SHIPYARD

OPERATIONAL
MATURITY
CONCEPTS
FLOOR2PLAN:
A SHIP PRODUCTION
EXECUTION SYSTEM
INTRODUCTION

INTRODUCTION
We at Floorganise all see our hearts beat faster when we enter a shipyard, since we
originate from Dutch shipbuilding. Being able to serve yards and all their operational
staff and management with increased (financial)control on projects and more lean
processes is what motivates us. Because we recognize that it takes a lot of process
improvements and project control enhancements to keep shipbuilding alive and
prosperous in the West.

Through our Shipbuilding Operational Platform Floor2Plan we serve all informational

needs from all members of the project but specifically those of the shop floor level.
Since the informational gap between the shop floor and the centralized or tactical
IT systems (ERP, CAD, MSP, P6 etc) is a hurdle we are keen on crossing. We address
integrated planning based either manually or based on the 3D -Model or CAD,
balancing of resources, tracking time, retrieving technical progress from supervisors
and everything in between to support continuous improvement.

Even though shipyards share similar challenges from yard to yard we recognize that
each shipyard is unique. To accommodate therefore the specific requirements and
preferences of our clients we have a dedicated team of shipbuilders, LEAN-consultants
and software engineers on stand-by to target the pain points within your project or
operations too.

So please don’t hesitate to challenge us with your request as we gladly think along,
Managing Partner
Ronald de Vries MSc RC

MEMBER OF WORLDWIDE PARTNERSHIP WITH:

3

CONTENTS
Shipyard process maturity best practices recognized .................................................................................4
Shipyard process maturity what and why? .........................................................................................................5
Shipyard process maturity: requirements from best practices ...............................................................16
Shipyard process maturity development: floor2plan platform ..........................................................20
Shop floor control.............................................................................................................................................................23
Primary registrations.......................................................................................................................................................26
4

SHIPYARDPROCESS MATURITY
BEST PRACTICES RECOGNIZED
The applied knowledge that Floorganise derived at a multitude of shipyards and
throughout more than 300 vessels built is translated into our Ship production planning
and control platform. The key-concepts that we apply have a direct impact on the process
maturity of the shipyards that utilize the Floor2Plan platform. In this document we
distinguish the applied concepts, we describe why they are important and how the best
practices that we recognize result in better control of shipbuilding projects, reduction of
projects risks and failure costs and cutting back on duration and progress with more than
15%.

Added value from mature processes through the application of Floor2Plan and recognized
concepts:

• Key result A: Significant increase in project control and prevention of failure costs
• Key result B: Execution of the optimized building strategy
• Key result C: Increase predictability of task readiness
• Key result D: Integrate all IT-systems and supply chain
• Key result E: Improve departmental performance from accountability and increased
learning

Fig. 1 – APPLICATION FOR ALL STAGES OF SHIPBUILDING

panel construction section assembly pre-outfitting

painting block building erection

slipway outfitting launching quay outfitting

5

SHIPYARD PROCESS MATURITY

WHAT AND WHY?
A crucial part in the success of any shipyard lies in their operational processes and
how these are managed and directed. Being able to translate the knowledge and skills
of available craftsmen, engineers and managers into robust, predictable and efficient
processes is one of the key attributes of high-performance shipyards. Whatever the
production strategy or relevant ship type involved we at Floorganise guarantee these
processes to be enabled. To secure the continuous improvement of both production
performance and project predictability.

A competitive international context

The diminishing competitive advantage of European SME-shipyards for instance lies not
only in the increased technological capability of their competitors but also in their own
lesser performance. The annual statements from multiple European shipyards are showing
losses incurred. Even though these losses have yard specific causes, which can be quite
diverse in nature, more often than not these losses are the result of poorly executed
projects. A major factor herein is poor project planning and process control causing excess
work, increased cost and lead times, and failing quality.

