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Technology
Facilities
Management Competence
Work Organization
Work Practice
Worker Skill Level
Worker Motivation
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Productivity Measurements
General
Sales ($) per employee
Profit ($) per employee
Profit percentage per employee
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11
Structure
Machinery and Outfit
Naval Ship
Commercial Ship
% ManHrs
% Manhrs
30 300,000
55 110,000
70 700,000
45
90,000
12
13
14
15
16
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18
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20
21
22
23
24
25
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27
28
29
30
31
1978
13
12
7
2
1
2
1
1993/4
5
1
2
0
0
0
1
32
1978
8
70
4
1993/4
7
62
5
1978
US Foreign
2
4
6
7
5
5
1993/4
US Foreign
1
2
3
2
1
0
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LEVEL
1
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Technology Levels
PRACTICE
1960 shipbuilding practice - multiple berths,
small cranes, on-board outfitting after
launch, and manual operating systems
1970 shipbuilding practice modernized
facilities, fewer berths or a building dock
used, larger cranes, pre-outfitting, and some
computer based operating systems
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35
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Steelwork Production
Outfit Production
Other Pre-erection
Ship Construction & Outfit Installation
Layout & Environment
Amenities
Design, Drafting,Production Engineering & Lofting
Organization & Operating Systems
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A. Steelwork Production
B. Outfit Production
C. Other Pre-Erection
D. Ship construction
E. Layout & environment
G. Design, Drafting, etc.
H. Organization/ Operating
2.91
3.30
3.83
3.18
2.94
3.45
4.04
(.6)
(.4)
(.3)
(.8)
(.4)
(.9)
(.7)
3.46
3.75
4.06
3.98
3.31
4.33
4.67
OVERALL LEVEL
3.40
(.6)
4.00
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39
40
41
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44
45
46
47
48
16
19
27
46
19
19
28
43
56
51
105
32
22
20
36
20
22
22
34
29
39
31
49
50
51
Gross Tonnage
The International Gross Tonnage is given
by:
GT = K1 x V
Where K1 is a coefficient and V is the
molded volume of all enclosed spaces in
the Hull and Superstructure
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55
80
70
60
Germany
50
Korea
40
$20
00
/C
GT
30
$ f1
20
10
000
/C
GT
Denmark
1992
1995
Japan
Japan
0
0
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10
15
20
Cost per Man Hour (U.S. dollars)
25
30
56
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57
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Compensation Coefficient
10 to 18
8 to 14
7 to 12
2 to 4
3 to 5
2 to 4
1.5 to 2
60
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No. of
DWT
GT
Man Hours Delivered Delivered
MH/DWT
MH/GT
Japan
8.17
Korea
6.50
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Productivity Predictions
Country
Japan
Korea
Korea
USA
USA
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SS
TL
MH/CGT
1,200
16,000
6,000
6,000
800
4.5
4.0
4.0
3.7
3.3
6.5
42.5
24.6
32.6
16.0
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65
WORLD CLASS
High standards of business performance
Profitably meeting customers needs
Continuously improving
Design and build in quality from start
Seamless organization with flat structure
Employee involvement and commitment key to success
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US SHIPBUILDING SITUATION
US is not competitive with the world class shipyards
Most US shipbuilders acknowledge that there is a productivity
gap between US and best in the world to a factor ranging from 1.5
to 3
US delivery times are more than double best in the world
shipbuilders
Some US shipbuilders deny this and state it is all smoke and
mirrors involving hidden subsidies
US shipbuilding industry solution is politically oriented looking
for support from the government through protected domestic trade,
subsidies and build programs. Sealift ships is an example.
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70
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Productivity Benchmarks
Typical Production Manhours
SHIP TYPE
CGT
VLCC
37,500
Product Tanker 21,000
Bulk Carrier
31,200
Container Ship 35,000
Container Ship 19,500
Ferry
29,000
EUROPE JAPAN
1,200,000 1,000,000
475,000 400,000
643,000 465,000
765,000
434,000
1,200,000
72
80
70
60
Germany
50
Korea
40
$20
00
/C
GT
30
$ f1
20
10
000
/C
GT
Denmark
1992
1995
Japan
Japan
0
0
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10
15
20
Cost per Man Hour (U.S. dollars)
25
30
73
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75
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JAPAN
(9)18
(8)15
(9)
USA
(24)32
76
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SHIPBUILDER
INFLUENCED
COUNTRY
INFLUENCED
78
PROFITABLY
As already discussed measure that has been accepted by most
shipbuilding countries to compare shipbuilding productivity is
Manhours/CGT.
This can be made into a quasi-competitiveness metric by
multiplying the manhours by the shipyard labor rate in US dollars
or plotting the Productivity metric on a base of US dollars per
manhour.
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Competitiveness Equation
In Germany, V. Bertram has developed a
Competitiveness Equation, namely:
P x F x A (1+S) x X/K > 1
Where:
P = Productivity (CGT/Man Year)
F = Production Range (Personnel Cost/Total Cost
A = Attractiveness of Product (Market price/CGT)
S = Subsidy ratio
X = Exchange Rate
K = Cost position (Labor cost/Man Year)
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Competitiveness Summary
Technology is only one of many factors influencing
productivity, which in turn, is only one of many factors
influencing competitiveness.
Short design and build cycle time can only be achieved with a
corresponding high and continuous throughput.
There may be a shipyard throughput below which it is
impossible to be internationally competitive.
Experience in other successful shipbuilding countries suggest
that it may not be possible to achieve international commercial
shipbuilding competitiveness in a dual purpose shipyard.
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