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CONTENTS
S No.
Description
1.
Introduction
2.
3.
Construction Milestones
4.
Block Allocation
5.
Group Technology
6.
Build Progress
7.
Build Strategy
12.
References
Introduction
1.
For a country like UK, an island, despite all the advances in technology and
being a significant player on the global stage with peacetime, wartime and
humanitarian responsibilities. Its to disregard the power that a statement of intent
makes, the engineering achievements of modern day British shipbuilders and the
long-term benefit that comes with protecting the waters that Britain depends on for
its prosperity, resources and raw materials.
3.
The history of combining naval might with airborne capability is long and
fascinating. From the earliest recorded instance in 1806, where the Royal Navy
used kites deployed from HMS Pallas to spread anti Napoleonic leaflets over
France, the journey to the modern day aircraft carrier is one where necessity and
ingenuity push the boundaries of technology.
4.
At the same time, the name HMS Queen Elizabeth carries a distinguished
heritage. The current ship is only the second one to bear that moniker. Its
predecessor fought many well known campaigns. But the highlight of her career
came in 1918 when Admiral Beatty accepted the German fleets surrender on board
the ship. At the time, she was docked in Rosyth just half a mile from where the
new HMS Queen Elizabeth is currently being built. It is indeed a fitting way to
connect the glory of the past with the hope for the future.
5.
Currently being built at shipyards around the country, HMS Queen Elizabeth
and Prince of Wales are the future flagships of the nation. Initially the ships will carry
helicopters. The vast flight deck and hangar can accommodate any helicopter in
Britains military inventory. From 2020, however, it will be an abode for the F35
Lightning II, the worlds most advanced stealth fighter-bomber.
The first ship, HMS Queen Elizabeth was named on 4 July 2014, with her
The builders of this magnificent project called The Aircraft Alliance (ACA) has
four members- Three industrial (Babcock Marine, BAE Systems, Thales UK) and
the 4th is the UKs Ministry of Defence (acting as both member and customer).
8.
9.
Aircraft
(a)
284m
73m
39m
56m
36m
65600 tonnes
25 knots
1600 (company and aircrew)
Up to 10000nm
CODLAG
to
be
borne
aboard
are:
unit
cost
(c)
(USD$21
(USD$35
million),
top
speed
(196mph
or
315km/h)
million)
(d)
(Over-the-Horizon-Targeting),
also
for
Tactical
Control
and
rate
4,500
rounds/min
(75
rounds/sec)
and
1,325mill to BVT Surface Fleet (BAE and VT Group joint venture) for
(c)
675mill
to
Babcock
assembly/completion at Rosyth.
Marine
for
the
bow
section/final
(d)
(e)
additional contracts for the steel, diesel generators, aircraft lifts, key
electronics.
CONSTRUCTION MILESTONES
14.
Queen Elizabeth aircraft carrier is being built in (or rather assembled from) 9
huge sections (construction work is done at 6 different shipbuilding yards around the
UK Rosyth, Portsmouth, Govan, Devon, Tyne and Wear, Birkenhead), then parts
are transported onto sea-going barges to the Rosyths shipyard Babcock (dry-dock
No1) to be welded together. Similar method is being used to build the newest
largest cruise ships as well. Rosyth is located north of Edinburgh, its dry-dock 1
was specially-extended to fit the Royal Navy Future Aircraft Carrier (CVF) the
docks entrance was enlarged, dredging is also under way at Portsmouth (their
home base) to make the existing channel deeper and wider.
15.
January 29, 2013 - the 1st of 2 giant gas turbine engines has been
moved on to the ship its simply the most powerful gas turbine installed on
a ship ever.
(b)
(fully outfitted and painted, weight 680 tonnes) left Portsmouth on a barge
bound for Rosyth, Scotland (a 600-ml voyage). This section alone has
37ml/60km of cables and 3101 pipes inside, and it took 16 months to build.
(c)
April 15, 2013 - Block SP08 aft lifted & fitted (Rosyth).
Block Allocation
16. The hull is called as Super Block 03 and is divided into 09 huge blocks.
17.
Group Technology
17.
The start of World War II in 1939 and its growth in 1940 produced an
industrial revolution in the shipbuilding business that led to one of the most amazing
shipbuilding expansions.
18.
with production lines even while producing many different subassemblies in varying
quantities. These subassemblies or modules are pre fabricated away from the
shipbuilding ways and later assembled and launched.
19.
of all facets of company operations in order to bring the benefits of mass production
to hig variety, mixed quantity production.
20.
trades would have to work simultaneously along with proper integration of the
systems.
21.
This creates an uniform and co-ordinated work flows which is best described
The subdivision by ships functional systems is good for early design and
estimating but very inefficient for planning, scheduling and the execution of
construction. This leads to poor coordination of work and the lack of control of
material, manhours and schedules.
23.
24.
System and zone product aspects divide the ship into planned manageable
parcels while area and stage product aspects divide the work process from material
procurement to completion of ship construction.
25.
Zone oriented scheduling controls flow of work on the various process lanes
in order to complete interim products as they are needed. Schedules for the same
have been clearly shown in the flow chart below.
26.
outfitting to on- block outfitting. Emphasis is placed on the on- unit outfitting
independent of hull structural zones because on- outfitting is the primary means of
shortening the durations required for both outfittings.
28.
IHOP utilizes zone- oriented scheduling to control and co-ordinate the flow of
Build Strategy
29.
34.
engineering departments set the strategy for construction and the production
department controls the details of construction
35.
To develop and execute the integrated production plan a co- located multi-
functional outfit planning team with members from the planning, engineering and
production departments. This team would accomplish the following:
(a)
(b)
Review the approach for each individual ships specific problems such
is consistent. It has four main components: quality planning, quality control, quality
assurance and quality improvement.[1] Quality management is focused not only on
product and service quality, but also on the means to achieve it. Quality
management, therefore, uses quality assurance and control of processes as well as
products to achieve more consistent quality.
The basic elements of TQM, as expounded by the American Society for Quality
Control, are 1) policy, planning, and administration; 2) product design and design
change control; 3) control of purchased material; 4) production quality control; 5)
user contact and field performance; 6) corrective action; and 7) employee selection,
training, and motivation.
37.
Milestone Scheduling
Milestones are a tool used in project management to mark specific points along a
project timeline. These points may signal anchors such as a project start and end
date, a need for external review or input and budget checks, among others. In many
instances, milestones do not impact project duration. Instead, they focus on major
progress points that must be reached to achieve success.
1.
Milestones are frequently used to monitor the progress, but there are limitations to
their effectiveness. They usually show progress only on the critical path, and ignore
non-critical activities. It is common for resources to be moved from non-critical
activities to critical activities to ensure that milestones are met. This gives the
impression that the project is on schedule when actually some activities are being
ignored.
Milestones are like dashboard reviews of a project. Number of activities which
were planned at the beginning of the project with their individual timelines are
reviewed for their status. It also gives an opportunity to check the health of the
project.
project milestones are scheduling and status devices, used as "yardsticks" to
measure progress throughout the project lifecycle