Current approaches

As work progresses the interaction with the supply chain becomes more intense and the
impact on cost, lead time and quality increases. SME-shipyards and also large shipyards
have used Gantt charts and Critical Path Methods (CPM) to schedule shipbuilding projects.
A CPM plan compiles a list of project activities and milestones, determine the length
of individual activities and link these together in a network of dependencies setting
scheduling dates, critical route and general project length. This is primarily a logical top-
down approach for creating a high-level tactical view of the main milestones and sequence
of the project, but not very useful when it comes to monitor the project progress, identify
set-backs and solve problems at the operational level. Likewise, Gantt charts provide a top-
down view of the project but is a poor tool when it comes to deal with practical challenges
such as seamless integration of the supply chain in the project. The undesirable result is
that, projects that were carrying more uncertainty than anticipated had too optimistic
forecasting, unforeseen delays or failure costs. So not only the efficiency of these shipyards
is low, so is their internal control and the predictability of their performance.
6

Fig.1.HH, depicting a generic view on how management structures are linked with the
planning process, is used to pinpoint the main cause for poorly executed projects.

The relevant definitions for planning levels are:

• Project tactical plan define the overall goals i.e. scope, schedule, and budget for the
project, in alignment with the high-level objectives of the organization.
• Tactical plans are concerned with the responsibility and functionality of lower-level
departments to fulfil their parts in the project execution.
• The operational project plan maps out the day-to-day tasks covering the what, the who,
the when, and the how much.

The arrows in Fig.2. indicate the imperative link between the tactical and the operational
planning levels. The GAP pinpoints the current problem of shipyards: a gap between
how the production project is perceived (tactical level) and the shop floor day-to-day
operational realities. ’ Increasing the shipyards competitiveness requires to increase
the level of control and predictability on the level of the project, the execution and the
shipyard’’.

Fig. 2 – MANAGEMENT STRUCTURE & PLANNING PROCES

function of mission sets purpose

board directors statement of business

function of strategic sets company

what

executive management goals and plans direction

who

function of tactical link strategy

middle management goals and plans and operations

gAP
function of 1st and operational guides day by day
2nd line supervision goals & plans operations
7

Process maturity in shipbuilding operations

The ability to respond to the shipbuilding environment (shipyard, supply chain etc.) being
aware of the correct time and location to act, according to the circumstances and the
corporate culture is called “maturity”. When directed at “processes” it is the extent to
which processes are explicitly defined, managed, measured, controlled and effective. It
is an indication of how close a developing process is to being complete and capable of
continual improvement through qualitative measures and feedback. Thus, for a process
to be mature, it has to be complete in its usefulness, automated, reliable in information
and continuously improving. Fig.3. depicts the various stadia of process maturity and the
position of the majority of SME-shipyards between “Initial” and “Managed” levels.

Fig. 3 – PROCESS MATURITY LEVELS AND THEIR IMPACT ON PREDICTABLE RESULTS

every day is a
surprise
destination
without a
roadmap maturity within
reach
leading the
supply chain
world class
performance

deviation &
performance

Process and performance maturity is clearly an important prerequisite for both the
predictability and the efficiency of the shipyard. The level of maturity directly relates to
the extent to which processes and performance are organized explicitly. Rather than solely
depending on individuals and their subjective experiences, which is often the case.

“Increasing the shipyards competitiveness requires to

increase the level of control and predictability on
the level of the project, the execution and the shipyard.”
8

Towards fact based decision making If for instance the hours spent on jobs and the
progress made is updated roughly once a month through a manual paper approach we
tend to call this process of project control rather immature. Because the interval of a
month just doesn’t allow for proper early signaling of risks, early recognition of learning
effects or failure costs and the paper approach doesn’t allow for accuracy or timeliness.

Craftsmanship versus maturity

This is not to say that these shipyards and shipbuilders do not know their business on
how to build ships, but that the immaturity of processes not only inhibits efficiency but
also the level of control and predictability leading to waste of resources and negative
contract results. Also because the data involved isn’t capable of planning or controlling
the activities of the yard in the level of detail (granularity) of the operation itself. To
achieve a higher degree of predictability and performance there is a requirement for both
soft controls (leadership, culture, trust) as well as hard controls (processes, supporting IT
systems and KPI’s).
9

