World Class Manufacturing Model (2000-214)
- General Dynamics NASSCO
- General Dynamics Bath Iron Works
- Northrop Grumman Shipbuilding
- General Dynamics Electric Boat
- Todd Pacific Shipyards
- First Marine International
- Japan Technology Management Program
- Munro & Associates
- University of Washington
- University of Michigan
September 1999 - February 2001
NSRP ASE Investment: $1.3M
Industry Investment: $1.3M
Develop and implement an advanced manufacturing system for U.S. commercial and naval ship construction based upon world class shipbuilding and Lean manufacturing principles.
The World Class Manufacturing Model project, which completed the first of three phases, was funded to develop and describe an analytical approach to the development of a world class shipbuilding facility, capable of constructing vessels at internationally competitive performance rates. Spanning from the development of a business plan to the implementation of processes and resources, the project focus was to demonstrate a logical and sustainable approach that could be followed by existing U.S. commercial and naval shipbuilders to develop their facilities and processes to world class standards. A system engineering approach was utilized to begin developing and validating the selected model. GD NASSCO served as the test bed for implementations. The project team began by understanding how the world’s best shipbuilders became world class:
- Product standardization, process simplification and improved production control and management techniques.
- Increasing the levels in integrated automation.
- Executing plans within the framework of their business and social environment.
They then employed two key strategies for the successful implementation of technologies:
- Identification of enterprise constraints that limit performance improvements.
- Determination of the deployment priority and sequencing through the migration strategy.
Manufacturing plants provided the team with data to develop overall performance objectives for international competitiveness and target performance metrics. An industrial engineering time study analysis was completed in three steel production areas at GD NASSCO, providing the team with comparison data. Project team members also produced a generic world class shipyard model that describes the methodology for developing a U.S. shipyard capable of internationally competitive performance. Because this project ended prematurely, a follow-on project was funded by NSRP in June of 2001. The Lean Enterprise Model project was led by Atlantic Marine with several key players from the original project as participants. While these projects differed in scope, both focused on the lean transformation of the U.S. shipbuilding and repair industry.
Final Report – Approved for public release; distribution is unlimited