CHAPTER IX

S H I P C O N V E R S I O N .O V E R H A U L . A N D R E P A I R

1. Intr oduction
The ship conversion, overhaul, and repair The scopeof work and timing of each of
industry is concernedwith working on ships these actionsis determinedby one or more of
during their servicelives: the following: (1) rules of the classification
societiesand regulatory bodies, (2) mainte-
. changlngtheir configurationsso they nance philosophy of the owner, and (3) eco-
can do betterjobs or differentjobs nomic, market, and safety considerations.
(conversion/modernization) Planned Maintenance.This is a program-
. generally and extensivelybringing med cycleof regular, scheduledmaintenance
them back to an almost like-new and repair based both on direct inspection
condition (overhaul) and equipment failure history. It also in-
. maintaining the equipment and hull cludes periodic surveys by classification so-
integrity ofthe ship, repairing or cietiesand regulatoryagencies.
replacing damagedand worn parts . Non-dry dock - frequent (usually
(repair) annual) pierside inspection and repair
involving topside work where a dry dock
Also discussedin this chapter is what hap- is not neededfor access;also includes
pens at the end of a ship's servicelife-deac- underwaymaintenance
tivation or scrapping. The characteristicsof o Dry dock - periodic major mainte-
the various repair markets are presented, nance involving inspection and repair
along with recent innovations in ship main- of the underwater hull, propellersand
tenance and repair. shafts,mdder, thrusters,hull coatings,
cathodicprotection,sea chests,and
1 . 1 .L i f eC y c l eo f a S h i p other underwater items; usually also
A ship in serviceis subjectedto operation- includes all the work donein a non-dry
al wear, to deterioration from exposureto dock mainten€rnce€rndsmall to medium-
harsh environments, and to damage from sized confrgurationchangesplanned
heavy weather and unplanned encounters for the ship (includesoverhauls)
with solid objects. The basic actionstaken to UnscheduledRepairs.This type of repair
counter these effects and maximize the op- becomesnecessarywhen there is an unex-
erational readiness of the ship during its pected equipment failure or fouling, storm
servicelife are illustrated in Figure 9-1. damage,collision damage,fire, or any other

359

rI
tI
II
i
360 SHIPPRODUCTION

Start
Service
LIFE OF A SHIP
Design/construction

Servicelife(17 to 25 yearsaverage)
Plannedmaintenance
(drydock)
Plannedmaintenance
(non-drydock)
Unscheduled
repairs(as needed)
Conversion/modernization
(optional)
Deactivation/scrao

Fig.9-1. Maintenance/repair life of a ship.

event that compromisesthe safetyof the ship 1.2.Sizeand Scopeof the Industry
or its ability to perform its mission. It may Ship conversion,overhaul, and repair repre-
require dry-docking,dependingon the nature sents an important part of the U.S. shipyard
and extent of the damage. market in terms of volume, profitability, and
ConuersionI Modernization.Occasionally,as market stability. This market supported an
a ship grows older or market needschange,it employment level of almost 90,000peoplein
may make economicsense to the owner to the United States during the decadeof the
convert the ship for a different mission or to 1980s.[1]
modernizeit to extendits servicelife. Conver- In terms of dollar value, this work repre-
sion might involve lengthening a ship with a sented nearly 33 percent of all shipwork in
new midbody,changingthe bow, re-engining, 1987. A breakdown of the market between
changing the configuration to handle a dif- military and commercialand between conver-
ferent kind ofcargo, adding cranesfor self- sion and repair (including overhaul) is shown
loading, or even changing a cargo ship into in Figure 9-2.t21The conversion,overhaul,
a hospital ship. Modernization usually in- and repair market maintained a combined
volves upgrading most of the systems on a level of $3 to $+ billion in the United States
ship, including hull, propulsion, electronics, through the early 1990s.[2] Ofthe total, over
and habitability to significantly extend the 70 percent of this amount has been directly
life of the ship and meet the latest safety related to ships in servicefor the use of the
standards.. U.S. government (Navy or Military Sealift
DeactiuationlSuapping. At the end of the Command IMSCI). Current downsizing of
economicalservice life of a ship, the owner the U.S. Navy from 600 ships in 198bto 346
has to determine how to disposeof it. This ships by 1999 will have a significant impact
can sometimesoccur earlier in a ship's life if on the naval portion of the repair industry.
market conditionschangedrastically and the Virtually all the new-constructionyards
ship is highly specialized,such as a liquefied also convert, overhaul, and repair ships. As
natural gas carrier. Someships,especiallyin the ship constructionmarket has decreased,
the military, are deactivated and stored for conversion,overhaul, and repair have become
possiblelater use. Others are broken up for increasingly imporbant to most of these yards.
the scrap or resale value of their materials Many have had difficulty in adapting to
and equipment. the different requirementsof the repair mar-
 SHIPCONVERSION,
OVERHAUL,
AND REPAIR 361

ket. These requirements feature a smaller clusionof new construction.This includesthe

overhead organization, a multiskilled, flex- eight publicly owned Navy shipyards that
ible work force, and the ability to respond have beendedicatedto conversion,overhaul,
rapidly to emerging conditions that effect a and repair for over three decades.(Three,
ship's operating schedule.Disruption of the and perhapsmore,of theseeight publicyards
planned ship construction schedule some- will be closed as U.S. forces are downsized
times occurswhen urgent, unscheduledship following the end of the Cold War.) There are
repair work arrives at the shipyard and com- also smaller companieswithout full-serwice
petes for the attention of the best managers shipyard facilities that team with specialty
and craftsmen. Constructionyards sometimes subcontractorsand, sometimes. with other
use separate facilities or organizational units shipyards to participate in this market.
for overhaul and repair activity to avoid these
problems. 1.3. Natureof the Industry
Someshipyards specializein the conver- Conversion,overhaul, and repair jobs comein
sion, overhaul, and repair market to the ex- all sizesand degreesof complexity.Each type
of work may have different facility, plan-
ning, and management requirements depend-
80%
ing on its size and complexity. See Figrrre 9-8.
60"/" Facility requirements may range from por-
table tools to a firll-service shipyard; planning
10%
requirements from simple, single system to
20% complex zone technology;and management
requirements from functional, single trade to
o%

Reoair Market l\Iilitarv Commercial

sophisticatedproject teams working in a ma-
fotal 1% 290/" trix relationship with a full-serwice shop and
ieoairs 570/. 24%
lonversions 13%
support organization. Matching the optimum
5%
approach with the individual job will yield
the most effectiveresults.
Fig. 9-2. Breakdown of U.S. ship repair market There are both similarities and differences
(.fromCensusof Manufacturers, 1987). between ship construction and ship conver-

Planning Management
Size Complexitv Facilities Approach Approach
Repair& overhaul
Unscheduled repairs Zl za Varies Systo Zone Varies
Plannedmaintenance Z Z ShopVPier/DD Systo Zone Functionto Project
Overhaul Z z ShopVPier/DD Zone ProjecVMatrix
Conversiory'modernization
Z z FullServiceSY Zone ProjecVMatrix
Deactivation Z Z Sho/Pier Zone& Sys Project
Scrap Za Z' Pier/DD/Staging Zone Project

Legend: l-_l 1"".t 7 L"^"r romidrange[l Leastto greatesr/ Midrange

ro grearesr I Grearesr

Fig. 9-3. Nature of the industry.

362 SHIPPRODUCTION

sion,overhaul,and repair. Similaritiesinclude flexible planning approach appropriate for

application of essentially the same manu- the size and complexity of the job.
facturing and construction processes,using The uncertainty of conversion,overhaul,
much of the sameequipment,tools,facilities, and repair makes work organization for group
material, and worker skills. The most impor- technology (GT) more difficult to achieve.
tant differencesinvolve time to completethe However, the longer lead time available for
work and certainty of work scope.Construc- planned maintenance and the larger known
tion follows a carefully laid-out plan for a work scope for overhauls and conversions
known scopeof work over a fixed amount of allow use of a zonetechnologyapproachwith
time. Conversion,overhaul, and repair must repeatable work processesfor some tasks.
accomplisha mixture of known and unknown Consequently,project managers and planners
work on an already existing ship, while mini- must look for opportunitiesto use group tech-
mizing out-of-servicetime for that ship. nolory, while remaining vigilant for changes
Out-of-servicetime for a ship is very ex- occurring throughout the courseofthejob.
pensiveto its owners.Thus rapid completion
of work may be more important to an owner 1.4. Marketplace
Characteristics
than low price. This is especiallytrue in the The three primary markets in the conversion,
cruise ship industry, where large crews of overhaul, and repair industry are for commer-
service personnel and vast stores of perish- cial ships, military ships, and ships that are
able supplies make operating costs so high. owned by the government,but are built and
Much emphasis is placed on creative ap- maintained to commercialstandards. These
proaches to minimize the ship's downtime, three markets are discussedbelow.
e.g.,use of riding teams to repair a ship as it
continues its route, use of the ship's ballast 1.4.1.Commercial
Market
system to achieve extreme heel or trim con-
Ownersof commercialships are businessmen
ditions to gain accessto underwater damage
whosepurposeis to provide a serviceto peo-
without having to go on a dry dock,or remov-
ple who are willing to pay enough for that
ing equipment in one port and replacing it in
serviceso that the businessmancan make a
another.
reasonableprofit. Therefore, except for the
A major difficulty in minimizing a ship's
classification society and regulatory agency
downtime is that the scopeof the required
requirements,the drivers in this market vir-
repair work is not often completely known.
tually all revolve around cost.
Inspections are conducted at sea, logs are
Cost of ship maintenanceand repair goes
kept, and various maintenancephilosophies
well beyondthe actual cost to have the work
implemented, but much repair work always
accomplished.It meansthe costimpact to the
has to be identified after the job starts, when
overall operations.Often the most important
the machinery, tanks, and other inaccessible
costsare causedby the out-of-servicetime for
placesare openedand inspected.
the ship. Thesecan include:
The uncertainty of the work scopemeans
that the shipyard needsan organizationthat . Impaired serviceand loss of schedule
can flexibly respond to on-site information credibility with customers
and resolve problems that may not become . Loss of businessanticipated in upcom-
apparent until the work is underway. This ing ports
requires craftsmenwho are cross-trainedand . Providing opportunities for shipper's
multiskilled, managers working within an competitorsto take away customers
empoweredproject managementteam, and a and penetrate market
 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 363
r Damage to on-board cargo if it is . Inspectionsby in-houseengineersor
perishable subcontractors
o Unproductive crew costs o Defrnition of work packageand develop-
. Un-defrayed overhead costs ment of specifications
o An invitation for bids from prospective
As can easily be seen, the decision on how much contractorsrequiring both a frxed price
and how often to repair and maintain ships and a promised delivery date (usually
can be a complicated balancing act of compet- guaranteedby a liquidated damages
ing needs. Of course, postponing needed re- clausein the contract that requires
pairs can sometimes lead to more serious the shipyard to pay the ship owner a
problems that might result in even greater pre-establishedamount for every day
out-of-service time. Frequently the naval ar- the ship is late)
chitect or chief engineer for a shipping com- . Selectionof a contractor basedon best
pany is responsible for giving the owner the businessjudgment; sometimesan
technical advice needed in this decision- owner may developa relationship of
making process to balance one type of cost trust with a shipyard that has more
against another. value than low price
The business side of this decision is made
more difficult by the intense competition in Most shipownersuse their own way of writ-
the shipping industry. The shipping market ing specifrcationsto definethe work and their
has for some time been extremely competi- own contract terms to control the work. Sel-
tive, especially with the participation in trade dom are they similar or coordinatedbetween
routes by countries that heavily subsidized owners. During the work, the owner is usu-
their merchant fleets. The hearry competition ally representedby a port engineer or other
means less money available for all aspects agent who makes technical decisionswithin
of shipping operations, including repair and limits establishedwith the owner, interprets
maintenance. However, the competition is also the contract and specifications,inspectsand
forcing new ideas and technology, and entre- approvesthe work, and approvesprogressfor
preneurs are frnding ways to provide better, invoicing.For largerjobs, such as overhauls,
faster, more reliable, and more secure service. conversions,and modernization, the owner
Much of the routine maintenance work may have a whole team of representativesat
on a ship is done as part of the planned main- the shipyard to overseeits interests.
tenance program described in Section 3.2 of Just as the shipowner is a businessper-
this chapter. The part required by classifrca- son first and foremost, so are the shipyard
tion societies and regulatory agencies will owners. They are also providing a serviceto
be done according to their rules. Other rou- make a profit. Virtually every contract they
tine maintenance will be done in accordance deal with is different. The specificationsare
with the owner's maintenance program. Such in different formats, and the shipowner's
programs can vary widely, but will usually representatives are experts at interpreting
contain the following: their own documentsto their own advantage.
Therefore, it is critical for the shipyard or
. Record keeping on performance of repair contractorsto have managementpeo-
major equipment ple who can also read and interpret different
. Records of any equipment failure kinds of specificationsand a contract admin-
r Records of all underwav maintenance istrator on the project team who can protect
andrepair the shipyardsinterestsandhelp the team

t--_
II
364 SHIPPRODUCTION

understand the contract requirements. Man- servicesextendedto include analysis ofop-

aging the contract well is at least as impor- erating records, periodic inspections, spare
tant to the financial successof the job as parts storage,and most other aspectsof man-
managing the work well. aging ship maintenance programs. The main-
Repair and maintenance programs for tenancecontracts may covera single ship or a
commercial ships can be executed in many fleet ofships.
various ways dependingon the owner'smain- Someshipownerscontract for most repair
tenance philosophy, business approach,and and maintenance services on an as-needed
the scopeof the work. Someshipownerspre- basis.They may use topside repair companies
fer to perform as much of their maintenance when no dry-dockingis required or full-serv-
as possiblewith their own people.They may ice shipyards for larger, more complexjobs.
have shops in strategic ports or teams that
can fly with their tools to wherever the ship 1.4.2.MilitaryMarket
is berthed. These teams may perform main- The U.S. Navy ship repair and modernization
tenancetasks both in port and underway and market is a large and highly competitivebus-
may prepare the ship in advance of in-port iness. The Navy's budget has been declining
maintenance. in recent years due to the changing world
Someshipownersestablish maintenance situation and the resulting decreasein fleet
contracts with companies that provide re- size. The FY94 budget request for ship re-
pair crews whenever necessaryand oversee pair and modernization was $2.8 billion, a
shipyard contracts. They may also provide decreaseof approximately 2O percent from

U.S.Navy Repairand Modernization

Budgets of Activeand ReserveShips, FY 1990-94
(in mil||onsof dollars)

Item 1990 1991 ' t9 9 2

19 9 3 1994
P u b f i cY a r d s 2,913.8 2,521.9 2J19.1 2,390.3 1,595.8
P r i v a t eY a r d s 1,734.5 1,310.8 1,339.3 1,104.3 802.1
Competition (") (-) C) (.) 393.5
Total 4 , 6 4 83 3,8327 4,058.4 3 , 4 9 46 2.791.4
' D a t a i n c l u d e di n p u b l i c
a n d p r i v a t ey a r d b u d g e tn u m b e r s .
NOTE: Does not includeother programcosts.
S O U R C E : U . S . D e p a r t m e not f t h e N a v y ,b a s e do n F y 1 9 9 4
C o n g r e s s i o n aBl u d g e t .

