optimization of hull painting jobs
TRANSCRIPT
1
Optimization of Hull Painting jobs
Table of contents
III
IV
II
Outline of Theme I
2
V
VI
Detailed content of each subject
Deducting subjects
KPI monitoring
Plan Afterward
Prompt actions
I Outline of theme
Theme’s Scope 1
2
3
4
Driving Background
Target
Organization
5 Progress
Table of contents
3
1. Theme Scope
Erection Team
Accommodation Team
Outfitting Team surface
preparation painting
Our Project Scope is to optimize Hull Painting activity (P/E, Dock, Quay area), but also to increase accuracy of pre-processes which generate rework for painting.
OWNER
Internal L/T standard for main areas
Owner satisfaction
Generate rework
☞
Electrical Team
Block Painting Team
Preoutfitting Team
inspection
HULL PAINTING PROCESS
PRE-PROCESS
Development & monitoring middle schedule for dock
and quay area
4
Support Team
Assembly Team
2. Driving Background – Rework
5
55%
10%
28%
17%
2. Driving Background
6
6,968
2,313
7,350
15,527
11,652
2,311
6,474
1,649
8,125
5,174
4,023
2,007
5,5706,063
4,735
569992
1,362
2,652
00
4,000
8,000
12,000
16,000
Req
App
Rework influence to Hull Painting correlated with Back Charge reports 2011
MH
Reduce add paint consumption
Reduce L/T for ballast tank
Reduce
rework
12% (20% ) 15%
112% (20% ) 140%
34 days 23 days (30% )
Item As-Is To-Be (Goal)
3. Target
Quantitative Target
7
Unit
%
days
%
Container ship
Bulk carrier 26% 21% (20% )
Qualitative Target
1. Monitoring & control of works using L/T standard;
2. Improve communication between departments;
3. Increase self control;
4. Training & feed-back for problems issued by production process;
5. Elaboration of internal schedule based on Middle Schedule;
6. Increase responsibility of persons from production.
* For Portcontainer & Tanker projects.
Sponsor
Batch coordinator
Division Head
Leader
Vrinceanu Stefan
Shipyard cometee
Theme
coordinator
Full time member
Team Leader
Full time member
TESA TESA
8
PREOUTIFITTING DIV.
HULL OUTOOR DIV.
Attending Organizations
OUTDOOR OUTFITTING DIV.
DESIGN DIV.
MATERIAL DIV.
PRODUCTION CONTROL DIV.
4. Organization
MANAGEMENT PLANNING DIV.
5. Progress
Issue tree
Data Analysis
PLA
As-Is VSM
Prioritize causes
Cause Analysis
Deducting subj.
Forming Action
Plan
Prompt action
Concretizing and
developing each
subjects
Review and verify
theme’s target
periodically
Deducting KPI
Contract of MOU
Driving each Subjects
KPI mgmt
Clarify R&R
Standardization
Habituation
Standard-ization
(06/04)
3weeks
Definition of problem
3weeks
(27/02) (16/03)
Start
Deducting Subjects
Pj. Chart
Draft issue tree
Background
(03/05)
4weeks 11 Months 8weeks
Kick-off Mid. report Action report Proj. closing
report
(May`13)
9
(29/06)
Deducting subjects II
2 Issue Tree
3 Deducting Subjects
1 As-Is Analysis
4 To-Be Design
Table of contents
10
As-Is Process Loss Analysis
ELECTRICAL
TEAM
Legend:
PROD
PLANNING
STRATEGY
PROD
CTRL
DIV
Departments
Problems
ACCOM
TEAM
DESIGN
DIV
MATERIAL
DIV
ERECTION
TEAM
OUTFITT.
