An issue that arises during the execution of shipbuilding engineering projects at Royal IHC is an imbalance between the sum of all necessary engineering work, and all engineers that are employed who are available to execute the work. This research aims to develop a new method to help establish a proposal engineering work schedule forecast for all engineering work packages in custom trailing suction hopper shipbuilding projects at Royal IHC. To develop the input for the new method, regression analysis on usable historical engineering man-hour data was applied to develop models that quantify work, and curve fitting through the man-hour data was applied to develop models that determine the timing of work.

Western shipyards have to distinguish themselves by complex ships with short delivery times. This entails that in most cases the production already starts while the engineering has not even been finished. If the pipes and cables are not routed when the steel plate are cut by the CNC machine, the associated penetrations have to be cut manually during section building, which is very expensive. The ideal situation is to know the location and size of all penetration before the plates are cut. However, this is not realistic in all cases and therefore a new engineering and production approach is devised. If the penetrations are not known on time, large openings are to be made which can later be filled with inserts, when all exact penetrations are known. It is possible to just open a lot of large openings, or an estimation concerning optimal openings can be performed. In this research, several algorithms have been created to estimate an optimal opening for a certain penetration, and to check whether this penetration fits in the estimated opening. For the closing of the opening, several methods are described as well. An obvious choice is to close using a welded steel insert plate. A less obvious choice is the rather new product called NOFIRNO®. Both solutions have some advantages and disadvantages for different situations. All the algorithms are validated by comparing the results to actual built vessels. With the accurateness of this validation, a business case has been performed for several opening methods, combined with several closing methods. The final conclusions and recommendations are not unambiguous for each situation.

As a consequence of globalization and developing economies becoming more mature, airports face increasing passenger numbers. It is the case that large airports are energy intensive buildings with an electricity consumption ranging between 100 - 300 GWh anually. Within ATBs (Airport Terminal Buildings) the BHS (Baggage Handling System) is categorized as a high energy consuming system. As for the BHS, conveying equipment is the main consumer of energy (55% to 70%). From the perspective of a designer it is very hard to predict energy consumption in evaluation of conceptual designs and therefore energy consumption is often not given the attention it deserves at this stage of design due to the fact that baggage handling performance is dependent on many dependent variables and dynamically changing demands. As a consequence the use of dynamical models is necessary. In this research a generic simulation model has been created to investigate energy consumption. The applicability of the model has been tested on two conceptual design lay outs.

The Heineken supply chain goes from the production units, through local distribution centers, to the wholesale and retail customers in the market. Heineken Netherlands Supply is interested in bypassing the distribution center in Germany when possible. It is expected that these so-called direct deliveries have the potential to save on transport-, handling- and storage costs. A system analysis defined the Direct Delivery model, and showed that there are sixteen future scenarios, based on choices for the contacting party, supply model, degree of pallet handling and carrier party. All sixteen scenarios were evaluated against several qualitative impact parameters, i.e. customer satisfaction, order complexity, warehouse complexity, and carrier performance. Also a case study was performed to calculate the quantitative impact parameters, i.e. supply chain costs. It was found that the supply chain cost savings are marginal, and that none of the sixteen scenarios have no expected decrease in quality. More detailed case studies are required to determine direct delivery feasibility.

This thesis contains the model development of a simulation model, to aid the selection of a heavy lift vessel for a North Sea decommissioning project. The model considers fixed steel platforms with maximum topside weight of 1.400 [tons].

Accurate cost estimations are important for ship production companies such as Royal IHC. The research discussed is based on a feasibility study for a CBR cost estimation method. The current cost estimation method at IHC is a top-down price-to-win analogy cost estimation. This method uses mainly the weight of the ship as an input variable for the estimation. A problem with using only weight is that the actual work performed on a section is left out of the estimation as well as other cost drivers. Another problem occurring is the current estimation method being divided into three phases, with lacking evaluation, optimization and feedback possible. This research discusses two new cost estimation methods. The statistical method is a parametric cost estimation method, that uses equations with the main cost drivers. The graph database method uses the CBR theory as a basis for cost estimations. Problem solving is done by using a solution from an old ship and reusing this solution for a new ship. The graph database stores detailed information about the work performed on the ship and the main cost drivers. The qualitative and quantitative analyses showed that usingmultiple cost drivers and the work performed on a section creates more accurate cost estimations. With a solution as the graph database method also the possibilities of evaluation and process optimizations are broader.

A strategy is necessary to improve the assembly process of super yachts. Literature on improvement methodologies from different industries suggest that a reduction of system complexity can lead to a more efficient assembly process. A less complex system in terms of assemblability can be achieved by modularization of these systems. Literature suggest that the performance of a modular strategy can be further elevated by with a strategy called “design for assembly”. The System Coupling Level Index is adapted for shipbuilding. A reduction in the complexity results in less human effort on-board. This enables the LSSI (Large Scale System Integrator) to positively change the value-time curve of the assembly process. The shift from on-board to a workshop enables the LSSI to outsource the production of the modules, this is indicated with the Production Multiplier (PMP) adapted from the 3C model. The outsourcing of these modules leads to a higher Gross Margin (GM) on the system for the LSSI. Moreover, the time effect is a reduced lead time of the engine room. A different machine install strategy can reduce the idle time of equipment in the engine room. This reduces the risk on damage of equipment and gives the suppliers more time to produce the modules.