Nary Shipbuildingand Repair

Budgets,FY 1990-94
(in millions of dollars)

ltem 1 9 9 0( 1 ) 1 9 9 1( 1 ) 1 9 9 2( 1 ) 1 9 9 3( 1 ) 1 9 9 4e
S h i p b u i l d i n&
g
Conversion 11.541.2 8,751.2 6,713.2 5,853.2 4,294.7
S h i p R e p a i r&
Modernization 4,648.3 3,832.7 4,058.4 3,494.6 2,7g1.4
Total 16,189.5 12,583.9 10,771.7 9,347.8 7.086.1
(1) Appropriated.
(2) Requested.
S O U R C E : U . S . D e p a r t m e not f t h e N a v y ,b a s e do n F y 1 9 9 4
C o n g r e s s i o n aBl u d g e t .

Fig. 9-4. U.S. Navy shipbuilding and repair budgets

/
 SHIPCONVERSION,
OVERHAUL,
AND REPAIR 365

bhe previous year (see Figure 9-4.).t31This the accomplishmentof this work. Navy speci-
budgetrequestis about 30 percentlower than fications and contract language are exten-
the FY92 appropriation and about 40 percent sively standardized but are also very com-
lower than the FY90 appropriation. plicated due in part to heavy dependenceon
The size of the Navy repair and modern- standard references.
ization budget is driven primarily by exter- The innovative phased maintenance ap-
nal national security threats, potential war proachis basedon the developmentof a main-
or conflict scenarios, and fleet operating re- tenance plan for the needs of a class of ship
quirements. The budget is also influencedby over an extendedperiod in the life ofthe ship
political budget constraints and the rising (usually 48 to 54 months). The Navy then
cost of modernization,conversion,and repair evaluates proposalsfrom a group of partici-
efforts. pating shipyards and enters into a cost-
The U.S. Navy has a maintenance phi- plus contract with the successfulshipyard
losophy and strategy that are tailored to to identify, specify,plan, and execute these
each class of ship. These philosophieshave maintenance actions. The work scopeis not
evolvedover the years with engineeredmain- defined ahead of time by the Navy in order
tenance cycles for each class of ship appro- to prepare a bid specification.Since a long-
priate to its designcharacteristicsand opera- term contract exists, it is jointly developed
tional requirements. The cycles provide regu- by the Navy and the shipyard working to-
lar opportunities for modernization to meet gether, making compromisesas necessaryto
constantly changing external threats during meet both the maintenanceneedsof the ship
the life of the ship. Several classesof ships and the operating needs of the fleet. Some
within the U.S. Nary have adopteda phased work might be deferred until a later avail-
maintenance approach,whereas other classes ability to allow the ship to meet its operat-
of ships are maintained on a strict cycle of ing commitments. One ofthe unique features
regularly scheduledoverhauls and modern- of this approachis that it involves one ship-
ization periods. yard for an extended period in the life of a
The traditional maintenancecyclehas per- group of similar ships, allowing it to build
iodic depot-level maintenance periods where familiarity and expertise with those ships,
the ship is not available for operations for developlessonslearned in the maintenance
two to three months. A more extensiveover- of all the similar equipment, plan for the
haul and modernization period of 6 to 14 execution of the maintenanceactions during
months is usually scheduledseveraltimes in the most advantageous time for the ship
the ship's servicelife. The Navy identifresthe (not the shipyard),and maintain spare parts
work to be donebasedon establishedrequire- and material between availabilities for emer-
ments for each ship class and an extensive gencywork.
record-keeping,inspection, and engineering The U.S. Navy's primary resourcesfor
analysis program.All this information is pro- execution of ship repair and modernization
cessedand convertedto a set ofspecifications are 36 privately ownedshipyards(down from
in one of two standard formats, one for naval 45 in 1992),eight publicly ownednaval ship-
shipyards and one for the Supervisor of yards (three of which are scheduledto close
Ships to use for bidding and managing Navy by 1996), and two Navy-owned ship repair
repair work done by private shipyards. The facilities.
Navy then either assignsthe work to a naval Private shipyards must prequalify to do
shipyard or entersinto a contractualrelation- most Navy repair work. For work on larger,
ship with the selected private shipyard for more comllex ships, pnvate yard,smust qual-
 JOO S H I PP R O D U C T I O N

ify for a Master Ship Repair Agreement standards. It plays a signifrcant role in the
(MSRA). The yard's facilities, planning ap- conversion,overhaul, and repair industry in
proach, and management must meet Navy the U.S., where many government agencies
requirements. Forwork on smaller, lesscom- own ships but contract with private compa-
plex ships and boats, a shipyard without wa- nies for their upkeep.
terfront facilities can qualify for an Agree- MarAd's National DefenseReserveFleet
ment for Boat Repair (ABR). The U.S. Coast (NDRF) and the Navy's Military Sealift Com-
Guard uses a similar system to prequalify mand (MSC)makeup the bulk ofthis market.
shipyards to work on its vesselsand it has a By 1999, MarAd's 96-ship Ready Reserve
small repair yard of its own. Force(RRF) is expectedto grow to 140 ships.
The Navy also relies on an extensivein- MSC currently has 152 ships.Other agencies
ternal infrastructure to conductmaintenance with their own ships include the Army Corps
outsideofthe shipyard environment during the of Engineers, the National Oceanicand At-
ship'soperatingcycle.Theseassetsinclude: mosphericAdministration (NOAA), and the
National ScienceFoundation.
e ship's crew
The main driver in this market, other
r tiger teams (similar to commercial
than the applicableclassificationand regula-
riding teams)
tory requirements, is government policy. The
. Intermediate maintenanceactivities
various agenciesestablish their own rules,
that perform maintenancemore
but Congresscontrolsmuch of what happens
demanding than ship's force level
through its power to set budgets and fund
but not as complexas the major
programs. Contracting is donein accordance
alterations and complexrepairs
with government regulations, which usually
assignedto shipyards
means that the low bid wins a fixed-price
1.4.3.Quasi-Commercial contract for a defined scopeof work. Mainte-
Market
nance providers are generally private full-
This is a market characterized by govern- serviceshipyards or topside ship repair com-
ment-owned ships that are built and main- panies. Naval shipyards have occasionally
tained to commercial rather than militarv done work on these ships.

2. Selectingan Approach
Ship repair is a classic example of the job- types of repair situations we will focus this
shop form ofproduction organization.It is a discussion on the followine factors:
highly labor-intensiveand skill-intensive ac-
tivity with only limited potential for automat- o size
ion. Much of the work is done aboard ship, . complexity
and consists of rip-out and refitting steel, . facility requirements
pipe, machinery, or wiring to existing sys- . planning approach
tems. The labor-intensivenature is also due . management approach
to many parts being manufactured or rebuilt
in-house,insteadof being purchasednew, as The combination of size and complexity of
in ship construction. any conversion, overhaul, or repairjob should
Uach job is unique, but to better under- dictate the approach taken by the contractor.
stand how to approach the many different Larger, more complex jobs tend to require

r _ /
 S H I PC O N V E R S I O N
O,V E R H A U LA.N D R E P A I R

Approach
stication
Greatest Greatest
Size Sophistication

Complexitv & Greatest

Sophistication Complexity

Fig. 9-5.Approachselectioncriteria.

more extensive facilities and management try to be most competitive in a particular

organizations. They also lend themselves to niche of the market.
the use of some form of zone technology ap-
proach and sometimes a limited amount of 2 . 1 .F a c i l i t i e s
group technology. Smaller, simpler jobs can The facilities of a full-service shipyard used
often be effectively executed with fewer facili- for conversion, overhaul, and repair are very
ties, less sophisticated organizations, and on- similar to those of new-construction ship-
the-job planning. Where the threshold lies for yards. In fact, shipbuilding yards frequently
using more sophisticated planning and man- compete for conversion, overhaul, and major
agement approaches is a matter ofjudgment, repairjobs that require such facilities.
resulting from an evaluation of each job, as The primary differences involve pro-
shown in Figure 9-5. portioned utilization of facilities. In a new-
The size and complexity of a job serves as construction shipbuilding yard, steel pro-
a guide for choosing the most effrcient ap- cessing, fabrication, and assembly form the
proach to that job and, in some cases, even core around which other processes are or-
limits which companies are capable of pursu- ganized. In conversion, overhaul, and repair,
ing the contract, as some companies special- steel work is but one of several processes
ize in a narrow range of approaches. Large whose priority is established by the nature of
shipyards may find that providing teams to the job. Often outfitting tasks are more exten-
pursue small emergency repairs is disruptive sive and controlling than structural work.
and not economically feasible. Small compa- The outside machine shop serving the ma-
nies may find that organizing and manag- chinists working on the waterfront, the pipe
ing a large team to pursue major overhauls shop, or the electrical shop may assume a
is too cumbersome, financially risky. and dif- priority role. Services to piers and docks as-
ficult to control. Rather than attempting to sume a greater importance because, in addi-
be all things to all people, some companies tion to supporting shipyard workers, they are
368 sHtppRoDUcloN

also used to keep many of the ship systems ern welding machines and robotics, diesel
on-line during the repair activity in support repair support equipment, and test sets for
of the ship's crew. sophisticatedweaponssystemswhen servic-
A full-service shipyard may include a ing naval warships.
range ofdry-docking capabilities,such as: A study published in 1993 by the World
Bank found approximately 80 shipyards
. Iarge graving dockscapableof serwicing
worldwide capable of handling the upgrade
VLCCs, ULCCs, aircraft carriers, and and conversion work on ships the size of
other large vessels high volume bulk carriers and larger.[4]
. medium-sizegraving docksfor dry-
Smaller shipyards, especiallythose spe-
docking medium and small ships, cializing in limited markets, may have only
sometimesmore than one at a time one dry dock, only small dry docks,only ma-
o floating dry docksfor smaller ships
rine railways, only piers, or any combination
and submarines,and to enhancethe of these. The combination of dry dock, pier,
capability for joining bows, sterns, and shop facilities will be based on the mar-
and midsectionson ships ket served and the capital investment that
can be economicallyjustifred.
Pier berthing should be equipped with
flexible crane serrriceand access,adjacent Various combinations of facilities were
examinedrecently for possibleways to reuse
staging areas,and convenientaccessto fabri-
the Philadelphia Naval Shipyard after it is
cation and inside repair shops.A full range of
pierside serviceswould also provide power, closedby the governmentin 1996. Excerpts
from this study showing representativelay-
high-pressureair, steam, fresh water, waste
outs for a small repair yard and a larger
handling, frre mains and pumps, oily water
repair/conversionshipyard are presented in
removal and reprocessing,and environmental
Figures 9-6 and 9-7 to illustrate how these
protection services.
enterprisesmight be arranged.
Shop capabilities and facilities would in-
So-called topside companies typically
clude:
have only shop facilities, with no waterfront
. pipe shop with pipe bending equipment facilities at all. Thesecompanieshave mobile
. steel fabrication shop with numerically teams with fleets of trucks equipped to do
controlled burning machines and with many types of repairs. They use sophisti-
plate bending capability cated portable communication systems and
o blasting and priming facility specializein rapid turnaround work on oper-
r sheet metal shop ating ships.Sometimesthey have facilities at
. electrical shop more than one port along a commonshipping
. machine shop with CNC capability route, allowing them to provide coordinated
o computer-aideddesign and manufac- service all along the route with equipment
turing (CAD/CAM) capability removal at one port and reinstallation at a
subsequent port. They may participate in
A full-service shipyard should also pos- larger jobs by teaming with other shipyards
sessa range ofspecializedtools,jigs, fixtures, or specialty subcontractors.
and test equipment. Selectionof this equip-
ment is based on the critical requirement to 2.2.Planning
Approach
accomplishthe project in a rapid turnaround Planning for conversion,overhaul,and repair
enyironment,
Examples
ofthistypeoftooling hastruditionally
bccnbasod
onshipsys[elrs.
would include portable machine tools, mod- However, as zone technology has been in-
 SHIPCONVERSION,
OVERHAUL,
AND REPAIR 369

l{
(r) F C 9 - - s f C r ) O - siJ
5
1rl
q
ol
v,
trl I
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=; (g !

