Dynamic Change Awareness

Home » Completed Projects » Dynamic Change Awareness

Dynamic Change Awareness

Project Participants: Huntington Ingalls Industries, Inc.

Project Start: December 2014

Lack of visibility and knowledge of forthcoming changes to design or planned work increases engineering labor, planning labor, and increases re-work in production. Foremen spend hours generating plans, confirming location of materials, and training crew on scope of the job. However, by the time the work is planned by foremen and ready to begin, engineering or planning may have changed details and impacted the foremen’s plan without his or her knowledge. When changes make it to the shop floor most often a step in the process is missed and the craftsmen spend more time locating missing material, removing items already installed, and/or repairing before change can be executed. Inefficient processes between engineering, planning, and supply chain management cause excessive man-hours which increases the cost of fabricating the DDG class.

The Modular Outfitting project is focused on providing a reliable, cost effective tool that will assist in identifying opportunities and savings for alternate build strategies. Significant opportunities exists to “pre-package/test” large portions of the ship but often times the projected cost of the changes prevents the program offices from seriously considering the change. The build strategy (build sequence, configurations, make/buy, testing etc.) of these spaces could be modified using a modular outfitting approach which could result in significant cost savings.
The Dynamic Change Awareness Project will provide identification of baseline process gaps for engineering and planning organizations specifically seeking reduction in process time. A real time process and PLM dashboards will reduce duplication of efforts and reduce the errors in material ordering reducing 5 full
time equivalent heads per DDG.

The 24-month Ingalls project will be conducted across two major phases at HII-Ingalls. During Phase I, Ingalls will develop functional process requirements, data traceability requirements, and a revised real time process. During Phase II, Ingalls will develop PLM dashboards, pilot the real time process with dashboards, develop implementation plan, and develop a final report. Once implemented, Ingalls anticipates this effort will reduce manhours/ material cost associated with configuration management. This translates into a potential DDG labor savings of $2.2M per/hull and a $1.1M per/hull savings in material.

Project Related Reports & Documents

Success Story