European shipyards are building increasing amounts of complex ships such as off-shore, dredging or naval ships that are engineered-to-order. The block division is made when only preliminary hull structural design, functional compartments and the location of major equipment are known. The existing production scheduling optimization algorithms use a single manually created block division as a fixed input. Automatic generation of block division plans can potentially optimize the currently created production planning solutions because all work directly related to the construction of the ship on a shipyard is decomposed by the different chosen blocks.The preliminary design information and general arrangement of the ship, implicit knowledge of engineers and detailed information from comparable reference ships are known. A block division generator is developed to create multiple feasible Block division solutions. The different block division solutions result in deviations to relevant optimization objectives. It is concluded that it is possible to automatically generate block division plans that can be effectively used in ship production optimization algorithm. Due to simplifications in the block division generator and the erection sequence optimization algorithm, no quantitative optimization potential can be determined.

There is a never-ending quest to search for better ways of planning and controlling projects. Currently the majority of all projects are planned with the critical path method and controlled using earned value management. This way of planning and controlling projects has been used for decades now and can be seen as traditional project management (PM). This current PM paradigm does not work well enough for one-off projects. Risk assessment and risk management are not sufficiently covered in most standard PM methods. This thesis looks at the potential of critical chain project management (CCPM) in combination with extensive risk management techniques for improving project performance. The thesis will cover the development of a risk-based critical chain project management (RCCPM) methodology and its application to case studies at a shipyard. The study concludes that RCCPM is a viable alternative for traditional PM in the maritime industry. Improvements include, amongst others, a reduction of the lead-time, more effective monitoring and controlling, and improved dealing with risks and uncertainties.

This project analyses the feasibility of the integration of an automation system for custom-made composite part production at the superyacht equipment manufacturer Rondal BV. An analysis of the current prepreg production is performed to understand the automation opportunities and production requirements. Nesting, kitting, protective film removal and the laminating of the plies as well as de-bulking preparation for the laminate were identified as potential automation areas. The analysis also considers the labour time and cost efficiency of the production. Various automation techniques currently applied in other composite manufacturing industries have been considered and analysed for their feasibility to the Rondal product manufacture. The focus of the analysis was to keep the current manufacturing steps, while reducing labour hours and lead time. The proposed system has also been assessed in terms of its future advancement by considering its current state of development within the industry. Based on this analysis the most appropriate automation solution is the “Pick and Place (P&P) cell” concept. Its capabilities and flexibility recommend it as a suitable candidate to be implemented in the automated manufacture of the variety of Rondal products. Challenges of each individual equipment within the P&P cell and their interactions are described in detail. Predictions for the automation equipment except for the film removal tool where able to be obtained through literature and interviews with experts in the industry. Due to the lack of available literature information fitting this specific application, on the protective film removal process, a large proportion of this project was dedicated to the development of this tool. In contrast to previous developments, this project uses shock cooling as a solution to detach the protective film from the prepreg. Implementation of a P&P cell concept was further investigated by the ability of the robot to reach all equipment without affecting the work flow throughout the Rondal workshop. Regulations and other layout restrictions have been considered for the final layout proposal. In order to align the manual and the automation process effectively, common mechanized process steps have been integrated for the use of both approaches. The effectiveness of the chosen automation system was demonstrated by analysing cost and time statistics of the on-site process, as well as observations of a computer-assisted process simulation. As a result, lead time saving of up to 5 work days per product type as well as labour time reduction of up to 50% were determined. However, the economic analysis showed that the investment into the P&P automation system is not feasible given the current volume of production. On the basis of these conclusions, recommendations have been made to Rondal, proving potential production changes that could lead to an effective integration of automation at their facilities.