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 370 SHIPPRODUCTION

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 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 371

creasinglyimplemented in ship construction, production trades wind up gxouping and re-

it has alsobeenadaptedfor use in conversion, scheduling tasks because work orders and
overhaul, and repair where it is justified by procedures written on a system-by-system
the size and complexityof the work. Within basis do not usually identify similar or adja-
a zoneapproach,group technology(GT) with cent/interface work.
a product-oriented work breakdown struc- However, no one person may have the
ture (PWBS) focuseson developing repeat- overall picture of what work is to be done and
able work processeswheneverpossible,even when it is to be accomplished, especially on
when applied to considerably different ship larger or more complex jobs. Trade and shop
designs. foremen may be forced to make resource and
scheduling changes with no idea of the im-
2.2.1 SystemsApproach. The traditional sys- pact on other jobs and other trades. While
tems planning approach begins with initial trade supervisors may attempt to be objective,
identification of the repair requirements by it is not unusual for work to be performed on
systems. Operational logs are kept by sys- "first
a one in" basis, resulting in trade con-
tem; component failure statistics are kept flicts, rip-out of newly installed items, exces-
and evaluatedby system;and in-servicetests sive rework, and wasted material. Experience
and inspections are done by system. Then gained by individual foremen may never be
cost and material estimating are done by incorporated in future planning by higher-
systems,becausethat is the way the work is level management, or even by other craft
defrned.Schedulingand authori zationof pro- foremen.
duction tasks are done by system and by Scheduling by system is usually done in
trade. This works out neatly for the planners two stages. During the first stage, the basic
and schedulersbecausetraditional shipyard elements-removal, inspection, repair (ship-
trades are organized to work on systems of board or shop), reinstallation, and test-are
only one type (pipe, electrical, ventilation, given approximate start and stop dates, and
etc.).Finally, testing is alsoaccomplished by a few intermediate milestone dates are es-
system. tablished. Preliminary information on scope
The operation of the ship, maintenance and historical data are used to estimate
and failure logs, design considerations,and total time-phased manning profiles and ma-
testing are naturally and logically done by terial requirements. In the second stage, more
system.Planning for productionwork is done detailed project scheduling is accomplished,
by system becausethe work scopehas been work packages are written, a critical path
defrnedthat way in all the reports and sup- method (CPM) network may be constructed,
porting documentation.However, doing the and man loading is refined.
production work by systemmakes senseonly Networks drawn on a system-by-system
if it is suffrciently small and simple to be basis generally result in a series of parallel
accomplishedby a singlepersonor small team Iines which, in theory, are interconnected at
without complicated interfaces to work on each system interface. In practice, the inter-
other systems. connections tend to be insufficient to show
When all the work is organized only by real interdependencies. For small, time-con-
system and trade, the job of accommodating strained repairjobs, the tasks are, in fact, all
the interfacesbetweensystems,planning re- done in parallel. The problems arise as the
sourceutilization in tight spaces,and coordi- job gets larger and more complex, requiring
nating the use ofbottleneck facilities, such as a more sophisticated understanding and co-
cranes,falls to the trade foremen. Individual ordination of the task interrelationshios.

tI
i
372 SHIPPRODUCTION

Modifyshipboard Installpumps

Undock

11t20 I ztJ

Fig. 9-8. Systems-orientedplanning network for repair.

Figure 9-8 is a simple example of a net- nated with other trades for a project-wide
work based on system. Components(valves perspective.
and pumps) are to be removed and repaired, In the final analysis,these problems are
the pump foundations modified, electrical not related solely to computer-basedplan-
cabling ripped out and modified, and the sys- ning systemsand CPM theory. The real prob-
tem put back together and tested. Each of lems are identifrcation of resource require-
these operationsis assigneda target time and ments in terms of spaceand time, and dele-
resourcesfor completion.The circles specify gation of authority to a management level
events or milestonesthat must be realized pri- cognizantof both of these elements.
or to proceedingto the next set ofoperations.
This network, basedon one system,does 2.2.2 Zone-OrientedApproach.Zone-oriented
not show interdependencieswith work on conversion,overhaul, and repair does not
other systems.The network could be expand- necessarilyimply differencesin the order or
ed to include all work in a given space.How- methodsusedto accomplishthe work. In fact,
ever, the system overlaps into other spaces zone orientation is intended to facilitate the
and a problem arises with the delineation of planning, scheduling,executing,and testing
boundaries.Also, including all adjacent sys- of larger and more complexjobs in the man-
tems on the same network might make it ner in which they are actually performed
too large and complicatedto be a useful tool across system and trade boundaries, in a
to the craft foremen. It would be diffrcult and manner consistent with conceptspresented
expensiveto maintain becauseof the rapid- in ChapterslI and lII.
ly changingunderstandingofthe work scope.If Creating zones is simply a convenient
it were not maintained it would becomeout- devicefor aggregatingtasks in the most ap-
dated and completelyuselessfor the same propriate way for the tasks to be performed
reason. at any given stageof the job. Where the task
If management insists on the use of in- is simple and confinedto one system, a zone
appropriate planning tools, this becomesa could be created for that system, meaning
problem of the managementsystem,and the zonewould equal systemin that case. Where
tools will not be used.Rather, the trade fore- jobs are more complicated and work is fo-
men will generate their own ad hoc tools to cusedin specificareas like the engine room,
do their jobs, but these will seldombe coordi- the auxiliary machinery space,or the bridge,
 SHIPCONVERSION,
OVERHAUL,
AND REPAIR 373

geographical areas might make more sense open and inspect, and rip-out wherever
as zones within a particular phase of the possibleto reducedowntime for the
entire job. ship during repairs.)
A zone can be a compartment on the ship, r prefabrication
only part of that compartment, a group of . disassembly(rip-out)
compartments, a system, part of a system, a . open and inspect (re-planning and
group of systems, or a prefabricated unit be- engineering)
ing built in a shop. It can be any collection of . repair or modifrcation
tasks grouped logically for efficient perform- o on-unit assembly
ance. As with product-oriented new construc- . on-blockassembly
tion, sequencing is done in terms of problem . on-boardassembly
areas and stages within a problem area. One r testing
component might even be part of different . trials
zones at various stages ofthe work.
The zone concept allows task grouping, A typical work flow through these stagesis
resource allocation, and interdependency de- illustrated in Figure 9-9.
cisions to be made earlier and from a project- In order to manage the work through
wide perspective, instead of in the heat of each of these stages while doing the initial
battle from the narrow perspective ofa single work definition, estimating, and early plan-
waterfront foreman. ning with a systemsorientation, then chang-
In general, the terminology of zone-ori- ing to zonesfor production planning, sched-
ented repair is the same as for zone-oriented uling, and execution (the way the work is
construction. Problem areas and pallets, for actually performed), and changing back to
instance, are defined exactly the same as for systemsfor testing, it is necessaryto be able
new construction. Zones are generally consid- to identify and describeeachitem that will be
ered to fall into the following three categories: worked in a zone during one or more of the
stages.A product-orientedwork breakdown
. geographic area--d;iscussed in Chapter 3
structure (PWBS)providesthe ability to sub-
o functional eorue-subdivision of the ship
divide the repair/overhaultasks in the man-
that includes all equipment associated ner in which they are actually conducted.
witha particular
system
0rcomponent, Figures9-9 and 9-10 providea guide {br
such as all piping and pumps associ- making PWBS decisionsin an overhaul envi-
ated with a particular tank, as well as ronment. They combine the ideas of timing
the tank itself (stage)with similar families of products(prob-
. uariable zone----combination
of functional lem areas). Horizontal combinations shown
zone and geographiczone that organ- in Figure 9-10 characterizethe types of work
izes the work by process,also known packagesneededfor work to be performedat
as a work zone each level. This structure allows the work to
A stageis a substepor a band of time during be subdividedcategoricallyby zone,problem
an overhaul in which specificproduction pro- area (specialty),and stage. Each categoryis
cessestake place.Examplesinclude: then examined in relation to the other two.
Using this techniqueit is possibleto create a
o pre-arrival planning, engineering,and virtual flow lane for the required work.
scheduling(Pre-arrival preparation is A virtual flow lane may be thought of as
being expandedby someowners and an assemblyline in which peopleflow by the
shipyards to include underway layout, work. The virtual flow lane optimizes use of
374 S H I PP R O D U C T I O N

Known Uncgrtain
Workscope Workscope

Fig.9-9. Stages.

production time by minimizing setup time be processed, an automateddata processing

between jobs of similar skill and by ensuring (ADP) system is very helpful to realize the
that the best possible environment exists full benefit of the PWBS. CPM networks are
when the cognizant trade arrives at the job not unlike those used by some yards for
site. This environment provides a safe work- system-by-systemoverhaul. Essential differ-
place in which all needed materials are on encesare in the completeness and the bounoa-
hand and all interfacing work has been con- ries of each network, the level of decision
sidered and properly sequenced. making, built-in feedbackprovisions,and the
Zone-oriented planning and scheduling degree of coordination with material control.
is analogous to zone outfitting. Because of As with new construction,material control and
the large amount of information that must the pallet conceptare key elements.An addi-
 O,V E R H A U LA,N D R E P A I R
S H I PC O N V E R S I O N e7E

PBODUCTASPECTS Figures9-12and 9-13are examplesof a

ZONE PROBLEM
AREA STAGE packageidentification sheet and a correspond-
irrg composite drawing for the highlighted
E

SHIP o I
=
O
OPERATION
& TEST event in the aggregateschedule.Figure 9-12
o
o = l
z ; lists operations from which the required re-
6 -z-
sourcesare determined.The scheduledevents
e=9 r4>
ON.BOARD
DIVISION BEASSEI\4BLY are correlatedto the work instruction docu-
=q#=93 >oo
a==
ments used by the waterfrontforeman(zone
F
z
z+l -i
manager).
BLOCK BEASSE[.4BLY
E3=
8Za
a<
Z-o
I
2.2.4 Product-OrientedOverhaul/RepairEx-
z
-
0
WELDiNG
ample.Followingisa simplifredexamplewhich
GRANDUNIT
o
E
5 UN]TJOINING illustrates the conceptspresentedabove.[11
a i
Figure 9-14 showsa plan view of a hypotheti-
WELDING
z z
UNIT cal ship to be overhauled.The forward two-
>l! ASSE[,4BLY
thirds of the ship represents a functional
zoneconsistingof the firemain system in the
COMPONENTS E : P
I
F
E forward portion of the ship. Figure 9-15 shows
0
=;a F
4
the frrst cut at geographic zoning which in-
5
g
z t s INSPECT/REPOBT cludes the port auxiliary machine room and
ON,BOARD
DIVISION
o 3Pi< one-half of the main machinery room. The
H=;A D SASSEMBTY
variablezone,or work zone,is shownin Figure
ON.BOABD
a zats
SORTING
(DEPALLETIZING 9-16.This work zonehas beendeterminedby
DrvtstoN o 3P< c
analyzing all work in the machinery space
>d
6A H3A F
4
OISASSEI./IBLY

PALLETIZlNG
using the PWBS system. The following spe-
UO
o
COMPONENTS
OD
t\4ANUFACTURING cifrcjobs are to be performed in the variable
+z tz
zc =<
o>
f
@
;v
EA MAT'LREOOEFINITION zone shown in Figure 9-16.
c PREABRIVAL
6 INSPECTION
REPOBT
SHIP I
=
o SHIPALTS Job Orders
o o o
o z d TECHWOHKDOC 1. Replace9'0" level grating.
2. Replacefiremain piping FR 100102.
Fig. 9-10. Classifrcationby product. 3. Replacedemineralizedwater pump
and motor.
tional requirement is that the planning and
4. Calibrate gaugessystem 1.
scheduling system must consider those sys-
5. Calibrate gaugessystem 2.
tems and subsystems that must be operation-
6. Calibrate gaugessystem 3.
al and on-line at each point in the overhaul.
7. Add light frame 103-104S/A 1000.
2.2.3 Sample Planning Documents for Zone- 8. Renew pipe and valve main feed
Oriented Conversion and Overhaul. Figure systemFR 100-102.
9-11(a) and (b) is an aggregate schedule, or 9. Add vent duct S/A 2000.
overall plan, for one zone in a major conver- 10. Open/inspect/repairvalves system 1.
sion as performed at a naval shipyard. It 11. Open/inspect/repairvalves system 2.
provides the overall game plan for fabrica- 12. Open/inspect/repairvalves system 3.
tion, outfitting, and installation of a modular 13. Open/inspect/repairvalves system 4.
system which is to be installed on the ship. 14. Open/inspect/repairvalves system 5.
376 SHIPPRODUCTION

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 O,V E R H A U LA,N D R E P A I R
S H I PC O N V E R S I O N 377

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 378 SHIPPRODUCTION

ZONE: " "

J O BO R D E R

^-';-.-S;Au-'
PREFAB/IVFFI SHOPTEST S H I PI N S T U O U T F I T S H I PT E S T
W
WORKPACKAGETITLE

KEY KEY REF W O R KD E S C R I P T I O N EST

SHOP OP DURATION
i.ri? i::l :4 i:ta FiT. Ill:.]-A:., :rl!)trlEti::, /r.l.r: !lEl{,l,.rE r.':t .S i:l

i,aa ra
rl -i - ,'F
litr

-:,:! t-i.iE,'E"
- . r l a : ,I ;aE Ff T F1i-l..il, ir!.)iGER.t iFF:ii,Va i.:r i'F ::,-, til
-r:l! - a , i ] E , , F"

ir l I ! Tarilr-l:t rlp Frr-jl!'T jt.-r l:i;!IFEI

i=| :.': ? R E l , ' l T M a r : r t . : , : i : t E F j i A , t K E T : rI.t , i i lFi.r.iIT.r. . _:

:- r:

:.i

L O N G E S TD U R A T I O N

LIST OF M ATERIAUEOU IPMENT/I\i4

ACHINERY/FACIL ITIES

REMARKS

Fig. 9-12. Work package identification sheet.