TEAM
Install scaffolding
Joints & Fairing
Control & monitoring progress
Surface preparation
Inspection for
scaffolding area
1. As – Is Analysis PLA for Engine Room
HULL
PAINT
SCAFF
TEAM
QC
PAINT
Issue Erection Network
Issue paint POR
Supply Paint
Supply materials
Pipe joints, System
completion, Insulation
Hot work
Cable install
Joints, Fairing,
Insulation
Apply 1st & 2nd
coat
Remove scaffolding
11
Job unfinished (hot work)
Process
New burns after painting
Incomplete saturation
Dust contamination
Improper protection for equipments before P/T &
F/C1
Contamination with paint due to improper
protection
Many burned areas due to pre-process mistakes
Poor cleaning during working
1. As-Is Analysis – ballast tank L/T for bulk carrier
Air test
Box Schedule
Launching Schedule
Foreman schedule Foreman schedule
Fin I
CR CR
CT=16.6 days
LT= 34.3 days 0.1 d
4 d 0.2 d 3 d 0.5 d
PCE= Σ CT / Σ LT x 100%= 16.6 d / 34.3 d x 100 = 48 % ** PCE = Process Cycle Efficiency = Σ CT / Σ LT x 100% CT: only adding value LT: include CT and non adding value activities.
As-Is VSM
FC2
SC 2
I scaff
PT I FC1
SC1 Remove
scaff. Welding tech op.
Install scaff
Erection Sea Trial
0.1 d 0.5 d 0.5 d
0.5 d
0.5 d
5 d
0.5 d
1.2 d
1 d
7 d
3 d
6 d
0.5 d
0.2 d
3 d 0.2 d 0.5 d 2 d 0.5 d 3 d 0.2 d 4 d 3 d 0.2 d
Hull Painting
Prod. Control
GAP
GAP
12
2. Why Issue Tree
13
2. Why Issue Tree: Summarized
Why we must improve / optimize
hull paint jobs
Man & Method
Communication
Environment
Control &
Monitoring
Material
Careless during working
Low management (foreman level)
Missing training after receive feed-back problems
Poor mentality / responsibility
High nr. of beginners (designers) creates less accurate drawing
Improper L/T standard for main activities
Working sequence not followed
Poor self control (foreman & workers level)
Poor weekly schedule for Hull Painting foreman
Lack of communication between departments
Not give feed-back from post-process to pre-process
Missing reports for paint consumption – Hull Painting
Missing monthly meeting Production, Design & Material Division, regarding paint (consumption, stock, procurement)
Missing material items from pre-process generate rework in post-process
Weather condition has impact for outside areas
Contamination with dust & water of blocks during buffer time in Sahara area
Middle schedule for dock & quay stage issued by Management Planning Division. Start implementation with 1057-1058 pj.
14
2. How Issue Tree
15
16
2. How Issue Tree: Summarized
How to improve/ optimize hull
painting jobs ?
Man &
Method
Control & Monitoring
Communication
Material
Environment
Training Internal training for internal rework & countermeasures
Internal L/T standard for main areas (E/R, cargo, ballast, …)
Training sessions for pre-process members
L/T standardization External L/T standard for main activities from pre-process
Increase accuracy for design activity
Training for designers without experience & monitoring their activities
Save paint Protect and keep clean areas during working
Middle schedule Development & monitoring middle schedule for Dock & Quay stage (1057-1058 pj.)
Weekly schedule All painting foreman to make and keep weekly schedule
Self control Enhance self control & use self control sheet
PM control Keep working sequence & increase control decision of PM
Feed-back Make report / feed-back from post-process to pre-process
Improve communication Share information between departments at G/L & foreman level
Paint consumption Start make monthly report for Hull Painting consumption
Monitoring & control of areas with high consumption
Common meeting Organize monthly meeting for paint material status between Design, Procurement, Production
Reduce missing materials items
Increase PML accuracy 100%
Increase responsibility for foreman & workers regarding caring out of outfitting, equipments, others
Weather condition for outside areas Create buffer time on scheduling for painting activities
Contamination with dust Concrete Sahara area
3. Deduction of subjects
◈ Deducting 4 subjects from 12 root causes
Subjects Root Causes
Lack of communication between departments and working
sequence not followed
Low internal management (foreman level)
Middle Schedule for dock and quay stage
Missing reports for paint consumption
Missing materials items from pre-process generate rework in
post -process
Careless during working (generate contamination)
Missing L/T standard for main activities
Missing training after feed-back problems
Missing monthly meeting regarding paint (Design, Production, Material )
Weather condition has big impact for outside areas
Poor mentality / responsibility
Design accuracy (mistakes, revisions, WP, PML )
Enhance planning of painting activities from dock & quay stage
Minimize rework
Implementation of L/T standard (included in BMSW) for
Hull Painting activities (main areas)
4 Report & monitoring paint consumption
17
2
3
1
To-Be Process Loss Analysis
ELECTRICAL
TEAM
Legend:
PROD
PLANNING
STRATEGY
PROD
CTRL
DIV
Departments
Solutions
ACCOM
TEAM
DESIGN
DIV
MATERIAL
DIV
ERECTION
TEAM
OUTFITT.