Fig. 4 – MATURITY LEVELS EXPLAINED

level every day is a destination maturity within leading the world class
surprise without a reach supply chain performance
roadmap

area 1 2 3 4 5

plan no plan, no rough outline, shared plan, no optimization water tight

scope, no no production supply chain of the supply scope, explicit
integration, norms beyond optimization, chain, including chunks of
paper/word averages, no separate msp suppliers, work, clarity on
planning clear boundaries plans integated multi responsibilities,
project planning validation
system throughout all
trades

do ad hoc, subunit supply chain supply chain pro-active,

firefighting, orientation optimization optizmation predictive
looking back, within the own beyond the sytems, ease on
high variance organization organizational the shop floor,
boundariers low variance

check no production actuals (hours real-time data, detailed insights predictive

norms, and progress), production based in performance, normen (ai), real-
performance averages on on more specific forecasting time forecast
updates two norms no clear averages, use and actuals on
months late, direction for of forecasting deviations for a
no measurable budgets (s-curves) variety of parts
failure costs or products

act reactive, more innovation box registration of continous improvement

noise is more issues, issue improvement, is implemented
priority management feedback loops, in the daily
measurable workflow. each
failure costs employee is an
improvement
officer.
10

Success factors for improvement; current limitations in shipyard practices

A critical success factor in achieving a higher degree of process maturity is addressing

the informational needs from the staff involved in the execution of the project. A key
characteristic of this informational need revolves around the detail or granularity level of
the data shared. If the data is capable of relating sufficiently to what we call human size,
one job for one person for one day, the accuracy of progress, dependability, timeliness
and predictability increases significantly. The contents of this operational data involves
practical insights on which ctivities should take place, the budget of the tasks, how a
particular drawing looks like, which materials are involved, in which sequence should
the activities take place, when and with which resources and preconditions. Following
concepts like Lean Manufacturing, providing and applying this operational data results
in better operational decision making and thus more efficiency. When this operational
data is set in place more insights can be derived from it. For instance the financial impact
of the current progress for the results of the project allowing for increased predictability
and control too. It is widely recognized that the shipbuilding industry has insufficient
capabilities to address these operational data requirements (Lee, Shin ’19). 1

Common practice, finance in the lead

Since many yards struggle with the maturity of their operational processes, financial
insights are available rather late. This significantly limits their level of control and
predictability but it also poses great risk for the continuity of the shipyard. Which is why
the financial departments within yards extend the use of their centralized and oftentimes
generic IT system designed for the tactical level all the way to the level of the operations.
This top down approach of both systems (how it is used) and logic (what data is exchanged)
creates a false sense of safety since the input on progress from the operational units is
oftentimes incorrect, late, or incomplete but also subjective. I.e. submitting 62% progress
on an activity has the impression of accuracy but is actually the result of a subjective
assessment with a direct financial impact on earned value.

1 Development of an IHOP Execution System Based on Analyses of Shipyard Production Planning Process.
Lee, Shin. Journal of Ship Production and Design 2019
11

Conclusion: bridge the gap between tactical and operational control (Fig.6.)

Maturity development is key for shipyards to become both more efficient and predictable.
Shipyard processes should be supported with specific IT-systems, carrying data consisting
of a granularity level, capable of relating to the human size. So as to address the
informational needs from the shop floor with operational data therewith adding objectivity
and accuracy to the process and the project. Subsequently this data is used to deliver
insights to facilitate better decision making and as a result achieving a higher degree of
efficiency. In parallel this operational data can be used to address the financial perspective
of the project allowing for a higher degree of predictability and control of both project and
shipyard. In summary of all of these needs are potentially addressed with delivering on the
promise of a truly integrated planning.

Fig. 5 – THE ADDED VALUE OF MATURE PROCESSES

complex

errors.
energy.
surprises.
risks.

simple

0. # passing through the learning cycle

12

Delivering on integrated planning

Best practices we see that are aimed at developing process maturity are manifold but
can be summarized as an integrated and automated planning approach to bridge the
gap between the tactical and operational level. In this paragraph first the informational
needs from the operations, planning and control perspectives are discussed, then the
requirements for how the data is modelled, transferred and used and subsequently how
this can all be achieved and which activities will need to be undertaken.