It
 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 379

-rl'qr rcvt
\ ltr a -o( alll
al'crtltat \ \ rl.lo .
rlr 5l(Fa, g-i'o.$ n r \ -ao oi 1.
,z .:l- \,iru1 \ l*ff;
.\- tI, tt ut S
I 7Sl-

1il l/i, LJ
g.u{!t
\ i tlt-
-
l r
Lc{
l',1
r'. F
r
itl
itl !l!t I
r,. I
,"t (

alt tA t
?tt t

-:-:,/ r
,vara tLJ f.7 vaut
tlv, Cl?O xLD( tt, a _
rr[lg r rt.lE, llt

4rr*, uuu
<' l. vaul I
:t8'r- alt a

ltArJC'. gOt
irvr) Rer't

UCAIttrat--
trtTulE
(rY') RfJr 7

t,'-r^rosJl
(fY)\ IZJ t6 //
\-
LlFElll|.l. otc(
oYaatr u llF t?

Fig. 9-13. Composite drawing.

15. Add shock support and modify o Planning and engineering

demineralizedwater pump -Define jobs from customer.
foundation S/A 3000. -Perform production planning.
-Write job orders or procedures.
To accomplish the jobs listed above, the -Defrne material.
tasks shownbelowmust be performed.These -Schedule work.
tasks have been organizedby stage, includ- . Procurement/fabrication
ing planning and engineering,procurement, -Procure material and fabricate de-
opening and inspecting,secondaryprocure- mineralized water pump foundation.
ment, repair, on-unit assembly,and on-board -Procure material and fabricate
assembly.This has been done by proceeding main feed system pipe.
through the PWBS process as outlined in -Procure material and fabricate fire
Figures 9-9 and 9-10. The resulting task main system pipe.
breakdownofthe overhaul,by stage,is shown -Procure material and fabricate
below: vent duct.
 SHIPPRODUCTION

d - l l t I '8
6l
ur I

II
i
II
I
ql
d
i
l TT
Fig. 9-14. Hypothetical ship with functional zone

Chor
A
\-/

l.'n I
L i

FR.\\ O FR.loO

Fig. 9-15. Geographic zone representation.

 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 381

-Procure
material and fabricate o Open and inspect
light assembly. -Open/inspect system I, 2, 3 valves,
o Rip-out flow path A.
-Remove insulation. -Open/inspect systemI, 2, 3 valves,
-Remove demineralized water pump flow path B.
and motor. -Open/inspect system l, 2, 3 valves,
-Remove main feed pipe assembly. flow path C.
-Remove 9'0" level glating and de- -Open/inspect system 4 and 5, flow
mineralized water pump foundation. path B.
-Remove auxiliary saltwater piping. -Open/inspect system 4 and 5, flow
-Remove fire main. path C.
-Remove gauges. . Secondaryprocurementand repair
-Remove 6" demineralized water -Procure material identifred by
pipe, FR 100-103. opening and inspecting stage.
-Install temporary staging, 9'0" level. . Repair/alteration
-Cut temporary access. -Perform all repairs and alteration

2/
LVL

: D E t v t t N ALIZED WATER
VENTDUCT

J6X15
W IRE WAY

.MAIN FEEDSYS i

i.<"X
t-
HE
^.F\ /A
\7
r \ t I,A
v" *t.*^ilr
/UDEMINERALIZED
;-R-ow
v PAiH
\r/
WAIER
i

;--l
-t-
-
L- ll-1|l----.-i.
I ,ilDrscxlrcE
:
! i l l r ' -t
! l - -

i l - _| l
| l
_ INNER
SOTTCM

Fig. 9-16.Variab\ezonerepresentation.

I
i
 382 SHIPPFIoDUCTIoN

work aboard ship and off ship, such both public and private shipyards. Many of
as valve lapping, componentmain- the benefits realized in new construction are
tenance,etc. being observed in overhaul. These include
r On-unit reduction in delays caused by waiting for
-Assemble demineralizedwater material, rip-out and reinstallation of re-
pump unit. cently performed work, and day-to-daycom-
. On-board petition for work space.The effectson morale,
-ReassemblesystemI,2,3 valves, productivity, and cost are especially impor-
flow path A. tant in conversion,overhaul,and large repair
-Reassemble systeml, 2, 3 valves, jobs where work spaceis more restricted and
flow path B. the opportunity for physical separation of
-Reassemble system 1,2, 3 valves, work tasks is limited. Task separation and
flow path C. reduction of interference is accomplished
-Reassemble system4 and 5 valves, using PWBS by time-sequencingadjacent
flow path B. work. As with new construction,careful plan-
-Reassemble system4 and 5 valves, ning and scheduling,basedon a comprehen-
flow path C. sive classificationsystem,is essential.
-Reinstall system l gauge,flow
path A. 2.2.5AdvancedlndustrialManagementA sub-
-Reinstall system 1 gauge,flow stantial effort is now ongoingin certain ship-
path B. yards to further improve processesfor iden-
-Reinstall system l gauge,flow tifying, planning, scheduling,and managrng
path C. production work. This effort is a specificim-
-Install vent duct. plementationofthe conceptspresentedabove
-Install main feed pipe assembly. in the p-roduct-orientedoverhauVrepair ex-
-Install fire main piping assembly. ample. The ultimate goal of this advanced
-Reinstall auxiliary saltwater piping. industrial management(AIM) systemis im-
-Install demineralizedwater pump proved utilization of labor resourcesand in-
unit and connectpipe. creasedproductivity. The foundation of this
-Remove staging. Clean and paint work is an improved industrial language
bilge. (work breakdown structure) for defining
-Install 9'0" level grating. work. The program is sponsoredby the Naval
-Close accesscuts. Sea SystemsCommand (NAVSEA).
-Install light. The AIM language is a specifrcadapta-
-Relag main feed and demineralized tion of PWBS and GT conceptsto U.S. Navy
water piping above9'0" level. shipyardsand usesa component-based work
-Clean and paint 9'0" level to 22' level. breakdown structure that provides a stan-
dard set of rrrles,analogousto grammar rules,
Once the PWBS definition of the work to be for any industrial activity. The basic grammar
accomplishedby zonelproblem arealstage rules control how units of work are defrned
has been completed,a schedulenetwork for and organized(seeFigure 9-17).Component
the tasks is generated.The scheduleis then units (CUs) are physical items that will have
progressed,and, as work proceeds,tasks are work applied to them, e.g.,piecesof equip-
rescheduledas necessary. ment on the ship. The CUs are analogousto
The application of group technology "product"
in PWBS. Criteria are established
(PWBS) to major overhauls is underway in for identification of these CUs in order to

F
I
I
I
I
I
II
 O.V E R H A U LA.N D R E P A I R
S H I PC O N V E R S I O N 383

COMPONENT COMPONENT WORK

UNITS UNIT PHASES PACKAGES

AIM Grammar

Objects to bc Stcps in the

proccsed PrGess

AIM Vocabulary
FOR SHIPBUILDNGTNDUSTRY
COMPONENT COMPONENT WORK
UNITS UNIT PHASES PACKAGES
CU/CUPs
(y'Lr Design
,,__\ - ,l
,'r
Design
SysX
I
r
'i (,
Valve
Pump @ Purchase

Motor
Stiffner
Doubler
'@ Fabricnte \ / i

Ladder - '"itlJt.".t"*-l
Switch
@ Assemble

'@ Test
linZoneA I

(irouping
AIM
CU/CUPs

Continuous
Accountabilitv (i)nstruction bv Trne

(ltI/(ltlPs stoy the sanre thNlughout. (ireupings clrarrge

as (ltJ/('llPs rnove thnrugh differrnt phases ofthe prlccss.

Fig. 9-17.Using AIM.

 384 SHIPPRODUCTION

ensure that work is planned and managedat and standardphasesof work (removal,repair,
an appropriate level ofdetail. After CU crite- testing, etc.) called componentunit phases.
ria have beenestablished,componentscan be Since the componentsof a ship can be easily
identified by phases (analogousto stages), determined and standard phasesreadily es-
e.g.,removal,repair, reinstall, test. [5] The tablished, this component-basedwork break-
CUs can be consideredas objectsor products down structure is particularly attractive
to be processed,and componentunit phases for planning and packagingwork. This work
(CUPs) are steps in the process.CUPs can breakdown structure also lends itself to re-
then be gathered into flexible work packages peatabilityand reuseofplanning products.
for effective execution or regroupedto meet After establishing a componentunit da-
changing work site conditions. Thus, the tabasethat representsall the componentson
basic grammar rules define the relation- a ship, the AIM processspecifiesthe creation
ships amongCUs, CUPs, and work packages. of a job summary. The job summary is a
This grammar is used with a vocabulary strategicgrouping of componentunits within
of component units and phases developed a specifrcsectionof the customer-authorized
for a particular industry (i.e. U.S. Navy work package.The job summary contains a
shipyards). The CUs for ship repair include brief descriptionof the work on each compo-
valves, pumps, motors, stiffeners, doublers, nent unit phasecontainedwithin the job sum-
and many other items. Appropriate CUPs mary boundary and estimates of both labor
are establishedby analysis of the industry, and material for eachcomponentunit phase.
and for ship repair, assembly,reinstallation, This document facilitates detailed planning
and testing, among others. Finally, the CUs on each componentunit, allows early pricing
and CUPs are grouped and regrouped like of work and accurate bench marking of the
words in sentencesand paragraphsby what- estimate, and permits the repair activity to
ever criteria are appropriate for performing begin schedulingand packagingthe work for
the work. effectiveexecutionvery early in the planning
This system,with its standard grammar process.
and vocabulary, provides continuous account- Detailed technical instructions are then
ability throughout even the most complex written for each component unit phase de-
process.As Figure 9-17 indicates, CU/CUPs scribedin the job summary.Thesedetailedin-
stay the same throughout the entire process structions are called task group instructions
and can be readily tracked and monitored via (TGI). Since they are written at a detailed
a relational database,eventhough groupings level they make possibleflexible work pack-
of CU/CUPschangeas the CUs movethrough ing and effectiveexecutionof work by zones
different stagesofthe process.The AIM sys- using multitrade teams.
tem can support any kind of simple-to-so-
phisticated project managementapproachand 2.3. Management
Approach
any type of work organization, whether by The traditional approachto ship repair man-
system or zone or both. agement has been by function. This was be-
The AIM program attempts to apply a cause the work definition, design, estima-
zone approachwith a product-orientedwork ting, purchasing,planning, and testing were
breakdown structure focused on the actual all done by systems,the same systems that
shipboardcomponents(pumps,valves,etc.). were the exclusive responsibility of specific
The component-basedwork breakdown trade skill functions. The pipefitters did pipe
ntructure
i0n:ists unit(CU) gygt0ng,
0fI componcnt theJhii,fill""b.,ilt],,rll.t*.t,r.",

r
t

i
i
 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 385

electricians ran wire and hooked up electrical project basedon skill needsand value to the
equipment, machinists worked on machinery, project. They establish and maintain a close
and the sheet metal workers did ventilation. working relationship with the customer.
This approachcan be effectivefor smaller, Successfulprojectmanagementteams also
simple jobs involving only a few systems. exploit the benefits of group technology.The
However,when the scopeof work becomestoo projectteam is responsiblefor all facetsofthe
large, the work spacestoo congested,or the project and ensuresthat the key transitions
work too complexor involving too many sys- from a systemsorientation to a zoneorienta-
tems, this trade and system approach to tion are properly implemented and executed.
managing a projectfrequently results in com- During the project planning phase,a key
petition between different trades for work transition takes placethat the projectteam's
spaceand resources.The trades'primarycon- planning manager can facilitate. The sys-
cern becomesthe successof their individual tems orientation used during basic design
trades, not the health ofthe overall project. and planning is transformed to a zorreorien-
For these larger, more complex situa- tation. This transition is improved if the zone
tions, there is a need for an approach that managersare part of the project team. They
allows a manager to step back and view the can work closely with the project planning
project as a whole and make decisionsbased manager and determine project strategy, es-
on the overall goodofthe project,not a single tablish zone boundaries and groupings, and
trade. When this manager puts together a initiate discussionson effectivework pack-
project management team with representa- aging within the various zones.The project
tives from each of the major trades and sup- team approach greatly facilitates the plan-
port organizations,he or she has the tools for ning of integrated work flows by promoting
coordinating all the project work to meet the discussion.tradeoff. and mutual consentbe-
overall project goals.All shipyard shopsand tween the project team members.
departments are expectedto supporbthe proj- Another key transition, back to systems
ect team and to provide trained personnel orientation, occurslate in the life ofthe proj-
and equipment as requested and funded by ect.This happenswhen a systemsorientation
the project team. is required to allow system testing, product
The project team is structured to take certification, and overall project evaluation.
advantage ofthe zone technologyapplied in Once again this transition is facilitated and
the planning approach. Zone managers are more effectively executedif the test person-
identifred and tasked with the proper plan- nel, certifrcation personnel, and other associ-
ning and execution of all work within their ated parties are members of the integrated
assignedzonesand they are responsibleto the project team. If they have worked closely
project manager for their daily performance. with the projectplanning manager,zoneman-
Successfulproject teams clearly under- agers, and the team's production personnel
stand that their project is important in the during the life of the project, then this transi-
businessposition ofthe shipyard.They estab- tion and the successofthe projectis enhanced.
lish a sense of urgency on the project; per- The projectteam approachcan alsofacili-
formance is expected; and the entire team tate the introduction of a more participative
either succeedsor fails. They establish clear approachto the planning and executionof a
metrics and routinely monitor progressand project.It frrmly establishesteam ownership
performance.They bench mark their perfor- for the planning, execution,and overall cus-
mance against competitors. They staff the tomer satisfactionof the frnal product. Fi-
 386 S H I PP R O D U C T I O N

nancial results and accountability are also matrix management organization comprises
clearly established at the project (revenue both zone and shop management for the pro-
center) level. All of these factors have been duction work, a production manager respon-
shown to be key ingredients in the success of sible for production decisions, and additional
a high-performance work team. [6] administrative,/business development positions
Representative management structures to assist with customer interfaces.
for a small repair yard and a larger repair/ Each of the following sections will discuss
conversion shipyard are presented in Figures the requirements forjobs of different size and
9-6 and 9-7 from the Philadelphia Naval Ship- complexity and how to select an appropriate
yard Reuse Study presented in Section 2.1. of planning and management approach:
this chapter. In the small shipyard, project
managers plan and execute each job, deal di- . repair and overhaul
rectly with the customer, and make deci- o conversion and modernization
sions regarding the project themselves. In r deactivation
the larger ship repair/conversion shipyard, a . scrapping