TEAM
Install scaffolding
Joints & Fairing
Control & monitoring progress
Surface preparation
Inspection for
scaffolding area
4. To – Be Analysis PLA for Engine Room
HULL
PAINT
SCAFF
TEAM
QC
PAINT
Issue Erection Network
Issue paint POR
Supply Paint
Supply materials
Pipe joints, System
completion, Insulation
Hot work
Cable install
Joints, Fairing,
Insulation
Apply 1st & 2nd
coat
Remove scaffolding
18
Process
Reduce rework from pre-process
Confirm completion ratio by QC
Avoid dust contamination !
Avoid contamination with paint due to
improper protection !
Inspection for protection of
equipments before P/T & F/C1
Keep cleaning during working and monitoring
4. To – Be Analysis – ballast tank L/T for bulk carrier
Air test
Middle Schedule
Launching Schedule
Foreman schedule Foreman schedule
Fin I
CR CR
CT=16.6 days
LT= 23.3 days 0.1 d
3 d
0.2 d 2 d 0.5 d
PCE= Σ CT / Σ LT * 100% = 16.6 d / 23.3 d x100 = 71 % ** PCE = Process Cycle Efficiency = Σ CT / Σ LT * 100% CT: only adding value LT: include CT and non adding value activities.
To-Be VSM
FC2
SC 2
I scaff
PT I FC1
SC1 Remove
scaff. Welding tech op.
Install scaff
Erection
Sea Trial
0.1 d 0.5 d 0.5 d
0.5 d
0.5 d
3 d
0.5 d
0.2 d
1 d
4 d
3 d
3 d
0.5 d
0.2 d 3 d
0.2 d 0.5 d 2 d 0.5 d 3 d 0.2 d 4 d 3 d 0.2 d
Hull Painting
Prod. Control
Prod Strat. Plann.
19
How: - Proper MP allocation; - Increase monitoring & involvement by Foremen; - Monitoring of recoating interval; - Avoid internal rework; - Avoid painting with baby roller or brush, in case of small DFT and use spraying method; - New painting procedure.
All this methods will be monitoring by Hull Painting Group Leaders .
Detail contents of each subject III
2 Minimize rework
3 Implementation of L/T standard for Hull Painting activities (main areas)
1 Enhance planning of painting activities from dock & quay stage
4 Report & monitoring paint consumption
Table of contents
20
1. Enhance planning of painting activities from dock & quay stage
21
Inaccurate Dock & Quay Middle Schedule by project. Low control and monitoring of all activities on board. Insufficient and old painting equipments :
As - Is
To - Be Improve Dock and Quay Middle Schedule based on monitoring and feed-back.
Increase control and monitoring of all activity on board by Project Managers and Hull Painting Group Leaders. Identify optimal solutions for equipments especially cherry-pickers, dehumidifiers, washing machine.
Equipment type Older then 10 years Rented in 2011 year Damaged ratio
Cherry pickers 7 pcs /1996 8 pcs / 12 month 3 pcs
Vacuum recovery 1 pcs / 1992 3 pcs / 1997
- -
Dehumidifier 1 pcs / 1992 3 pcs / 1997
11 pcs / 6 month -
Electrical heater 10 pcs / 1997 - 2 pcs
Washing machine 1 pcs / 1986 3 pcs / 1998
- 1 pcs
22
To - Be
1. Enhance planning of painting activities from dock & quay stage
23
Action In charge Plan Frequency
Dock & Quay Middle Schedule implementation and following at Foreman level through weekly schedule, and feed-back at the end of the week.