Fig. 6 – THE INTEGRATED PLANNING LEVELS

top down goal setting bottom up reporting

lvl 0
back log
return on equity yard level
of orders

cost price lvl 1 efficiency and

and occupancy portfolio planning predictability
objectives

progress
risks and deviations lvl 2
critical path
recognized project level
maintained

physical progress lvl 3 hours to go versus

and hours department level resource availbility

clarity on lvl 4 hours & physical

job contents task level progress
13

3 data streams are curial from a mature planning & control perspective. Which are:

• Planning information • Control information

-- Top-down goal setting: -- Bottom-up reporting:
Channeled via objectives, goals and Channeled via performance and
norms deviations

1. Physical production flow

a. Horizontal flow of data

b. To support the primary process
c. Centered on the product level of the relevant
dept (blocks vs sections vs panels)
d. Provide accountability and fact-based decisions

insights and information from the various participants in the project from both outside
the yard (the supply chain) as well as inside the yard is crucial to develop the before
mentioned physical production flow.

Fig. 7 – FIGURE

information materials

activity
preceding work succeeding work

personnel tools
14

Availability of insights to develop physical production flow

Due to the nature of shipbuilding and its engineering-to-order character a lot of the
information which is required to make proper planning decisions is available only shortly
before it’s usage. This oftentimes puts crucial information on the critical path. For instance,
which systems and therefore foundations will be placed in which rooms and which sections
or blocks will these rooms consists of? Having this information in time allows for the
installation of this foundation in the pre-outfitting stage when this job can be executed far
more efficiently than the later outfitting stages. Being able to bring together all these

INCREASING PREDICTABILITY WITH INSIGHTS ON TASK READINESS

preceding work preceding work must be completed

personnel personnel for the work must be available
materials the materials necessary must be available and read
area the area the work requires must be available and ready
information the information to complete the work must be available
tools the tools and equipment necessary must be available
external conditions other conditions external to the project must be favorable

The planning and control cycle to direct the shipyard as a whole resides within the
financial discipline of the shipyard. Whilst the cycle that supports the operational planning
and control cycle reside within operational teams. Such as planners, work preparators or
within operational departments. Even though the information needs from both roles differ
there is a huge benefit to be gained when these two roles apply integrated planning and
control efforts. Through the application of more refined granularity both the predictability
as well as the efficiency of performance increases significantly.

Fig. 8 – THE PLANNING LEVELS EXPLAINED

progress planning
level description horizon cycle responsible
responsible

lvl 0 multi project high level planning showing the usage of your
years quarterly top management manager
portfolio main resources by actual projects and prospects
planning
& control
lvl 1 project specific high level planning showing the main project years /
master phases and key milestones monthly project manager
months

project
lvl 2 project specific integral level planning showing the sub project months / sub project planning
bi-weekly
project phases and milestones / activities weeks managers

lvl 3 level text weeks / area / discipline or trade

project specific operational planning showing the activities that weekly
department days managers and department
have to be carried out
contractors planner
or work
lvl 4 lowest level showing the tasks and work sequence to monitor days / no / area / discipline or trade
preparation
daily day to day work hour constant managers and
some other title contractors
15

Each of these planning levels have various users, responsible roles and requirements.
Which is why they are addressed in different systems whilst simultaneously keeping them
in sync to support the integrated planning and control cycle. Following the planning
pyramid logic, it can be stated that management is more dependent on the vertical
data streams to support their fact-based decision making whilst the operations is more
dependent on the horizontal data streams. The latter are addressed within Floor2Plan
making use of the various steps from the PDCA-cycle.

PDCA-cycle

All activities taking place in and around the shop floor follow a repetitive cycle of steps.
These can be summarized as Plan, Do, Check and Act. Having these steps properly aligned,
integrated and instantly available for all participants of the project is a crucial cornerstone
in increasing production performance.