3. RepairandOverhaul
A ship needs to be operating to earn money . unscheduled voyage repairs
for its owner or, if it is a military ship, to . planned maintenance
perform its mission. In order to maximize . overhauls
operating time during its service life, a ship
must be repaired when damaged and main- 3 . 1 . U n s c h e d u l e dV o y a g e R e p a i r s
tained regularly to avoid breakdown and de- The need for unscheduled voyage repairs re-
terioration. sults from damage or breakdown occurring
Classification societies publish rules for during operations. Damage can come from ex-
maintenance of the vessels they classify. Sur- posure to heavy seas and weather, colli-
veys are conducted at intervals, with the type sions, groundings, fire, explosions, or flooding.
of inspection varying with the age of the ship. Breakdowns and other equipment failures
In addition to regular suryeys, the societies can occur at any time. Whenever one of these
require that damage repairs be accomplished events does occur and the ship must be re-
according to society rules. paired, it is an emergency, affecting the abil-
In addition to classification society in- ity ofthe ship to operate safely and perform
spection, government agencies inspect mer- its mission. Emergency repairs require im-
chant vessels to assure that they are main- mediate attention; otherwise they would be
tained according to published rules. In the postponed until a more convenient time, pref-
United States, merchant vessel safety inspec- erably the next planned maintenance period
tion is carried out by the U.S. Coast Guard. when the work could be bid as part of a larger
(Classification societies and regulatory bod- work package to keep the cost down.
ies usually coordinate their efforts to elimi- Even when there is competition, emer-
nate overlapping requirements and redun- gency repairs tend to cost substantially more
dant inspection cost. This is sometimes for- than routine maintenance. This is because
malized through documents of agreement.) the emphasis is on placing the ship back in
Repair and maintenance of ships gener- service as quickly as possible. The cost ofthe
ally falls into three categories discussed ship being out of service is generally much
below: more than the cost of the repairs. Therefore,

I
 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 387

there is an economic incentive to frnd ways to 3.1.1Case 7. Shipsfrequentlyencounterlost

minimize out-of-service time or even accom- fishnet, some that are miles long, invisible,
plish repairs with riding crews to avoid it and floating just below the surface.Having a
altogether. propeller fouled by a fishnet is a small-scale
The size and complexity of unscheduled problem that is simple to remedy,but impor-
voyage repairs can range from very small and tant for continuing operations. It obviously
simple, such as replacing the bearings in an falls below the threshold for a sophisticated
important pump, to very large and complex, planning and managementapproach.
such as collision damage resulting in an ex-
tensive engine room fire. This means that the o Focilities-Thisrepair requiresno
range ofapproaches that can be taken to the specialfacilities. It can be done by a
repairs can vary just as widely. Four exam- diver at the pier where the ship is
ples showing this range are presented in Fig- berthed. Alternatively, the ship can
ure 9-18 (plotted on the approach selection be reballastedto bring the propeller
graph presented earlier as Figure 9-5) and out of the water and a small team in
are discussed below. a boat can cut the net free.

ffil Unscheduled

ffil LeastSize,
Complexity,&
Sophistrcation
Repairs

Planning Management
S i z e C o m p l e x i t v F a c i l i t i e s Approach Approach
U n s c h e d u l e dR e p a i r s
r 1 P r o p e l l efro u l e d D t l Pier System Functional
with fish nets
r 2 B o t t o md a m a g e z t z Shops/DD Zone Project
frnm nrn' 'nd,nn

r 3 F i r ei n C o m b a t A Z Shops/Pier Zone Project

I n f oC e n t e r
r 4 C o l l i s i o&
n I I F u l lS v c S Y Zone Project&
e n g i n er o o mf i r e Matrix
Leg"nd: D L"ud Z] L"ugroric.ng" Zl 1"".rrog."r"rt Z togr"ur"g I
Mio.ng" c*ut".r
I I

Fig. 9-18. Unscheduledvoyagerepairs

388 SHIPPRODUCTION

o Systemplanning approach-There is capability for rivet technologyremaining in

only one system involved and the plan- the industry today. Any hull damage also
ning can be done on-site by the team becomesmore complicatedif the damageex-
leader. tends to the internal structure or systems,
t Functional managementapproach- especiallyifit involves piping, electrical, so-
One responsibleteam leader can take nar, or other systems. Finally, this is a clas-
full responsibility for everything from sic example of being uncertain of the work
renting a boat, bringing in helpers scopeuntil the ship is examined out of the
and tools from the shop,and planning water. Sometimesa diver is used to examine
the work, to handling the paperwork the damage first, but much of the damage
with the ship's master or agent. may be to structure inside inaccessible
tanks. Becauseof the sizeof a bottom damage
3.1.2. Case 2. Bottom damage from ground- job and its requirement for a dry dock, it
ing on a sandbaror someother obstacleis also would lie above the sophisticated approach
a commonemergencyrepair. It can be large threshold. Two examples of bottom damage
in scale but is not usually technologically are illustrated in Figures9-19(a-d)and 9-20
complex.Though unusual today, damageon (a-d). The first shows the crumpled bottom
an old ship may be more complex if rivet shell plating and internal structure being re-
strakes are damaged,becausethere is little moved,replacedwith new parts and assem-

F i g .9 - 1 9 ( a ) Fig.e-1s(b)

F i g .9 - 1 9 ( c ) F i g .9 - 1 s ( d )
Fig. 9-19.Example of bottom damage.
 SHIPCONVERSION,
OVERHAUL,
AND REPAIR 389

blies, and fitted for final welding. In the se- track-mounted positionerscapableof rolling
cond, the bow forefoot has been so severely and lifting the assemblyinto frnal position for
damagedthat an entire lower bow assembly fitting and welding.
has been constructed to shorten the repair
cycle. The fully painted assembly is posi- o Facilities-The big requirement is for
tioned in the dry dock using both cranesand a dry dock. Sincethis is an emergency

Fig.9-20(a) Fig.e-20(c)

wj
"q*

Fig.e-20(b) Fis.e-20(d)
Fig. 9-20. Example of bottom damage.
390 S H I PP R O D U C T I O N

repair, and dry docksare frequently damagethat might not be great in size, but
bookedup, it may be difficult and ex- be very complexand affect many systemson
pensiveto dry-dockthe ship, especially the ship.
if the ship is not allowed to transit to
a dry dock in another area beforethe o Facilities-This work can be done at
repair is complete.Other requirements pierside. It doesnot have to be a ship-
involve steel-handling,fabrication, yard pier, but it would be preferable
and welding facilities. A crane and to have the ship near the shops,ship-
other material-handling equipment yard crane,and other material-han-
will be needed,as well as blasting and dling services. An electronicsshop
painting equipment. This job should will be needed,though someof this
be done at a shipyard. work may be subcontracted.There
. Zoneplanning approach-The damage will be somestmctural work requiring
may extend over a large enough area steel and perhaps aluminum fabrica-
that it should be broken down into tion and welding facilities. The venti-
severalgeographicalzonesfore and lation, pipe, electrical,and joinery
aft or port and starboard. The work shopswill also have tasks to do.
might be divided betweeninside and . Zoneplnnning approach-While the fire
outsidezones.A zonemight be created may have been confinedto one space,
for any structural units that could be it damagedthe controls,monitors, and
prefabricated. The zonesshould reflect wiring for systemsthat go all over the
the most effectiveway to do the work. ship, as well as the many support sys-
o Proj ect management approach-This tems servhg that space.It might make
job may involve a substantial number senseto divide the burned-outspace
of workers, but they will comefrom into zonesthat would changeby stage.
only a few trades (shipfitters, welders, One set of zonesmight make sensefor
tank testers, painters) and support rip-out, another for structural repairs,
peoplefor material handling and opera- and yet another for equipment instal-
ting the dry dock. The project team will lation and wiring. Since much wiring
need to order steel; coordinatewith is sure to be damagedand sometypes
the insurer, classificationsociety,and of wiring are not allowed to be spliced,
CoastGuard for inspecbions;and arrange there may be a requirement to rerun
for the shops to make up prefabricated electricalcablesto many placesthrough-
units. The team may also have to out the ship which couldalsobe one or
arrange to accomplisha lot of growth more zones.Finally, a system approach
work becauseplacing a ship on the dry is used for the massivetest and certifi-
dock is expensiveand shipownerslike cation program.
to take advantageofthe opportunity to o Project managementapproach-The job
have nonemergency underwater work will involve many trades, the services
and pending surveys done without pay- of original equipment manufacturers,
ing for a seconddry-dockingor taking in-houseelectronicsexperts (or, more
the ship out ofserviceagain. likely, subcontractors),certification
agencies,and an intricate, extensive
3.1.3. Case 3. Fire in a combat information test program. It will be necessaryto
center of a military ship is less likely to be coordinate the many peoplefrom
encountered.It is, however, an example of different trades and companies.all
 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 391

working in the confined space, to in a matrix relationship. The project

ensure that they can get theirjobs team should include members from all
done effectively without compromising the major shipyard organizations to
the goals ofthe overall project. Crea- coordinate planning, material ordering,
tive approaches may have to be used prefabrication, production, subcontrac-
to get long-lead-time material more tors, testing, and contract management.
rapidly than usual. This definitely calls
for a sophisticated project team, but 3 . 2 . P l a n n e dM a i n t e n a n c e
not necessarily a large one.
By definition, planned maintenance is not
3.1.4. Case 4.The last caseis the most extreme emergency in nature. It is based on mancia-
one. Before repairing a ship that was in a ted surveys by the classification societies
serious collision and suffered a major engine and regulatory agencies, inspection logs and
room fire, the owner would have to consult performance records of the operator, and a
with the insurer to determine whether it regular maintenance program run by the
makes economic sense or whether the ship owner based on his or her own mainte-
should be scrapped. Damage in this scenario nance philosophy, statistical information on
could take a year or more to repair and in- equipment failure rates, or predictive data
clude gutting the engine room, re-engining collection. All these programs are designed to
the ship, replacing support systems, install- keep ships operating safely with a minimum
ing new switchboards and wiring, renewing of downtime.
much of the structure, and probably per- The size and complexity of a planned
forming other work throughout the ship. An maintenance can range from very small and
owner might take advantage of this situa- simple, such as servicing idle equipment while
tion to modernize the ship or even convert it, underway, to moderate, such as a more exten-
if the market and economic conditions called sive periodic survey on the dry dock. This
for it. The extent of this type of unscheduled means that appropriate planning and man-
repair is most analogous to conversion and agement approaches will vary from simple to
modernization. moderate in sophistication. Three examples
showing this range are presented in Figure
. Fecilities-This work requires a full- 9-21, plotted on an approach selection graph
service shipyard, including a dry dock. and are discussedbelow.
. Zone planning approach-A project of
this size and complexity needs the same 3.2.1. Case 7.In the past when crew sizes were
type of sophisticated zone approach larger, a substantial routine maintenance
used for conversion and modernization. program could be accomplished while the ship
The main differences would be the was underway. Today's smaller crews are not
additional zone structure set up for the able to perform as much maintenance and
extensive removals and the greater still have time to operate the ship safely.
amount of work scope that remains Underway maintenance is often done now by
unknown until the removals are made special riding teams (in-house or contractor)
and an in-depth survey is completed. or a temporarily expanded crew. This type
o Zone monagement approach-Ajob of of maintenance is usually preventative type
this nature requires the most sophisti- maintenance and routine repairs on individ-
cated project management team work- ual pieces of equipment. It is small in scale,
ing with a large shipyard work force simple in scope, and falls below the sophis-
 392 SHIPPRODUCTION

Zone Tech &

PM Team
Threshold Planned
t-=tsr-EM--_l
I PLANNING & I
rur'rcrror'rar-
I MANAGEMENT |
Maintenance
I I
I APPROACH I
Least Size.
Complexity,&
Sophistjcation

Planning Management
Size Complexitv Facilities Approach Approach
PlannedMaintenance
r l Underway E tl Tools System Functional
roulinemaint.
12 Annualsurvey& Z Z Shops/Pier Zone project
roulinemaint.
r 3 Underwatersurvey, X] X Shops/Pier/DD Zone project
underwatermainl.,
hull coatings,as well
as roulineannualmaint.

