Ship product modelling

This paper is a fundamental review of ship product modeling techniques with a focus on determining the state of the art, to identify any shortcomings and propose future directions. The review addresses ship product data representations, product modeling techniques and integration issues, and life phase issues. The most significant development has been the construction of the ship Standard for the Exchange of Product Data (STEP) application protocols. However, difficulty has been observed with respect to the general uptake of the standards, in particular with the application to legacy systems, often resulting in embellishments to the standards and limiting the ability to further exchange the product data. The EXPRESS modeling language is increasingly being superseded by the extensible mark-up language (XML) as a method to map the STEP data, due to its wider support throughout the information technology industry and its more obvious structure and hierarchy. The associated XML files are, however, larger than those produced using the EXPRESS language and make further demands on the already considerable storage required for the ship product model. Seamless integration between legacy applications appears to be difficult to achieve using the current technologies, which often rely on manual interaction for the translation of files. The paper concludes with a discussion of future directions that aim to either solve or alleviate these issues

TOWARD SHIPBUILDING 4.0 - AN INDUSTRY 4.0 CHANGING THE FACE OF THE SHIPBUILDING INDUSTRY

The Shipbuilding 4.0 at the principles of the Industry 4.0 will transform the design, manufacturing, operation, shipping, services, production systems, maintenance and value chains in the all aspects of the shipbuilding industry. Over the last few years, the fourth industrial revolution has spread in almost all industries. The whole world is talking about Industry 4.0 which has increased implication in the manufacturing process and the future of the work. The impact of the Shipbuilding 4.0 will be significant. In the past, shipbuilding industry where continuously improved with new machines, software and new implemented organizational restructuring. In today shipbuilding industry, there are three main problems that are considered; production efficiency, the ship safety, cost efficiency and energy conservation and environmental protection. In order to create new value, the ship must become a Smart Ship capable of “thinking”, and to be produced in Smart Shipbuilding Process. The aim of this article is a review of the present academic and industrial progress of this new industrial revolution wave in the shipbuilding sector called Shipbuilding 4.0 (Shipping 4.0, Maritime 4.0, Shipyard 4.0). Reviewed publications were analyzed different topics and level of improvements in the industrial aspects of the society. The implementation of the Shipbuilding 4.0 in the shipbuilding industry, presents the future, creating new value in the process, creating new demands with reduction in production and operational cost while increasing production efficiency

Vistazo general del modelo de Astillero 4.0 de Navantia

Navantia finished the analysis of the concept Industry 4.0 in 2016 and its application to the naval shipbuilding industry, referred to herein as Shipyard 4.0. The implementation process has begun with several projects that involved various technologies. In order to incorporate them in the new project, for naval vessels and systems, special focus has been put in the future F-110 frigate.This document aims to provide an overview of the Shipyard 4.0 model and a brief discussion regarding the projects launched for its implementation in Navantia. The initiative 4.0 is a key development vector across all the industrial sectors in the future and its expected outcomes match the ones established by the Government of Colombia in its “Plan de Transformación Industrial” (Plan of Industrial Transformation). In this context, the new frigate program (PES) is a unique opportunity to engage the local industry, in which Navantia offers its willingness to cooperate.Navantia finalizó el análisis del concepto Industria 4.0 en 2016 y su aplicación a la industria de la construcción naval, denominada Astillero 4.0. El proceso de implementación ha comenzado con algunos proyectos que involucraron varias tecnologías. Para incorporarlos al nuevo proyecto para buques y sistemas navales, se ha puesto especial énfasis en la futura fragata F-110.Este documento tiene como objetivo proporcionar una visión general del modelo Astillero 4.0 y una breve discusión sobre los proyectos lanzados para su implementación en Navantia. La iniciativa 4.0 es un vector de desarrollo clave para todos los sectores industriales en el futuro y sus resultados esperados coinciden con los establecidos por el Gobierno de Colombia en su "Plan de Transformación Industrial".  En este contexto, el nuevo programa de fragata (PES) es una oportunidad única para involucrar a la industria local, en la cual Navantia ofrece su disposición a cooperar

Shipbuilding 4.0 Index Approaching Supply Chain

The shipbuilding industry shows a special interest in adapting to the changes proposed by the industry 4.0. This article bets on the development of an index that indicates the current situation considering that supply chain is a key factor in any type of change, and at the same time it serves as a control tool in the implementation of improvements. The proposed indices provide a first definition of the paradigm or paradigms that best fit the supply chain in order to improve its sustainability and a second definition, regarding the key enabling technologies for Industry 4.0. The values obtained put shipbuilding on the road to industry 4.0 while suggesting categorized planning of technologies

Trends of Digital Transformation in the Shipbuilding Sector

The new paradigms of Industry 4.0 force all the industrial sectors to face a deep digital transformation in order to be on the edge in a competitive and globalized scenario. Following this trend, the shipbuilding industry has to establish its own path to adapt itself to the digital era. This chapter aims to explore this challenge and give an outlook on the multiple transformative technologies that are involved. For that reason, a case of study is presented as a starting point, in which the digital technologies that can be applied are easily recognized. A social network analysis (SNA) is developed among these key enabling technologies (KETs), in order to stress their correlations and links. As a result, artificial intelligence (AI) can be highlighted as a support to the other technologies, such as vertical integration of naval production systems (e.g., connectivity, Internet of things, collaborative robotics, etc.), horizontal integration of value networks (e.g., cybersecurity, diversification, etc.), and life cycle reengineering (e.g., drones, 3D printing (3DP), virtual and augmented reality, remote sensing networks, robotics, etc.)