Fig. 9 – PDCA-CYCLE

scheduling registering
and calculating progress and time

plan do
check act
improving process analysing and
and calculating adjusting
16

SHIPYARD PROCESS MATURITY:

REQUIREMENTS FROM
BEST PRACTICES
Applying plan, do, check and acts steps to bridge the gap to operational control (the why

In each specific phase of shipbuilding all distinctive roles have a specific informational
need. Assuring the predictability of processes and projects requires a structured approach
to these needs. The four key steps that together form the backbone of the proposed
improvement and which in essence are capable of delivering on an increased maturity
are depicted in Fig.5 Important topics like planning and scheduling, reporting time and
progress made, analyzing performance and adjusting norms, process improvements
and revised priorities are all addressed within these four steps. The enhancement of
operational performance and predictability requires development of several cultural
aspects, technical capabilities and process requirements.
 17

culture
• empowered teams
• learning on possibilities & responsibilities
• distinction of responsibilities and roles
• share goals and objectives

organisation

scheduling registering
timely system integration
and calculating progress and time
• information is provided in time • applications are connected
• work is done in time
availabilty
level of detail plan do • via desktop / mobile / tablet
• human size / granular planning • world wide access
• comprehensible • for every role in the process

process
• measurable
technical

check act usability

actual • different role different view
• real time data • different views / projections
• short cycles
improving process analysing and • easy to learn
and calculating adjusting

fluent / flow

integrated
• automated steps in planning
• automated steps in progress
• integrated in work processes
Fig. 10 – BEST PRACTICES AND REQUIREMENTS FOR DELIVERING ON INTEGRATED PLANNING
18

Complexity and uncertainty | summarizing the requirements from data perspective (the
what)

The basics of these four steps and the concept of operational planning for the yard and the
project is in essence quite straightforward. But the nature of shipbuilding adds difficulty
when addressing these aspects all in a manual approach. Not only is there an infinite
amount of activities with all kinds of relations to other items of the project, there are
also many people and prerequisites involved that make it difficult to properly plan and
schedule for all of these separate tasks. Exactly because of this complexity (many relations)
and uncertainty (unforeseen changes) it is preferred to automate as much as possible to
be able to bridge the gap to operations. Doing so properly requires delivering on these
requirements from a data perspective.

Fig. 11 – REQUIREMENTS FROM A DATA PERSPECTIVE ON INTEGRATED PLANNING

exchange of data security of data character of data presentation of data

integrated with all it- secured related to physical objects and serving all project and
systems verification granularity of human size department members

integrated with plc- secured as rich in information as comprehensible and

systems authentication possible (cad/3d logic) measurable

configured to the yards’ secured devices as real time as possible user centred (active
logic filtering )

throughout the supply secured each role each screen available anywhere on
chain integrations all devices

Developing a truly integrated an mature process requires the simultaneous development

of both process, culture and a degree of physical production flow. Obviously the IT-systems
in place can provide an important backbone but ultimately the individual people within
the shipyard hold the key to operational success. The various levels of maturity therefore
require the recognition of these other needs too. In the below stated overview the various
properties and characteristics are recognized per maturity level so as to provide a base
line of for assessment purposes and subsequently the gradual development of the drivers
that allow for the next leveL.
19

level every day is a destination maturity within leading the world class
surprise without a reach supply chain performance
roadmap

area 1 2 3 4 5

fluent / push communication fluent (both pull flow

flow between push and pull)
departments

culture solitary attitude shared shared empowered self stearing

production perspective teams teams
perspective

process ad-hoc corrective addaptive preventive predictive

no process process process process process
description description description description description
static static dynamic dynamic

technical no systems disconnected connected systems systems

systems, mostly systems which function as one; function
rudimentory can exchange a user gets the integrated
like barcode data, mostly feeling looking in the work
triggered at one system process; picking
with different up a task, a
modules physical object
or changing
location, adds
information
20
SOFTWARE MODULES FOR INTEGRATIONS

SHIPYARD PROCESS MATURITY

DEVELOPMENT:
FLOOR2PLAN PLATFORM

INTRODUCTION INTO FLOOR2PLAN

The Floor2Plan Ship Production Execution System consist of three focus areas, which are:
Integrated planning approach
• Multi-project, multi-yard, multi-level
planning
• Integrated with and available for the
whole organization
• Product breakdown and Work breakdown
combined
• Manual or automated planning
• Template based, using intelligent planning
relations
Primary registrations (hours, progress,
issues)
• Only applicable tasks available (filtered by
department, trade and planning)
• Get information close to the source (let
employees and supervisor participate)
• All parts of the software have integrations
with external sources like Cadmatic, P6,
ERP, HR, Clocking terminals, Machinery1
Shop floor control or Production Control
• Orientation on departments /
subcontractors
• All ongoing work available
• Complete task information
• (drawing, properties, related products and
activities, dependent departments)
• Focus on here and now
• Organizing day to day work
• Task readiness