Legend: f_l Least I Lea<romtoange ffi Mio.ng" l.,ridangerogreares I

f Grearesr

Fig. 9-21. Planned maintenance.

ticated approach threshold. What may be leader can take full responsibility for
sophisticated,however,is the philosophy,en- all aspectsof performanceto the plan.
gineering, and strategy behind the mainte-
nance progTam. 3.2.2.Case2. In order to maintain their ini-
tial classifications,steel ships are usually sur-
c Facilities-Some tools and equipment veyedannually. At pierside,the condition of
are carried aboard ships, but most hull closure appliances,freeboardmarks, and
work teams will bring their tools with auxiliary steering gear is inspectedby a re-
them. presentative of the classification society. Con-
. Systemplanning approach-This type cernedwith safety,regulatory bodiescheckout
of equipment maintenanceprogram is stability, frre protection,machinery and elec-
usually designedaround individual trical system safety, hazardousand pollut-
systemsand components. ing substancecontrol, lifesaving equipment,
. Functional managementapproach- and navigation and communication equipment.
Usually only a few trade skills are re- Plannedmaintenanceand repairs are accom-
quired, such as machinists, pipe fitters, plished,usually under a contract with a ship-
andclcclflcirns.
0n0rssponsibls
tsm I r ' r

!Ar'dor lup.idu."pui, company.,r,d -oy

I
 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 393
last from a week for some commercial ships The freeboard marks, load lines. and draft
to several months for a military ship. Some- marks are checked and painted. A docking
times preparation for the in-port planned planned maintenancemay last as little as 10
maintenance is done at sea with a riding days for somecommercialships or as long as
team to reduce the required time in port. This 6 months for a military ship and include ship
is done frequently on cruise ships because alterations.As in Case2, underway prepara-
of the high cost ofhaving them out ofservice. tion may be doneprior to ship arrival to mini-
mize time in port.
o Facilities-This work can be done at
any pier, but is more convenient in a . Facilities-Most often the work is
shipyard with access to cranes, shops, done by a shipyard with a dry dock.
and controlled staging areas. Other- In someports a topside companycan
wise, workers, tools, and material have dock the ship in a publicly owned dry
to be transported to and from thejob dock to perform the job or team with a
site daily. shipyard that has a dry dock. In some
o Zone planning approach-Work is Naly home ports the Navy has a dry
done throughout the ship and is best dock it makes available to small busi-
coordinated using zone technology, nesses.Other facility requirements
since there is time for a well-thought- includepiers,shops,and cranes.It is
out approach. not unusual for there to be damageto
o Project monagement approach-A the propeller, shafts, or rudder that
small project team can handle most requires the use ofoversized lathes
jobs of this magnitude, especially and other specialequipment. This is
since the members can participate in subcontractedifthe shipyard doesnot
the early planning. have suffrcientmachining capabilities.

3.2.3. Case 3. At larger intervals (up to five

years) the classification societies require
that ships be inspected in dry dock for corro-
sion, chafing, or distortion of the shell plat-
ing; stern frame and bearing wear; or shaft,
propeller, and rudder damage. The require-
ments of an annual survey are usually also
accomplished at the same time, along with
nonemergency repairs that have accumula-
ted since the last maintenance period and
other work required by the owner's mainte-
nance program. This may include opening,
inspection, and repair of main machinery in-
cluding engines and gears. Figure 9-22 shows
the rigging needed to remove a bull gear
from the main reduction gear during a repair
cycle. Additionally, the hull is blasted and
painted with both anticorrosive and anti-
Fig. 9-22. Rigging needed to remove a bull gear
fouling coatings. The cathodic protection sys- from the main reduction gear during a repair
tem is checked out and zinc anodes replaced. cycle.
394 sHtppRoDUCTtoN

. Zoneplanning approach-As in Case for many military ships. Appropriate plan-

2, there is work throughout the ship, ning and management approachesalways
and there is time to adequatelyplan involve zone planning and a project team.
the zones. Work identification should Three examplesare presentedin Figure 9-2S,
be thorough, but there will also be plotted on an approach selectiongraph, and
somework that cannot be known un- are discussedbelow.
til the machinery, equipment, and
tanks are openedand inspected. 3.3.1. Case 7.Overhaulof small craft, such as
. Managementapproach-This work tugs and other workboats, still involves vir-
requires a larger project team than tually all the systems on the boat, even
Case2. This is due in part to the in- though the boat and the equipment are both
creasedsizeofthe work scope,but smaller and simpler.
more importantly to the required o Facilities-The boat will need to be
coordinationof the dry dock work
removedfrom the water for hull and
with the other work on the ship. For
propulsion/rudderwork. This may be
example,hull blasting and coating
done with a small dry dock (where
interfere with almost every other
more than one boat may be dockedat
activity on the ship, especially"hot
a time) or on a marine railway where
work" (welding or burning) which can
the boat is pulled out of the water;
causethe volatiles in paint to burn or
in somecases,a boat may even be
explode.Most of the individual tasks
lifted out of the water by a large
are relatively straightforward, but
crane with specialslings. Other
sincevirtually everything must be done
facility requirements include the
in parallel to minimize both time out
usual repair shops.
of serviceand time in the dry dock, . Zoneplanning approach-The work
careful project coordinationis neces-
on all systemswill be taking placein
sary for effectiveand safe operations.
small,congestedspaces.A well-planned
zoneapproachis neededto facilitate
3.3.Overhaul
coordinationof the work force through
Overhaul is a speciallarger-scaletype ofplan- thesespaces.
ned maintenance.Its purposeis to bring the . Project manf,Lgement approach-A smai'l
overall operating condition of a ship back to projectteam is sufficient.The team
good-as-new,as well as to perform all the shouldbe involvedin the early planning.
work in Section3.3.2.While major ship al-
terations may be performed (such as adding 3.3.2.Case2. Overhaulof merchant ships and
new weaponssystemsto a Navy combatant), noncombatantmilitary ships is substantially
overhaul is usually concernedwith making larger in scalethan Case1. Theseshipshave
the same systemswork like new, not replac- propulsion, auxiliary, cargo handling, com-
ing them with more modern ones.However, munication/navigation,and habitability sys-
overhaul is similar in many respects to tems to be overhauled throughout the ship.
conversionand modernization(discussedin Much of the equipment will be removed to
the next section), especiallyin the planning shops for repairs and componenttesting. A
and managementapproach. major challengeis putting the ship back to-
Overhaul is a large and complex under- gether again after having it in such a state
taking, lasting from a few months to a year of disassembly.
 SHIPCONVERSION,
OVEBHAUL,
AND REPAIR 395

. Facilities-A dry dock,pier, cranes, and removed from the ship and sent to a
a full array ofrepair shopsare required subcontractorfor repair, bought new
for an overhaul ofthis nature. Secure or manufactured,or providedby the
storageareasfor both new and removed owner. Accountability for this great
ship material are needed.Office facili- amount of material and equipment
ties for the project team should be pro- must be maintained throughout the
vided adjacentto the job site with a clear process,and the material and equip-
view ofthe ship and its accesspoints. ment must be returned to the ship in
. Zoneplanning approach-A zonetech- time to support the reinstallation
nology approachis certainly dictated sequencesand phasedtesting program.
by the magnitude and diverselocation Each pieceof equipment or material
of the work. However,it is also made must be linked to its location and its
necessaryby the complexity of reas- placein the processby zoneand by stage.
sembling the ship with material and o ProjectmotrcLgement approach-Ajob of
equipment that have been removed this nature requires a sophisticated
from the ship and stored,removedfrom projectmanagementteam working with
the ship to a shop and repaired, a large shipyard work force in a matrix

Greatest
Size

'",ffi+::1"
Threshold
I
I ,'Ji'-:S-
ll
I
Overhauls
lJl$^.^*
Il
Least Srze,
Complexity,&
Sophisttcahon

Planning Management
Size Gomplexitv Facilities Approach Approach
Overhauls
r'1 Tugs,fenies,& X X Shops/Pier/DD Tone project
otherworkboats o r M a r i n eR R
t2 Containerships, z X Shops/Pier/DD Zone proiect
lankers,bulkcarriers,
& othercargoships
r 3 Cruiseships& z Z Shops/Pier/DD Zone Project&
militarycombatants Matrix

Legend: fl reasr I Leadro midange ffi viorng" Midangero greate<

l! | cearesr

Fig. 9-23. Overhauls.

396 SHIPPRODUCTION

matrix relationship. The project team . F acilit ies -The facility requirements
should include membersfrom all the are the same as Case2, exceptaddi-
major shipyard organizationsto coor- tional facilities are neededfor electron-
dinate planning, material ordering, pre- ics, ordnance,gas turbines,variable-
fabrication, production, subcontractors, pitch propellers,and other special
testing,trials, and contractmanagement. systems.Servicesfor specialsystems
can also be obtained from subcontrac-
3.3.3. Case 3. Overhauls of highly complex tors. There is a substantial amount of
ships, such as cruise ships and military com- specialtest equipment needed.
batants, are similar to and have much the . Zoneplanning approach-The plan-
samerequirements as Case2. However,they ning requirements are similar to Case
involve much more denselypackedand com- 2, but more complex.This is especially
plex systems,thereby increasing the level true for the combatant ships where
of sophistication needed in the approach. the work zonesmust be completedto
Cruise ships have intensely concentrated support extensivetest programs,crew
habitability systemsand passengercomfort training, and certification by various
standards.Military combatantsnot only have review boards.The propulsion system
state-of-the-artpropulsion,weapon,fire con- work and testing, leading up to a light-
trol, communication, navigation, and com- off examination by the crew, used to
puter systems,but most of those systemsare be the controlling part of a combatant
redundant so the ship can continue to frght overhaul. That position has now been
even if it sustains substantial damage. Com- usually replacedby the even more
batants tend to be narrow and frne-lined to complicatedintegrated combat systems
enhancetheir speedcharacteristics.This re- test and certification program.
ducesthe available volume for accommodat- c Proj ect managementapproach-C ase
ing all the redundant systems and makes 2 onceagain providesthe model for
accessibility very difficult. Survivability of the project managementteam, except
combatants is also improved by a prolifera- that it would be larger and include ad-
tion of watertight boundaries,which further ditional specialistsinjoinery and out-
complicatesworking on systems that pene- fitting for cruise ships and in combat
trate those boundaries. systemsfor combatant ships.

4. Conversion
andModernization
Conversion and modernization of both com- ued use. This process,termed "jumboizing,,'
mercial vessels and naval warships are com- utilizes the stern, machineryroom, and exist-
plex strategic, business, and waterfront pro- ing house. Completely new (and usually
duction endeavors. Typical modernization and larger) cargotanks, pump room, and bow are
conversion projects include installation or joined to the stern, providing an additional
removal of midbodies, cargo-handling up- 15 to 20 years of serviceto the shipowner at
grades, installation of improved bows, re-engi- lower costthan completelynew construction.
ning work, habitability upgrades, environmen- These types of projects are often techni-
tal protection modifications, and military cally challengrng and require a substantial
mission system upgrades. Figure 9-24 shows engineeringeffort. Conversionprojectsare aiso
theconyersion
ofanoldcr
trnlicrforcontin- cheLectoLizsd
by liigh ,,rrl"riolu'd *q.r,p-
 SHIPCONVERSION,
OVERHAUL,
AND REPAIR 397

ment costs and labor-intensive rip-out and than it would be in a new ship where instal-
installation. Items such as a new missile sys- lation could occur at a stage of construction
tem for a modern cruiser, a new main propul- when there was easyaccess.Rip-out,working
sion unit in a re-engining effort, or steel for around existing systems,transporting ma-
vessel lengthening are major expenditures. terial through circuitous accessroutes, and
In somecases,installation costis much more additional safety precautions necessaryfor
working around such hazards as fuel oil and
live electrical systems force up labor costs
substantially.
Whether to undertake conversionand mod-
ernization work is fundamentally a strategic
business decision that may be considered
several times during the life of a ship. This
decision is influenced by external drivers
(see Figure 9-25) that are similar for the
private ship operator and the naval planner.
Both consider and respond to competition
and external threats, technologicaldevelop-
ments, changing mission requirements, and
the age and material condition of the ship.
The modernization/conversiondecisionis in-
fluenced by labor prices,material costs,gov-
ernment regulations, replacement costs, and
Fig. 9-24. Conversion ofan older tanker for contin- competitor decisions and actions. The deci-
ued use. sion maker is ultimately facedwith conducting

irtu.o l
\
r---'-:-----r Output
,'.1exrernalthreats
\ { \
l-------------- Ji
r----'----l
,il Competition N\
-.)\ Do nothing

I
I-_:
I
Chanqinq
mart<iti

Changing | ,
N\
N
]
flq Convertor
modernize
regulation. I I lmpaclon revenue

I
I
^_-_-=.....-_.. L.
\ |
rmpacton market ->r' Scrap&
Newbuilding \ | Position build
nriees lmpacton profit
\ |

Technological
developments

Fig. 9-25. The conversion/modernization decision.

