning, Middle • management handles the Tactical Planning and the Detailed • Planning is handled at the lowest appropriate level in the • organization • Production planning is a mix of Tactical and Detailed planning
-
Upload
khangminh22 -
Category
Documents
-
view
0 -
download
0
Transcript of Planning and Scheduling
10/15/98 1
MODERN SHIPBUILDING PRACTICE
PRODUCTION PLANNING AND SCHEDULINGPLANNING• Planning focuses on the future; what is to be accomplished and• how.• The planning function includes those managerial activities that• determine objectives for the future and the appropriate means for• achieving those objectives.• Planning occurs at all levels in an organization• The are three levels of planning, Strategic, Tactical and Detailed• (Operational).• Top management handles the Strategic Planning, Middle• management handles the Tactical Planning and the Detailed• Planning is handled at the lowest appropriate level in the• organization• Production planning is a mix of Tactical and Detailed planning
10/15/98 2
10/15/98 3
10/15/98 4
10/15/98 5
MODERN SHIPBUILDING PRACTICE
PRODUCTION PLANNING AND SCHEDULING (Continued)SCHEDULING• Scheduling also focuses on the future, but on when the activities• must be performed.• Scheduling is sometimes considered a part of Planning.• Operating schedules start at the top of an organization in the form
of the integrating “MASTER SCHEDULE” and cascade downwardto each department, section, group and team.
• Operating schedules range from the simple to the complex, eachbeing suitable for specific applications. Point to point schedules aresuitable for tasks to be performed in sequence. Overlap or parallelschedules are suitable for tasks that must be performed at the sametime or portions of the same time. Finally, network schedules aresuitable for complex tasks where both sequence and overlapapproaches are needed.
.
10/15/98 6
10/15/98 7
MODERN SHIPBUILDING PRACTICE
PRODUCTION PLANNING AND SCHEDULING (Continued)SCHEDULING (Continued)
• PERT/CPM is the best known network scheduling approach
• A GANT Chart is a graphic scheduling technique. It can be usedfor the simple sequence or overlap tasks or be an outcome of thePERT system once the network has been developed. This isimportant because many people can follow the Gant Charts buthave trouble following the network chart.
10/15/98 8
10/15/98 9
10/15/98 10
10/15/98 11
10/15/98 12
10/15/98 13
10/15/98 14
10/15/98 15
10/15/98 16
10/15/98 17
10/15/98 18
10/15/98 19
10/15/98 20
10/15/98 21
10/15/98 22
10/15/98 23
10/15/98 24
MODERN SHIPBUILDING PRACTICE
PRODUCTION AND MATERIAL CONTROLPRODUCTION CONTROL• Production Control consists of the continuous adjustments which• are required to accomplish the plan and infers the existence of
(1)an information system by which the actual state of theactivities is compared to the planned state and(2) the existence of a feed back system by which adjustmentscan be made into the production planning stage
• Production Control depends upon processing adequate amountsof accurate and timely information regarding the current statusof the production plan; the work in process; inventories; human,facility and material resources; and requirements projections.
• Production Control begins with techniques for organizing andconceptualizing information about the plan and the currentstatus of events in pursuing the plan.
10/15/98 25
10/15/98 26
10/15/98 27
10/15/98 28
MODERN SHIPBUILDING PRACTICE
PRODUCTION AND MATERIAL CONTROL (Continued)PRODUCTION CONTROL (Continued)• In some shipyards, Production Control is responsible for the
issuance of the work packages and material release documents.If the shipyard Engineering Department does not prepare thetechnical documentation in a form that is directly usable by theProduction Department and the shipyard does not have aProduction Engineering Department, the Production ControlDepartment will need to prepare the work sketches that go withthe Work Packages.
• Tools used by Production Control include Inventory Modeling,Queuing Theory, Material & Resource Planning, andPERT/CPM
• Production Control and Material Control are so closelyintertwined that many companies combine them.
10/15/98 29
MODERN SHIPBUILDING PRACTICE
PRODUCTION AND MATERIAL CONTROL (Continued)MATERIAL CONTROL
• Material Control (MC) is often called Materials Management.
• MC starts with a Bill of Material for a given product, usuallydeveloped by Engineering and manipulated by ProductionPlanning to sort into required sequencing and delivery dates.
• MC then involves procuring, receiving, wharehousing, handling,delivering within the shipyard, plus all the informationmanagement required for the successful operation of all theabove activities.
• MC tools include inventory control and Material RequirementsPlanning, sometimes referred to as MRPI.
10/15/98 30
MODERN SHIPBUILDING PRACTICE
PRODUCTION AND MATERIAL CONTROL (Continued)MATERIAL CONTROL (Continued)
• Very few U.S. shipyards use the MC system described in thehandout. They prefer to use MRPI or MRPII (Material andResource Planning) systems.
• Again, Material Control and Production Control are so closelyintertwined that many companies combine them, especially ifthey use MRPII which can handle both in an integrated database.