European shipyards specialize in building complex ship types including offshore vessels, yachts, dredgers, and cruise ships. One key difference between these ships and the simple cargo ships typically built in the Far East is the amount and variety of mission-related equipment required to operate the ships. Technical spaces of complex ships are numerous and densely packed. Outfitting is the shipbuilding process of installing this equipment and its supporting components (e.g. piping, ducting, and cabling). Most shipyards do not adequately plan the outfitting process. Instead, high level schedules are typically provided to outfitting subcontractors. These schedules indicate the time windows during which they must complete their installation tasks. Conflicts between the different stakeholders are addressed during weekly meetings. This outfitting planning approach is characterized by disorganization, poor communication, and a lack of transparency. As a result, the outfitting process of European shipyards is often plagued by delays, rework, and sub-optimization. A ship is constructed by first building large steel blocks, referred to as sections. Steel parts and profiles are welded together to create sections during the section building process. At the conclusion of section building, time is reserved for installing components in a section. The hull of the ship is formed by welding these sections together on a slipway or drydock. This process is referred to as erection. European shipyards mainly focus on planning the steel-related tasks of the section building and erection processes. However, their workload has shifted in recent years to become increasingly dominated by outfitting tasks. This mismatch further worsens the outfitting-related problems facing these shipyards. Automatic production planning can potentially mitigate some of the main problems facing European shipyards building complex ships. However, to maximize the effectiveness of such an approach, an integrated method must be created which considers all relevant portions of the shipbuilding process: erection, section building, and outfitting. This dissertation develops an Integrated Shipbuilding Planning Method. This method uses the characteristics of a shipyard, the geometry of a ship, and major project milestones to automatically generate an integrated erection, section building, and outfitting plan. The Integrated Shipbuilding Planning Method was not designed to replace existing shipyard planners, but instead enhance their decision-making abilities. The method aims to provide these planners with a set of high-quality production schedules that can be used as a starting point for drafting the initial plan. The foundation of Integrated Shipbuilding Planning Method is based on a mathematical model of the shipbuilding process. This model was synthesized from existing literature, expert opinion, and an analysis of the operations of a typical European shipyard. This model explicitly defines the geometric, operational, and temporal relationships that constrain the shipbuilding process. Novel techniques were developed to automatically extract several of these constraints from the data readily available in a shipyard. The mathematical model also defines the objectives used to measure the quality of a production schedule. A combination of multi-objective genetic algorithms and custom designed heuristics were used to solve the proposed mathematical model. This solution approach tailored historically successful optimization techniques to the specific problem structure of scheduling shipbuilding tasks. Although the developed solution approach does not guarantee that the optimal solution will be found, it allows for sufficiently high-quality solutions to be discovered in reasonable computational times. The Integrated Shipbuilding Planning Method was evaluated with a test case of a pipelaying ship recently delivered from a Dutch shipyard. This method created a variety of high-quality production plans of both the erection and section building processes in a reasonable computational time. The automatically generated production schedules significantly outperformed those manually generated by the shipyard planners. Especially large gains were seen with respect to the evenness of the outfitting workload and the time available to install components on the slipway. Furthermore, the negligible run time allows planners to quickly make adjustments and test different scenarios. The input data required for creating the section building and erection schedules matches the information that shipyard planners have access to at the start of a new project. Not only was the Integrated Shipbuilding Planning Method able to optimize the planning of the erection and section building independently, it was also shown to be capable of concurrently optimizing the planning of both processes. Implementing the Integrated Shipbuilding Planning Method in a shipyard for automatically scheduling the section building and erection processes should be relatively straightforward. This method works with the same data (both input and output) as the shipyard planners drafting the initial production schedules. A shipyard would still need to adapt the method to their own process by incorporating their own production data; modifying the constraints and objective to match their production process; tuning the parameters of the solution technique; and implementing the result in the work flow of their planners. However, the global approach and algorithms underlying the solution technique are directly applicable. A detailed outfitting schedule was also created for the test case ship using the Integrated Shipbuilding Planning Method. Although a high-quality solution was found, the required computational time was somewhat extensive due to the large problem size and complex nature of the relationships constraining the installation of outfitting components. The detailed outfitting schedule was used to determine the influence of the outfitting process on erection and section building. To generate the detailed outfitting schedule, a high level of geometric detail was required because such a schedule is defined on the component level. Such detailed geometry, however, is generally not fully available prior to the onset of outfitting due to the concurrent nature of the detailed engineering and production processes of modern European shipyards. The full implementation of the Integrated Shipbuilding Planning Method for automatically generating detailed outfitting schedules is currently limited by the extensive computational requirements and the timely availability of detailed geometric data. The Integrated Shipbuilding Planning Method was also used to examine two production scenarios to demonstrate its applicability in making strategic decisions. The method was first used to evaluate the performance of three different block building strategies in relation to the erection and section building processes. A recommendation was given for the best strategies assuming the shipyard prioritized having a level resource demand. The effect of the implementation of multi-skilled workers on the outfitting process was also examined. This scenario determined the effect of six different types of multi-skilled mounting teams on the total number of mounting teams required to build the test case ship. In both cases, the scenario analyses provided additional, useful information which could aid a shipyard in making strategic decisions. Because strategic decisions are generally based on historical data, the timely availability of detailed geometric data should not hinder the applicability of the Integrated Shipbuilding Planning Method for supporting such decisions. The Integrated Shipbuilding Planning Method is novel for several reasons. First, this method is the only automatic planning method developed for shipbuilding that fully incorporates the outfitting process. This method is also the first example of a scheduling methodology that concurrently plans the erection and section building tasks of a shipbuilding project. Furthermore, this approach demonstrates the feasibility of using a priority-based heuristic function in a multi-objective genetic algorithm to effectively schedule a large set of production tasks. Lastly, the production scenarios examined using the Integrated Shipbuilding Planning Method prove that it is possible for a shipyard to use optimization techniques to support strategic planning decisions.@en