398 S H I PP R O D U C T I O N

a series ofcost-benefit analyses on the various at the same South Korean shipyard. Thus,
scenarios: the conversion price per hull was less and the
owner's capital cost on a fleet basis was lower
. Do nothing and continue to operate the
than for a single ship.
ship as cunently configured and in the The aging of the world fleet is producing
same mission status a need for more modern shipping capacity
. Scrap the ship and build a replacement
and forcing more of these types of decisions.
vessel As Figure 9-26 shows in a typical snapshot of
. Conduct the conversion or moderniza-
the merchant fleet in 1992, the large number
tion project ofships built in the 1970s are nearing the end
of their economic service life, and the small
As an example of this type of decision mak-
number built since appears to be insufficient
ing, consider the recent actions of a major
to carry the current level of trade when the
shipowner reacting to new government regu- older ships are retired. [4 ] Fleet data are con-
lations, changing market conditions, and ac-
stantly reviewed by shipbuilding and repair
tions of competitors. The vessel in question marketing personnel in order to determine
was built in 1975 and was used primarily as
the demand for conversion or moderniza-
a crude oil tanker until 1992. tion versus new building. Since new building
In September of that year, the U.S. Coast costs are high and world trade prospects con-
Guard ruled that the shipowner would be tinue strong, service life extension alterna-
required to conduct major repairs and up- tives to new construction are attractive to a
grading if he were to continue to operate the
large number of shipowners and operators
ship as a crude oil tanker. These require- and are expected to provide continuing mod-
ments were based on new safety and environ-
ernization and conversion work for shin re-
mental regulations. The current oil-shipping pair companies.
market did not justify the capital invest-
Complexity is initially confronted during
ment to conduct the required upgrades, so the basic and functional design processes
the owner decided to alter the mission of the for the proposed conversion or moderniza-
ship, employing it exclusively as a carrier of tion, demanding creative and innovative so-
government grain cargoes.
lutions. During basic design, specifications
In 1993, the federal government decided
that address the technical and performance
that it would discontinue the practice of mov- requirements of the conversion or moderni-
ing grain in oil tankers. The shipowner was zation project are developed.From these spe-
once again faced with a strategic and busi- cifications and requirements, system dia-
ness decision in response to new government grams and zone groupings are developed as
regulations and changing market conditions. part ofthe functional design process. These
His answer to this new situation was to un- processes are very similar to those encoun-
dertake a conversion effort at a South Korean tered during basic design and functional de-
shipyard. The nearly 20-year-old oil tanker sign on a new construction project, but are
was converted to a dry bulk carrier for a cost frequently more complex because of the fol-
of approximately $7.5 million. The converted lowing factors:
vessel was now eligible for the government-
sponsored grain trade. . Size and space considerations on the
As an additional benefit the shipowner existing vessel
was able to negotiate and execute an option to o Support system requirements for the
convert a second oil tanker for a reduced nrice new equipment
 S H I PC O N V E R S I O N
O,V E R H A U LA.N D R E P A I R 399

. Compatibility issues with other equip- . Developing schedules that are resource-
ment that will remain on the ship based
. Weight, moment, list, and trim limi- o Integratin g zorreproduction schedules
tations with system testing and certification
requirements
Complexity in a conversion or modernization r Planning and scheduling unique or
effort is addressed during the planning and high-value resources
execution of the project in some of the follow- o Estimating, costing, and progressing
ing ways: work via zone-oriented approaches
. Bench marking costs versus potential
. Identifying and segregating material
competitors
into material-ordering zones and
. Performing make or buy decisions
establishing appropriate linkages to
. Subcontracting or outsourcing por-
the work control schedule
tions ofthe project to reduce cost
o Establishing zone boundaries and
and speed up schedule
appropriate zone groupi ngs
. Establishing appropriate linkages with Where a large portion of work is focused in a
the fabrication shops single geographic area ofthe ship, integrated
o Planning, establishing, and maintain- process lanes can be used to reduce time and
ing proper flows of work cost. Zone-oriented planning also supports the
. Implementation of the zone-oriented creation of project or conversion work teams
organization and zone-oriented that cut across traditional trade jurisdic-
scheduling tions. These teams should receive any nec-

TheWorldMerchantFleet
Age Distribution
in Mid-1992
GWTshareof respective
fleetsegmentin 7o

20%

10o/o

o%
10-14 15-19 20-25
011 013 0 4 8 -l 011
t, o2t d ;,i
9,27 _- S4 - ]_ !
031 021 013 013 _ 00'1
0 26 0.19 0.12

Fig. 9-26. World merchant fleet age distribution.

400 S H I PP R O D U C T I O N

essary specializedtraining, participate in Because of their size and complexity,

the planning and packaging of work for appropriate planning and management ap-
their zones,and track schedule,cost,and pro- proaches for all these examples require zone
gressby zone. planning and a sophisticated project manage-
Since the range of technical solutions is ment team. Most need the support of a large
so great for the potential problemsofconvert- shipyard work force in a matrix relationship.
ing ships for other missions or modernizing The project team should include members
them to extend their lives, six widely differ- from all the major shipyard organizations to
ent examples of actual conversion/modern- coordinate planning, material ordering, pre-
ization projects are discussedhere, are pre- fabrication, production, subcontractors, test-
sented in Figure g-27, and are plotted on an ing, trials, and contract management, as well
approachselectiongraph. as appropriate specialists.

Conversion&
Modernization

P l a n n i n g Management
Conversion & Size Complexitv Facilities Approach Approach
Modernization
r'l Doublehulltanker Xl Z Shops/Pier/
DD Zone Project
lo shuttletanker
12 ShortenSea-Land Xl X FullSvcSY Zone Project
Atlanticclassship
13 Modernize Navy Z X FullSvS
cY Zone Project &
combatstoresship Matrix
14 MarAdcontainershio Z Z Fullsvc sY Zone Project&
to craneshio Matrix
r 5 ModernizeNavy I I MaxSvcSY Zone Project&
nuclearsubmarine Matrix
r 6 Servicelifeextension I I MaxSvcSY Zone Project &
Navvaircraftcarrier Matrix
Legend: f-l Least[] Lea<romidange Xl u,o.ng" Midnngerogrealed ! crearesr
Z

Fig. 9-27. Conversion and modernization.

 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I R 401

The six example projectsinclude the fol- a 40.74-metermidbody sectionand reconfig-

lowing: ured by installing the new bow section,diesel
generator, and controllable-pitch propeller.
. Conversionof a double-hulledAframax
Thesechangesincreasedthe servicespeedof
tanker to a shuttle tanker
the ship from 18 to 21 knots. The job was
. Shortening Sea-LandAtlantic class
consideredto be only moderately large and
vessels
complex.The conversionof three ships will
. Modernization of a U.S. Naw combat
be completedin six months.
stores ship
. Conversionof a Maritime Administra-
4.1.3. Case 3. The modernizationof a U.S.
tion (MarAd) containershipto a self- Navy combat storesship involved cargohan-
loading crane ship
dling and major habitability upgrades. The
r Modernization of a U.S. Navy nuclear-
modernization work package also included
poweredsubmarine
installation of two carqd elevators, several
. Servicelife extensionfor a U.S. Navy
dry dock repair items, and modifications to
aircraft carrier
the civilian living spaces.The effort was large,
Only the work scopeis discussedsincefacili- but only moderately complex. The modern-
ties, planning, and management approaches ization was completedin nine months.
are the same for all six cases.
4.1.4. Case4.The conversionof a MarAd con-
4.1.1. Case 7.The primary conversionwork on tainer/cargoship to a self-Ioadingcrane ship
this double-hulledtanker includedinstalla- was a major initiative at two successiveship-
tion of a bow loading system, bow and stern yards. The primary conversionwork on the
thrusters, controllable-pitch propeller, an projectincluded installation of two Hagglund
additional diesel generator, a dynamic posi- model 3637 crane systems, including build-
tioning system, and additional fire, safety, ing new support str-uctureall the way to the
navigational, and communicationsequipment. bottom of the ship. Other major work in-
The requirements were straightforward, em- cludednew dieselgeneratorinstallation, new
ploying commonlyused equipment.The loca- switchboardsand electricalwiring the length
tion of this equipment was designedto pre- of the ship, new after-crane,LP turbine re-
clude any major accessor interferenceprob- bucketing, boiler repairs, cargo hold modifi-
lems. Overall, the job was moderate in size cations, installation of permanent ballast in
and not particularly complex.The project was 10 tanks, rerouting of all tank piping, cargo
completed in 60 days and the tanker was hatch cover repairs and preservation, hull
transformed into a full, dynamically posi- repairs and painting, and substantial tank
tioned, shuttle tanker. repairs. The conversionwas a technically de-
manding project, becauseweight, moment,
4.1.2.Case2.The Sea-Landconversions changed and trim considerationswere major factorsin
the configuration of Atlantic classvesselsto the installation of the two large cranes.Com-
increasethe speedofeach ship by three knots plete support system evaluations were re-
to better serve selectedmarkets. The com- quired, especially in the areas of electrical
plexity of the design work on the Sea-Land power and hydraulics.This projectwas made
Atlantic classship was more demandingthan much more difficult by being started at one
the shuttle tanker. A new, more streamlined shipyard, being stoppedby the government
bow section had to be designed and model due to funding problems,and having the ship
tested. The ship was shortenedby removing laid up for two years with all the systems
 402 S H I PP R O D U C T I O N

open and the new cranes stored in the wet high pressure air, and seawater cooling.
cargo holds. The ship was finally brought to Weight, moment, list, and trim considera-
the second yard in a deteriorated condition tions were also key factors because of the
with the removed material scattered about submarine's operating environment within a
and the work scope unknown. This job was submerged operating envelope.Also required
considered large and much more complex than were the replacement of components in the
it should have been. The project was com- nuclear propulsion plant and extensive repair
pleted in 20 months at the second yard. work. This was a large, very complex job. This
project was completed in 12 months.
4.1 .5. Case 5. Nuclear-powered submarines
are more complex technological vessels than 4.1.6. Case 6. Becauseoftheirtremendous cost,
NASA space ships. The modernization of a aircraft carriers are designed to last longer
688 class nuclear-powered submarine pre- than most other ships. The aircraft carrier
sented complex technical issues to the pro- Service Life Extension Program (SLEP) proj-
gram team. The sonar and fire control system ects were designecl to extend the service life
upgrades produced system interface require- of the Forrestal class aircraft carriers even
ments that generated the need for a substan- further (from 30 years to 45 years). These
tial test and system certification program. huge modernization projects were challeng-
Installing new equipment on-board resulted ing simply because of the sheer scale of the
in a complete evaluation of support system effort. They were so big that in the initial zone
requirements, including electrical power, breakdown (shown in Figure 9-28), each zone
hydraulics, air-conditioning, chilled water, was called a mini-ship. l7l Communications

U.S.S.Constellation
(CV-64)Zone Boundaries

F L TD K
03 LVL
02 LVL
01 LVL
MNDK
2ITD DK
3 R DD K
4 T HD K
1S T P T L F R M
2NDPTLFRM
I N N E RB O T T O M

Fig. 9-28. Initial zone breakdown

 S H I PC O N V E R S I O N
O,V E R H A U LA,N D R E P A I B 403
equipment, radar systems, avionics, fire con- configurations. Another vital consideration
trol systems, and weapons elevators were all in the new systems designs was that they
modernized. Catapults, arresting gear, jet would have to support future modernization
blast deflectors, and aircraft elevators were projects with increasing demands. The ship
all overhauled. Major propulsion systems would now operate well into the next century
were overhauled, as well as numerous tanks, and would be required to face new threats
voids, pump rooms, and the underwater and changing mission scenarios.This project
hull. Space and access considerations \\.ere was considered to be massive and very com-
diffrcult. A comprehensive review of all sup- plex. The duration of a SLEP project is ap-
port system requirements was necessary due proximately 28 months. To date, all SLEP
to the large number of newly installed com- projects have been accomplished only at na-
ponents and the radically changed system val shipyards.
,/
5. Deactivation
Lay-up and deactivation of active ships pro- This type of work is not typically complex
vides additional work for companies in the and can frequently be accomplished pierside
ship conversion, overhaul, and repair mar- with limited facilities. The work generally
ket. The purpose ofthis type ofwork is to pre- consists of machinery and tank lay-up, instal-
pare ships for inactive storage and to main- lation of temperature- and humidity-control
tain them while in storage, so that they can devices, and required repair work to ensure
be effectively returned to service in time of rapid and successfulreactivation ofthe ship
strategic need or national emergency. should activation be ordered. The complexity
MarAd's National Defense Reserve Fleet of the effort is greatly expanded if the vessel
(NDRF) is a principal source for this type of is nuclear-powered. In the case of nuclear-
work. In 1993, MarAd had 96 ships in its powered ships, additional support servicesand
Ready Reserve Force (RRF), with an expecta- specialized personnel are required. These spe-
tion to expand to 140 ships by 1999. MarAd cialized personnel would include nuclear en-
provides funds for the procurement, lay-up, gineers, radiation control personnel, and nu-
and maintenance of this force, which is in a clear defueling personnel.
state of readiness to meet 5-, 10-, or 20-day Deactivation projects are frequently plan-
activation schedules. ned in a system or modified zone approach. The
A second major source of deactivation nature of the work typically consists of sev-
work is U.S. Nary ships and submarines. This eral stand alone pieces of work that do not
source of work has been growing in recent impact a large number of support system
years with the steadily decreasing size of the boundaries. Access and interference between
active fleet. The Navy has retired primarily various trades are not typically encountered.
vessels that were older and increasingly A system-oriented planning approach can,
more expensive to operate. The active fleet therefore, be beneficial for this type of work.
declined to 473 ships by the end of FY92, and Frequently, several tasks within a par-
to 450 ships as of June 30, 1993. It is contem- ticular geographic zone are planned for exe-
plated that the size of the active fleet could cution concurrently by the same work team.
go down to 346 ships by 1999. This reduced This type ofmodified zone approach produces
fleet would include 11 aircraft carriers, one good results because trade resources can be
reserve/training aircraft carrier, and 45 to 55 more effectively employed on a wide variety
attack submarines. of tasks within a specific geographic zone.
 404 SHIPPRODUCTION

The management approachfor this type approach builds on a revenue center orienta-
of work is frequently a project approach.The tion for the management of work. The project
deactivation project team is responsiblefor team can adopt the modifred zone approach
the planning, execution, and overall perfor- for planning the project and package tasks for
mance of the project. Once again, the project execution within a particular zone.