10/15/98 31
10/15/98 32
10/15/98 33
10/15/98 34
10/15/98 35
10/15/98 36
10/15/98 37
10/15/98 38
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH• The Build Strategy is a corner of the shipyard business triangle.• The other corners are its Business Plan and its Shipbuilding
Policy.• The business plan should set the vision for the immediate future.• The shipbuilding policy develops the business plan into the• preferred way the shipyard wants to achieve the business plan.
It covers use of facilities, how the different types of ships in itsselected product range will be built, including their blockbreakdown and zone definition, and the processes to be used fordesign, purchasing, production and testing.
• In addition, the SP identifies productivity targets and futureimprovement plans.
• The SP also includes the shipyard’s Product-oriented WorkBreakdown Structure.
10/15/98 39
Relationship of Business Plan, ShipbuildingPolicy and Build Strategy
Sales/Marketing Policy
Vessel Build Strategy
Application ofpolicy to particular
contract
Shipbuilding PolicyInterpretation of business plan into policy incorporating best practice
Human Relation& Training Policy
Accounting& Budgetary
Control Policy
Company Business Plan
Product RangeShip Definition Ship Production Production
FacilitiesPlanning &
ControlSystems
• Capacity• Capability
• ControlInformation outputs
• MethodsDefinition
• Quality Procedures
• Product WorkBreakdownStructure
• Methods• Procedures• Outputs
10/15/98 40
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH
The Business Plan sets a series of targets for the technical
and production part of an organization.
To meet these targets, a set of decisions is required on:
• facilities development,
• productivity targets,
• production organization and methods,
• planning and contract procedures,
• make-buy and subcontractor policy, and
• technical and production organization.
10/15/98 41
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH
The Shipbuilding Policy is developed from a company’s
Business Plan, and includes such topics as:
• the product range which the shipyard aims to build,
• shipyard capacity and targeted output,
• targets for costs, and
• pricing policy.
10/15/98 42
10/15/98 43
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH (Continued)• The Build Strategy applies the shipbuilding policy to a specific
ship type and size.• A Build Strategy is an agreed design, material management,
production and testing plan, prepared before any work starts,with the aim of identifying and integrating all necessaryprocesses.
• While the scope of the SP requires that it be developed utilizingConcurrent Engineering approach, that is by a cross-functionalteam with members from all departments in a shipyard, itsdevelopment negates the need for CE.
• The contents of the Shipbuilding Policy and Build Strategy havebeen well documented.
10/15/98 44
10/15/98 45
10/15/98 46
10/15/98 47
10/15/98 48
10/15/98 49
10/15/98 50
10/15/98 51
10/15/98 52
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH (Continued)
• World class shipyards do not necessarily use the Build Strategyapproach but they have systems in place that perform the samefunctions.
• U.S. shipyards should use the approach as it can assist them tobetter plan, communicate and perform their work. Workorganization is where U.S. shipyards are weak, compared toworld class shipbuilders.
10/15/98 53
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH (Continued)ELEMENTS OF SHIPBUILDING POLICY
POLICY OVERVIEWPolicy Based on Business Plan ObjectivesSets Objectives for Lower Levels
CURRENT PRACTICEExisting Standards"Last Best" PracticeProcedures to be Applied to Next Contract
PRODUCTIVITY ACTION PLANCovers Next Twelve MonthsPlans Improvements in Specific AreasIs a Set of Projects
FUTURE PRACTICEDeveloped from Current PracticeIncorporates Outcome of Action PlanProcedures to be Applied to Future Contracts
LONG TERM DEVELOPMENT PLANCovers Facilities DevelopmentCovers a Five Year Period
10/15/98 54
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH (Continued)ELEMENTS OF SHIPBUILDING POLICY
POLICY OVERVIEWPolicy Based on Business Plan ObjectivesSets Objectives for Lower Levels
CURRENT PRACTICEExisting Standards"Last Best" PracticeProcedures to be Applied to Next Contract
PRODUCTIVITY ACTION PLANCovers Next Twelve MonthsPlans Improvements in Specific AreasIs a Set of Projects
FUTURE PRACTICEDeveloped from Current PracticeIncorporates Outcome of Action PlanProcedures to be Applied to Future Contracts
LONG TERM DEVELOPMENT PLANCovers Facilities DevelopmentCovers a Five Year Period
10/15/98 55
MODERN SHIPBUILDING PRACTICE
BUILD STRATEGY APPROACH (Continued)
TYPICAL LIST OF CONTENTS IN A DETAILED SHIPBUILDING POLICY DOCUMENT
1.0 OVERVIEW1.1 Objectives1.2 Purpose and Scope1.3 Structure
2.0 PRODUCT RANGE2.1 Product Definition2.2 Outline Build Methods
3.0 OVERALL PHILOSOPHY3.1 Outline3.2 Planned Changes and Developments3.3 Related Documents3.4 Work Breakdown Structure3.5 Coding3.6 Technical Information3.7 Workstations3.8 Standards3.9 Accuracy Control