Mr. Vrinceanu S. W25 Weekly
Project Managers: - Decisions taken by oneself in proper time (after all involved data was collected). - Checking delivery of all working jobs which must be done in previous stage and after that to give permission to start next working stages. - “Increase control for pre-processes and support of painting activities” TFT with involved departments.
Shipyard cometee W25 Daily
Hull Painting Group Leaders: to be as key persons for each project (responsible with all painting jobs on board).
Team leader. W25 by project
Make Equipment Schedule taking in consideration all 4 seasons based on Dock & Quay Middle Schedule.
Mr. Vrinceanu S. W25 3 month
Identify optimal solutions for equipments: replace the older and avoid to rent other equipments. (Will be organized TFT with involved departments).
Mr. Vrinceanu S. August -
Action plan
23
1. Enhance planning of painting activities from dock & quay stage
2. Minimize rework
24
As – Is Data was taken from last projects
Type Pj. Area Corresp Actual Diff Eff’y Rework MH
MH MH MH (%) External Internal Total (%)
Bulk carrier
1
Engine Room 3,973 5,287 1,314
69%
1,058 264 1322
25% Cargo 6,508 9,918 3,410 1,984 496 2,480
Accommodation 722 938 216 187 47 234
Total 11,203 16,143 4,940 3,229 807 4,036
2
Engine Room 1,541 2,241 700
58%
448 112 560
25% Cargo 5,659 10,374 4,715 2,074 519 2,593
Accommodation 1,191 1,702 511 341 85 426
Total 8,391 14,317 5,926 2,863 716 3,579
2. Minimize rework
25
To - Be
Pj. As-Is To-Be
Rework MH (%) Rework MH (%)
1 4,036 25% 3,229 20% (20% )
2 3,579 25% 2,863 20% (20% )
Action plan
*Target for next period is to reduce actual value of rework with 20 percent (internal + external).
Action In charge Starting
when Frequency
Rework External reducing by making and sending Back Charge report to Pre-Process to do internal analysis and meeting for finding solutions to finalize in proper time their jobs. Also send for information to Production Control Division and Production Strategy & Planning Team.
Hull Painting Team key persons
w19 weekly
Rework Internal reducing by countermeasures and training of workers and Foremen for improve their skill and advance preparation of working areas.
HRM w25 weekly
3. Implementation of L/T standard for Hull Painting activities (main areas)
26
As - Is
Improper standards for hull painting activities.
L/T Standard for Hull Painting activities and implementation at Foreman level, then will be distributed to Production Control Division and Production Strategy & Planning Team .
Action plan
To - Be
Action In charge Starting
when Frequency
Standardization of painting activities L/T for main areas by collecting data from production and will make by vessel type, taking in consideration all four seasons and all necessary painting equipments. Will be distributed to Hull Painting G/L the standard sheet to settled working times and send feed-back.
Mr. Vrinceanu S.
w25 -
Foremen will make weekly schedule based on L/T standard, posted on Mieruka board, keep working progress.
Hull Painting Team Foreman
w30 weekly
27
3. Implementation of L/T standard for Hull Painting activities (main areas)
27
Standard for ballast tank
4. Report & monitoring paint consumption
28
As - Is Monthly Paint Consumption format, which includes: Consumption, POR, Stock Quantity, Remain Quantity .
To - Be Two times/month Paint Consumption report including costs: * Additional paint consumption reducing ratio is correlated with painting rework amount.
Action plan
Action In charge Starting
when Frequency
Paint Consumption report (including costs) - make & keep up to date every two times/month and at delivery of the vessel.
TESA w21 monthly
Meeting with Design Div., Materials Div., Production Control Div., Preoutfitting Div. to discuss any problems based on Paint consumption report and find solutions to solve them.
TESA w21 monthly
Change actual system of paint management trough split in two independent parts actual paint store start with Zodiac projects.
TESA w20 -
Prompt actions IV
2 Minimize rework
3 Implementation of L/T standard for Hull Painting activities (main areas)
1 Enhance planning of painting activities from dock & quay stage
4 Report & monitoring paint consumption
Table of contents
29
30
1. Enhance planning of painting activities from dock & quay stage
30
All production groups made weekly schedule based on “Dock & Middle Schedule”. Weekly schedule is kept updated and is posted on MIERUKA board, also is posted in Hull Painting meeting room. Hull Painting Group Leaders was appointed as “key person” for ongoing projects.