1 For example progress from a welding robots or a panel line

 AUTOMATED DETAILED PRODUCTION PLANNING

AUTOMATED DETAILED
PRODUCTION PLANNING

Adding granularity and detail to the project plan

While the aim of the central project plan is to control the project, the detailed production
plan will control daily production operations by sustaining predictability and efficiency.
The Floor2Plan toolset therefore adds granularity and detail by recognizing the properties
of the product breakdown for the particular vessel under construction. This means that
all distinctive parts, components or intermediate products (blocks, areas, systems) are
recognized individually either manually or via a direct interface with the 3D engineering
model. Since the shipbuilding applied knowledge within Floor2Plan allows for the
recognition of the associated activities for each of the particular components, their
hierarchical relations and their dependencies, an initial production plan can be created
automatically.

Applying yard-specific standards, production norms, and building strategy

To determine the duration, associated resources or budgeted hours for each of these
activities it is possible to apply the metadata (weight, shape, welding length) from the
3D engineering model. The result is an initial production plan that combines a product
breakdown with a layer of work breakdown. Whilst simultaneously applying the yard
specific building strategy, detailed production norms and standards which can be
enhanced and improved over time.
 AUTOMATED DETAILED PRODUCTION PLANNING

In sync with project planning

In order to recognize production performance for the ongoing project, the intermediate
results are fed back into the central project plan. This feedback of progress on more
granular activities adds to the level of control and predictability of the project plan. To
maintain a live link between the central project plan and the detailed production plan, a
sync between the Project Plan and Floor2Plan is established.

Different configuration scenario’s

The set up and synchronization between Floor2Plan and the available IT systems from
the yard depend on specific preferences. More common scenarios apply feedback loops
with job tasks in ERP and integrations with both Primavera P6 (to sync with the project
plan) and the engineering 3D model (to capture the product breakdown), after which
more granular activities are created and maintained in Floor2Plan and project status is
visualized in the eShare (application of 4D planning methods).
23
SHOP FLOOR CONTROL

SHOP FLOOR
CONTROL

Controlling your department

An important premise behind shop floor control is that people perform better if they
have a better comprehension of what is expected of them. This is why the shop floor
control efforts of Floor2Plan focus on providing key roles such as supervisors, production
managers, and trade leads with an overview of all priorities, pending items, risks,
performance indicators, material status, documents, and insights to support their day-to-
day decision making.

Multiple departments, multiple perspectives

In order to provide supervisors with an instant insight in the performance of their team or
department, Floor2Plan aligns itself with the dominant logic of the particular department.
Since either rooms, areas, blocks, systems, or engineering documents are the objects that
these departments are working on, these are also the intermediate products to which
we provide our data. By combining planning and task information with this product
breakdown, a supervisor has an instant overview of all pending items per room or block.

Multiple systems, one overview

Through the integration of Floor2Plan with other systems such as ERP, a supervisor has
an instant view per component (area, block, room, system) on pending items such as the
material status in the warehouse, the level of completion of predecessors, the utilization of
24
SHOP FLOOR CONTROL

resources within his team weeks in advance, the budgeted hours, available floor space. All
task-relevant information can be distributed through this single platform for operational
execution and control.

Resulting in better decision making

Since the instant recognition of status for all pending items risks, issues, deviations are
signaled at an earlier stage, the most cost-effective mitigating efforts can be applied.

Normal practice is that all supervisors create their own (Excel) lists to keep track of issues,
plan work in more detail, or control the number of workers per task to keep up with the
planned finish date. Floor2Plan brings all these distinctive informational needs together,
thereby greatly enhancing transparency, facilitating instant recognition of deviation, and
limiting the hours that supervisors currently spend on administration. This leads to better
decision making and a better production flow.
25
SHOP FLOOR CONTROL

Transparency in tracking changes and issues (also in the engineering 3D model)

Applying one entry point for all operational processes not only results in better decision
making on the supervisor level, but it also allows for proper risk and deviation signaling
on the project control level. Since Floor2Plan provides feedback on status, issues, risks,
and annotations between the shop floor and management level, deviations are made
available instantly. Distinctive workflows can be applied from Floor2Plan, making sure
that dedicated issue managers are notified directly when an issue occurs – even in the 3D
engineering model if applicable, since Floor2Plan synchronizes the status of issues with
eShare.