IMPROVABILITY OF THE FABRICATION LINE IN A SHIPYARD

The ship production process is a complex manufacturing system involving numerous working stations mutually interconnected by transport devices and buffers. Such a production system can be efficiently modeled using the stochastic system approach and Markov chains. Once formulated, the mathematical model enables analysis of the governing production system properties like the production rate, work-in-process, and probabilities of machine blockage and starvation that govern the production system bottleneck identification and its continuous improvement. Although the continuous improvement of the production system is a well-known issue, it is usually based on managerial intuition or more complex discrete event simulation yielding sub-optimal results. Therefore, a semi-analytical procedure for the improvability analysis using the Markov chain framework is presented in this paper in the case of the shipyard’s fabrication lines. Potential benefits for the shipyards are pointed out as the main gain of the improvability analysis

A novel approach for planning of shipbuilding processes

Shipbuilding is acknowledged as an uncertain, complex, and unique industrial effort that yields massive products consisting of numerous parts and is vulnerable to unexpected events. The industry is also dominated by customer requirements through designs tailor-made for a specific ship. Planning in shipbuilding is therefore considered a formidable process. Consequently, many studies have been conducted to develop a planning framework for the industry to efficiently handle planning process. Yet none of these studies are deemed substantial enough to be regarded as holistic, straightforward, well-accepted, and compatible with the nature of shipbuilding. This study is therefore an important contribution by presenting a novel, hybrid, and integrated general-purpose planning framework applicable to all shipbuilding processes. The novel method exploits historical ship construction scheduling data, synthesizing hierarchical planning, dynamic scheduling, and discrete-event simulation, which is validated through an empirical study in this paper

Literature review on shipyard productivity in Indonesia

The shipyard industry plays an important role in supporting fishing activities and efforts to fulfill animal protein for humans. It is an industry that has an orientation to produce a product in the form of a ship. There are two types of shipyards, which are offshore buildings and floating buildings - both are used to build new ships and repair old ships. Based on the level of technology used by the shipyard industry, it is divided into modern, traditional, and semi-modern shipyards. Its productivity can see the advantages and disadvantages of a shipyard to ensure this industry remains to exist. Several factors need to be taken into account to increase the shipyard productivity, including land or location, human resources, technology, and materials.Keywords:ProductivityShipyardTechnolog

TRANSFORMATION OF ADVANCED CONTRACT TYPES FOR THE SHIPBUILDING INDUSTRY WITH RISK ANALYSIS

Many shipyards today contract vessels based on the traditional Lump Sum Fixed Price (LSFP) contract. Even though the construction of vessels from contract to delivery lasts from a year to longer, there are limited mechanisms available to mitigate for risk during the project evolution, especially in the case of prototype vessels, which are being built by the shipyard for the first time and include much uncertainty with regards to project drawings, detailed material lists and man-hours. Shipbuilding is definitely a large engineering construction project (LECP). Therefore it is logical to analyse how LECPs are contracted and managed in other industries which successfully minimize contract risk and constantly ensure profit in its business. In this paper two new shipbuilding-contracting models are presented and applied in a generic case study of contracting the newbuilding of a prototype vessel. The Cost Plus Incentive Fee (CPIF) and the Cost Plus Fixed Fee (CPFF) contract models are demonstrated as improving the contracting process while yielding positive results for production, both in relation to the core capabilities of the shipyard as well as the sub-contracted activities in vessel production. Likewise a product work breakdown structure PWBS is shown as the model for shipyard business that very well complements the advanced contracting models. Finally a new contract risk analysis method using Monte Carlo simulation is developed to demonstrate how to practically analyse and compare the contracting methods in a case study so that shipyard management could choose the contracting model with the least amount of risk

A Continuous Process Improvement Application in Shipbuilding

There is hard competitive environment in production industry and shipyards have a lot of competitors. Under these circumstances, the process improvement operations are very signifi cant in shipbuilding industry. In recent years, shipyards have been attempting to improve their processes by investigating their current production system so that they can keep their competitive power in global extent. Shipyards seek to decrease the cycle time of the interim products in order to increase the annual production capacity and the market share of the shipyard. In order to do this, shipyards have to analyze their own production system and perform some improvements on the current production system. In this study, the process improvement model is presented. The process improvement model consists of the continuous improvement method, OPT (Optimized Production Technology), and simulation. The phases in the model were implemented for a double bottom block of a container ship. As a result, by doing some improvements on the current production system, the cycle time of the double bottom block was shortened. The rate of the improvement of the cycle time is about 100% in theory. The results of the study are discussed in the fi nal section