Was made part of “Equipment schedule” (Cherry picker Schedule) and we continue with equipment scheduling for final form till week 25. “Optimize of painting equipments” TFT with involved departments, will be organize in week 31. “Increase control for pre-processes and support of painting activities” TFT with involved departments ( start week 30 ).
31
1. Enhance planning of painting activities from dock & quay stage
Sample of weekly schedule:
Prepared Sen. Ass. Manager
Sen. Manager Director
HULL PAINTING TEAMN - HULL 3 Gr. (Macariu Gabriel) MACARIU GABRIEL Popoiu M. Dragoi E. Vilcu E.
No. Area / Project Foreman Subcontr.
PROGRESS
MAY JUN
week 19 week 20 week 21 week 22
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3
1056 PUNTE TEUGA DELU PLAN PT TU1 TU2 CR CR CR CR CR CR CR CR3 CR3 ASK
ACTUAL PT TU1 TU2 TU2 CR2 CR CR CR
1056 CATARG FWD DELU PLAN CR CR CR DS F PT TU1 TU2 CR CR F
ACTUAL CR CR CR DS F
1056 C /H1 FLOOR SALI PLAN PT PT FC1 CR CR CR CR CR CR CR CR CR
ACTUAL PT PT FC1 CR CR
1056 CH /4 FLOOR DELU PLAN PT PT FC1
ACTUAL
1056 CH /5 FLOR DELU PLAN PT PT FC1 CR CR CR CR CR CR CR
ACTUAL PT PT FC1 CR CR
1056 CH /6 FLOOR DELU PLAN CR CR CR CR CR CR CR
ACTUAL CR CR
1056 LOWER STOOL /CH6 DELU PLAN CR CR CR CR CR CR CR CR CR CR CR F
ACTUAL CR CR CR CR CR
1056 LOWER STOOL CH 5 SALI PLAN CR CR CR CR CR CR CR CR CR CR CR F
ACTUAL CR CR CR CR CR
1056 LOWER STOOL CH 4 SALI PLAN CR CR CR CR CR CR
ACTUAL CR CR CR
1056 LOWER STOOL CH 1 TEODOSIE PLAN CR CR CR CR CR CR CR CR CR F
ACTUAL CR CR CR CR
1056 UPER /STOOL /CH1 TEODOSIE PLAN CR CR CR CR CR CR F
ACTUAL
1056 UPER STOOL CH4 SALI PLAN CR CR CR CR
ACTUAL
1056 UPER STOOL CH5 SALI PLAN CR CR CR CR CR CR F
ACTUAL
1056 UPER STOOL CH 6 DELU PLAN CR CR CR CR F
ACTUAL CR CR
1056 RGM TOP PLATE CH5 DELU PLAN FC2 CR2 FC3 CR3 CR3 CR CR CR CR CR CR CR
ACTUAL FC2 CR2 FC3 CR CR
1056 RGM TOP PLATE CH6 TEODOSIE PLAN FC2 CR2 FC3 CR3 CR3 CR CR
ACTUAL FC2 CR2 FC3 CR CR
1056 CAPACE CH5 SALI PLAN TU1 TU2 FC3 CR3 CR CR CR CR CR
ACTUAL TU1 TU2 FC3 CR3
1056 CAPACE CH6 DELU PLAN TU1 TU2 FC3 CR3
ACTUAL TU1 TU2 FC3 CR3
1056 LSFO TK TEODOSIE PLAN CL CR CR CR CR CR F
ACTUAL CL CR CR CR F
1056 VS ER PS TEODOSIE PLAN CR CR CR CR F
ACTUAL CR CR CR CR F
1056 ACMD INSIDE 903--905 SALI PLAN CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR
ACTUAL CR CR R CR CR CR CR CR CR CR CR
1056 ER BILGE PS SALI PLAN PT CR1 CR CR CR CR CR
ACTUAL PT CR1
1056 ER PS LEVEL 1 2 3 TEODOSIE PLAN CR CR CR CR CR1 CR CR CR CR CR CR CR CR CR CR CR CR CR CR
ACTUAL CR CR1 CR CR CR CR CR CR CR CR CR
1056 SANTINE CH 1 5 6 SALI PLAN CL CL CR F
ACTUAL CL CL CR F
1056 VENTILATII ER STB DELU PLAN CR CR F
ACTUAL CR CR F
1057 ER STB PLAN CR CR DS CL CL CL
ACTUAL CR CR DS CL CL CL
1057 RGM CH3 PLAN FC1 SC1 FC2 CR2 CR2 FC3 CR3 CR3 FC3 CR3 CR3 CR3 CR3
ACTUAL FC1 SC1 CR1 CR1 FC2 CR2
1057 RGM CH4 PLAN FC1 SC1 CR1 FC2 CR2 CR2 FC3 FC3 CR3 CR3 CR3 CR3
ACTUAL FC1 SC1 CR1 CR1 FC2 CR2 CR2
31
32
1. Enhance planning of painting activities from dock & quay stage
