Raising shipyards productivity after Covid-19
Shipyards that increase productivity now have the best chance of survival. Those that take a holistic approach to lean measures directly will also meet upcoming pandemic challenges in a robust and future-proof manner. Measures tailored to shipyards to reduce costs and increase productivity: Raising shipyards productivity after Covid-19
Summary of the article:
Increasing productivity in shipyards after Covid-19: How systematic planning and Lean ensure competitiveness
The Covid-19 pandemic was a massive disruption for the cruise industry and the associated shipyards. Over 400 cruise ships were grounded worldwide, new construction projects were postponed or canceled and entire production lines came to a standstill. For many shipyards, this not only meant a drastic slump in sales, but also the challenge of reorganizing their operations safely and efficiently under new conditions.
In their specialist article, Theo HerzogLean Maritime GmbH), Arne Wölper (THREE60°) and Dr. Jens Tülsner (Marine Medical Solutions GmbH) show how shipyards can reposition themselves during the crisis and become more productive and competitive in the long term through consistent measures. The article provides practical recommendations that are not limited to pandemic-related measures, but also introduce structural improvements - from central planning and modern logistics to team development.
1. set up a central production and prevention department
A central element of the realignment is the establishment of a central department for production and prevention, in which planning, control and hygiene measures are bundled. This organizational unit will monitor all operational, financial and health-related key figures and be able to make decisions more quickly and in a more coordinated manner. Automated decision support and predictive analyses will help to respond flexibly to new requirements. Stakeholder management with customers, suppliers and investors will also be systematically anchored here.
2. make production systems more flexible by adapting shift models
Another key element is the switch to 2- or 3-shift systems. The aim is to reduce the density of people in workshops and on board without jeopardizing output. In addition, working hours can be shortened or extended - for example through 6-hour shifts without breaks or flexible weekend work. Staggered start times according to occupational groups (e.g. electricians start at 7:00 a.m., welders at 7:30 a.m.) also help to avoid bottlenecks at entrances and bottlenecks.
3. introduce work permits and permanent teams
Productivity and health protection can be combined: The risk of cross-infection is significantly reduced thanks to fixed work teams that are assigned specific work areas. The allocation of work permits by the central control system ensures that only authorized teams are granted access to certain areas - depending on the progress of the project. Visualization tools and daily feedback on progress and quality support transparency and help to take early countermeasures in the event of deviations.
4. use the "surgeon-nurse principle" to increase efficiency
A central Lean for increasing productivity is the so-called "surgeon-nurse principle " - known from hospital operations. Applied to the shipyard, it means Skilled workers (the "surgeons") focus exclusively on value-adding activities, while logisticians ("nurses") take on all supporting tasks such as material procurement and tool provision. This principle can increase the labor productivity of skilled workers by 30-40% if it is applied consistently.
5. permanently integrate hygiene, safety and infection prevention
A professional hygiene concept is essential: in addition to disinfection and cleaning plans, thermal cameras, digital health checks via app and mobile sanitary solutions must become standard equipment. Compliance with distancing and mask rules as well as clearly separated entrances and exits to the work areas are also part of the safety concept.
6 Conclusion: Using the crisis as a lever for long-term efficiency
The article concludes with a strong appeal: crises can be opportunities to implement far-reaching changes. Those who invest now in transparent management, forward-looking planning, modern logistics and consistent Lean will not only become more resilient to future disruptions - but can also raise their productivity to a whole new level.