Departmental performance enhancements

Through the various performance metrics applied within Floor2Plan, distinctive

breakdowns can be applied to recognize the performance on both intermediate products
and department or team performance. Various earned values metrics such as CPIs and
SPIs are made available on the department or team level to signal deviations in order to
identify learning effects and develop their operational performance over time.
26
PRIMARY REGISTRATIONS

PRIMARY
REGISTRATIONS

Direct registrations from front line workers

A key principle for applying performance enhancements is the availability of accurate,

timely, and dependable data directly from the shop floor. Our experience teaches us
that these quality aspects increase if the background of the people who are applying the
registrations is as close to production as possible. Therefore, the Floor2Plan toolset is
specifically laid out to allow ironworkers, welders, and mechanical engineers, just to name
a few, to submit their hours worked, and progress made on a daily basis.

Hours worked on tasks versus hours clocked on site

Since supervisors allocate individual workers to individual tasks directly from the planning
(via the plan board) a specific selection of activities becomes available for the worker to
submit hours on. Through touch screens (or even mobile phones) and RFID-keycards, these
workers recognize the allocated activities instantly. After submitting the hours per activity,
an approval loop is started requiring the supervisors to validate the input of the worker.
Automatic control of clocked versus booked hours is initiated, providing a warning signal
where appropriate. Subsequently, the hours are sent to both the planning (job time) and
the payrolling system (shop time).
27
PRIMARY REGISTRATIONS

Approval loops to meet DoD compliance standards

Since time- and material-based contracts determine that all collected hours should follow
direct registrations from front line workers, Floor2Plan has applied a distinctive approval
loop. When the input of a worker is altered by the supervisor, the DoD standards require
this change to be validated by the worker. Through the use of a message board, workers
recognize the applied changes and digitally provide approval.

Fig. 12 – INTEGRATED PLANNING FROM AN IT-PERSPECTIVE

Commonly used systems for these planning

l0 portfolio levels are; Oracle Primavera P6, Microsoft
(projects and prospects)
Projects or even Floor2Plan

l1 master level
(project phases and key milestones)
earned values
(spi / cpi)

l2 project level
(sub roject phases and milestones)

l3 department level
(6-8 weeks look-ahead)
execution planning
and pdca-cycle

l4 task level
(1-2 weeks) - Created and managed in Floor2Plan
delays / - In sync with product hierarchy / 3D engineering
causes - In sync with P6 activities, resources and
learning assignments
(spi / cpi per component and/or department) - In sync with yard logic
- in sync with ERP
- In sync with supply chain

The IT-landscape and positioning of Floor2Plan

To fully support the PDCA-cycle of processes the existing IT-landscape needs to be

synchronized. Since this ensures that all the latest, relevant and insightful data is available
instantly for all operational roles.
 28

engineering planning & control production / supply chain

operational control financial control

portfolio-&

strategic systems
dashboards & kpi’s
master-planning

cad project planning erp department control (f2p)

• creating product (ms-project / oracle p6) • resources • production planning
hierarchy • bill of material / dates • activities / tasks
• revisions • components • priorities / performance
• annotations • hours worked /to go • resources (*availability)
• metadata • material (status) • budget / hours to go

tactical systems
• start finish date • start date
• purchasing (status) • finish date

Floorganise | single platform for operational control and execution

• detail (production) planning (from cad) • progress reporting • visualize work packages/kitting
• resource scheduling • issue management / shop floor control • visualization of statuses
• time tracking / time and attendance • visualization of 3d model • visualize planning risks / progress in 3d

supply chain (co-makers and subcontractors)

• share phases, milestones and deadlines externally • priorities, deadlines, dependencies
• progress reporting for completed units as well as timelines • document management

operational systems
• live feedback loop for progress in panel lines, welding robots and other pcl-systems • 3d visualizations
PRIMARY REGISTRATIONS
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Ronald de Vries MSc RC
call +31613324100
mail ronald@floorganise.com