Weekly schedule posted on MIERUKA board:
32
33
1. Enhance planning of painting activities from dock & quay stage
Equipment schedule (cherry picker schedule):
CHERRYPICKER SCHEDULE
PROJECT
JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER
22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
1056 4 2 3
HO
LID
AY
HO
LID
AY
1057 8 11 8 6 4 4 4
1058 2 2 2 6 8 8 4 4 6 8 8 8 8 4 4 4 2 2
TOTAL 1056/57/58 12 13 11 8 6 6 10 8 8 4 4 6 8 8 8 8 4 4 4 2 2
4091 2 2 2 2 2 2 2 2 2 2 2 3 3 6 8 8 7 7 6 6 6
4092 2 2 2 2 2
GRAND TOTAL 12 13 11 8 6 6 10 10 10 6 6 8 10 10 10 10 6 6 7 5 8 8 8 9 9 8 8 8
33
2. Minimize rework
34
Results of rework by delivered projects
Type Pj. Corresp Actual Diff Eff’y Rework MH
MH MH MH (%) Total (%)
Bulk carrier
1 56 637 95 073 38 436 59.6 23 061 24.3
2 54 999 84 771 29 772 64.9 19 351 22.8
3 49 917 91 669 41 782 54.4 22 980 25.1
4 46 572 77 930 31 358 59.8 18 814 24.1
Type Pj. Corresp Actual Diff Eff’y Rework MH
MH MH MH (%) Total (%)
Bulk carrier
1 11 688 16 691 5 003 70 3 502 21
2 2 213 11 123 8 910 20 1 782 16
3 14 120 22 474 9 354 62.8 5 246 23.3
4 31 505 38 201 6 696 82.5 5 524 14.5
5 7 588 8 196 608 92.6 563 6.9
TOTAL 67 114 96 685 29 571 16 054 16.6
Results of rework by projects : April, May and June 2012
35
2. Minimize rework
35
External rework : - already start and keep making Back Charge, which is sending to Operational Team for summarize into a data base and send to preprocess for finding solutions to finalize their jobs in proper time, also sent to Production Control Division. - all Back Charge from Hull Painting Team is archived. Internal rework : - was prepared one training program for Foremen and workers . - will be presented CRI and NCR ( with painting activities ) from delivered projects and countermeasures do not repeat for next projects . - during Monday Ban-Meeting, foreman must present some examples with internal rework and will explain in detail the correct method to avoid complains and wastes.
36
2. Minimize rework
36
Sample for Back Charge:
Ascertainment document
37
2. Minimize rework
37
Sample for Back Charge:
Observation report
38
2. Minimize rework
38
Internal training – “Storage and management of waste paint resulting from painting works, as required by environmental and internal regulations “ Training period – 3 weeks ( week 21 ~ 23 ) Attendees - all foremen and workers ( 16 Bans)
Sample for Training
Attendance
39
3. Implementation of L/T standard for Hull Painting activities (main areas)
39
Standard sheet L/T for ballast tank: - was distributed to Hull Painting Group Leaders and clarify with them what is necessary to do. - start collected data from production - working time will be monitoring start with NEXT project Ballast tank L/T standard : - final date will be on week 34 (for container ship) - was made ballast tank L/T analysis for project 1 (for reference) Continue to prepare standards with L/T for cargo holds, hull outside, E/R.