6. Scrapping
Shipbreaking and scrapping are attractive mechanismfor producing a sound and effec-
endeavors when steel and used equipment tive scrappingplan. Initially, the ship should
pricesare high and when ready markets exist be strategically divided into zonesfor scrap-
for quick conversionof scrap to other prod- ping by zone-orientedwqfk teams. Some of
ucts. Shipbreaking and scrapping are labor- the factors that should4e consideredwhen
intensive activities that require high pro- dividing the ship into zonesshould include:
ductivity and competitive wages in order to
be financially viable. This type of work has o Rotating machinerythat requiresremo-
been conducted mostly in developing coun- val for resaleor reuseon other vessels,
tries in recentyears (seeFigure 9-29),but the . ElectricaVelectroniccomponentsto be
market has been changing due to the dechn- removed
ing steelmarket and increasingwages. . On-boardliquids to be drained and
The projected annual market for ship- properlydisposedof
braking and scrappingis expectedto grow to . Asbestospresentby geographiclocation
38 million DWT by 1999.[3]This market is . PCB's present by geographiclocation
valuedin excessof $1billion annually,world- . Specialsystem lay-up requirements
wide, until the end of the 1990s.
This forecastfor a growing shipbreaking After strategically planning the scrapping
market is based on the age of the current zones,work must be packagedand scheduled
worldwide fleet and the increasingincidence for executionby multiskilled work teams.These
of structural and mechanicalproblems asso- teams shouldbe trained and equippedto per-
ciated with these aging vessels.Additionally, form a wide variety of tasks in a rapid man-
insurance premiums are rising for many of ner, with minimal supervision.High pro-
these older ships, making them even more ductivity, with minimal labor expenditures,
expensiveto operate. is the primary goal of scrapping projects.
Effective shipbreaking projects require Size and complexity of a scrapping job is
creativeplanning, specialtooling, strict labor usually proportional to the size and complex-
controls, and high productivity in order to be ity of the ship being scrapped,though the
financially successful.The zone approachto presenceof hazardous waste products seri-
planning the scrappingofa ship is the desired ously complicatesany job.

7. RecentInnovations
in ShipRepair
Like shipping, the ship repair, conversion, peting for their business,an environment has
and modernization business is a very com- beencreatedthat generatesinnovative ideas
petitive industry. With shipownerstrying to for achievingimproved operating results and
drive down their costsand the shipyardscom- more competitive business positions. Some

r-
i
 SHIPCONVERSION,
OVERHAUL,
AND REPAIR 405

Analysis
of VesselsBrokenUp in 1992
(Developing
countriesare in the lead)

Total Tankers DryBulkers Gen.CargoShips

No. dwt No. dwt No. dwt No. dwt
('000) ('000) ('000) ('000)
China 36 3,187 tc 2,442 12 oob Y 79
lndia 109 2,733 32 1,528 I J 420 o+ 785
Bangladesh 34 1,727 12 1,370 J ' 1t3 19 243
Pakistan 20 1,715 1? 1,472 4 214 29
Turkey 7 185 z tuo z 41 3 ?e

Thailand 1 15 1
Mexico 1 13 1 1a

Spain 2 6
z 5
Peru 1 3 1 3
Greece 1 1 3
Portugal 1 z 1 I

Denmark 2 z z Z

.Japan I 1 z 1
Netherlands 1 1 1 1
Germany 1 1 1 1
UnitedKingdom 1 1 1 1
-74
TOTAL 220 9,593 A q10 34 1.453 t t z 1,221
Source:
Lloyd's
Shipping
Economist.
Research
files.London

Fig.9-29.Analysisofvesselsbrokenup in 1992.

recent ideas and innovations for both manag- PDM is an innovation in the ship repair
ing and delivering ship repair services will be industry that uses vibration monitoring and
needed. analysis of equipment to provide insight into
the current condition of a pieceof equipment
7. 1 . Maintenance Management Approaches
and to predict imminent catastrophicfailure
Preventative maintenance, an approach of of vital machinery. This type of program is
providing maintenance for equipment before particularly attractive to shipownersand op-
it breaks down, has long been a mainstay of erators becauseit:
ship maintenance programs designed to min-
imize out-of-service time. Life cyclelequip- r Increasesequipment availability by
ment failure data are routinely available for maximizing running time between
most equipment and can be used as the equipment overhauls
basis for determining maintenance intervals . Increasesship operating time by re-
in a preventative maintenance program. Now, ducing urgent maintenancedue to cata-
planning for preventative maintenance can strophic failures of critical equipment
be enhanced with more specific data from Pre- . Allows more efficient repairs because
dictive Maintenance (PDM). repair quality can be checked
406 sHrPpRoDUcloN

. Reduces spare parts inventory be- work identification, maintenance records,

cause adequate lead time now exists spare parts storage,and performanceofboth
for parts identifrcation and procurement planned and unscheduledmaintenance."Ti-
o Improves operator and public safety ger teams"could be ready on short notice to
o Provides data for preventative mainte- fly wherever the ship is located to handle
nance programs most emergencyrepairs. A shipyard may
offer (for a fee) Iong-term serwiceguarantees
Tools required for vibration analysis include
for the shipsthat it builds, converts,modern-
a transducer, a data collector, and PC-based
izes, or overhauls,much as automobileman-
hardware and software for data analysis. This
ufacturers and dealersdo.
concept can be extended through use ofsatel-
lite communication links connecting a ship's .3. T echnological
Trends
PDM computer to a central monitoring sta- /
Rapid technological advances have led to
tion for overall engineering monitoring and
changesin materials used on ships, repair
response.
processes,propulsion systems, ship design,
Continuous maintenance is a concept that,
and electronics.Some new technologyhas
when combined with PDM and preventative
resulted from safety and environmental reg-
maintenance, is attractive to ships where down-
ulation. Arguably, the greatestchangeshave
time is prohibitively expensive. This is par-
been in information technology.All these
ticularly the case with commercial cruise ships
technological changes will affect the ship
and military aircraft carriers.
repair, overhaul, modernization, and conver-
Continuous maintenance is accomplished
sion servicesrequired in the future.
by a riding crew, performing as much main-
tenance at sea as is possible, while the ship
7.3.1. New Materials.New compositemateri-
continues to operate. Both predictive and pre-
als are being used for special-purposecraft
ventative maintenance are planned and ac-
such as minesweepersand for deckhouses
complished, along with any unscheduled re-
and other structuresup high on a ship. These
pairs that can be done underway. The riding
structures need to be lightweight to keep the
crew will also do as much rip-out, layout, and
center of gravity low. Repair of vesselsmade
other preparation as possible for required
with these materials require processes,skills,
in-port maintenance and surveys.
and equipment not now in common usage.
There will also be caseswhere shipowners
7.2. Delivery of Services
will want to take advantageof these materi-
The manner in which repair serwices are de- als for modernizationand conversionof exist-
livered in the ship repair industry is also ing ships.
undergoing experimentation and innovation. Coatingscompriseanother material cate-
A shipowner may establish an organization gory experiencingrapid change.New types of
that can provide much of its own mainte- coatings with longer endurance,greater an-
nance services. Alternatively, the owner may tifouling capability,improvedcorrosionresis-
sign a long-term contract with a single serv- tance,faster drying times, reducedtoxins, or
ice provider to handle repair and mainte- easier application characteristicsare contin-
nance on a one-stop-shopping basis. Ship- uously being introducedinto the market. Be-
yards may not just wait until the ship ar- cause of coatings' susceptibility to damage
rives and solicit bids. They may instead enter and deterioration, their repair or replace-
into long-termservicecontracts
for a ship mentis virtuallyalwayspart 0f anyrepair
or group of ships in a class, helping with work package.Often, a dry-docking needed
 S H I PC O N V E R S I O N
O,V E R H A U LA.N D R E P A I R 407

for other purposes is used as an opportunity o Diesel designs, with engines producing
to upgrade the coatings and take advantage 900-1200 kW at 750-1,000 rpm, that
ofthe latest technology. Safety and environ- can have much more extensive repair
mental regulations related to coatings are a and overhaul work done on them while
major factor in the ship repair and mainte- the ship is underway
nance industry also. The industry not onl;1 . Gas turbine engines in need of repair
has to comply with all the rules concerning \ that can often be removed and replaced
coating application (as do new construction for fast turnaround, while the damaged
yards), but also the rules for disposal oftoxic engine is sent back to the factory for
and hazardous wastes generated from the repairs
removal of old coatings containing such ma- . New jet engines that provide water
terials as lead and organo-tins. jet propulsion without cavitating
propellers. The jet engines will need
7.3.2. New Processes.Because of the unique new techniques for repair. In some
nature of much ship repair, application of cases, ships might be retrofitted
automated procedures has traditionally been with one of these propulsion systems
limited. Gradually this is changing in some during modernization or conversion.
areas where simple robotics are starting to
be used for welding, cleaning pressure ves- 7.3.4. Electronlcs. Warships have become so
sels, and doing other work in places where sophisticated electronically that the elec-
access is diffrcult or impossible for humans. tronic test program has become the critical
There is much room for progress. However, item in most scheduled maintenance avail-
advances continue to be made in tool and abilities. Commercial ships have lagged be-
equipment design, improved scaffolding, and hind warships in this area, but are rapidly
environmental controls. incorporating new electronic technology for
navigation, communications, propulsion con-
7.3.3. Ship Design and Propulsion Systems. trols, cargo management, alarm systems, and
New ship designs with radical hull forms, maintenance analysis. State-of-the-art ship
unique superstructure, or novel machinery control centers (single point bridge systems
arrangement all pose new challenges to the that embrace all navigation, engine control,
repair, overhaul, modernization, and conver- and communications functions into a pack-
sion industry in the future. These include: aged center) are already installed on some
ships. This trend will increase the impor-
. Ships'superstructure and hull form tance of electronics in maintenance and re-
being designed so aerodynamically pair programs and will generate a demand for
that they must be model-tested in a retrofit of some of these systems on existing
wind tunnel commercial ships. Much marine electronics
. Open-topped containerships that were work is currently done by specialist subcon-
recently built in Germany tractors to the ship repair contractor.
. Ships 600 to 800 feet long designed
with semiplaning hulls 7.3.5. Regulatory Requirements. Safety and en-
. Small waterplanearea,twin-hull vironmental
regulations,
bothU.S.andinter-
(SWATH) ships built for applications national, are becoming more stringent and
requiring greater stability at sea having more impact on the design and outfit-
. Ships equippedwith flapped rudders ting of ships. Sometimes, when regulations
to enhancemaneuverability change, the new equipment configuration must
408 SHIPPRODUCTION

be retrofrtted to existing ships. Compliance port can be connectedby radio to the on-board
may mean changesto tanks, new doublebot- computer.
toms, creation of new temporary storage,in-
stallation of new sewage treatment plants, References:
stack gas omission controls, or addition of 1. ShipbuildersCouncil of America, Presenta-
new emergencyequipment. -----tion to the
American Society of Naval Engi-
neers and SocietyofNaval Architects and
7 .3.6. lnformation Technology.There are now Marine Engineers,January 13, 1gg3.
2. Censusof Manufacturers, 1g87.
available interactive software packageswith
3. U.S. Department of the Navy, basedon Fy
programs coveringthe various aspectsof a
1994CongressionalBudget.
lifetime of ship care. The repair and mainte- 4. Peters,Hans Jurgen, "The International
nance programs are designedto work with a OceanTransport Industry in Crisis," The
personalcomputer aboard a ship. The hull World Bank, April 1993.
conditionmonitoring and protectivecoating 5. Luby, Peel,and Swahl, "Component-Based
programs provide instant update of hull Work Breakdown Structure," Program
condition with pictorial displays of each sur- ManagementJournal, Spring 1995.
6. Luby, Robert, and John Shultz, "Reengi-
face showing corrosion, coating condition,
neering and Reinventing the U.S. Naval
and extent of pitting and cracking, together Shipyards,"PMnetwork, Vol. 8, No. 11,
with details of scantlings as new and showing February 1994.
their renewal limits. Another program can be 7. Baba, Koichi, Takao Wada, Soichi Kondo,
connectedwith sensorsand strain gaugesat M.S. O'Hare, and James C. Schaff,"Initial
strategic points in a ship's structure to pro- Implementation of IHI Zone Logic Tech-
nology at Philadelphia Naval Shipyard,"
vide real-time motion and stressinformati<_rn.
A shore-basedserviceproviding24-hourtech-
SNAME, NSRP Ship Production Symposium,
Seattle,Washington, 1988.
I
nical analysis and crisis managementsup-