40
4. Report & monitoring paint consumption
40
Paint consumption report, for monitoring and monthly meeting:
ITDSC
KC MARITIM
POR QTY BLOCK POR QTY HULL TOTAL POR BLOCK-HULL POR TOTAL QTY
(L)
FROM MAGICS
SUPPLY QTY (L)
FROM MAGICS
CONSUM BLOCK-HULL
TOTAL CONSUM QTY (L)
SPEC. ADD. SPEC. ADD. BLOCK QTY
(L) HULL QTY (L)
BLOCK QTY (L)
HULL QTY (L)
IP-Interlac 665CLB000 White 8,242 0 1,216 2,000 8,242 3,216 11458 11520 6,500 3,020 9,520
IP-Interlac 665CLL 274 Red 0 0 923 0 0 923 923 960 0 60 60
IP-Intersmooth 7465HS BEA774 Brown 11,646 0 775 0 11,646 775 12421 12480 8,657 1,000 9,657
IP-Intersmooth 7465HS BEA777 Red 5,121 0 8,930 0 5,121 8,930 14051 14100 4,160 2,960 7,120
IP-Intergard 162 FAA260/262 Off White 5,127 0 8,814 0 5,127 8,814 13941 14020 3,740 1,240 4,980
IP-Intergard 263 FAJ034/FAA262 Light grey 7,669 0 510 0 7,669 510 8179 8240 6,461 915 7,376
IP-Intergard 269 EGA 088/089 Red 382 0 45 0 382 45 427 480 260 5 265
IP-Interline925 THA125/THA127 White 60 0 785 100 60 885 845 880 0 520 520
IP-Interline 704 THA702/THA703 Grey 60 0 0 0 60 0 60 60 0 0 0
IP-Interline704 THA701/THA703 White(pink) 40 0 0 0 40 0 40 40 0 0 0
IP-Interbond 201 KDY999/KDA200 Black 40 0 0 0 40 0 40 40 0 0 0
IP-Interthane 990 PHB/PHA046 White 699 0 1,702 440 699 2,142 2401 2440 500 860 1,360
IP-Interthane 990 PHk724/PHA046 Storm grey 1,530 0 200 0 1,530 200 1730 1760 640 80 720
IP-Interthane 990 PHL 274/PHA046 Red 160 0 5,255 0 160 5,255 5415 5440 1,520 280 1,800
IP-Interthane 990PHY999/PHA046 Black 1,115 160 1,463 0 1,275 1,463 2738 2800 1,180 700 1,880
IP-Interthane 990 PHB 134/PHA046 Yelow 110 0 87 100 110 187 197 235 10 120 130
IP-Interthane 990 PHU73D/PHA046 Purple 20 0 0 0 20 0 20 20 5 0 5
IP-Interthane 990 PHU99K/PHA046 Green 20 0 0 0 20 0 20 20 5 0 5
IP-Interthane 990 PHC287/PHA046 Red 100 0 113 0 100 113 213 220 5 0 5
IP-Interthane 990 PHC065/PHA046 Yelow(PHX 34 Canary) 10 0 0 0 10 0 10 10 0 0 0
IP-Intergard 7600 KUA760/KUA764 Red aluminiu 140,798 4,000 10,225 9,500 144,798 19,725 159538 159600 144,960 10,920 155,880
IP-Intergard 7600 KUA761/KUA764 Red 38,223 0 2,798 2,000 38,223 4,798 41021 41100 34,980 4,356 39,336
IP-Intergard 7600 KUA763 /KUA764 Grey 92,003 7,500 7,433 10,400 99,503 17,833 117336 117420 98,740 12,320 111,060
IP-Intergard 7600 KUA766/KUA764 Of white 13,629 4,000 1,295 2,000 17,629 3,295 18924 19000 15,720 2,560 18,280
IP-Intertherm 891HTA002 Aluminium 40 0 21 0 40 21 61 70 60 0 60
IP-SHOPPRIMER-Interplane 937 grey(NQA933/A) 1,430 0 122 0 1,430 122 1552 1600 1,020 160 1,180
IP-Thinner GTA 004 454 0 126 0 454 126 581 725 475 125 600
IP-Thinner GTA 007 907 160 500 0 1,067 500 1568 1625 975 0 975
IP-Thinner GTA 220 14,963 1,440 1,572 2,950 16,403 4,522 20925 21075 14,090 2,778 16,868
IP-Thinner GTA 713 237 0 391 0 237 391 627 700 225 150 375
IP-Thinner GTA 820 85 0 31 0 85 31 116 250 25 25 50
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4. Report & monitoring paint consumption
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Changing of paint management system. Was created two new location for same paint store. Actual structure of paint store: - Old location, 1 : paint storage for GSI paint and 0300 stock - New location, 2 : paint storage for Block Painting Team & Pre Outfitting Team - New location, 3 : paint storage for Hull Painting Team Signature of agreement : DATE Implementation : starting with X project .
Monitoring to identify areas with big paint consumption and issue countermeasures.
MOU Contract
Theme name Optimization of Hull Painting jobs
Area Condition & Problems Proper Condition
Monitoring & control of hull painting activities. Improper hull painting L/T Standards. L/T Standard for Hull Painting activities and implementation at Foreman level.
Improve communication. Poor relation between involved departments. Monthly common meeting .
Problems issued by production process. Too much rework (int. + ext.). Make report / feed-back from post-process to pre-process and internal training.
Weekly schedule. Weekly schedule without Dock & Quay Middle Schedule influence.
Weekly schedule based on Dock & Quay Middle Schedule.
Responsibility of persons from production. Low control and monitoring of hull painting activities on board.
Hull Painting G/L’s – to be as key persons by project.
Detailed content
Objective
Goal KPI As - Is Target Improvement Ratio Remarks
Reduce
rework
Container ship 15% 12% 20% Improvement ratio
depend on pre-process
involvement
(jobs finalizing).
Bulk-carrier 26% 21% 20%
Reduce L/T for ballast tank 34 days 23 days 30%
Reduce add paint consumption 140% 112% 20%
Reduce rework
MOU
Leader
Approval
Production Unit Dir. Vice President
Production Support Unit Dir.
Sponsor Outdoor Hull Head Div. President Management Unit Dir.
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VI. Plan Afterward
Task 2013 2014
May Jun Jul Aug Sep Oct Nov Dec Jan Feb
1. Enhance planning of painting activities
from dock & quay stage
1.1. Dock & Quay Middle Schedule implementation at Foreman level through weekly schedule x x x x x x x x x
1.2. “Increase control for pre-processes and support of painting activities” (TFT) x x x x x x x x x
1.3. Hull Painting Group Leaders: to be as key persons . x x x x x x x x x
1.4. Equipment Load Schedule taking in consideration all 4 seasons based on Dock & Quay Middle Schedule. x x x
1.5. “Optimize of painting equipments” - identify optimal solutions for equipments ( TFT ) . x x
2. Minimize rework
2.1. Rework External reducing by making and sending Back Charge report to Pre-Process . x x x x x x x x x x
2.2. Rework Internal reducing by countermeasures and internal training . x x x x x x x x
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Task 2013 2014
May Jun Jul Aug Sep Oct Nov Dec Jan Feb
3. Implementation of L/T standard for Hull
Painting activities (main areas)
3.1. Preparing standard sheet for painting activities L/T for main areas. x
3.2. Common meeting with all Hull Painting G/L for them training regarding this standard L/T sheet. x x x x
3.3. Collecting data from production – Hull Painting G/L. x x x x x x x x x x
3.4. Standardization of hull painting L/T on main areas. x x x x x x x
4. Report & monitoring paint consumption
4.1. Paint Consumption report (including costs) - make &
keep up date every 2 weeks/month and at delivery
of the vessel. x x x x x x x x x x
4.2. Monthly meeting with involved departments. x x x x x x x x x
4.3. Change actual system of paint management trough split in 2 independent parts of actual paint store. x
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VI. Plan Afterward